CC SR 20260616 C - PSA for On-Call Grant Management Services
CITY COUNCIL MEETING DATE: 06/16/2026
AGENDA REPORT AGENDA HEADING: Consent Calendar
AGENDA TITLE:
Consider awarding Professional Services Agreements to NCB Incorporated and Witt
O’Brien’s, LLC for on-call grant application and management services.
RECOMMENDED COUNCIL ACTION:
1) Award a Professional Services Agreement to NCB Incorporated for on-call grant
application, management, and related services for a one-year term, with two additional
optional one-year term extensions, in an amount not-to-exceed $100,000;
2) Award a Professional Services Agreement to Witt O’Brien’s, LLC, for on-call grant
application, management, and related services for a one-year term, with two additional
optional one-year term extensions, in an amount not-to-exceed $75,000; and,
3) Authorize the Mayor to execute the Professional Service Agreements in forms
approved by the City Attorney.
FISCAL IMPACT: There is no fiscal impact to establish a pre-qualified on-call list with
NCB and Witt O’Brien’s, as this list does not obligate the City to issue
any task orders or assignments to either consultant. However, to
support any task orders that are issued, the City has budgeted
$100,000 in the Fiscal Year (FY) 2026-27 Draft Budget (subject to
adoption by the City Council this evening under a separate agenda
item) under the City’s grant management services or other City
Council approved budget, as needed. VR
Amount Budgeted: $100,000 (FY 2026-27 Draft Budget)
Additional Appropriation: None
Account Number(s): 101-400-2999-5101
(Non-Departmental - Professional/Technical Services) VR
ORIGINATED BY: Megan Barnes, Senior Administrative Analyst
REVIEWED BY: Catherine Jun, Deputy City Manager CJ
APPROVED BY: Ara Mihranian, AICP, City Manager
ATTACHED SUPPORTING DOCUMENTS:
A. Professional Services Agreement with NCB Incorporated (page A-1)
B. Professional Services Agreement with Witt O’Brien’s, LLC (page B-1)
C. Grant Management Services RFP (page C-1)
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CITYOF RANCHO PALOS VERDES
D. NCB Incorporated Proposal (page D-1)
E. Witt O’Brien’s, LLC Proposal (page E-1)
F. RFP Evaluation Sheet (page F-1)
G. Grant Management Tracker (page G-1)
BACKGROUND:
Since 2009, the City has utilized the services of consultants to assist in identifying grant
opportunities, preparing and submitting applications, and providing post-award
management.
Historically, the City applied for a few grants per year, with some smaller grants managed
by Staff. In recent years, however, the City has seen a dramatic uptick in grant activity
due to the landslide emergency and other priority projects, such as Portuguese Bend
Landslide remediation, wildfire mitigation, and the proposed Emergency Operations
Center (EOC) at the Ken Dyda Civic Center, among others. Additionally, the City has
submitted several federal earmark requests for these priority projects since they were
reinstated by Congress in 2021. Several pending multi-million-dollar federal grants related
to landslide mitigation have required increasing amounts of staff time as the City goes
through the complex and lengthy grant administration process. A Grant Management
Tracker summarizing the status of competitive, non-entitled, or atypical grants that have
been submitted, pending, or awarded since 2016 is included in this report (Attachment
G).
The City’s current contract for general grant management services expires on June 30,
2026. Recognizing the increased need for services, sometimes on short notice due to
tight submission deadlines, Staff has restructured the City’s grant management services
contract into an on-call model utilizing multiple pre-qualified consultants.
Tonight, the City Council is being asked to consider awarding two on-call Professional
Services Agreements (PSAs) to NCB Incorporated (NCB) and to Witt O’Brien’s, LLC (Witt
O’Brien’s).
DISCUSSION:
On March 10, 2026, the City issued a Request for Proposals (RFP) for Grant Management
Services online via PlanetBids. Additionally, Staff notified known and potentially
interested firms. Eight firms submitted proposals by the submission deadline. A panel
consisting of four staff members representing the City Manager’s Office, the Public Works
Department, and the Recreation and Parks Department evaluated the proposals. Four
firms were short-listed, and Staff conducted interviews with representatives from each,
rating them in accordance with the RFP rubric that assessed the following: proposer’s
qualifications (25%), experience working on similar projects (25%), approach to the RFP
scope of work (25%), and cost proposal (25%).
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Table 1 - Request for Proposals (RFP) Evaluation Sheet for On-Call Grant
Management Services
Based on the proposals, evaluation, and interviews, the panel recommends awarding on-
call agreements to the two highest ranked firms, NCB and Witt O’Brien’s. Staff believes
each firm brings diverse and extensive experience, familiarity with the City, and
specialties that will bolster the City’s grant program. Their proposals are included in this
report (Attachments D and E).
The PSAs establish hourly rates based on staff classifications and will be used as the
basis for fees for individual task orders. These firms will constitute the pre-qualified on-
call list of consultants to provide as-needed grant management services for a period of
one year, with two optional one-year extensions. This on-call list does not preclude City
Staff from issuing separate solicitations whenever needed to best meet the City’s needs.
As detailed in the Scope of Services section of the PSAs, both firms would provide on-
call services for drafting and submitting grant applications, drafting and submitting
Request for Information (RFI) responses for submitted grants, engineering support for
grant applications and RFI responses, post-award tracking and reporting, and other grant
related activities.
One key difference between the PSAs is that NCB would provide additional services,
including grant research, monitoring, and strategy development. NCB would also keep
track of potential grant opportunities for which the City is likely to be competitive and
provide guidance to support the City’s overall grant strategy. Accordingly, the contract
sum is not-to-exceed $100,000 for NCB and not-to-exceed $75,000 for Witt O’Brien’s.
It should be noted that these contract amounts serve as caps only. Compensation is
based on actual services provided, as needed and when authorized by the City. With the
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B&A California ESS Evans Hout NCB Villa Civil Witt
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Raw Final Raw Final Raw Final Raw Final Raw Final Raw Final Raw Final Raw Final Criteria Value Score Score Score Score Score Score Score Score Score Score Score Score Score Score Score Scon co-101 co-101 co-101 co-101 co-101 co-101 co-101 co-101
Approac h to Scope of Services 25% 8 2 6 1.5 8 2 7 1.75 7 1.75 9 2 .25 7 1.75 10 2.5
Proposal Sched ule and Costs 25% 8 2 7 1.8 8 2 8 2 6 1.5 8 2 6 1.5 8 2
Staff Qua lificati on s and Experience 25% 7 1.8 7 1.8 8 2 7 1.75 8 2 9 2 .25 8 2 9 2.25
Organization and Staffing 15% 7 1.1 6 0.9 8 1.2 8 1.2 7 1.05 9 1.35 7 1.05 9 1.35
Qua lity Control 10% 9 0 .9 8 0 .8 8 0 .8 9 0 .9 8 0 .8 8 0 .8 7 0 .7 8 0.8
Total Fina l Scores 100% 7.7 6.7 8.0 7 .6 7.1 8.7 7 .0 8.9
exception of federal earmark and state budget requests, Staff typically bring grant
applications to the City Council for authorization prior to submittal.
