HomeMy WebLinkAbout10 APPROVE CONSULTANT SERVICES AGREEMENT FOR THE CIVIC CENTER CAMPUS ASSESSMENT AND FEASIBILITY STUDMEETING DATE: SEPTEMBER 15, 2026
TO: ALDO E. SCHINDLER, CITY MANAGER
FROM: MICHAEL GRISSO, DIRECTOR OF PUBLIC WORKS
SUBJECT: APPROVE CONSULTANT SERVICES AGREEMENT FOR THE
CIVIC CENTER CAMPUS ASSESSMENT AND FEASIBILITY STUDY
SUMMARY:
Staff is recommending the City Council approve a Consultant Services Agreement with
Griffin Structures for the Civic Center Campus Assessment and Feasibility Study. The
study is intended to provide a long-term framework plan to assist the City Council in making
informed decisions regarding the future of the Civic Center campus.
The study will evaluate existing facilities, identify current and future needs, and develop
potential options and recommendations for the long-term use, improvement, or
redevelopment of the campus. The findings will provide the City with a comprehensive
foundation for establishing priorities, planning future investments, and determining the most
appropriate path forward for the Civic Center Campus.
RECOMMENDATION:
That the City Council:
1.Approve a Consultant Services Agreement with Griffin Structures for the Civic
Center Campus Assessment and Feasibility Study in the amount of $250,000; and
authorize the City Manager to execute the Consultant Services Agreement and any
necessary documents on behalf of the City; and
2.Authorize the City Manager to amend the agreement as-needed in an amount not to
exceed twenty percent (20%) of the original contract amount.
FISCAL IMPACT:
The total cost of the Consultant Services Agreement with Griffin Structures is $250,000 and
staff is requesting up to $50,000 in City Manager amendment authority above the
agreement amount.
The Fiscal Year 2026-27 operating budget includes sufficient funding for the study.
AGENDA REPORT Agenda Item _______
Reviewed:
City Manager _______
Finance Director _______
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City Council Agenda Report
Approve Consultant Services Agreement for the Civic Center Campus Assessment and
Feasibility Study
September 15, 2026
Page 2
CORRELATION TO THE STRATEGIC PLAN:
This project contributes to the fulfillment of the City’s Strategic Plan Goal B: Public Safety
and Protection of Assets, Strategy 5: Create and implement a plan to protect the City’s
public assets. Specifically, the implementation of Strategy 5a, which among other items, is
for the improvement of public facilities.
BACKGROUND AND DISCUSSION:
The City of Tustin issued a Request for Proposals on May 8, 2026, for a Civic Center
Campus Assessment and Feasibility Study to evaluate the City's existing facilities, future
operational and space needs, facility conditions, potential redevelopment opportunities,
lifecycle costs, funding strategies, and project delivery options. The study is intended to
provide a long-term framework to assist the City Council in making informed decisions
regarding the future of the Civic Center Campus.
The City received eight (8) proposals on June 12, 2026. Proposals were evaluated by
representatives from the City Manager’s Office, and the Police and Public Works
Departments, based on the criteria established in the RFP, including firm and team
qualifications, approach and work plan, schedule, references, and cost. Following the
evaluation, Griffin Structures was determined to be the best-qualified firm.
Griffin Structure's proposal demonstrated significant experience with municipal facilities
and civic campuses, including the Orange County Civic Center. Griffin has also completed
several projects for the City of Tustin, including the Corporate Yard and Emergency
Operations Center, Police Department/Briefing Room, Tustin Library, and Fire Station No.
37. The proposed team also includes specialized expertise in facility condition
assessments, conceptual planning, real estate and economic analysis, cost estimating, and
public safety planning.
The study will evaluate existing conditions and future needs, develop and compare at least
three viable facility alternatives, analyze financial and delivery considerations, and develop
an implementation strategy for consideration by the City Council. Griffin's proposed work
plan is approximately twenty (20) weeks. The work plan includes project initiation, facility
and space assessments, development of alternatives, cost estimating, financial and
delivery analysis, and a final implementation roadmap.
_____________________
Michael Grisso
Director of Public Works
Attachments:
1. Consultant Services Agreement
2. Request For Proposals
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ATTACHMENT 1
Consultant Service Agreement
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CONSULTANT SERVICES AGREEMENT
This Agreement for Consultant Services (herein "Agreement"), is made and
entered into this September , 2026 ("Effective Date") by and between the CITY
OF TUSTIN, a municipal corporation ("City"), and Griffin Structures ("Consultant").
WHEREAS, City is in need of a qualified firm to furnish professional services
for the Civic Center Campus Assessment and Feasibility Study; and
WHEREAS, Consultant is qualified to provide the necessary services and
has agreed to provide such services; and
WHEREAS, City prepared a Request for Proposal (RFP) dated May 5,
2026, which is incorporated herein by reference; and
WHEREAS, Consultant submitted to City a proposal, dated June 12, 2026, a
copy of which is attached hereto as Exhibit "A" (referred to herein as the
“Proposal”.)
NOW, THEREFORE, in consideration of the mutual agreements contained
herein, City agrees to retain the services of Consultant, and Consultant agrees to
provide consulting services as follows:
1. SERVICES OF CONSULTANT
1.1 Proposal and Scope of Services. In compliance with all terms
and conditions of this Agreement, Consultant shall provide those services specified
in the Proposal (the "services" or the "work"). Consultant warrants that all services
shall be performed in a competent, professional, and satisfactory manner in
accordance with all standards prevalent in the industry.
1.1.1 Resolution of Inconsistencies Between Agreement and
Proposal. In the event of any inconsistency between the terms contained in the
Proposal and specific terms set forth in the main body of this Agreement, the terms
set forth in the main body of this Agreement shall govern.
1.2 Compliance with Law. All services rendered hereunder shall
be provided in accordance with all applicable Federal, state and local laws,
ordinances, resolutions, statutes, rules, and regulations (collectively, the “Applicable
Law”.)
1.3 Licenses and Permits. Consultant shall obtain at its sole cost
and expense such licenses, permits and approvals as may be required by
Applicable Law.
1.4 Familiarity with Work. By executing this Contract, Consultant
warrants that Consultant (a) has thoroughly investigated and considered the work
to be performed, (b) has investigated the site of the work and become fully
acquainted with the conditions there existing, (c) has carefully considered how the
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work should be performed, and (d) fully understands the facilities, difficulties and
restrictions attending performance of the work under this Agreement. Should the
Consultant discover any latent or unknown conditions materially differing from those
inherent in the work or as represented by the City, Consultant shall immediately
inform City of such fact and shall not proceed with any work except at Consultant's
risk until written instructions are received from the Contract Officer.
1.5 Care of Work. Consultant shall adopt and follow reasonable
procedures and methods during the term of the Agreement to prevent loss or
damage to materials, papers or other components of the work, and shall be
responsible for all such damage until acceptance of the work by City.
1.6 Additional Services. Consultant shall perform services in
addition to those specified in the Proposal when directed to do so in writing by the
Contract Officer, provided that Consultant shall not be required to perform any
additional services without compensation. Any additional compensation not
exceeding ten percent (10%) of the original contract sum must be approved in
writing by the Contract Officer. Any greater increase must be approved in writing
by the City Manager.
2. COMPENSATION
2.1 Compensation of Consultant. For the services rendered
pursuant to this Agreement, the Consultant shall be compensated and reimbursed
only for such services and such amounts as are expressly prescribed in Exhibit “A”,
in amounts that cumulatively shall not to exceed Thirty-Four Thousand, Seven
Hundred Ninety dollars ($34,790.00). Notwithstanding any provision to the contrary
in Exhibit A, the City will not compensate or reimburse Consultant for travel
expenses or travel time except specific travel time and expenses approved in
advance in writing by the Contract Officer.
THE MAXIMUM AMOUNT OF CITY’S OBLIGATION UNDER THIS
AGREEMENT IS THE AMOUNT SPECIFIED IN THIS SECTION. IF THE
CITY’S MAXIMUM OBLIGATION IS REACHED BEFORE THE CONSULTANT’S
SERVICES UNDER THIS AGREEMENT ARE COMPLETED, CONSULTANT
WILL NEVERTHELESS COMPLETE THE SERVICES WITHOUT LIABILITY ON
THE CITY’S PART FOR FURTHER PAYMENT BEYOND THE MAXIMUM
AMOUNT.
2.2 Method of Payment. In any month in which Consultant wishes
to receive payment, Consultant shall, no later than the first working day of such
month, submit to City in the form approved by City's Director of Finance, an invoice
for services rendered prior to the date of the invoice. City will pay Consultant for all
undisputed expenses stated thereon which are approved by City consistent with
this Agreement, within thirty (30) days of receipt by the Director of Finance of the
invoice.
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2.3 Changes. In the event any change or changes in the work is
requested by City, the parties hereto shall execute an addendum to this Agreement,
setting forth with particularity all terms of such addendum, including, but not limited
to, any additional Consultant's fees. Addenda may be entered into:
2.3.1 To provide for revisions or modifications to documents
or other work product or work when documents or other work product or work is
required by the enactment or revision of law subsequent to the preparation of any
documents, other work product or work;
2.3.2 To provide for additional services not included in this
Agreement or not customarily furnished in accordance with generally accepted
practice in Consultant's profession.
2.4 Payment for Changes. Changes approved pursuant to an
Addendum shall be compensated at the personnel hourly rates prescribed in
Exhibit "A" hereto.
3. PERFORMANCE SCHEDULE
3.1 Time of Essence. Time is of the essence in the performance
of this Agreement.
3.2 Schedule of Performance. All services rendered pursuant to
this Agreement shall be performed within any time periods prescribed in any
Schedule of Performance attached hereto. The extension of any time period
specified in the Schedule of Performance must be approved in writing by the
Contract Officer.
3.3 Force Majeure. The time for performance of services to be
rendered pursuant to this Agreement may be extended because of any delays due
to unforeseeable causes beyond the control and without the fault or negligence of
the Consultant, including, but not restricted to, acts of God or of a public enemy,
fires, earthquakes, floods, epidemic, quarantine restrictions, riots, strikes, freight
embargoes, and unusually severe weather, if the Consultant shall within ten (10)
days of the commencement of such condition notify the Contract Officer who shall
thereupon ascertain the facts and the extent of any necessary delay, and extend
the time for performing the services for the period of the enforced delay when and if
in the Contract Officer's judgment such delay is justified, and the Contract Officer's
determination shall be final and conclusive upon the parties to this Agreement.
3.4 Term. Unless earlier terminated in accordance with Section
7.5, 7.6, or 7,7 of this Agreement, the term of this Agreement shall continue until
satisfactory completion of the services, but not exceeding twenty-four months from
the date hereof, unless extended by mutual written agreement of the parties.
4. COORDINATION OF WORK
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4.1 Representative of Consultant. The following principal of the
Consultant is hereby designated as being the principal and representative of
Consultant authorized to act in its behalf with respect to the work specified herein
and make all decisions in connection therewith: Matt Kingdon (“Principal”)
It is expressly understood that the experience, knowledge, capability
and reputation of the foregoing Principal is a substantial inducement for City to
enter into this Agreement. Therefore, the foregoing Principal shall be responsible
during the term of this Agreement for directing all activities of Consultant and
devoting sufficient time to personally supervise the services hereunder. The
foregoing Principal may not be changed by Consultant without the express written
approval of Contract Officer.
4.2 Contract Officer. The Contract Officer shall be the Director of
Public Works. It shall be the Consultant's responsibility to keep the Contract
Officer fully informed of the progress of the performance of the services and
Consultant shall refer any decisions which must be made by City to the Contract
Officer. Unless otherwise specified herein, any approval of City required hereunder
shall mean the approval of the Contract Officer.