The City has budgeted $100,000 for grant management services in FY 2026-27, which is
below the combined contract maximum of $175,000. This is to provide flexibility for the
variability in the pace of grant opportunities and to avoid having to return to Council with
a contract amendment, as occurred in FY 2025-26 amid an uptick in opportunities.
City departments may also identify funding within their own budgets to engage
consultants for grant application or management services related to specific projects or
programs. Some projects have funding for grant management above the general,
Citywide grant management services budget, and some programs have funding that
could be used for grant applications and grant management.
In the event that Staff anticipates going over the $100,000 budgeted in the Citywide grant
management services budget, Staff will bring an appropriation request to the City Council
for consideration.
Task Order Procedure
As Staff identifies the need for grant management services, Staff will issue a request with
a description of the work to be performed and a schedule for completion. A request may
be issued to one or more firms based on availability to complete the work within a certain
timeframe, specialties, or any other factor that is in the best interest of the City. At no time
is the City obligated to issue any requests to any of the firms. The firms receiving the
request shall prepare a task proposal documenting the scope of work, fee to perform the
work (based on previously agreed-upon rates), and schedule for completion. The
Contract Officer shall approve, modify, or reject the proposal, and issue a Notice to
Proceed (NTP) when a written agreement has been reached with a company on the task
proposal. The task shall be performed at a cost not exceeding the task budget.
CONCLUSION:
Staff recommend the City Council award PSAs to NCB and Witt O’Brien’s for on-call grant
application, management, and related services for one-year terms, with two additional
optional one-year term extensions, in an amount not-to-exceed $100,000, and not-to-
exceed $75,000, respectively.
ALTERNATIVES:
In addition to Staff’s recommendations, the following alternative actions are available for
the City Council’s consideration:
1. Reject all proposals and re-solicit the services.
2. Direct Staff to reduce the number of firms with on-call PSAs.
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3. Reduce the not-to-exceed amount for the agreements.
4. Take other action, as deemed appropriate by the City Council.
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PROFESSIONAL SERVICES AGREEMENT
By and Between
CITY OF RANCHO PALOS VERDES
and
NCB INCORPORATED
for
On-Call Grant Management Services
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AGREEMENT FOR PROFESSIONAL SERVICES
BETWEEN THE CITY OF RANCHO PALOS VERDES AND
NCB INCORPORATED
THIS AGREEMENT FOR PROFESSIONAL S ERVICES (“Agreement”) is made and
entered into on June 16, 2026 by and between the CITY OF RANCHO PALOS VERDES, a
California municipal corporation (“City”) and NCB INCORPORATED (NCB), an S-
Corporation (“Consultant”) for On-Call Grant Management Services. City and Consultant may be
referred to, individually or collectively, as “Party” or “Parties.”
RECITALS
A. City has sought, by issuance of a Request for Proposals, the performance of the
services defined and described particularly in Article 1 of this Agreement.
B. Consultant, following submission of a proposal for the performance of the services
defined and described particularly in Article 1 of this Agreement, was selected by the City to
perform those services.
C. Pursuant to the City of Rancho Palos Verdes Municipal Code, City has authority to
enter into and execute this Agreement.
D. The Parties desire to formalize the selection of Consultant for performance of those
services defined and described particularly in Article 1 of this Agreement and desire that the terms
of that performance be as particularly defined and described herein.
OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the mutual promises and covenants made by the
Parties and contained herein and other consideration, the value and adequacy of which are hereby
acknowledged, the parties agree as follows:
ARTICLE 1. SERVICES OF CONSULTANT
1.1 Scope of Services.
In compliance with all terms and conditions of this Agreement, the Consultant shall provide
those services specified in the “Scope of Services”, as stated in the Proposal, attached hereto as
Exhibit “A” a nd incorporated herein by this reference, which may be referred to herein as the
“services” or “work” hereunder. As a material inducement to the City entering into this Agreement,
Consultant represents and warrants that it has the qualifications, experience, and facilities
necessary to properly perform the services required under this Agreement in a thorough,
competent, and professional manner, and is experienced in performing the work and services
contemplated herein. Consultant shall at all times faithfully, competently and to the best of its
ability, experience and talent, perform all services described herein. Consultant covenants that it
shall follow the highest professional standards in performing the work and services required
hereunder and that all materials will be both of good quality as well as fit for the purpose intended.
For purposes of this Agreement, the phrase “highest professional standards” shall mean those
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standards of practice recognized by one or more first-class firms performing similar work under
similar circumstances.
1.2 Consultant’s Proposal.
The Scope of Service shall include the Consultant’s Proposal which shall be incorporated
herein by this reference as though fully set forth herein. In the event of any inconsistency between
the terms of such Proposal and this Agreement, the terms of this Agreement shall govern.
1.3 Compliance with Law.
Consultant shall keep itself informed concerning, and shall render all services hereunder in
accordance with, all ordinances, resolutions, statutes, rules, and regulations of the City and any
Federal, State or local governmental entity having jurisdiction in effect at the time service is
rendered.
1.4 California Labor Law.
If the Scope of Services includes any “public work” or “maintenance work,” as those terms
are defined in California Labor Code section 1720 et seq. and California Code of Regulations,
Title 8, Section 16000 et seq., and if the total compensation is $1,000 or more, Consultant shall
pay prevailing wages for such work and comply with the requirements in California Labor Code
section 1770 et seq. and 1810 et seq., and all other applicable laws, including the following
requirements:
(a) Public Work. The Parties acknowledge that some or all of the work to be
performed under this Agreement is a “public work” as defined in Labor Code Section 1720 and
that this Agreement is therefore subject to the requirements of Division 2, Part 7, Chapter 1
(commencing with Section 1720) of the California Labor Code relating to public works contracts
and the rules and regulations established by the Department of Industrial Relations (“DIR”)
implementing such statutes. The work performed under this Agreement is subject to compliance
monitoring and enforcement by the DIR. Consultant shall post job site notices, as prescribed by
regulation.
(b) Prevailing Wages. Consultant shall pay prevailing wages to the extent
required by Labor Code Section 1771. Pursuant to Labor Code Section 1773.2, copies of the
prevailing rate of per diem wages are on file at City Hall and will be made available to any
interested party on request. By initiating any work under this Agreement, Consultant
acknowledges receipt of a copy of the DIR determination of the prevailing rate of per diem wages,
and Consultant shall post a copy of the same at each job site where work is performed under this
Agreement.
(c) Penalty for Failure to Pay Prevailing Wages. Consultant shall comply with
and be bound by the provisions of Labor Code Sections 1774 and 1775 concerning the payment
of prevailing rates of wages to workers and the penalties for failure to pay prevailing wages. The
Consultant shall, as a penalty to the City, forfeit $200 (two hundred dollars) for each calendar day,
or portion thereof, for each worker paid less than the prevailing rates as determined by the DIR for
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the work or craft in which the worker is employed for any public work done pursuant to this
Agreement by Consultant or by any subcontractor.
(d) Payroll Records. Consultant shall comply with and be bound by the
provisions of Labor Code Section 1776, which requires Consultant and each subconsultant to: keep
accurate payroll records and verify such records in writing under penalty of perjury, as specified
in Section 1776; certify and make such payroll records available for inspection as provided by
Section 1776; and inform the City of the location of the records.
(e) Apprentices. Consultant shall comply with and be bound by the provisions
of Labor Code Sections 1777.5, 1777.6, and 1777.7 and California Code of Regulations Title 8,
Section 200 et seq. concerning the employment of apprentices on public works projects. Consultant
shall be responsible for compliance with these aforementioned Sections for all apprenticeable
occupations. Prior to commencing work under this Agreement, Consultant shall provide City with
a copy of the information submitted to any applicable apprenticeship program. Within 60 (sixty)
days after concluding work pursuant to this Agreement, Consultant and each of its subconsultants
shall submit to the City a verified statement of the journeyman and apprentice hours performed
under this Agreement.
(f) Eight-Hour Work Day. Consultant acknowledges that 8 (eight) hours labor
constitutes a legal day's work. Consultant shall comply with and be bound by Labor Code Section
1810.
(g) Penalties for Excess Hours. Consultant shall comply with and be bound by
the provisions of Labor Code Section 1813 concerning penalties for workers who work excess
hours. The Consultant shall, as a penalty to the City, forfeit $25 (twenty five dollars for each
worker employed in the performance of this Agreement by the Consultant or by any subcontractor
for each calendar day during which such worker is required or permitted to work more than 8
(eight) hours in any one calendar day and 40 (forty) hours in any one calendar week in violation
of the provisions of Division 2, Part 7, Chapter 1, Article 3 of the Labor Code. Pursuant to Labor
Code section 1815, work performed by employees of Consultant in excess of 8 (eight) hours per
day, and 40 (forty) hours during any one week shall be permitted upon public work upon
compensation for all hours worked in excess of 8 hours per day at not less than one and 1½ (one
and one half) times the basic rate of pay.
(h) Workers’ Compensation. California Labor Code Sections 1860 and 3700
provide that every employer will be required to secure the payment of compensation to its
employees if it has employees. In accordance with the provisions of California Labor Code Section
1861, Consultant certifies as follows:
“I am aware of the provisions of Section 3700 of the Labor Code which require
every employer to be insured against liability for workers' compensation or to
undertake self-insurance in accordance with the provisions of that code, and I will
comply with such provisions before commencing the performance of the work of
this contract.”
Consultant’s Authorized Initials ________
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(i) Consultant’s Responsibility for Subcontractors. For every subcontractor
who will perform work under this Agreement, Consultant shall be responsible for such
subcontractor's compliance with Division 2, Part 7, Chapter 1 (commencing with Section 1720) of
the California Labor Code, and shall make such compliance a requirement in any contract with
any subcontractor for work under this Agreement. Consultant shall be required to take all actions
necessary to enforce such contractual provisions and ensure subcontractor's compliance, including
without limitation, conducting a review of the certified payroll records of the subcontractor on a
periodic basis or upon becoming aware of the failure of the subcontractor to pay his or her workers
the specified prevailing rate of wages. Consultant shall diligently take corrective action to halt or
rectify any such failure by any subcontractor.
1.5 Licenses, Permits, Fees and Assessments.
Consultant shall obtain at its sole cost and expense such licenses, permits and approvals as
may be required by law for the performance of the services required by this Agreement. Consultant
shall have the sole obligation to pay for any fees, assessments and taxes, plus applicable penalties
and interest, which may be imposed by law and arise from or are necessary for the Consultant’s
performance of the services required by this Agreement, and shall indemnify, defend and hold
harmless City, its officers, employees or agents of City, against any such fees, assessments, taxes,
penalties or interest levied, assessed or imposed against City hereunder.
1.6 Familiarity with Work.
By executing this Agreement, Consultant warrants that Consultant (i) has thoroughly
investigated and considered the scope of services to be performed, (ii) has carefully considered
how the services should be performed, and (iii) fully understands the facilities, difficulties and
restrictions attending performance of the services under this Agreement. If the services involve
work upon any site, Consultant warrants that Consultant has or will investigate the site and is or
will be fully acquainted with the conditions there existing, prior to commencement of services
hereunder. Should the Consultant discover any latent or unknown conditions, which will materially
affect the performance of the services hereunder, Consultant shall immediately inform the City of
such fact and shall not proceed except at Consultant’s risk until written instructions are received
from the Contract Officer in the form of a Change Order.
1.7 Care of Work.
The Consultant shall adopt reasonable methods during the life of the Agreement to furnish
continuous protection to the work, and the equipment, materials, papers, documents, plans, studies
and/or other components thereof to prevent losses or damages, and shall be responsible for all such
damages, to persons or property, until acceptance of the work by City, except such losses or
damages as may be caused by City’s own negligence.
1.8 Further Responsibilities of Parties.
Both parties agree to use reasonable care and diligence to perform their respective
obligations under this Agreement. Both parties agree to act in good faith to execute all instruments,
prepare all documents and take all actions as may be reasonably necessary to carry out the purposes
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of this Agreement. Unless hereafter specified, neither party shall be responsible for the service of
the other.
1.9 Additional Services
City shall have the right at any time during the performance of the services, without
invalidating this Agreement, to order extra work beyond that specified in the Scope of Services or
make changes by altering, adding to or deducting from said work. No such extra work may be
undertaken unless a written Change Order is first given by the Contract Officer to the Consultant,
incorporating therein any adjustment in (i) the Contract Sum for the actual costs of the extra work,
and/or (ii) the time to perform this Agreement, which said adjustments are subject to the written
approval of the Consultant.
Any increase in compensation of up to 15% (fifteen percent) of the Contract Sum; or, in
the time to perform of up to 90 (ninety) days, may be approved by the Contract Officer through a
written Change Order. Any greater increases, taken either separately or cumulatively, must be
approved by the City Council. It is expressly understood by Consultant that the provisions of this
Section shall not apply to services specifically set forth in the Scope of Services. Consultant hereby
acknowledges that it accepts the risk that the services to be provided pursuant to the Scope of
Services may be more costly or time consuming than Consultant anticipates and that Consultant
shall not be entitled to additional compensation therefor. City may in its sole and absolute
discretion have similar work done by other Consultants. No claims for an increase in the Contract
Sum or time for performance shall be valid unless the procedures established in this Section are
followed.
If in the performance of the Services, the Contractor becomes aware of material defects in
the Scope of Work, duration, or span of the Services, or the Contractor becomes aware of
extenuating circumstance that will or could prevent the completion of the Services, on time or on
budget, the Contractor shall inform the City’s Contract Officer of an anticipated Change Order.
This proposed change order will stipulate the facts surrounding the issue, proposed solutions,
proposed costs, and proposed schedule impacts.
1.10 Special Requirements.
Additional terms and conditions of this Agreement, if any, which are made a part hereof
are set forth in the “Special Requirements” attached hereto as Exhibit “B” and incorporated herein
by this reference. In the event of a conflict between the provisions of Exhibit “B” and any other
provisions of this Agreement, the provisions of Exhibit “B” shall govern.
ARTICLE 2. COMPENSATION AND METHOD OF PAYMENT.
2.1 Contract Sum.
Subject to any limitations set forth in this Agreement, City agrees to pay Consultant the
amounts specified in the “Schedule of Compensation” attached hereto as Exhibit “C” and
incorporated herein by this reference. The total compensation, including reimbursement for actual
expenses, shall not exceed $100,000 (One Hundred Thousand Dollars) (the “Contract Sum”),
unless additional compensation is approved pursuant to Section 1.9.