4.3 Prohibition Against Subcontracting or Assignment. The
experience, knowledge, capability and reputation of Consultant, its principals and
employees were a substantial inducement for the City to enter into this Agreement.
Therefore, Consultant shall not contract with any other entity to perform in whole or
in part the services required hereunder without the express written approval of the
Contract Officer. In addition, neither this Agreement nor any interest herein may be
assigned or transferred, voluntarily or by operation of law, without the prior written
approval of Contract Officer.
4.4 Independent Contractor. Neither the City nor any of its
employees shall have any control over the manner, mode or means by which
Consultant, its agents or employees perform the services required herein, except
as otherwise set forth herein. Consultant shall perform all services required herein
as an independent contractor of City and shall remain at all times as to City a wholly
independent contractor with only such obligations as are consistent with that role.
Consultant shall not at any time or in any manner represent that it or any of its
agents or employees are agents or employees of City. Consultant shall be solely
responsible for compliance with State and Federal Law with respect to the wages,
hours, benefits, and working conditions of its employees, including requirement for
payroll deductions for taxes. Employees or independent contractors of Consultant
are not City employees.
5. INSURANCE / INDEMNIFICATION
5.1 Insurance Requirements
A. Types and Limits of Required Coverage. Consultant
shall procure and maintain, at its sole cost and expense, the following insurance
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coverage throughout the term of this Agreement. Coverage shall apply to
Consultant’s performance of the Services and to the acts and omissions of its
employees, agents, and subconsultants, as applicable.
(1) Commercial General Liability. Commercial General Liability
Insurance providing coverage at least as broad as Insurance Services Office
occurrence form CG 00 01, including coverage for bodily injury, property damage,
personal and advertising injury, premises and operations, contractual liability,
independent contractors, and products-completed operations, with limits of not less
than:
(a) $2,000,000 each occurrence;
(b) $4,000,000 general aggregate; and
(c) $4,000,000 products-completed operations aggregate.
If the policy contains a general aggregate limit, the aggregate shall apply separately
to the Services performed under this Agreement or be not less than twice the
required occurrence limit.
(2) Automobile Liability. Automobile Liability Insurance with a
minimum limit of $1,000,000 combined single limit per accident for bodily injury and
property damage, covering owned, hired, and non-owned automobiles used in
connection with the performance of this Agreement. If Consultant has no owned
automobiles, coverage for hired and non-owned automobiles shall be sufficient,
subject to City approval.
(3) Professional Liability. Professional Liability Insurance
covering errors, omissions, negligent acts, and wrongful acts arising from the
professional services performed under this Agreement, with limits of not less than
$2,000,000 per claim and $4,000,000 aggregate. Coverage shall apply to all
professional disciplines and services performed under this Agreement, including, as
applicable, architectural or engineering analysis, facility assessment, space
planning, conceptual site planning, cost estimating, financial analysis, market or
property analysis, redevelopment feasibility, delivery-method evaluation, and
services performed by or through subconsultants. The policy shall not contain an
exclusion that materially eliminates coverage for the professional services required
under this Agreement.
(4) Workers’ Compensation and Employers’ Liability. Workers’
Compensation Insurance as required by the State of California and Employers’
Liability Insurance with limits of not less than:
(a) $1,000,000 each accident for bodily injury;
(b) $1,000,000 each employee for bodily injury by disease; and
(c) $1,000,000 policy limit for bodily injury by disease.
If Consultant has no employees and is legally exempt from maintaining Workers’
Compensation Insurance, Consultant shall provide the City with a written
declaration or other documentation acceptable to the City establishing the basis for
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the exemption. The City’s acceptance of an exemption shall not relieve Consultant
of its responsibility to comply with applicable law or to require appropriate coverage
from its subconsultants.
B. Required Endorsements and Policy Provisions. Insurance
shall not be considered compliant if it contains a limiting provision or endorsement
that materially reduces the protection required by this Agreement and has not been
disclosed to and approved by the City.
(1) Additional Insured. The City of Tustin, its elected and
appointed officials, officers, employees, agents, representatives, boards, and
volunteers shall be included as additional insureds under the Commercial General
Liability and Automobile Liability policies for liability arising out of or related to
Consultant’s performance of this Agreement.
Additional insured coverage shall be provided by endorsement and shall not:
(a) Exclude contractual liability;
(b) Restrict coverage to the sole liability of Consultant;
(c) Exclude third-party-over actions; or
(d) Contain an exclusion that is contrary to Consultant’s obligations
under this Agreement.
Additional insured status is not required under the Professional Liability or Workers’
Compensation policies.
(2) Primary and Noncontributory Coverage. The Commercial
General Liability and Automobile Liability insurance required under this Agreement
shall be primary and noncontributory with respect to any insurance or self-
insurance maintained by or available to the City or any other additional insured.
Any insurance or self-insurance maintained by the City shall apply in excess of, and
shall not contribute with, Consultant’s insurance.
(3) Waiver of Subrogation. The Commercial General Liability,
Automobile Liability, and Workers’ Compensation policies shall include a waiver of
subrogation in favor of the City, its elected and appointed officials, officers,
employees, agents, representatives, boards, and volunteers, where permitted by
law.
C. Notice of Cancellation or Reduction in Coverage.
Consultant shall provide the City with written notice within two business days after
Consultant receives notice from an insurer of cancellation, nonrenewal, or a
material reduction in any insurance coverage required under this Agreement.
Where commercially available, the required policies shall be endorsed to provide
the City with at least thirty days’ prior written notice of cancellation or nonrenewal,
except that ten days’ notice may be provided for cancellation due to nonpayment of
premium.
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Consultant shall not allow the required coverage to lapse and shall provide
evidence of replacement or renewed coverage before the effective date of any
cancellation, nonrenewal, or expiration.
D. Evidence of Insurance. Before commencing any Services
under this Agreement, and as a condition precedent to the effectiveness of this
Agreement, Consultant shall provide the City with certificates of insurance and
copies of all endorsements required by this Agreement. Certificates of insurance
alone shall not establish compliance when an endorsement is required. The City’s
acceptance of a certificate or endorsement that does not comply with this
Agreement shall not constitute a waiver of the insurance requirements. Consultant
shall provide renewal certificates and endorsements before expiration of the
applicable policies. Upon request, Consultant shall provide complete certified
copies of any required insurance policy.
E. Deductibles and Self-Insured Retentions. Any deductible or
self-insured retention shall be disclosed to and subject to approval by the City.
Consultant shall be solely responsible for paying any deductible or self-insured
retention and shall ensure that it does not reduce or otherwise impair the protection
provided to the City and other additional insureds.
At the City’s request, Consultant shall provide evidence of its financial ability to pay
any deductible or self-insured retention.
F. Contractual Liability. The Commercial General Liability
policy shall include contractual liability coverage applicable to the liability assumed
by Consultant under the indemnification provisions of this Agreement. The
insurance requirements shall not be interpreted as limiting Consultant’s defense or
indemnification obligations.
G. Umbrella or Excess Insurance. Required liability limits may
be satisfied through a combination of primary and umbrella or excess insurance,
provided that the umbrella or excess policy:
(1) Provides coverage at least as broad as the underlying policy;
(2) Applies without interruption or gap over the underlying coverage;
(3) Provides additional insured, primary and noncontributory, and
waiver of subrogation protection consistent with the underlying
coverage, where required; and
(4) Has a policy period that is concurrent with the underlying policy.
Umbrella or excess insurance may be used to satisfy the Professional Liability
requirement only if it specifically applies on a follow-form basis over the
Professional Liability policy.
H. Failure to Maintain Coverage. If Consultant fails to obtain or
maintain any insurance required under this Agreement, the City may suspend
Consultant’s Services and withhold payment until compliant coverage and evidence
of insurance have been provided.
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Consultant shall not be entitled to additional compensation or an extension of time
resulting from a suspension caused by its failure to maintain the required insurance.
The City may, but is not obligated to, obtain the required coverage and deduct the
cost from amounts otherwise payable to Consultant. The City’s exercise or failure to
exercise any remedy under this section shall not relieve Consultant of its
obligations under this Agreement.
I. Acceptability of Insurers. Required insurance shall be issued
by insurers with a current A.M. Best financial strength rating of not less than A:VII
and authorized to transact insurance business in the State of California.
Coverage may also be placed through an eligible surplus lines insurer in
accordance with applicable California law. Any insurer that does not satisfy these
requirements must be approved in writing by the City’s Risk Manager.
J. Claims-Made Policies. If Professional Liability or any other
required insurance is written on a claims-made basis:
(1) The policy’s retroactive date shall precede or coincide with
the date Consultant first begins performing Services under this
Agreement;
(2) Consultant shall maintain continuous coverage with the
same retroactive date throughout the term of the Agreement;
and
(3) Consultant shall maintain the coverage, or purchase an
extended reporting period, for not less than five years following
completion or termination of the Agreement.
If coverage is renewed, replaced, canceled, or nonrenewed, Consultant shall
provide evidence that the new policy maintains the original retroactive date or that
extended reporting coverage has been purchased for the required period.
K. Insurance for Subconsultants. Consultant shall require each
subconsultant to maintain insurance appropriate to the nature and extent of the
services it performs. Unless otherwise approved in writing by the City,
subconsultants performing architectural, engineering, facility-assessment, cost-
estimating, financial, valuation, real estate, or other professional services shall
maintain Professional Liability Insurance with limits not less than those required of
Consultant. The Commercial General Liability and Automobile Liability policies of
applicable subconsultants shall include the City as an additional insured. Workers’
Compensation policies shall include a waiver of subrogation in favor of the City,
where permitted by law. Alternatively, Consultant may provide evidence that its own
insurance covers the acts and omissions of its subconsultants and provides the
required limits and protections. Consultant shall be responsible for verifying its
subconsultants’ compliance with these requirements. Consultant’s use of a
subconsultant shall not relieve Consultant of any obligation or liability under this
Agreement.
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L. Insurance Obligations of Consultant. The insurance
required under this Agreement shall be the greater of:
(1) The coverage and limits required by this Agreement; or
(2) The coverage and limits actually maintained by or available to
Consultant that are applicable to a loss arising from the Services.
Any insurance proceeds or coverage broader than or in excess of the minimum
requirements that are applicable to a loss shall be available to the City and other
insured parties. No representation is made that the insurance required under this
Agreement is sufficient to cover Consultant’s obligations or liabilities.
The insurance requirements are independent of and shall not limit
Consultant’s defense, indemnification, or other contractual obligations.
5.2 Indemnification. The Consultant shall defend, indemnify and
hold harmless the City, its elected and appointed officers, employees, volunteers,
and agents, and for any project pursued jointly with one or more other public
agencies, the joint agency(ies) (collectively the “Indemnitees”) from and against any
and all actions, suits, proceedings, claims, demands, losses, costs, and expenses,
including legal costs and attorneys' fees, for injury to or death of person or persons,
for damage to property, including property owned by City (collectively “Claims”)
arising from errors, omissions or willful acts of Consultant, its officers, employees,
subcontractors, subconsultants, and agents, and arising out of or related to
Consultant's performance under this Agreement, except for such loss as may be
caused by City's sole active negligence or willful misconduct, or that of one or more
Indemnitees.
5.2.1 The Consultant shall also defend, indemnify and hold
the City harmless from any claims or liability for City health and welfare, retirement
benefits, or any other benefits of part-time or fulltime City employment sought by
Consultant’s officers, employees, or independent contractors, whether sought by
legal action, administrative proceeding or pursuant to State statute.
5.2.2 If the Consultant is a “design professional” (as defined
in California Civil Code section 2782.8) performing design professional services,
then sections 5.2 and 5.2.1 above shall not apply, and Consultant shall instead
indemnify and defend the Indemnitiees against all Claims that arise out of,
pertain to, or relate to the negligence, recklessness, or willful misconduct of the
Consultant or its employees or subconsultants, if any. When this section 5.2.2
applies, Consultant’s cost to defend shall not exceed the proportionate
percentage of fault of Consultant and its employees and subconsultants as
determined by final judgment.