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2.2 Method of Compensation.
(a) The method of compensation may include: (i) a lump sum payment upon
completion; (ii) payment in accordance with specified tasks or the percentage of completion of the
services; (iii) payment for time and materials based upon the Consultant’s rates as specified in the
Schedule of Compensation, provided that (a) time estimates are provided for the performance of
sub tasks, and (b) the Contract Sum is not exceeded; or (iv) such other methods as may be specified
in the Schedule of Compensation.
(b) A retention of 10% shall be held from each payment as a contract retention to be
paid as part of the final payment upon satisfactory and timely completion of services. This retention
shall not apply for on-call agreements for continuous services or for agreements for scheduled
routine maintenance of City property or City facilities.
2.3 Reimbursable Expenses.
Compensation may include reimbursement for actual and necessary expenditures for
reproduction costs, telephone expenses, and travel expenses approved by the Contract Officer in
advance, or actual subcontractor expenses of an approved subcontractor pursuant to Section 4.5,
and only if specified in the Schedule of Compensation. The Contract Sum shall include the
attendance of Consultant at all project meetings reasonably deemed necessary by the City.
Coordination of the performance of the work with City is a critical component of the services. If
Consultant is required to attend additional meetings to facilitate such coordination, Consultant
shall not be entitled to any additional compensation for attending said meetings.
2.4 Invoices.
Each month Consultant shall furnish to City an original invoice, using the City template,
or in a format acceptable to the City, for all work performed and expenses incurred during the
preceding month in a form approved by City’s Director of Finance. By submitting an invoice for
payment under this Agreement, Consultant is certifying compliance with all provisions of the
Agreement. The invoice shall detail charges for all necessary and actual expenses by the following
categories: labor (by sub-category), travel, materials, equipment, supplies, and sub-contractor
contracts. Sub-contractor charges shall also be detailed by such categories. Consultant shall not
invoice City for any duplicate services performed by more than one person.
City shall independently review each invoice submitted by the Consultant to determine
whether the work performed and expenses incurred are in compliance with the provisions of this
Agreement. Except as to any charges for work performed or expenses incurred by Consultant
which are disputed by City, or as provided in Section 7.3, City will use its best efforts to cause
Consultant to be paid within 45 (forty-five) days of receipt of Consultant’s correct and undisputed
invoice; however, Consultant acknowledges and agrees that due to City warrant run procedures,
the City cannot guarantee that payment will occur within this time period. In the event any charges
or expenses are disputed by City, the original invoice shall be returned by City to Consultant for
correction and resubmission. Review and payment by City for any invoice provided by the
Consultant shall not constitute a waiver of any rights or remedies provided herein or any applicable
law.
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2.5 Waiver.
Payment to Consultant for work performed pursuant to this Agreement shall not be deemed
to waive any defects in work performed by Consultant.
ARTICLE 3. PERFORMANCE SCHEDULE
3.1 Time of Essence.
Time is of the essence in the performance of this Agreement.
3.2 Schedule of Performance.
Consultant shall commence the services pursuant to this Agreement upon receipt of a
written notice to proceed and shall perform all services within the time period(s) established in the
“Schedule of Performance” attached hereto as Exhibit “D” and incorporated herein by this
reference. When requested by the Consultant, extensions to the time period(s) specified in the
Schedule of Performance may be approved in writing by the Contract Officer through a Change
Order, but not exceeding 60 (sixty) days cumulatively.
3.3 Force Majeure.
The time period(s) specified in the Schedule of Performance for performance of the
services rendered pursuant to this Agreement shall 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 the public enemy, unusually severe weather, fires,
earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, wars,
litigation, and/or acts of any governmental agency, including the City, if the Consultant shall
within 10 (ten) days of the commencement of such delay notify the Contract Officer in writing of
the causes of the delay. The Contract Officer shall ascertain the facts and the extent of delay, and
extend the time for performing the services for the period of the enforced delay when and if in the
judgment of the Contract Officer such delay is justified. The Contract Officer’s determination shall
be final and conclusive upon the parties to this Agreement. In no event shall Consultant be entitled
to recover damages against the City for any delay in the performance of this Agreement, however
caused, Consultant’s sole remedy being extension of the Agreement pursuant to this Section.
3.4 Term.
Unless earlier terminated in accordance with Article 7 of this Agreement, this Agreement
shall continue in full force and effect until completion of the services but not exceeding June 30,
2027, except as otherwise provided in the Schedule of Performance (Exhibit “D”). The City may,
in its sole discretion, extend the Term by two (2) additional one-year term(s) provided the City
give written notice of the same not later than ninety (90) days’ before the expiration of the Term.
ARTICLE 4. COORDINATION OF WORK
4.1 Representatives and Personnel of Consultant.
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The following principals of Consultant (“Principals”) are hereby designated as being the
principals and representatives of Consultant authorized to act in its behalf with respect to the work
specified herein and make all decisions in connection therewith:
___________________ __________________________
Neil C. Blais CEO
It is expressly understood that the experience, knowledge, capability and reputation of the
foregoing principals were a substantial inducement for City to enter into this Agreement.
Therefore, the foregoing principals 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. All personnel of Consultant, and any authorized agents, shall at all times be
under the exclusive direction and control of the Principals. For purposes of this Agreement, the
foregoing Principals may not be replaced nor may their responsibilities be substantially reduced
by Consultant without the express written approval of City. Additionally, Consultant shall utilize
only the personnel included in the Proposal to perform services pursuant to this Agreement.
Consultant shall make every reasonable effort to maintain the stability and continuity of
Consultant’s staff and subcontractors, if any, assigned to perform the services required under this
Agreement. Consultant shall notify City of any changes in Consultant’s staff and subcontractors,
if any, assigned to perform the services required under this Agreement, prior to and during any
such performance. City shall have the right to approve or reject any proposed replacement
personnel, which approval shall not be unreasonably withheld.
4.2 Status of Consultant.
Consultant shall have no authority to bind City in any manner, or to incur any obligation,
debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless
such authority is expressly conferred under this Agreement or is otherwise expressly conferred in
writing by City. Consultant shall not at any time or in any manner represent that Consultant or any
of Consultant’s officers, employees, or agents are in any manner officials, officers, employees or
agents of City. Neither Consultant, nor any of Consultant’s officers, employees or agents, shall
obtain any rights to retirement, health care or any other benefits which may otherwise accrue to
City’s employees. Consultant expressly waives any claim Consultant may have to any such rights.
4.3 Contract Officer.
The Contract Officer shall be the Deputy City Manager or such person as may be
designated by the City Manager. It shall be the Consultant’s responsibility to assure that the
Contract Officer is kept informed of the progress of the performance of the services and the
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. The Contract Officer shall have authority, if specified in writing by the City
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Manager, to sign all documents on behalf of the City required hereunder to carry out the terms of
this Agreement.
4.4 Independent Consultant.
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. City shall have no voice in the selection, discharge, supervision or
control of Consultant’s employees, servants, representatives or agents, or in fixing their number,
compensation or hours of service. 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. City shall not in any way or for any purpose become or be deemed to be a partner of
Consultant in its business or otherwise or a joint venturer or a member of any joint enterprise with
Consultant.
4.5 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 City; all subcontractors included in
the Proposal are deemed approved. In addition, neither this Agreement nor any interest herein may
be transferred, assigned, conveyed, hypothecated or encumbered voluntarily or by operation of
law, whether for the benefit of creditors or otherwise, without the prior written approval of City.
Transfers restricted hereunder shall include the transfer to any person or group of persons acting
in concert of more 25% (twenty five percent) of the present ownership and/or control of
Consultant, taking all transfers into account on a cumulative basis. In the event of any such
unapproved transfer, including any bankruptcy proceeding, this Agreement shall be void. No
approved transfer shall release the Consultant or any surety of Consultant of any liability hereunder
without the express consent of City.
ARTICLE 5. INSURANCE AND INDEMNIFICATION
5.1 Insurance Coverages.
Without limiting Consultant’s indemnification of City, and prior to commencement of any
services under this Agreement, Consultant shall obtain, provide and maintain at its own expense
during the term of this Agreement, policies of insurance of the type and amounts described below
and in a form satisfactory to City.
(a) General liability insurance. Consultant shall maintain commercial general
liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in
an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily
injury, personal injury, and property damage. The policy must include contractual liability that has
not been amended. Any endorsement restricting standard ISO “insured contract” language will not
be accepted.
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(b) Automobile liability insurance. Consultant shall maintain automobile
insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and
property damage for all activities of the Consultant arising out of or in connection with Services
to be performed under this Agreement, including coverage for any owned, hired, non-owned or
rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident.
(c) Professional liability (errors & omissions) insurance. Consultant shall
maintain professional liability insurance that covers the Services to be performed in connection
with this Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any
policy inception date, continuity date, or retroactive date must be before the effective date of this
Agreement and Consultant agrees to maintain continuous coverage through a period no less than
three (3) years after completion of the services required by this Agreement.
(d) Workers’ compensation insurance. Consultant shall maintain Workers’
Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at
least $1,000,000).
(e) Subcontractors. Consultant shall include all subcontractors as insureds
under its policies or shall furnish separate certificates and certified endorsements for each
subcontractor. All coverages for subcontractors shall include all of the requirements stated herein.
(f) Additional Insurance. Policies of such other insurance, as may be required
in the Special Requirements in Exhibit “B”.
5.2 General Insurance Requirements.
(a) Proof of insurance. Consultant shall provide certificates of insurance to City
as evidence of the insurance coverage required herein, along with a waiver of subrogation
endorsement for workers’ compensation. Insurance certificates and endorsements must be
approved by City’s Risk Manager prior to commencement of performance. Current certification
of insurance shall be kept on file with City at all times during the term of this Agreement. City
reserves the right to require complete, certified copies of all required insurance policies, at any
time.
(b) Duration of coverage. Consultant shall procure and maintain for the
duration of this Agreement insurance against claims for injuries to persons or damages to property,
which may arise from or in connection with the performance of the Services hereunder by
Consultant, its agents, representatives, employees or subconsultants.
(c) Primary/noncontributing. Coverage provided by Consultant shall be
primary and any insurance or self-insurance procured or maintained by City shall not be required
to contribute with it. The limits of insurance required herein may be satisfied by a combination of
primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be
endorsed to contain a provision that such coverage shall also apply on a primary and non-
contributory basis for the benefit of City before the City’s own insurance or self-insurance shall
be called upon to protect it as a named insured.
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(d) City’s rights of enforcement. In the event any policy of insurance required
under this Agreement does not comply with these specifications or is canceled and not replaced,
City has the right but not the duty to obtain and continuously maintain the insurance it deems
necessary and any premium paid by City will be promptly reimbursed by Consultant or City will
withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City
may cancel this Agreement.
(e) Acceptable insurers. All insurance policies shall be issued by an insurance
company currently authorized by the Insurance Commissioner to transact business of insurance or
that is on the List of Approved Surplus Line Insurers in the State of California, with an assigned
policyholders’ Rating of A- (or higher) and Financial Size Category Class VI (or larger) in
accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the
City’s Risk Manager.
(f) Waiver of subrogation. All insurance coverage maintained or procured
pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or
appointed officers, agents, officials, employees and volunteers or shall specifically allow
Consultant or others providing insurance evidence in compliance with these specifications to
waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery
against City, and shall require similar written express waivers and insurance clauses from each of
its subconsultants.
(g) Enforcement of contract provisions (non-estoppel). Consultant
acknowledges and agrees that any actual or alleged failure on the part of the City to inform
Consultant of non-compliance with any requirement imposes no additional obligations on the City
nor does it waive any rights hereunder.
(h) Requirements not limiting. Requirements of specific coverage features or
limits contained in this section are not intended as a limitation on coverage, limits or other
requirements, or a waiver of any coverage normally provided by any insurance. Specific reference
to a given coverage feature is for purposes of clarification only as it pertains to a given issue and
is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or
a waiver of any type. If the Consultant maintains higher limits than the minimums shown above,
the City requires and shall be entitled to coverage for the higher limits maintained by the
Consultant. Any available insurance proceeds in excess of the specified minimum limits of
insurance and coverage shall be available to the City.
(i) Notice of cancellation. Consultant agrees to oblige its insurance agent or
broker and insurers to provide to City with a 30 (thirty) day notice of cancellation (except for
nonpayment for which a 10 (ten) day notice is required) or nonrenewal of coverage for each
required coverage.
(j) Additional insured status. General liability policies shall provide or be
endorsed to provide that City and its officers, officials, employees, and agents, and volunteers shall
be additional insureds under such policies. This provision shall also apply to any excess/umbrella
liability policies.
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(k) Prohibition of undisclosed coverage limitations. None of the coverages
required herein will be in compliance with these requirements if they include any limiting
endorsement of any kind that has not been first submitted to City and approved of in writing.
(l) Separation of insureds. A severability of interests provision must apply for
all additional insureds ensuring that Consultant’s insurance shall apply separately to each insured
against whom claim is made or suit is brought, except with respect to the insurer’s limits of
liability. The policy(ies) shall not contain any cross-liability exclusions.
(m) Pass through clause. Consultant agrees to ensure that its subconsultants,
subcontractors, and any other party involved with the project who is brought onto or involved in
the project by Consultant, provide the same minimum insurance coverage and endorsements
required of Consultant. Consultant agrees to monitor and review all such coverage and assumes
all responsibility for ensuring that such coverage is provided in conformity with the requirements
of this section. Consultant agrees that upon request, all agreements with consultants,
subcontractors, and others engaged in the project will be submitted to City for review.
(n) Agency’s right to revise specifications. The City reserves the right at any
time during the term of the contract to change the amounts and types of insurance required by
giving the Consultant 90 (ninety) days advance written notice of such change. If such change
results in substantial additional cost to the Consultant, the City and Consultant may renegotiate
Consultant’s compensation.
(o) Self-insured retentions. Any self-insured retentions must be declared to and
approved by City. City reserves the right to require that self-insured retentions be eliminated,
lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these
specifications unless approved by City.
(p) Timely notice of claims. Consultant shall give City prompt and timely
notice of claims made or suits instituted that arise out of or result from Consultant’s performance
under this Agreement, and that involve or may involve coverage under any of the required liability
policies.