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6. RECORDS AND REPORTS
6.1 Reports. Consultant shall periodically prepare and submit to
the Contract Officer such reports concerning the performance of the services
required by this Agreement as the Contract Officer shall require.
6.2 Records. Consultant shall keep such books and records as
shall be necessary to properly perform the services required by this Agreement and
enable the Contract Officer to document and evaluate the performance of such
services. The Contract Officer shall have full and free access to such books and
records at all reasonable times, including the right to inspect, copy, audit and make
records and transcripts from such records.
6.3 Ownership of Documents. All drawings, specifications,
reports, records, documents and other materials prepared by Consultant in the
performance of this Agreement shall be the property of City, including all rights
arising under Copyright and other intellectual property laws, and shall be delivered
to City upon request of the Contract Officer or upon the expiration or termination of
this Agreement, and Consultant shall have no claim for additional compensation as
a result of the exercise by City of its full rights of ownership of the documents and
materials hereunder. Consultant may retain a copy of such documents for its own
reference, but no additional copy shall be made without the written consent from
City.
6.4 Release of Documents. All drawings, specifications, reports,
records, documents and other materials prepared by Consultant in the performance
of services under this Agreement shall not be released publicly without the prior
written approval of the Contract Officer.
7. ENFORCEMENT OF AGREEMENT
7.1 California Law. This Agreement shall be construed and
interpreted both as to validity and to performance of the parties in accordance with
the laws of the State of California. Legal actions concerning any dispute, claim or
matter arising out of or in relation to this Agreement shall be instituted in the
Superior Court of the County of Orange, State of California, or any other
appropriate court in the Count of Orange, and Consultant covenants and agrees to
submit to the personal jurisdiction of such court in the event of such action.
7.2 Waiver. No delay or omission in the exercise of any right or
remedy of a non-defaulting party on any default shall impair such right or remedy or
be construed as a waiver. No consent or approval of City shall be deemed to waive
or render unnecessary City's consent to or approval of any subsequent act of
Consultant. Any waiver by either party of any default must be in writing and shall
not be a waiver of any other default concerning the same or any other provision of
this Agreement.
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7.3 Rights and Remedies are Cumulative. Except with respect to
rights and remedies expressly declared to be exclusive in this Agreement, the rights
and remedies of the parties are cumulative and the exercise by either party of one
or more of such rights or remedies shall not preclude the exercise by it, at the same
or different times, of any other rights or remedies for the same default or any other
default by the other party.
7.4 Legal Action. In addition to any other rights or remedies,
either party may take legal action, in law or in equity, to cure, correct or remedy any
default, to recover damages for any default, to compel specific performance of this
Agreement, to obtain injunctive relief, a declaratory judgment or any other remedy
consistent with the purposes of this Agreement.
7.5 Termination Prior to Expiration of Term. The City reserves the
right to terminate this Agreement at any time, with or without cause, upon written
notice to Consultant. Upon receipt of the notice of termination, Consultant shall
immediately cease all services hereunder except such as may be specifically
approved in writing by the Contract Officer. Consultant shall be entitled to
compensation for all services rendered prior to receipt of the notice of termination
and for any services authorized in writing by the Contract Officer thereafter.
7.6 Termination for Default of Consultant. If termination is due to
the failure of the Consultant to fulfill its obligations under this Agreement, City may
take over the work and prosecute the same to completion by contract or otherwise,
and the Consultant shall be liable to the extent that the total cost for completion of
the services required hereunder exceeds the compensation herein stipulated,
provided that the City shall use reasonable efforts to mitigate damages, and City
may withhold any payments to the Consultant for the purpose of set-off or partial
payment of the amounts owed to City.
7.7 Non-Appropriation of Funds. City’s financial obligations
under this Agreement beyond the initial fiscal year, if any, are contingent upon
the Tustin City Council’s appropriation of funds for such purpose. If the Tustin
City Council does not appropriate the necessary funds for the subsequent fiscal
year, this Agreement shall terminate at the end of the then-most recent fiscal
year for which funds were appropriated. The City shall provide Consultant with
written notice of such non-appropriation at the earliest possible opportunity, but
no later than thirty (30) days prior to the commencement of the new fiscal year,
or as soon as the City Council’s budget decision is finalized. In the event of
termination under this section, City shall not be liable for any further payments,
penalties, or damages (including loss of anticipated profits) for the periods
following the date of termination.
7.8 Attorneys’ Fees. If either party commences a legal action
against the other party arising out of or in connection with this Agreement or its
subject matter, the prevailing party shall be entitled to recover reasonable attorneys'
fees and costs of suit from the other party. “Reasonable attorney fees” refers to the
reasonable number of hours actually spent by the prevailing party’s attorneys in
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pursuing or defending against the legal action, including appeals if any, multiplied
by the hourly rate actually charged to the prevailing party by its attorneys, but not to
exceed $300 per hour. No “lodestar multiplier” shall be applied.
8. CITY OFFICERS AND EMPLOYEES; NON-DISCRIMINATION
8.1 Non-Liability of City Officers and Employees. No officer or
employee of City shall be personally liable to the Consultant, or any other party, in
the event of any default or breach by the City or for any amount which may become
due to the Consultant or its successor, or for breach of any obligation of the terms
of this Agreement.
8.2 Covenant Against Discrimination. Consultant covenants that,
by and for itself, its heirs, executors, assigns, and all persons claiming under or
through them, that there shall be no discrimination or segregation in the
performance of or in connection with this Agreement regarding any person or group
of persons on account of race, color, creed, religion, sex, marital status, national
origin, or ancestry. Consultant shall take affirmative action to ensure that applicants
and employees are treated without regard to their race, color, creed, religion, sex,
marital status, national origin, or ancestry.
9. MISCELLANEOUS PROVISIONS
9.1 Notice. Any notice, demand, request, consent, approval, or
communication either party desires or is required to give to the other party or any
other person shall be in writing and either served personally or sent by pre-paid,
first-class mail to the address set forth below. Either party may change its address
by notifying the other party of the change of address in writing. Notice shall be
deemed communicated forty-eight (48) hours from the time of mailing if mailed as
provided in this Section.
To City: To Consultant:
CITY OF TUSTIN
300 Centennial Way
Tustin, CA 92780
Attention: Director of Public Works
GRIFFIN STRUCTURES
1 Technology Drive,
Building I, Suite 829
Irvine, CA 92618
Attention: Dustin Alamo
9.2 Integrated Agreement. This Agreement contains all of the
agreements of the parties, supersedes all prior written and verbal discussions
preceding it.
9.3 Amendment. This Agreement may be amended by mutual
written consent of the parties by an instrument in writing signed by both parties.
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9.4 Severability. In the event that any one or more of the phrases,
sentences, clauses, paragraphs, or sections contained in this Agreement shall be
declared invalid or unenforceable by valid judgment or decree of a court of
competent jurisdiction, such invalidity or unenforceability shall not affect any of the
remaining phrases, sentences, clauses, paragraphs, or sections of this Agreement,
which shall be interpreted to carry out the intent of the parties hereunder.
9.5 Corporate Authority. The persons executing this Agreement
on behalf of the parties hereto warrant that they are duly authorized to execute this
Agreement on behalf of said parties and that by so executing this Agreement the
parties hereto are formally bound to the provisions of this Agreement.
IN WITNESS WHEREOF, the parties have executed this Agreement as of
the dates stated below.
Dated:
"City"
CITY OF TUSTIN
By:
Aldo E. Schindler,
City Manager
APPROVED AS TO FORM:
WOODRUFF & SMART, APC.
David E. Kendig
City Attorney
/msd/ "Consultant"
GRIFFIN STRUCTURES
By:
Dustin Alamo,
Vice President
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EXHIBIT "A"
PROPOSAL
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[GRIFFIN STRUCTURES] RESPONSE DOCUMENT REPORT RFP No. 2026-RFP-016 Civic Center Assessment [GRIFFIN STRUCTURES] RESPONSE DOCUMENT REPORT Request for Proposal - Civic Center Assessment Page 2ADDENDA CONFIRMATION Addendum #1 Confirmed Jun 11, 2026 12:52 PM by Stephanie Burdo Addendum #2 Confirmed Jun 11, 2026 12:52 PM by Stephanie Burdo QUESTIONNAIRE 1. Proposal Requirements* Did you read through all documents found in the #Attachments Section and confirm that you meet all of the proposal requirements? Yes 2. Proposal Documents* Please Fill-in, Scan and Upload your COMPLETE Proposal here. Griffin_Structures_Proposal_-_Tustin_Civic_Center_Campus_Assessment_&_Feasibility_Study.pdf Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
C I T Y O F T U S T I N
Civic Center Campus Assessment & Feasibility Study
No. 2026-RFP-016
J U N E 1 2 , 2 0 2 6
T U S T I N W A T E R A D M I N B L D G ,
C O R P O R A T E Y A R D & E O C
T U S T I N F I R E S T A T I O N N O . 3 7
T U S T I N M A I N L I B R A R Y
W E S T M I N S T E R P O L I C E H E A D Q U A R T E R S
R I A L T O P O L I C E D E P T
Y O R B A L I N D A L I B R A R Y &
C U L T R A L A R T S C T R
S A N J U A N C A P I S T R A N O C I T Y H A L L
& M I X E D - U S E H O U S I N G
E A S T V A L E C I V I C C E N T E R
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T A B L E O F C O N T E N T S
A. Transmittal Letter 2
B. Section I: General Approach & Plans 3
D. Section III: Cost & Timeline 34
Local Projects & The City
of Tustin
Civic Centers, Libraries,
Administration Bldgs.
Public Safety Facilities
(Police, Training, EOCs,
Fire & Other)
Master Plans, Feasibility
Studies & Space Needs
Assessments
Public-Private Partnerships
(P3)
Progressive DB &
Alternative Forms of
Project Delivery
Concept to Keys Delivery
Highlighted
projects:
Tustin Water Admin. Bldg.,
Corporate Yard & EOC
Tustin PD & EOC Pre-Dev.
Tustin Main Library
County of Orange Civic Center
& Facilities Strategic Plan
Laguna Beach Facilities Master
Plan
Eastvale Civic Center
(City Hall, Library, Police Station,
Plaza, Park, Amphitheatre)
San Bernardino County
Facilities Master Plan
Yorba Linda Library &
Community Center
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W E S T M I N S T E R P O L I C E D E P A R T M E N T
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G R I F F I N S T R U C T U R E SA . T R A N S M I T T A L L E T T E R 2
1 T E C H N O L O G Y D R I V E , B L D G i , S T E 8 2 9 , I R V I N E , C A | 9 4 9 4 9 7 9 0 0 0 | W W W . G R I F F I N S T R U C T U R E S . C O M
June 12, 2026
City of Tustin
RE: Civic Center Campus Assessment & Feasibility Study (No. 2026-RFP-016)
Selection Committee:
Assessment and Feasibility Study. We understand the City is seeking more than a facility assessment. This
potential redevelopment opportunities, and the funding and delivery strategies available to support future
decision-making.
less on learning the City and more on helping the City evaluate opportunities and make informed decisions.
procure, and implement the very types of facilities being evaluated through this study, including city halls, police
departments and essential service facilities, libraries, community centers, and civic campuses. Unlike many
procurement, design, construction, and occupancy. As a result, our recommendations are grounded not only in
planning best practices, but also in the practical realities of funding, phasing, procurement, and project delivery.
highest and best use considerations.
Thank you for your consideration.