(q) Additional insurance. Consultant shall also procure and maintain, at its own
cost and expense, any additional kinds of insurance, which in its own judgment may be necessary
for its proper protection and prosecution of the work.
5.3 Indemnification.
To the full extent permitted by law, Consultant agrees to indemnify, defend and hold
harmless the City, its officers, employees and agents (“Indemnified Parties”) against, and will hold
and save them and each of them harmless from, any and all actions, either judicial, administrative,
arbitration or regulatory claims, damages to persons or property, losses, costs, penalties,
obligations, errors, omissions or liabilities whether actual or threatened (herein “claims or
liabilities”) that may be asserted or claimed by any person, firm or entity arising out of or in
connection with the negligent performance of the work, operations or activities provided herein of
Consultant, its officers, employees, agents, subcontractors, or invitees, or any individual or entity
for which Consultant is legally liable (“indemnitors”), or arising from Consultant’s or indemnitors’
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reckless or willful misconduct, or arising from Consultant’s or indemnitors’ negligent performance
of or failure to perform any term, provision, covenant or condition of this Agreement, and in
connection therewith:
(a) Consultant will defend any action or actions filed in connection with any
of said claims or liabilities and will pay all costs and expenses, including legal costs and
attorneys’ fees incurred in connection therewith;
(b) Consultant will promptly pay any judgment rendered against the City, its
officers, agents or employees for any such claims or liabilities arising out of or in connection
with the negligent performance of or failure to perform such work, operations or activities of
Consultant hereunder; and Consultant agrees to save and hold the City, its officers, agents, and
employees harmless therefrom;
(c) In the event the City, its officers, agents or employees is made a party to
any action or proceeding filed or prosecuted against Consultant for such damages or other claims
arising out of or in connection with the negligent performance of or failure to perform the work,
operation or activities of Consultant hereunder, Consultant agrees to pay to the City, its officers,
agents or employees, any and all costs and expenses incurred by the City, its officers, agents or
employees in such action or proceeding, including but not limited to, legal costs and attorneys’
fees.
Consultant shall incorporate similar indemnity agreements with its subcontractors and if it
fails to do so Consultant shall be fully responsible to indemnify City hereunder therefore, and
failure of City to monitor compliance with these provisions shall not be a waiver hereof. This
indemnification includes claims or liabilities arising from any negligent or wrongful act, error or
omission, or reckless or willful misconduct of Consultant in the performance of professional
services hereunder. The provisions of this Section do not apply to claims or liabilities occurring as
a result of City’s sole negligence or willful acts or omissions, but, to the fullest extent permitted
by law, shall apply to claims and liabilities resulting in part from City’s negligence, except that
design professionals’ indemnity hereunder shall be limited to claims and liabilities arising out of
the negligence, recklessness or willful misconduct of the design professional. The indemnity
obligation shall be binding on successors and assigns of Consultant and shall survive termination
of this Agreement.
ARTICLE 6. RECORDS, REPORTS, AND RELEASE OF INFORMATION
6.1 Records.
Consultant shall keep, and require subcontractors to keep, such ledgers, books of accounts,
invoices, vouchers, canceled checks, reports, studies or other documents relating to the
disbursements charged to City and services performed hereunder (the “books and records”), as
shall be necessary to perform the services required by this Agreement and enable the Contract
Officer to evaluate the performance of such services. Any and all such documents shall be
maintained in accordance with generally accepted accounting principles and shall be complete and
detailed. The Contract Officer shall have full and free access to such books and records at all times
during normal business hours of City, including the right to inspect, copy, audit and make records
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and transcripts from such records. Such records shall be maintained for a period of three (3) years
following completion of the services hereunder, and the City shall have access to such records in
the event any audit is required. In the event of dissolution of Consultant’s business, custody of the
books and records may be given to City, and access shall be provided by Consultant’s successor
in interest. Notwithstanding the above, the Consultant shall fully cooperate with the City in
providing access to the books and records if a public records request is made and disclosure is
required by law including but not limited to the California Public Records Act.
6.2 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. Consultant hereby acknowledges that the City is greatly concerned about the cost of
work and services to be performed pursuant to this Agreement. For this reason, Consultant agrees
that if Consultant becomes aware of any facts, circumstances, techniques, or events that may or
will materially increase or decrease the cost of the work or services contemplated herein or, if
Consultant is providing design services, the cost of the project being designed, Consultant shall
promptly notify the Contract Officer of said fact, circumstance, technique or event and the
estimated increased or decreased cost related thereto and, if Consultant is providing design
services, the estimated increased or decreased cost estimate for the project being designed.
6.3 Ownership of Documents.
All drawings, specifications, maps, designs, photographs, studies, surveys, data, notes,
computer files, reports, records, documents and other materials (the “documents and materials”)
prepared by Consultant, its employees, subcontractors and agents in the performance of this
Agreement shall be the property of City and shall be delivered to City upon request of the Contract
Officer or upon the termination of this Agreement, and Consultant shall have no claim for further
employment or additional compensation as a result of the exercise by City of its full rights of
ownership use, reuse, or assignment of the documents and materials hereunder. Any use, reuse or
assignment of such completed documents for other projects and/or use of uncompleted documents
without specific written authorization by the Consultant will be at the City’s sole risk and without
liability to Consultant, and Consultant’s guarantee and warranties shall not extend to such use,
reuse or assignment. Consultant may retain copies of such documents for its own use. Consultant
shall have the right to use the concepts embodied therein. All subcontractors shall provide for
assignment to City of any documents or materials prepared by them, and in the event Consultant
fails to secure such assignment, Consultant shall indemnify City for all damages resulting
therefrom. Moreover, Consultant with respect to any documents and materials that may qualify as
“works made for hire” as defined in 17 U.S.C. § 101, such documents and materials are hereby
deemed “works made for hire” for the City.
6.4 Confidentiality and Release of Information.
(a) All information gained or work product produced by Consultant in
performance of this Agreement shall be considered confidential, unless such information is in the
public domain or already known to Consultant. Consultant shall not release or disclose any such
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information or work product to persons or entities other than City without prior written
authorization from the Contract Officer.
(b) Consultant, its officers, employees, agents or subcontractors, shall not,
without prior written authorization from the Contract Officer or unless requested by the City
Attorney, voluntarily provide documents, declarations, letters of support, testimony at depositions,
response to interrogatories or other information concerning the work performed under this
Agreement. Response to a subpoena or court order shall not be considered “voluntary” provided
Consultant gives City notice of such court order or subpoena.
(c) If Consultant, or any officer, employee, agent or subcontractor of
Consultant, provides any information or work product in violation of this Agreement, then City
shall have the right to reimbursement and indemnity from Consultant for any damages, costs and
fees, including attorney’s fees, caused by or incurred as a result of Consultant’s conduct.
(d) Consultant shall promptly notify City should Consultant, its officers,
employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of
deposition, request for documents, interrogatories, request for admissions or other discovery
request, court order or subpoena from any party regarding this Agreement and the work performed
there under. City retains the right, but has no obligation, to represent Consultant or be present at
any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with City and
to provide City with the opportunity to review any response to discovery requests provided by
Consultant. However, this right to review any such response does not imply or mean the right by
City to control, direct, or rewrite said response.