Sincerely,
Dustin Alamo, CCM, DBIA, LEED AP, DRE Broker #01930629
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C O U N T Y O F O R A N G E C I V I C C E N T E R &
F A C I L I T I E S S T R A T E G I C P L A N
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is not simply seeking a facility study, but rather
important civic assets. The Civic Center Campus
serves as the operational heart of the organization,
housing administrative, public safety, library, and
community-serving functions that must continue to
evolve alongside changing service delivery models,
needs.
needs assessment. The City is seeking an objective
strategies, and implementation options to determine
recognize that the ultimate goal is not simply to
identify facility needs, but to provide City leadership
making informed investment decisions that balance
address the operational, technical, planning, and
provide overall project management, stakeholder
engagement, facility planning, alternatives analysis,
cost modeling, implementation planning, and project
modern public safety trends and future operational
to establish an objective understanding of building
conditions, deferred maintenance liabilities, and
insight regarding site valuation, redevelopment
potential, and highest-and-best-use opportunities.
Through stakeholder engagement, operational
analysis, facility assessments, and future-
operational, and community-serving needs.
By evaluating facility conditions, lifecycle costs,
funding opportunities, redevelopment scenarios,
identify solutions that are not only operationally
implementable.
Through conceptual planning, real estate analysis,
continued investment, renovation, redevelopment,
to chart the future of the Civic Center Campus and
establish a roadmap for implementation.
Project Understanding
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Project Approach
U N D E R S T A N D E X I S T I N G
C O N D I T I O N S & F U T U R E N E E D S
the community in the future. Through stakeholder
of operational challenges, organizational
delivery needs.
Civic Center facilities to evaluate major building
systems, identify deferred maintenance and capital
facilities and ensures future recommendations
are grounded in both operational and technical
realities.
considerations, and future operational needs.
For City Hall, the Library, and Community Center
appropriately scaled to the objectives of this study
State.
E V A L U A T E T H E C I V I C C E N T E R
A S A N O P E R A T I O N A L &
C O M M U N I T Y A S S E T
Once future needs are established, our team
Center Campus to support those needs over
facility functionality, site constraints, operational
circulation, and lifecycle considerations.
At the same time, TRI Commercial Real Estate
market and redevelopment perspective, providing
insight into highest-and-best-use opportunities,
redevelopment potential, and the strategic value
today, but also the broader opportunities and
decisions.
D E V E L O P & E V A L U A T E F U T U R E
F A C I L I T Y A L T E R N A T I V E S
Using the validated space programs, facility
series of realistic facility scenarios for evaluation.
Alternatives may range from continued
V I S A L I A C I V I C C E N T E R
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E A S T V A L E C I V I C C E N T E R ( C I T Y H A L L , L I B R A R Y,
P L A Z A , P A R K , A M P H I T H E A T R E & P O L I C E S T A T I O N )
and overall value to the City. Conceptual planning
decision-makers visualize the opportunities and
A N A L Y Z E F I N A N C I A L ,
R E A L E S T A T E & D E L I V E R Y
C O N S I D E R A T I O N S
to bridge planning and implementation. For each
costs, deferred maintenance implications, funding
opportunities, and potential redevelopment value.
project delivery methods, including Design-Bid-
Build, Design-Build, Progressive Design-Build,
Construction Manager at Risk, and Public-Private
recommendations are not only operationally sound,
implementable.
D E V E L O P A S T R A T E G I C
R O A D M A P F O R D E C I S I O N -
M A K I N G
implementation analyses into a clear decision-
Council.
Rather than simply presenting options, our goal
the advantages, risks, costs, and implementation
to make informed decisions regarding future
investments, redevelopment opportunities, funding
vision and community objectives.
serve as a trusted advisor focused on helping the
alignment, and establish a realistic path from
planning to implementation.
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operations, facilities, and long-term objectives.
We anticipate City involvement primarily at key
critical to the success of the study. City participation
is anticipated to include:
•
to serve as the central point of coordination.
•
• Provision of available background information,
facility plans, prior studies, capital planning
documents, and other relevant materials.
•
•
opportunities, constraints, and alternative
facility scenarios.
•
at key project milestones.
• Attendance and participation in City Council
.
preparing agendas and presentation materials,
day-to-day operations. We anticipate the majority
discovery and programming phases of the project,
points throughout the study.
S T A T E M E N T S
ability to provide objective and unbiased services to
project site.
future opportunities to serve the City as an
of implementation, our role under this assignment
is limited to providing independent planning,
programming, facility assessment, and advisory
services. In addition, should the City ultimately elect
to pursue a Public-Private Partnership (P3) delivery
may have an interest in participating in a future
to provide objective and unbiased recommendations
as part of this study.
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R I A L T O P O L I C E D E P A R T M E N T
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Project and Construction Management
institutional sectors.
representative City facility types
but also
insight needed to support the future
facilities.
of stability in providing public sector, industry
of supportive resources pertaining to specialists
1 Technology Drive
Dustin Alamo, CCM, DBIA, LEED AP, DRE Broker
#01930629
Hailey Muller, Project Manager
C H I E F E X E C U T I V E
O F F I C E R
P R E S I D E N T
C H I E F F I N A N C I A L
O F F I C E R
E X E C V P + V I C E
P R E S I D E N T S
P R O J E C T
E X E C U T I V E S
O P E R A T I O N SC O R P O R A T E
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T U S T I N W A T E R
A D M I N I S T R A T I O N B L D G ,
C O R P O R A T E Y A R D & E O C
T U S T I N P O L I C E
D E P A R T M E N T & E O C P R E -
D E V E L O P M E N T
T U S T I N M A I N L I B R A R Y
C I T Y & L O C A L E X P E R I E N C E
Public Safety
Police & Fire Headquarters, Emergency Operations
& Dispatch Centers, Training, Essential Services
Facilities
Libraries & Community Facilities
Libraries, Community Centers, Youth & Senior
Centers, Recreation Centers, Animal Shelters,
Auditoriums, Performing Arts Centers
Alternative Delivery Methods & Capital Funding
Mechanisms
Public Private Partnerships (P3), Progressive
Assets & more
Sustainability
Repositioning, Facility Assessments, Tenant
Improvements, LEED Silver to Platinum, Net Zero
Energy
With a focus on Excellence in Project Delivery
to completion—managing scope, schedule, budget,
and stakeholder coordination to ensure successful
infrastructure and a proactive, solutions-driven
approach. We are dedicated to helping the City realize
lasting community assets.
and client references that highlight our proven track
C O U N T Y O F O R A N G E C I V I C C E N T E R
& F A C I L I T I E S S T R A T E G I C P L A N
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By researching and evaluating current
and future needs and engaging users
Structures can assist clients in creating
decision-making, providing clear options
facility delivery methods and the budgetary
considerations of future maintenance
and operating costs. Available Strategic
Strategic Services
S T R A T E G I C S E R V I C E S A V A I L A B L E
Operational Assessments
Needs Assessment
Space Planning
Programming
Facility Condition Assessment
Benchmarking Studies
Feasibility Studies
Capital Assessment
Campus Master Planning
Phasing Analysis
Implementation Strategies
Relocation Planning & Management
Portfolio Utilization Analysis
Sustainability
F I N A L
R E P O R T
P R O J E C T
O R I E N T A T I O N
/ K I C K O F F
D A T A
G A T H E R I N G
C O N C E P T
C O S T &
P R E L I M I N A R Y
S C H E D U L E
N E E D S
A S S E S S M E N T
A N A L Y S I S
C O N C E P T U A L
P L A N S
D E T A I L E D
S P A C E
P R O G R A M
T Y P I C A L P R O C E S S M A P
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S T R A T E G I C
C O N S U L T I N G
Operational Assessment
Needs Assessment
Space Planning
Programming
Facility Condition Assessment
Benchmarking Studies
Feasibility Studies
Capital Assessment
Campus Master Planning
Phasing Analysis
Implementation Strategies
Relocation Planning &
Management
Portfolio Utilization Analysis
Sustainability
R E A L E S T A T E
C O N S U L T I N G
Real Estate Brokerage Services
Property Analysis & Due
Diligence
Lease Evaluation & Negotiation
Portfolio Evaluation &
Management
Development Consulting
D E V E L O P M E N T
M G M T .
Site Selection
Financing Support
Planning
Implementation
Sales & Marketing Support
Disposition Analysis
Lease Analysis
Market Analysis
Due Diligence
F I N A N C I A L
S E R V I C E S
Budget Analysis
Sources & Uses
Contingency Update & Tracking
Financial Structuring & Planning
Transaction Management
Portfolio Optimization
Sale-Leasebacks
Disposition Strategies
Financial Statement Evaluations
Negotiations
P R O J E C T M G M T . &
D E L I V E R Y
Program Management
Preconstruction Management
Integrated Project Delivery
Lease-Leaseback
Public-Private Partnership (P3)
Progressive Design-Build
Design-Build
Multi-Prime Delivery
Project Mgmt. Tools & Program
Develop.
Facilities Management
Entitlement Management
Procurement
Design & Construction
Administration
Occupancy Management
Project Accounting
Consultant Agmts
Agreements
Budget Development
Schedule Development Analysis
Delay Claims
Current Construction Schedule
Project Closeout
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Project Team
O F F I C E L O C A T I O N
R E S U M E S
P R I M A R Y C O N T A C T
Ryan Craven
CPE, CMIT
HLCM
Cost Estimator
E C O N O M I C S
C O N C E P T U A L
D E S I G N
Ariana Ramzian
CMIT
Sr. Program Analyst
S P A C E
A S S E S S M E N T
Elton Colbert
FCA Program
Manager
F A C I L I T Y
C O N D I T I O N
A S S E S S M E N T
FCA Team
Hailey Muller
Project Manager
Dustin Alamo
CCM, DBIA, LEED AP,
DRE BROKER #01930629
Principal-in-Charge
Jeremy Hart
AIA, LEED AP BD+C
Project Architect
LPA
Design Team
Jim McClaren
AIA, NCARB
Public Safety
Architect
Specialist
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SC . S E C T I O N I I : Q U A L I F I C A T I O N S & E X P E R I E N C E 1 2
FCA Specialist
sustainability, and regulatory compliance across
company operates in more than 140 countries
providing independent assessment and technical
and operations.
structural and seismic assessments, code
compliance, commissioning, asset management,
municipal, essential services, and public safety
maintain compliance, and plan for long-term
infrastructure needs.
planning projects throughout California, including
several projects across Orange County and
Southern California, providing coordinated facility
evaluation and capital planning support.
to helping clients reduce risk, maintain
compliance, and support long-term operational
and sustainability goals through reliable and
independent consulting services.
R E P R E S E N T A T I V E E X P E R I E N C E
Orange County Transportation Authority Facility
Condition Assessment, CA
Anaheim Facility Condition Assessment & Energy
Audit, CA
Laguna Niguel Facility Condition Assessment, CA
El Segundo Facility Condition Assessment & ADA
Assessment, CA
Laguna Beach Facility Condition Assessment, CA
Costa Mesa Facility Condition Assessment, CA
Eastvale ADA Assessment, CA
West Covina ADA Assessment, CA
Rancho Cucamonga Facility Condition
Assessment, CA
Pico Rivera Facility Condition Assessment, CA
Montebello Facility Condition Assessment, CA
Garden Grove Facility Condition Assessment &
ADA Transition Plan, CA
Temecula Facility Condition Assessment, CA
Oceanside Facility Condition Assessment, CA
Encinitas Facility Condition Assessment, CA
Pasadena Facility Condition Assessment, CA
Glendale Facility Condition Assessment, CA
S E R V I C E S
• Facility Condition Assessments
• Structural & Seismic Evaluations
• Building & Code Compliance
• Comprehensive Reporting & Capital
Improvement Recommendations
O F F I C E L O C A T I O N
220 Technology Drive, Suite 100
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
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LPA Design Studios is an integrated architecture,
municipal, and community-focused facilities
places and spaces that bring people together,
the values and vision of the communities they
serve.
members to build consensus and develop
practical, community-supported solutions.
design, stakeholder engagement, and
sustainable design helps agencies balance
operational needs, long-term facility goals,
enduring civic landmarks.
Structures is built on a history of successful
collaboration on public-sector planning and
facility projects. Together, the team combines
strategic planning, project management,
sustainable, and community-focused civic
solutions.
R E P R E S E N T A T I V E
E X P E R I E N C E
City of San Diego Assessment & Renovation of
City of San Diego Fire Department, Otay Mesa
Fire Station No. 43, CA
Bonita Sunnyside Fire Protection District, Bonita
City of San Diego Fire Department Golden Hill
Fire Station No. 11, CA
Fire Rescue Station, Naval Air Weapons Station
China Lake, Ridgecrest, CA
Irvine, CA
Beach, CA
City of Carlsbad Orion Center, CA
City of Carlsbad Fleet Maintenance
Refurbishment, CA
County of San Diego Borrego Springs Fire
Station Refurbishment, Borrego Springs, CA
County of San Diego On-Call Architecture and
Planning Services, CA
City of Solana Beach Master Plan, CA
S E R V I C E S
• Civic Facility Planning & Programming
• Stakeholder Engagement & Consensus
Building
• Conceptual Planning, Site Planning & Test
Fits
• Long-Term Facility Strategies & Sustainable
Design
O F F I C E L O C A T I O N
Project Architect
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
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HL Construction Management provides cost
estimating services for facility planning,
development, infrastructure, and sustainability-
range of public-sector project types, including
public safety facilities, civic and community-
recreational facilities, and other municipal
scope and budget development, feasibility
studies, lifecycle cost considerations, and
milestone estimating to support informed
decision-making throughout the planning
conservation strategies, and sustainable site
facility alternatives through both a cost and
sustainability lens.
a longstanding relationship, successfully
partnering on numerous public-sector projects
throughout California, including several
local and regional projects across Southern
California and Orange County. This established
collaboration enables seamless coordination
reliable cost information, realistic budgeting, and
practical facility strategies that support informed
decision-making and long-term capital planning.
R E P R E S E N T A T I V E
E X P E R I E N C E
City of San Diego Assessment & Renovation of
City of San Diego Fire Department, Otay Mesa
Fire Station No. 43, CA
Bonita Sunnyside Fire Protection District, Bonita
City of San Diego Fire Department Golden Hill
Fire Station No. 11, CA
Fire Rescue Station, Naval Air Weapons Station
China Lake, Ridgecrest, CA
Irvine, CA
Beach, CA
City of Carlsbad Orion Center, CA
City of Carlsbad Fleet Maintenance
Refurbishment, CA
County of San Diego Borrego Springs Fire
Station Refurbishment, Borrego Springs, CA
County of San Diego On-Call Architecture and
Planning Services, CA
City of Solana Beach Master Plan, CA
S E R V I C E S
• Conceptual & Milestone Cost Estimating
• Feasibility Studies & Cost Modeling
• Phasing Analysis & Implementation Strategies
• Lifecycle Cost Analysis
O F F I C E L O C A T I O N
Cost Estimating
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
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TRI Commercial Real Estate provides
strategic real estate advisory, valuation, and
economic development consulting services
that help public agencies evaluate property
assets, redevelopment opportunities, and
public-sector clients throughout California,
land use analysis, entitlement strategy, market
assessments, and economic development
planning.
TRI Commercial has assisted public agencies
revitalization initiatives, demographic and market
development potential, market conditions, and
economic factors provides valuable insight
utilization, and redevelopment opportunities. By
understanding of municipal objectives, TRI
Commercial helps agencies identify practical,
data-driven strategies that support informed
advance long-term community and civic goals.
R E P R E S E N T A T I V E
E X P E R I E N C E
Laguna Beach Real Estate & Economic
Development Consulting, CA
UCSF Real Estate Advisory Services, CA
Advisory Services, CA
Concord Real Estate & Economic Development
Consulting, CA
Antioch Real Estate & Economic Development
Consulting, CA
San Leandro Real Estate & Economic
Development Consulting, CA
Benicia Real Estate & Economic Development
Consulting, CA
Consulting, CA
Advisory Services, CA
Services, CA
Solano Transportation Authority Real Estate &
Economic Development Consulting, CA
S E R V I C E S
• Economic Development & Market Analysis
•
• Facility Alternatives & Property Asset
Evaluation
• Redevelopment & Land Use Strategy
O F F I C E L O C A T I O N
Real Estate & Economic Development Advisory
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
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County of Orange Facilities Strategic Master Plan
( S T R A T E G I C S E R V I C E S T O P R O G R A M / C O N S T R U C T I O N M G M T )
The County of Orange Civic Center Facilities Strategic Plan (FSP) is the result
phases as needed.
losses.
The FSP outlines a phased, 20-year strategy to improve facility utilization,
V A L U E
S I Z E
C O N T A C T
County of Orange
Thomas (Mat) Miller
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
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1 Move Probation to 401 W Civic Center
2 Renovate 401 West Civic Center
3 Sell 909 North Main
4
5 Move CSS out of Civic Center, Sell Building
1 2
P H A S E N O . 3
1 Move SAA back to Super Block, Terminate lease
2
3
4
5
1
2
3
P H A S E N O . 4
3
4
1
5
2
1
2
3
4 surface parking
5 Renovate Osborne for District Attorney
P H A S E N O . 1
1
2 Finance Occupants, Hearing Chambers
3 Move Records Storage to 401 W Civic Center,
Demo; 433 W Civic Center
4 temporary surface parking
5 Renovate Osborne for Public Defender
12
3
4
5
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SC . S E C T I O N I I : Q U A L I F I C A T I O N S & E X P E R I E N C E 1 9
San Bernardino County Strategic Master Plan
( S T R A T E G I C S E R V I C E S T O P R O G R A M / C O N S T R U C T I O N M G M T )
Government Campus.
current building condition, reorganize and consolidate all public facing
and create opportunities for on-site private sector optimization. Our
team developed a comprehensive plan to be phased on a systematic
in tact. This plan consolidates buildings into a centralized location to
encourage departmental synergy and leverages the construction market
Representation and Construction Management to assist the County in
completion.
V A L U E
S I Z E
C O N T A C T
San Bernardino County
Rene Glynn, Supervising
Project Manager, Project &
Facilities Mgmt. Dept.
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D E P A R T M E N T C O N S O L I D A T E D M A S T E R P L A N N O T E S
(GSF)(GSF / NSF)
Public Works Does not include SWMD
Probation 109,090
Public Health Does not include ACC &
Warehouse Program Elements
Grand Jury
Human Resources Does not include CEHW or
Recruitment
Board of Supervisors
CAO 12,443
County Counsel 29,034
Finance
Clerk of the Board
Technology Conference Ctr.Includes support space (restroom,
storage, etc.)
Lobby, Security, Concierge 3,000
T O T A L G S F
P R O G R A M M I N G
P H A S I N G S C H E M E
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P H A S E N O . 3 A / 3 B
P H A S E N O . 1
1
2A
2B
2C
3A
3B
site constraints in further stages of the project.
2A
2B
2C Parking Lot Renovation
3A
3B Demo 120,000 SF of Bldg Parking Lot Renovation
1
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SC . S E C T I O N I I : Q U A L I F I C A T I O N S & E X P E R I E N C E 2 2
Laguna Beach Facilities Master Plan
The Facilities Master Plan (FMP) serves as a roadmap for the City of Laguna
facility portfolio. The City Council established the FMP as a strategic priority
adopted Council priorities, ensuring facility investments support broader
This plan provides a long-term strategic vision grounded in practical data,
feedback, and cost modeling. It helps the City take a proactive approach to
V A L U E
S I Z E
C O N T A C T
City of Laguna Beach
Gavin Curran
Assistant City Manager
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Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
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A N I M A L S H E L T E R
L I B R A R Y
L A N G P A R K
P U B L I C W O R K S Y A R DF E S T I V A L O F T H E A R T S
L A G U N A P L A Y H O U S E C O M M U N I T Y C E N T E R
F A C I L I T I E S C O N C E P T U A L D E S I G N
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D E S C R I P T I O N
Fire Station, associated outdoor space, and
placemaking elements to establish a strong
civic identity for the City. This project began
the City Council Public Safety Ad-Hoc, City
delivered through as a Design-Build delivery,
Representative, Program, and Construction
Leal Master Plan area bound by Limonite,
engage the public and private sector and serve
and innovative design solution that creates a
21st century community operations and synergy.
V A L U E + S I Z E
C L I E N T + C O N T A C T
City of Eastvale
Mark Orme, City Manager
T E S T I M O N I A L
the design phase and their input has been vital.
conscious of cost.”
- City of Eastvale
Eastvale Civic Center (City Hall, Library, Plaza, Park, Amphitheatre
& Police Station)
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
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D E S C R I P T I O N
group study rooms, a community room and
book store, and improved technology features.
system, art & dance studios, and gallery display
providing space for additional programming.
areas, access for specialized backstage theater
landscaping.
V A L U E + S I Z E
C L I E N T + C O N T A C T
City of Yorba Linda
A W A R D S
ASCE Outstanding Community Improvement
APWA BEST Project
T E S T I M O N I A L
overcome.”
- City of Yorba Linda
Yorba Linda Library & Cultural Arts Center
Y O R B A L I N D A , C A
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
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D E S C R I P T I O N
Yard. The project consisted of the demolition of
yard, to include a state-of-the-art Emergency
Operations Center, back up emergency dispatch
center, and RACES (Radio Amateur Civil
Emergency Service) room.
and conference rooms. The project also
garden.
V A L U E + S I Z E
C L I E N T + C O N T A C T
City of Tustin
Jason Churchill
T E S T I M O N I A L
“Over the past several years, the City of Tustin
- City of Tustin
Tustin Water Administration Building, Corporate Yard &
Emergency Operations Center
T U S T I N , C A
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D E S C R I P T I O N
Construction Management services for
the renovation of the City of Tustin Police
Department Emergency Operation Center
(EOC). The Center serves many functions
and community room. This multi-functional room
includes storage for these various uses and
armory.
The project consisted of a space needs
the creation of a separate patrol storage room
structure (Phase 2).
V A L U E + S I Z E
C L I E N T + C O N T A C T
City of Tustin
Jason Churchill
Deputy Public Works Director
Tustin Police Department & Emergency Operations Center
Pre-Development
T U S T I N , C A
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SC . S E C T I O N I I : Q U A L I F I C A T I O N S & E X P E R I E N C E 2 9
D E S C R I P T I O N
Construction Management services for delivery
Public Library (OCPL).
plaza and connects to the Tustin City Hall. The
facility serves students from both the Tustin and
Santa Ana School Districts and is one of the
busiest libraries in the OCPL system.
Private study and tutoring rooms separate
amenities, providing 223 reader seats and 99
technology stations.
V A L U E + S I Z E
C L I E N T + C O N T A C T
City of Tustin
Jason Churchill
Deputy Public Works Director
A W A R D S
APWA Project of the Year
T E S T I M O N I A L
- City of Tustin
Tustin Main Library
T U S T I N , C A
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SC . S E C T I O N I I : Q U A L I F I C A T I O N S & E X P E R I E N C E 3 0
D E S C R I P T I O N
Construction Managers for the Tustin Fire
to the age and location of the previous facility.
OCFA and City of Tustin standards. The station
time and on-budget.