ARTICLE 7. ENFORCEMENT OF AGREEMENT AND TERMINATION
7.1 California Law.
This Agreement shall be interpreted, construed and governed 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 Los Angeles, State of California, or any other
appropriate court in such county, and Consultant covenants and agrees to submit to the personal
jurisdiction of such court in the event of such action. In the event of litigation in a U.S. District
Court, venue shall lie exclusively in the Central District of California, in the County of Los
Angeles, State of California.
7.2 Disputes; Default.
In the event that Consultant is in default under the terms of this Agreement, the City shall
not have any obligation or duty to continue compensating Consultant for any work performed after
the date of default. Instead, the City may give notice to Consultant of the default and the reasons
for the default. The notice shall include the timeframe in which Consultant may cure the default.
This timeframe is 15 (fifteen) days, but may be extended, though not reduced, if circumstances
warrant. During the period of time that Consultant is in default, the City shall hold all invoices and
shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City
may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of
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default. If Consultant does not cure the default, the City may take necessary steps to terminate this
Agreement under this Article. Any failure on the part of the City to give notice of the Consultant’s
default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out
of any provision of this Agreement.
7.3 Retention of Funds.
Consultant hereby authorizes City to deduct from any amount payable to Consultant
(whether or not arising out of this Agreement) (i) any amounts the payment of which may be in
dispute hereunder or which are necessary to compensate City for any losses, costs, liabilities, or
damages suffered by City, and (ii) all amounts for which City may be liable to third parties, by
reason of Consultant’s acts or omissions in performing or failing to perform Consultant’s
obligation under this Agreement. In the event that any claim is made by a third party, the amount
or validity of which is disputed by Consultant, or any indebtedness shall exist which shall appear
to be the basis for a claim of lien, City may withhold from any payment due, without liability for
interest because of such withholding, an amount sufficient to cover such claim. The failure of City
to exercise such right to deduct or to withhold shall not, however, affect the obligations of the
Consultant to insure, indemnify, and protect City as elsewhere provided herein.
7.4 Waiver.
Waiver by any party to this Agreement of any term, condition, or covenant of this
Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any
party of any breach of the provisions of this Agreement shall not constitute a waiver of any other
provision or a waiver of any subsequent breach or violation of any provision of this Agreement.
Acceptance by City of any work or services by Consultant shall not constitute a waiver of any of
the provisions of this Agreement. No delay or omission in the exercise of any right or remedy by
a non-defaulting party on any default shall impair such right or remedy or be construed as a waiver.
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.
7.5 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.
7.6 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 declaratory or injunctive relief, or to obtain any
other remedy consistent with the purposes of this Agreement. Notwithstanding any contrary
provision herein, Consultant shall file a statutory claim pursuant to Government Code Sections
905 et seq. and 910 et seq., in order to pursue a legal action under this Agreement.
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7.7 Termination Prior to Expiration of Term.
This Section shall govern any termination of this Contract except as specifically provided
in the following Section for termination for cause. The City reserves the right to terminate this
Contract at any time, with or without cause, upon thirty (30) days’ written notice to Consultant,
except that where termination is due to the fault of the Consultant, the period of notice may be
such shorter time as may be determined by the Contract Officer. Upon receipt of any notice of
termination, Consultant shall immediately cease all services hereunder except such as may be
specifically approved by the Contract Officer. Consultant shall be entitled to compensation for all
services rendered prior to the effective date of the notice of termination and for any services
authorized by the Contract Officer thereafter in accordance with the Schedule of Compensation or
such as may be approved by the Contract Officer, except as provided in Section 7.3. In the event
of termination without cause pursuant to this Section, the City need not provide the Consultant
with the opportunity to cure pursuant to Section 7.2.
7.8 Termination for Default of Party.
If termination is due to the failure of the other Party to fulfill its obligations under this
Agreement:
(a) City may, after compliance with the provisions of Section 7.2, 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 such
damages), and City may withhold any payments to the Consultant for the purpose of set-off or
partial payment of the amounts owed the City as previously stated.
(b) Consultant may, after compliance with the provisions of Section 7.2, terminate the
Agreement upon written notice to the City‘s Contract Officer. Consultant shall be entitled to
payment for all work performed up to the date of termination.
7.9 Attorneys’ Fees.
If either party to this Agreement is required to initiate or defend or made a party to any
action or proceeding in any way connected with this Agreement, the prevailing party in such action
or proceeding, in addition to any other relief which may be granted, whether legal or equitable,
shall be entitled to reasonable attorney’s fees. Attorney’s fees shall include attorney’s fees on any
appeal, and in addition a party entitled to attorney’s fees shall be entitled to all other reasonable
costs for investigating such action, taking depositions and discovery and all other necessary costs
the court allows which are incurred in such litigation. All such fees shall be deemed to have accrued
on commencement of such action and shall be enforceable whether or not such action is prosecuted
to judgment.
ARTICLE 8. CITY OFFICERS AND EMPLOYEES: NON-DISCRIMINATION
8.1 Non-liability of City Officers and Employees.
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No officer or employee of the City shall be personally liable to the Consultant, or any
successor in interest, in the event of any default or breach by the City or for any amount which
may become due to the Consultant or to its successor, or for breach of any obligation of the terms
of this Agreement.
8.2 Conflict of Interest.
Consultant covenants that neither it, nor any officer or principal of its firm, has or shall
acquire any interest, directly or indirectly, which would conflict in any manner with the interests
of City or which would in any way hinder Consultant’s performance of services under this
Agreement. Consultant further covenants that in the performance of this Agreement, no person
having any such interest shall be employed by it as an officer, employee, agent or subcontractor
without the express written consent of the Contract Officer. Consultant agrees to at all times avoid
conflicts of interest or the appearance of any conflicts of interest with the interests of City in the
performance of this Agreement.
No officer or employee of the City shall have any financial interest, direct or indirect, in
this Agreement nor shall any such officer or employee participate in any decision relating to the
Agreement which affects her/his financial interest or the financial interest of any corporation,
partnership or association in which (s)he is, directly or indirectly, interested, in violation of any
State statute or regulation. The Consultant warrants that it has not paid or given and will not pay
or give any third party any money or other consideration for obtaining this Agreement.
8.3 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 against or segregation of,
any person or group of persons on account of race, color, creed, religion, sex, gender, sexual
orientation, marital status, national origin, ancestry or other protected class in the performance of
this Agreement. Consultant shall take affirmative action to insure that applicants are employed and
that employees are treated during employment without regard to their race, color, creed, religion,
sex, gender, sexual orientation, marital status, national origin, ancestry or other protected class.
8.4 Unauthorized Aliens.
Consultant hereby promises and agrees to comply with all of the provisions of the Federal
Immigration and Nationality Act, 8 U.S.C. § 1101 et seq., as amended, and in connection
therewith, shall not employ unauthorized aliens as defined therein. Should Consultant so employ
such unauthorized aliens for the performance of work and/or services covered by this Agreement,
and should any liability or sanctions be imposed against City for such use of unauthorized aliens,
Consultant hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions
imposed, together with any and all costs, including attorneys’ fees, incurred by City.
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ARTICLE 9. MISCELLANEOUS PROVISIONS
9.1 Notices.
Any notice, demand, request, document, 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 prepaid, first-class mail, in the case of the City, to the City Manager
and to the attention of the Contract Officer (with her/his name and City title), City of Rancho Palos
Verdes, 30940 Hawthorne Blvd., Rancho Palos Verdes, California 90275 and in the case of the
Consultant, to the person(s) at the address designated on the execution page of this Agreement.