V A L U E + S I Z E
C L I E N T + C O N T A C T
City of Tustin
Jason Churchill
Deputy Public Works Director
A W A R D S
LEED Silver
T E S T I M O N I A L
- City of Tustin
T U S T I N , C A
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SC . S E C T I O N I I : Q U A L I F I C A T I O N S & E X P E R I E N C E 3 1
D E S C R I P T I O N
Center in Irvine, Calif. is one of the largest
community centers in the area, and serves to
bring the region together through education
programs and classes. Several sustainability
and native landscaping. These strategies
activities such as dance and yoga classes;
classrooms for early childhood education and
arts camps and adult art classes; and a rentable
conference center for large training events,
spaces include interpretive gardens, interactive
components for educational opportunities, and a
playground for adventure play.
V A L U E + S I Z E
C L I E N T + C O N T A C T
Tom Perez
Current Project Director, Laguna Beach
Former CIP Manager, Irvine
A W A R D S
LEED Gold
APWA Project of the Year
OC Most Sustainable Land Plan
T E S T I M O N I A L
- City of Irvine
Quail Hill Community Center
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SC . S E C T I O N I I : Q U A L I F I C A T I O N S & E X P E R I E N C E 3 2
D E S C R I P T I O N
through the design phases, providing cost
estimates, coordinating the design, value
services leading to presentation of a guaranteed
construction and closeout, completing the project
in an aggressive 1 year schedule.
counter, and upgraded Council Chambers, public
community space.
V A L U E + S I Z E
A W A R D S
APWA Project of the Year
San Dimas Chamber of Commerce Building of
the Year
T E S T I M O N I A L
information in the conceptual design and costing
- City of San Dimas
San Dimas Civic Center
S A N D I M A S , C A
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SC . S E C T I O N I I : Q U A L I F I C A T I O N S & E X P E R I E N C E 3 3
1. Westminster Police Department
2. Rialto Police Department
3. Irvine Great Park
4. Santa Clarita Canyon Country Community Center
Lake Forest Public City Hall, Community Center,
Sports Park
6. San Marino Community Center Renovation
Fullerton Multigenerational Community Center
9.
10. Laguna Beach Community & Susi-Q Center
11. Huntington Beach Community Center
12. Santa Ana Main Library + 3 Additional Libraries
13.
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
S A N B E R N A R D I N O C O U N T Y F A C I L I T I E S
S T R A T E G I C P L A N
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
Q U A I L H I L L C O M M U N I T Y C E N T E R
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SA P P E N D I X A – A T T A C H M E N T S I
Dustin Alamo
CCM, DBIA, LEED AP, DRE BROKER
#01930629
Principal-in-Charge
E D U C A T I O N
Bachelor of Architecture, University of
Colorado, Boulder
C E R T I F I C A T I O N S
State of California Licensed Real
Estate Broker
Design-Build Institute of America
(DBIA) Associate
LEED Accredited Professional
A F F I L I A T I O N S
U.S. Green Building Council, Member
State of California Licensed Real
Estate Broker DRE #01930629
Construction Management Association
of America, Member
Y E A R S O F E X P E R I E N C E
22
Q U A L I F I C A T I O N S
assessment and master planning projects ranging by
facility type, including corporate yards, administration
senior centers, utility facilities, and others. In addition,
Dustin is skilled at developing long-term facility plans
funding mechanisms such as bonds, repositioning real
estate assets, and public private partnerships (P3).
R E P R E S E N T A T I V E E X P E R I E N C E
County of Orange Civic Center & Facilities Strategic Plan,
CA
Laguna Beach Facilities Master Plan, CA
Laguna Beach Police Department, CA
Eastvale Civic Center (City Hall, Library, Plaza, Park,
Amphitheatre & Police Station)
San Bernardino County Facilities Strategic Plan, CA
Yorba Linda Library & Community Center, CA
Tustin Water Administration Building, Corporate Yard,
Emergency Operations Center, CA
Tustin Main Library, CA
Quail Hill Community Center, CA
San Dimas Civic Center, CA
Westminster Police Department, CA
Rialto Police Department, CA
Irvine Great Park, CA
Santa Clarita Canyon County Community Center, CA
Lake Forest Community Center, CA
San Marino Community Center, CA
Fullerton Community Center, CA
Fullerton Main Library, CA
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SA P P E N D I X A – A T T A C H M E N T S I I
Hailey Muller
Project Manager
E D U C A T I O N
Master of Data Analytics, Oregon State
University
Bachelor of Business Planning &
Y E A R S O F E X P E R I E N C E
10
Q U A L I F I C A T I O N S
Hailey Muller is a Project Manager specializing in dynamic
and adaptable plans that support changing needs through
public sector and higher education planning projects
comprehensive master plans, space utilization studies,
R E P R E S E N T A T I V E E X P E R I E N C E
Laguna Beach Facilities Master Plan, CA
Laguna Beach Police Department Pre-Development, CA
Redondo Beach Fire Facilities Master Plan, CA
Gilroy Santa Teresa Fire Station, CA
Manteca Fire Station No. 6 Pre-Development, CA
San Mateo Joint Corporate Yard Study, CA
Cucamonga, CA
Grossmont Cuyamaca Community College District, CA
Riverside Community College District IETTC Master Plan,
CA
San Bernardino Community College District Facilities
Master Plan, CA
Oregon State Police Central Point, OR
Cuyahoga Community College Master Plan, Highland Hills,
OH
Des Moines Area Community College Master Plan, Ankeny,
IA
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E S I I IA P P E N D I X A – A T T A C H M E N T S
Ariana Ramzian
CMIT
Sr. Program Analyst
E D U C A T I O N
Master of Arts, Interior Architecture &
Design, Academy of Art University
Bachelor of Science, Managerial
Economics, University of California,
Davis
C E R T I F I C A T I O N
Construction Manager in Training
(CMIT)
A F F I L I A T I O N S
Construction Management Association
of America, Member
Y E A R S O F E X P E R I E N C E
Q U A L I F I C A T I O N S
and formulate conclusions and recommendations on
of detailed documentation in an orderly, logical manner.
Ariana develops building and needs assessments,
feasibility studies, master plans, and technical reports.
stakeholders.
R E P R E S E N T A T I V E E X P E R I E N C E
County of Orange Civic Center & Facilities Strategic Plan,
CA
Laguna Beach Facilities Master Plan, CA
Laguna Beach Police Department Pre-Development, CA
Eastvale Civic Center (City Hall, Library, Plaza, Park,
Amphitheatre & Police Station)
San Bernardino County Facilities Strategic Plan, CA
Tustin Water Administration Building, Corporate Yard,
Emergency Operations Center, CA
Tustin Police Department Pre-Development, CA
Development, CA
Redondo Beach Fire Facilities Master Plan, CA
Center), CA
Carlsbad Fire Administration Master Plan, CA
Manhattan Beach Fire Station No.2, CA
Gilroy Santa Teresa Fire Station, CA
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SA P P E N D I X A – A T T A C H M E N T S I V
Ryan Craven
CPE, CMIT
Cost Estimator
E D U C A T I O N
Bachelor of Science, Construction
Engineering, National University, Costa
Mesa
C E R T I F I C A T I O N S
Construction Manager in Training
(CMIT)
A F F I L I A T I O N S
American Society of Plumbing
Engineers (ASPE)
Association for the Advancement of
Cost Engineering (AACE)
Construction Management Association
of America, Member
Y E A R S O F E X P E R I E N C E
19
Q U A L I F I C A T I O N S
cost estimating, including master planning, conceptual,
schematic design development, and construction document
phases. He is a skilled mediator, participating in change
order preparation, validation, and negotiation. He has
team members, promoting open-door dialogue and
R E P R E S E N T A T I V E E X P E R I E N C E
Laguna Beach Facilities Master Plan, CA
Laguna Beach Police Department Pre-Development, CA
Tustin Police Department Pre-Development, CA
Development, CA
Redondo Beach Fire Facilities Master Plan, CA
Center), CA
Carlsbad Fire Administration Master Plan, CA
Murrieta Fire Station No. 1 Renovation, CA
Manhattan Beach Fire Station No. 2, CA
Manteca Fire Station No. 6 Pre-Development, CA
Selma Fire Station No. 3, CA
Development, CA
Buena Park Fire Station No. 61, CA
CA
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SA P P E N D I X A – A T T A C H M E N T S V
Jim McClaren
AIA, NCARB
Public Safety Architect; Senior
Principal
E D U C A T I O N
Bachelor of Architecture, University of
Idaho
C E R T I F I C A T I O N S
Registered Architect in 14 states
including California
AIA Member
A F F I L I A T I O N S
American Institute of Architects (AIA)
National Council of Architectural
Registration Boards (NCARB)
International Association of Chiefs
Distinguished
Y E A R S O F E X P E R I E N C E
40+
Q U A L I F I C A T I O N S
Jim McClaren is a nationally recognized public safety
safety facilities, emergency operations centers, forensic
laboratories, courts, and civic buildings throughout North
as an industry leader in public safety facility planning and
design.
R E P R E S E N T A T I V E E X P E R I E N C E
County of Orange Civic Center Master Plan, Santa Ana, CA
Center, CA
Francisco, CA
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SA P P E N D I X A – A T T A C H M E N T S V I
Jeremy Hart
AIA, LEED AP BD+C
Project Architect
E D U C A T I O N
Bachelor of Architecture, Cal Poly,
Pomona
C E R T I F I C A T I O N S
LEED Accredited Professional
A F F I L I A T I O N S
AIA, Orange County
U.S. Green Building Council
Y E A R S O F E X P E R I E N C E
26
Q U A L I F I C A T I O N S
community, interactions and the surrounding environment.
Jeremy approaches each project like a puzzle that needs
to be solved, uncovering each factor that may contribute to
building program and the values of the community. With
R E P R E S E N T A T I V E E X P E R I E N C E
County of Orange Civic Center Master Plan, Santa Ana, CA
Laguna Beach Facilities Master Plan, Police & Fire Station,
CA
Laguna Beach Community & Susi-Q Senior Center, CA
San Bernardino County High Desert Government Center &
Public Safety Operations Center, CA
Tustin Water Administration Building, Corporate Yard &
EOC, CA
Rialto Police Department, CA
Manteca Police Department, CA
Campbell Police Operations Building Renovation, CA
Anaheim Civic Center & Police Department, CA
Center, CA
Laguna
Niguel Public Library, CA
Hesperia Civic Center (City Hall & Library), CA
Santa Cruz County Sanitation District Master Plan, CA
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SA P P E N D I X A – A T T A C H M E N T S V I I
Elton Colbert
FCA Program Manager
E D U C A T I O N
Master of Business Administration
(MBA), University of Nevada
Bachelor of Science, Mechanical
Engineering, University of Nevada
Y E A R S O F E X P E R I E N C E
20
Q U A L I F I C A T I O N S
Elton Colbert is a facility condition assessment professional
facility assessments for municipal, K-12, higher education,
and commercial clients. Throughout his career, he has led
asset inventories, space utilization evaluations, and
preventive maintenance programs, providing clients
planning and facility management decisions. Elton is
facility data collection, analysis, and reporting supports
the development of practical, long-term strategies for
maintaining and improving public facilities.
R E P R E S E N T A T I V E E X P E R I E N C E
Laguna Beach Facilities Master Plan, CA
Indian Wells EOC Needs Assessment, CA
San Leandro Police Department Needs Assessment, CA
Buena Park Library District Library Renovation, CA
City of Napa Facility Condition Assessment, CA
City of Clovis Facility Condition Assessment, Barcoding &
Inventory, CA
City of Cudahy Facility Condition Assessment, Space
Utilization & Preventive Maintenance, CA
County of Nevada Facility Condition Assessment &
Inventory, CA
County of El Dorado Facility Condition Assessment &
Inventory, CA
City of Pismo Beach Facility Condition Assessment &
Inventory, CA
City of Riverside Facility Condition Assessment & Inventory,
CA
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
G R I F F I N S T R U C T U R E SA P P E N D I X A – A T T A C H M E N T S V I I I
Real Estate & Economic Market
Specialist
E D U C A T I O N
Bachelor of Arts, Philosophy, Stanford
University
C E R T I F I C A T I O N S
California Department of Real Estate
A F F I L I A T I O N S
Economic Alliance for Business (EDA),
East Bay Leadership Council, Past
President
Bay Area Council
California Jobs & Housing Coalition
International Council of Shopping
Centers (ICSC)
NAIOP
Urban Land Institute (ULI)
CREW East Bay
Walnut Creek Chamber of Commerce
Y E A R S O F E X P E R I E N C E
43+
Q U A L I F I C A T I O N S
economic development consultant, and valuation
estate brokerage, development, entitlements, property
management, valuation, and economic development
Bay Area Manager for TRI Commercial Real Estate, he
oversees leasing, consulting, investment, and advisory
real estate valuation, land sales, project entitlements,
demographic analysis, economic development studies,
and redevelopment opportunities. Throughout his career,
he has leased or sold more than 14 million SF of real
estate and has provided consulting services to numerous
cities, agencies, healthcare institutions, developers, and
economic trends, and real estate strategy supports
informed decision-making for public agencies evaluating
facility, property, and redevelopment opportunities.
R E P R E S E N T A T I V E E X P E R I E N C E
City of Laguna Beach Economic Development & Real
Estate Consulting, CA
City of Walnut Creek Economic Development & Real Estate
Consulting, CA
City of Concord Economic Development & Real Estate
Consulting, CA
City of Antioch Economic Development & Real Estate
Consulting, CA
City of San Leandro Economic Development & Real Estate
Consulting, CA
City of Benicia Economic Development & Real Estate
Consulting, CA
Consulting, CA
City of Laguna Beach Economic Development & Real
Estate Consulting, CA
Solano Development Corporation Economic Development
Consulting, CA
Solano Transit Authority Economic Development Consulting,
CA
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
N O R T H E R N C A O F F I C E
2 4 4 5 A U G U S T I N E D R I V E
S U I T E 1 5 0
S A N T A C L A R A , C A 9 5 0 5 4
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T U S T I N M A I N L I B R A R Y
W E S T M I N S T E R P O L I C E H E A D Q U A R T E R S
R I A L T O P O L I C E D E P T
Y O R B A L I N D A L I B R A R Y &
C U L T R A L A R T S C T R
S A N J U A N C A P I S T R A N O C I T Y H A L L
& M I X E D - U S E H O U S I N G
E A S T V A L E C I V I C C E N T E R
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
ATTACHMENT 2
Request for Proposals
Docusign Envelope ID: 4E635610-8FF7-8932-83CF-ADF66D016C35Docusign Envelope ID: B5042875-CA6D-8C27-8190-278DEA7EEB77
(Date issued: May 5, 2026)
THE CITY OF TUSTIN is
soliciting proposals for:
Civic Center Campus Assessment and
Feasibility Study
Questions may be submitted through
OpenGov by 10 a.m. PST May 29, 2026.
• All questions must be requested in
writing.
• Questions of a substantial nature will be
Due Date: June 12, 2026
Location - Via OpenGov
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City of Tustin
Civic Center Campus Assessment and Feasibility Study
The City of Tustin (“City”) is seeking proposals from qualified consulting firms to conduct a
comprehensive feasibility study evaluating the City’s current and future Civic Center facility needs.
The selected consultant(s) will assess long-term space requirements, evaluate the lifecycle costs
of maintaining and upgrading the existing facility, and evaluate a range of facility strategies, which
may include continued investment in the existing Civic Center, renovation or expansion options,
and the potential development of a new or reconfigured Civic Center campus.
This effort will include financial modeling, property valuation, conceptual site planning, and
evaluation of alternative project delivery methods, including public-private partnership (P3)
opportunities, as applicable. The study will also evaluate the potential for partial or full
redevelopment of the existing Civic Center site, if supported by the analysis.
The outcome of this effort will be a strategic, data-driven framework to enable City Council
decision-making regarding the future of Civic Center facilities, including a comparative evaluation
of alternatives and, if appropriate, a recommended path forward and implementation
considerations.
BACKGROUND
The City of Tustin is located in Orange County, California, and is located roughly 37 miles
southeast of Los Angeles and 90 miles northwest of San Diego. The City has an estimated
population of 80,000 and covers over 11 square miles. Known for its historic Old Town district
and strong sense of community, Tustin provides a full range of municipal services including public
safety, public works, community development, and parks and recreation.
The City operates out of its primary administrative facility at the Civic Center campus, originally
constructed in 1974 on Centennial Way. The Civic Center is comprised of approximately 6.713
acres.
Between 1990 and 1993, the facility underwent significant renovation and expansion, resulting in
a complete transformation of the building as it exists today. Since then, the facility has undergone
various interior modifications to improve functionality, without increasing the overall square
footage (See Attachment C for Floor Plans). While the facility has served the City well, it is
increasingly challenged by space constraints, aging infrastructure, and evolving service delivery
needs.
In recent years, Tustin has experienced steady growth and redevelopment, including significant
investment in surrounding areas. However, reinvestment in Old Town has been more limited,
presenting both a challenge and an opportunity. The Civic Center site, due to its central location,
represents a key strategic asset that may support broader economic development and community
activation goals, depending on future facility decisions.
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PURPOSE/GOAL
The purpose of this RFP is to engage qualified consultants(s) to evaluate and define a long-term
strategy for the City’s administrative facilities that aligns with operational needs, fiscal
responsibility, and community objectives.
Key goals of this effort include:
• Define Future Needs: Establish a clear understanding of current and projected staffing,
operational, and space requirements over a 20 to 30-year planning horizon
• Evaluate Existing Facility: Identify the lifecycle cost, constraints, and opportunities
associated with maintaining, renovating, or expanding the current Civic Center facility
• Evaluate Facility Alternatives: Analyze a range of options, which may include
renovation, expansion, reconfiguration, consolidation, and/or development of a new or
reconfigured Civic Center campus
• Assess Property Considerations: Evaluate the potential value and feasible reuse
scenarios of the existing Civic Center site, if applicable
• Identify Financial and Delivery Strategies: Evaluate funding mechanisms and project
delivery methods, including P3 opportunities, as appropriate
• Support Decision-Making: Provide clear, objective, and actionable analysis to support
City Council consideration of alternatives
CITY RESPONSIBILITIES
Additional background information will be made available to the selected consultant(s) upon
Notice to Proceed, including:
• Organizational charts and staffing data;
• Additional reports and internal documents as needed; and
• Available budget and operational data.
SCOPE OF WORK
The selected consultant(s) shall provide comprehensive professional services to evaluate the
City’s current and future Civic Center facility needs and develop a long-term strategic framework.
The scope is intended to produce a data-driven analysis of existing conditions, future space
requirements, financial implications, and a range of facility alternatives.
Alternatives may include continued investment in the existing facility, renovation or expansion
options, reconfiguration or consolidation strategies, and, if warranted, the potential development
of a new or a reconfigured Civic Center campus.
Work efforts shall integrate technical analysis, financial evaluation, and conceptual planning to
ensure a holistic assessment of options. The consultant(s) will be expected to coordinate closely
with City staff, incorporate prior planning efforts where applicable, and present clear, actionable
findings to support City Council decision-making.
The following tasks outline the minimum scope of services to be provided:
Project Initiation & Project Management
Provide overall project management, coordination, scheduling, and progress tracking throughout
the duration of the project.
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Existing Conditions Assessment
Review relevant documents, conduct stakeholder interviews, and assess existing Civic Center
conditions, including space utilization, operational inefficiencies, and site constraints. Utilize
provided floor plans (Attachment C) to validate existing conditions
Staffing & Space Needs Assessment
Evaluate current and projected staffing levels and operational requirements to develop a
comprehensive space program, including:
• Department-level space needs
• Growth projections over a 20 to 30-year horizon
• Opportunities for space optimization and modern workplace strategies
Facilities Consolidation & Civic Use Assessment
Evaluate the distribution of administrative functions, public services, and community event
spaces across multiple facilities. This task shall:
• Identify inefficiencies associated with fragmented operations
• Assess current and future needs for civic and community gathering spaces
• Evaluate opportunities consolidation and integration of flexible, multi-purpose public
spaces
Baseline (Status Quo) Cost Analysis
Prepare a lifecycle cost analysis for continued use of the existing facility, including:
• Maintenance and capital improvement needs
• Renovation and expansion costs
• Ongoing operations and maintenance costs over 20–30 years
Property Considerations & Redevelopment Feasibility (If Applicable)
Assess potential value and feasible reuse scenarios of the existing Civic Center site, if applicable,
including:
• Highest and best use considerations
• Preliminary market valuation
• Feasibility considerations under multiple scenarios
Conceptual Site Planning (Alternative Facility Scenarios)
Develop concept-level plans for feasible facility scenarios, which may include
renovation/expansion of the existing site and/or development of a new or reconfigured Civic
Center campus, including:
• Evaluation of potential sites, if applicable
• Conceptual layouts (building footprints, circulation, parking)
• Integration with public spaces and park system
• Accommodation of civic and community uses
Order-of-Magnitude Cost Estimate & Financial Analysis
Prepare planning-level cost estimates and financial analysis, including:
• Capital cost estimates for each alternative
• Identification of funding and financing strategies
• Consideration of potential site value, if applicable
• Comparative analysis across all alternatives
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Delivery Strategy Evaluation
Evaluate alternative project delivery methods, as applicable to the range of facility alternatives
evaluated, including:
• Design-Bid-Build (DBB)
• Design-Build (DB)
• Progressive Design-Build (PDB)
• Construction Manager at Risk (CMAR)
• Public-Private Partnerships (P3/PPP)
Findings & Recommendations
Develop a decision-making framework to support City Council evaluation of alternatives. This
shall include:
• Comparative evaluation of all alternatives
• Economic and non-economic considerations
• Site-specific constraints and opportunities
• Identification of a recommended strategy, if supported by the analysis
Potential Implementation Considerations
If a preferred strategy is identified, outline potential next steps, including:
• Key milestones and sequencing
• Decision points for City Council
• Preliminary project schedule and next steps
Stakeholder Engagement & Presentations
Support City decision-making through:
• Facilitation of a Council workshop
• Preparation of presentation materials
• Attendance at Council meeting(s)
Monthly Progress Reports
Submit monthly progress reports with each invoice, including:
• Work completed by task
• Percent complete by task vs. budget
• Updated project schedule and key milestones
• Budget status (hours used vs. planned)
• Upcoming work within the next 30-60 days
• Key issues and risks
REQUIRED DELIVERABLES
The Consultant shall prepare the following deliverables, at a minimum:
1. Existing Conditions & Needs Assessment Report
• Facility assessment summary
• Space utilization analysis (by department)
• Staffing projections (20–30 year horizon)
• Key operational deficiencies
2. Space Needs Program
• Program area (SF) by department/function
• Adjacency requirements
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• Civic/public space needs (Council chamber, community rooms, etc.)
• Flexibility assumptions (future growth, hybrid work)
3. Alternatives Analysis Report
Must include a minimum of three (3) distinct and viable alternatives, which may include, but are
not limited to:
• Continued use with renovation and/or expansion
• Reconfiguration, consolidation, or phased improvements
• Development of a new or reconfigured Civic Center campus
Each alternative must include:
• Conceptual site diagram
• Program fit
• Parking/circulation assumptions
• Phasing
• Pros/cons and risks
• Order-of-magnitude cost
• Lifecycle cost (20–30 years)
4. Financial & Delivery Strategy Memo
• Capital cost comparison
• Lifecycle cost comparison
• Funding strategies
• Delivery options (DBB, DB, PDB, CMAR, P3)
• Risk allocation
5. Preferred Alternative & Recommendation Report
• Decision matrix
• Recommended option, if supported by the analysis
• Justification
• Sensitivity analysis
6. Potential Implementation Considerations
• Phasing strategy
• Key decision points
• Procurement considerations
• Preliminary schedule
7. Council Workshop & Final Presentation
• Final Council presentation
• Executive-level graphics and materials
PROCEDURE FOR SUBMITTING PROPOSALS
Proposal Responses – Proposals must be received electronically through OpenGov no later
than 10:00 a.m. on June 12, 2026. Consultants are responsible for ensuring proposals are
complete and submitted on time. Late proposals may not be considered.
The following instructions describe the form in which proposals must be presented. Proposal
documents must be prepared simply, economically, and provide a straightforward, concise
response to the requirements of the RFP. Completeness and clarity of content must be
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emphasized. The requirements stated do not preclude offerors from furnishing additional reports,
functions, and costs as deemed appropriate.
A. TRANSMITTAL LETTER
The proposal transmittal letter shall contain the following:
• Name of individual, partnership, company, or corporation submitting proposal.
• Statement which indicates an understanding of the scope of work as presented
in this specification and confirmation that all terms and conditions of the RFP are
understood and acknowledged by the undersigned.
• Proposers shall disclose any current or potential conflicts of interest that could
influence, or appear to influence, the firm’s objectivity in performing the
requested services. This includes, but is not limited to: Financial or business
relationships with developers, contractors, or entities that could participate in
future phases of the project; Involvement in real estate acquisition, disposition,
or brokerage services related to the project area; Affiliations with firms that
provide design, construction, financing, or public-private partnership (P3)
services; Proposers shall also indicate whether they intend to pursue or
participate in any subsequent phases of this project, including but not limited to
design, development, construction, or financing. Firms are not precluded from
submitting proposals based on such relationships; however, the City will
consider potential conflicts of interest and the ability of the firm to provide
objective, unbiased analysis as part of the evaluation process.
• Signature(s) of representative(s) legally authorized to bind the offeror.
B. SECTION I: GENERAL APPROACH AND PLANS
• The City requests that proposals submitted be organized and presented in a
neat and logical format and are relevant to these services. Consultant’s
proposals shall be clear, accurate, and comprehensive. Excessive or irrelevant
material will not be favorably received.
• The Proposal shall be limited to a maximum of 35 pages (excluding front and
back covers, section dividers and attachments such as resumes and forms).
Font size shall be minimum 11-point Arial. Proposal exhibits shall be maximum
11” x 17”. The purpose of these restrictions is to minimize the costs of proposal
preparation and to ensure that the response to the RFP is fully relevant to the
project.
• This section of the proposal must contain all work requirements necessary to
accomplish the tasks as defined in the Scope of Work section. It will outline the
proposed approach, methodology, work plan, and schedules to accomplish the
tasks and to produce the deliverables.
• Proposal shall state as completely as possible, the proposer’s understanding of
and approach to accomplishing the City’s stated needs, such as:
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o 1) Description of all project requirements;
o 2) Description of plans to accomplish tasks, study, project, etc.;
o 3) Required involvement of city staff.
• For each task/requirement listed in the Scope of Work, provide whether or not
proposer can satisfy the requirement. Provide additional information regarding
your solution that you deem appropriate.
C. SECTION II: QUALIFICATIONS AND EXPERIENCE
This section must contain the following information:
• A Statement of Qualifications for the proposed project team, including
identification of the Project Manager and key personnel. Include specific
experience in municipal facility planning, civic or public agency facility
development, real estate analysis, financial modeling, and delivery strategy
evaluation (including P3/PPP, if applicable). Provide concise resumes for all key
staff to be assigned. Consultant must commit that the staff identified in its
proposal will be assigned to this project and not substituted without prior written
approval from the City.
• Contact information for the identified Project Manager, including address,
telephone number, and email address.
• A brief history of the firm, including year established, ownership structure, areas
of specialization, core services, and experience working with public agencies,
particularly municipalities.
• A description of the firm’s experience with projects of similar scope and
complexity, including but not limited to Civic Center or civic facility feasibility
studies, facility master planning, space needs assessments, redevelopment of
public sites, and financial/delivery strategy analysis.
• Descriptions of at least three (3) recent and relevant projects of similar size and
scope. Include for each project: client name and location, project description,
scope of services provided, key outcomes or findings, the firm’s role, and
identification of key staff involved. Include examples of deliverables where
available.
• A minimum of three (3) client references for similar projects, including agency
name, contact person, title, telephone number, and email address. Consultant
must grant the City permission to contact all references provided.
• In the event the Consultant intends to partner or subcontract any portion of the
work, the Consultant shall provide the information requested above for each
proposed partner or subconsultants, including firm qualifications, role in the
project, and resumes of key personnel. The prime consultant shall remain fully
responsible for all work performed.
• A brief narrative describing the firm’s understanding of the project, including key
issues, potential challenges, and approach to successfully delivering the Scope
of Work.
• A statement disclosing any actual or potential conflicts of interest, including
financial or business relationships that could influence the firm’s objectivity, and
identification of any intent to participate in future phases of the project (e.g.,
design, development, construction, or financing).
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D. SECTION III: COST AND TIMELINE
• Identification of all costs Consultant/Vendor will charge for performing the tasks
necessary to accomplish the objectives of this RFP. The costs must break out
all expenses expected to be billed to the City for each component of the project.
Cost proposal shall include the estimated number of project work hours and
costs attributable to each phase. A list of hourly rates of proposed project team
members shall also be included.
• A work plan, provide a proposed project time schedule, detailing the time
necessary for each phase of the services you are proposing.
• A timeline indicating major milestones and estimated time to complete the
project.
• The City anticipates the project to be completed within approximately 6 to 9
months from Notice to Proceed. Proposers shall propose a detailed schedule
consistent with this expectation.
SCHEDULE OF EVENTS
The following is the schedule of events that the City plans to follow in conducting this solicitation:
Event Tentative Date
Issuance of RFP May 08, 2026
Pre-Proposal Meeting & Site-Walk (Optional) May 21, 2026 (10 a.m.)
Clarification Questions Due May 29, 2026 (10 a.m.)
Due Date for Proposals June 12, 2026 (10 a.m.)
Interviews of Finalists, if applicable End of June/Early July 2026
Begin Project End of July 2026
PROPOSAL EVALUATION, INTERVIEWS, and AWARD PROCESS
Award will be based upon a review and evaluation by a committee designated by the City
Manager’s Office. Proposals will be evaluated based on the following criteria:
• Quality, clarity, and completeness of the proposal, including responsiveness to the
RFP requirements
• Understanding of the project and key issues, including the City’s operational,
financial, and redevelopment objectives
• Strength of methodology and proposed work plan, including approach to technical
analysis, financial modeling, and development of feasible, actionable recommendations
• Relevant experience and qualifications of the firm and project team, particularly
with municipal facility planning, civic facility development, real estate analysis, and
financial/delivery strategy evaluation
• Demonstrated experience supporting public agency decision-making, including
preparation of materials and presentations for executive leadership and elected officials
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• Past performance and quality of references, particularly with public agencies on
similar projects
• Ability to meet project schedule and deliverables, including demonstrated capacity to
manage similar efforts
• Objectivity and absence of conflicts of interest, including the ability to provide
unbiased analysis and recommendations
• Proposed cost and overall value to the City
The following criteria will be used in evaluating the proposals using a point value system (100
points) based upon the weighting indicated below:
• Qualification and Experience of Firm (15 points)
• Approach and Work Plan (including project controls and QA/QC processes) (35 points)
• Qualifications and Experience of the project manager and other key individuals (25 points)
• Schedule of Delivery (5 points)
• Reference Checks (10 points)
• Proposed cost (10 points)
The City anticipates that finalists will be selected after an initial evaluation based on above criteria
and may be invited to make formal presentations to the evaluation committee. At the conclusion
of this interview process, the evaluation committee will provide a recommendation for award and
the proposer being recommended will receive a notice of intent to award pending successful
negotiations and contract preparation. Upon successful completion of this process, a
recommendation may be made to the City Council, based on the contract, for their review and
consent and unsuccessful firms will be notified.
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STANDARD TERMS AND CONDITIONS
Attachment A
1. Application
These standard terms and conditions shall apply to all City of Tustin (hereafter “City”)
solicitations and procurements, unless specifically excepted in the solicitation specifications
or additional documents negotiated by the parties prior to formal award.
2. Requirements
By submitting a proposal, the respondent agrees to provide the City with the agreed upon
services described in the solicitation in accordance with these standard terms and
conditions, at the agreed upon price and in compliance with the stated specifications, any
subsequent addendums issued prior to the date of the opening, and any negotiated terms
subsequent to the acceptance of proposals.
3. Legal Compliance
Proposer must comply with all Federal, State and Local laws, statutes, ordinances,
regulations and standards in effect at the time of delivery of goods and services, and must
maintain any and all required licenses and certificates required under the same laws,
statutes, ordinances, regulations and standards for services and/or goods provided in
response to this solicitation.
4. Modifications and Addendums
The City shall have the right to modify any of the solicitation documents prior to submission
deadline and will endeavor to notify potential proposers, but failure to notify shall impose no
liability or obligation on the City. All modifications and addendums must be in written form
prepared by the City department issuing the solicitation. Proposers are responsible for
incorporating any and all modifications and addendums into their submissions.
5. Interpretation of Solicitation Documents
The City is the final judge of the meaning of any word(s) sentences, paragraphs or other
parts of the solicitation documents. Proposers are encouraged to seek clarification, before
submitting a proposal, of any portion of the proposal documents that appears to be
ambiguous, unclear, inconsistent, or otherwise in error. Clarifications will be in writing.
6. Late Proposals
Proposals must be received by the City by the time specified in the solicitation. The City will
not accept late submissions. The vendor must use OpenGov for proposal submittal.
OpenGov time stamp shall be the official time of receipt.
7. Minor Irregularities
The City reserves the right to waive any minor irregularities that do not materially affect the
scope or pricing of submitted proposals
8. Responsiveness of Proposals
Proposal submissions that fail to meet significant requirements outlined in the solicitation
documents will be considered “non responsive”.
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9. Withdrawal of Proposals
Proposers may withdraw any submitted proposals prior to the submission deadline.
Proposers may not withdraw after the proposal due date (June 12, 2026 at 10 a.m.) without
the City’s approval. Proposers who no longer wish to negotiate with City will be allowed to
withdraw proposals. However, once a proposal has been withdrawn, it can no longer be
considered.
10. Disqualification of Proposer
The City may disqualify proposers, and their proposals not be considered, for any of the
following reasons: Collusion among proposers; Proposer’s default on an existing or previous
contract with the City, including failure to deliver goods and/or services of the quality and
price proposed or agreed upon; Proposer’s lack of financial stability; any factor concerning
the proposer’s inability to provide the quantity, quality, and timeliness of services specified
in the solicitation; proposer involved in a current or pending lawsuit with City; proposer’s
attempt to influence the outcome of the solicitation through unauthorized contact with City
officials outside of those listed in the solicitation documents; and proposer’s attempt to offer
gifts, gratuities, or bribes to any City employee or elected official in connection with a
solicitation.
11. Right to Reject All Proposals
The City reserves the right to reject all proposals for any reason whether or not said
proposals are responsive or non-responsive. The City reserves the right to reject any
proposal that is non-responsive to this RFP. The City may, but shall not be required to, solicit
additional information, orally or in writing, from one or more of the applicants relating to the
content of their proposal(s). The City may, but shall not be required to, meet with one or
more of the applicants prior to a preliminary selection of one or more applicants with which
the City may choose to negotiate.
12. Cost of Submission
The cost of submitting proposals shall be borne by the proposers, and the City will not be
liable for any costs incurred by a proposer responding to this solicitation.
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