Either party may change its address by notifying the other party of the change of address in writing.
Notice shall be deemed communicated at the time personally delivered or in 72 (seventy two)
hours from the time of mailing if mailed as provided in this section.
9.2 Interpretation.
The terms of this Agreement shall be construed in accordance with the meaning of the
language used and shall not be construed for or against either party by reason of the authorship of
this Agreement or any other rule of construction which might otherwise apply.
9.3 Counterparts.
This Agreement may be executed in counterparts, each of which shall be deemed to be an
original, and such counterparts shall constitute one and the same instrument.
9.4 Integration; Amendment.
This Agreement including the attachments hereto is the entire, complete and exclusive
expression of the understanding of the parties. It is understood that there are no oral agreements
between the parties hereto affecting this Agreement and this Agreement supersedes and cancels
any and all previous negotiations, arrangements, agreements and understandings, if any, between
the parties, and none shall be used to interpret this Agreement. No amendment to or modification
of this Agreement shall be valid unless made in writing and approved by the Consultant and by
the City Council. The parties agree that this requirement for written modifications cannot be
waived and that any attempted waiver shall be void.
9.5 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 a 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 are
hereby declared as severable and shall be interpreted to carry out the intent of the parties hereunder
unless the invalid provision is so material that its invalidity deprives either party of the basic benefit
of their bargain or renders this Agreement meaningless.
9.6 Warranty & Representation of Non-Collusion.
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No official, officer, or employee of City has any financial interest, direct or indirect, in this
Agreement, nor shall any official, officer, or employee of City participate in any decision relating
to this Agreement which may affect his/her financial interest or the financial interest of any
corporation, partnership, or association in which (s)he is directly or indirectly interested, or in
violation of any corporation, partnership, or association in which (s)he is directly or indirectly
interested, or in violation of any State or municipal statute or regulation. The determination of
“financial interest” shall be consistent with State law and shall not include interests found to be
“remote” or “noninterests” pursuant to Government Code Sections 1091 or 1091.5. Consultant
warrants and represents that it has not paid or given, and will not pay or give, to any third party
including, but not limited to, any City official, officer, or employee, any money, consideration, or
other thing of value as a result or consequence of obtaining or being awarded any agreement.
Consultant further warrants and represents that (s)he/it has not engaged in any act(s), omission(s),
or other conduct or collusion that would result in the payment of any money, consideration, or
other thing of value to any third party including, but not limited to, any City official, officer, or
employee, as a result of consequence of obtaining or being awarded any agreement. Consultant is
aware of and understands that any such act(s), omission(s) or other conduct resulting in such
payment of money, consideration, or other thing of value will render this Agreement void and of
no force or effect.
Consultant’s Authorized Initials _______
9.7 Corporate Authority.
The persons executing this Agreement on behalf of the parties hereto warrant that (i) such
party is duly organized and existing, (ii) they are duly authorized to execute and deliver this
Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally
bound to the provisions of this Agreement, and (iv) that entering into this Agreement does not
violate any provision of any other Agreement to which said party is bound. This Agreement shall
be binding upon the heirs, executors, administrators, successors and assigns of the parties.
[SIGNATURES ON FOLLOWING PAGE]
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A-22
IN WITNESS WHEREOF, the parties hereto have executed this Agreement o n
the date and year first-above written.
ATTEST :
Teresa Takaoka, City Clerk
APPROVED AS TO FORM:
ALESHIRE & WYNDER , LLP
William Wynder, City Attorney
CITY:
CITY OF RANCHO PALOS VERDES, a
municipal corporation
Paul Seo, Mayor
CONSULTANT:
NCB INCORPORATED
By: . ..._-,,C--+-''--...::;_-=tJIC'-....-=------
N : Neil C. Bl 1s
T e : CEO
By:~~\.
Name:J:>e.,+-"~
Ti tie : ~ ,.~ ... +c.,. (/-
Address : 4017 Moonl ight Drive, Little Elm, TX
75068
Two corporate officer s ig natures required when Consu ltant is a corporation, wi th o ne s ig nature required from
each of t he follow ing groups: 1) C hairman of the Board, Pres ident or a ny Vice P resident; a nd 2) Secretary, any
Assistant Secretary, C h ief F inan cia l Officer o r a ny Assistant T reasurer. CONSULTANT'S SIGNATURES
SHALL BE DULY NOTARIZED, AND APPROPRIATE ATTESTATIONS SHALL BE INCLUDED AS
MAY BE REQUIRED BY THE BYLAWS, ART IC LES OF INCORPORATION, O R OTHER RULES OR
REGULATIONS APPLICABLE TO CONSULTANT'S BUS INESS ENTITY.
21
01203.0001/835260.1 A-23
01203.0001/835260.1 A-1
EXHIBIT “A”
SCOPE OF SERVICES
I. Consultant will provide on-call professional services relating to grant management
services ( the Services), as more fully detailed herein. Consultant has been selected to
provide this Scope of Services that will be readily available at the rates in this
Agreement when needed. However, before any work is performed, Consultant must
provide a specific written proposal for any requested services and obtain advance
written approval to proceed from City's Contract Office, as such process is more fully
described below. Unless specifically defined, each category or type of work listed shall
be construed to include all services customarily performed by a first-class consultant
as defined under such category or type.
II. Work Request Procedure
A. Each assignment (referred to as Sub-Task for convenience), to be performed shall
be set forth in a verbal or written request (“Request") produced by City' s Contract
Officer with a description of the work to be performed, and the time desired for
completion. All sub-tasks shall be earned out in conformity with all provisions of
this Agreement.
B. Following receipt of the Request, Consultant shall prepare a “Sub-task Proposal”
that includes the following components:
1. A written description of the requested sub-task ("Sub-task Description”)
including all components and further sub-tasks, and including any
clarifications of the descriptions provided in the Request,
2. The costs to perform the sub-task (“Sub-task Budget"),
3. A breakdown of the costs or an explanation of how the cost was
determined, and
4. A schedule for completion of the sub-task (“Sub-task Completion
Schedule”), including a final completion date (“Sub-task Completion
Date”)
C. City' s Contract Officer shall approve, modify, or reject the Sub-task Proposal in
writing, and issue a Notice to Proceed when a written agreement has been reached
on the Sub-task Proposal.
D. The sub-task shall be performed at a cost not exceeding the Sub-task Budget.
E. Consultant shall complete the sub-task and deliver all deliverables to Contract
Officer by the Sub-task Completion Date and in accordance with the Sub-task
Completion Schedule.
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01203.0001/835260.1 A-2
III. Consultant acknowledges that City has no obligation to request that any services be
performed by Consultant under this Agreement. For Task 2 only, City’s Contract
Officer may establish a rotation schedule with multiple consultants, and may seek
competing Sub-task Proposals, may select a consultant that in its judgement is best
suited for a particular sub-task, or may select a consultant in a manner that is in the
best interest of City. City’s Contract Officer will assign work to the consultant that
best meets the City’s needs at the time the services are sought.
IV. Brief description of the work to be performed:
Task 1: Grant Research and Monitoring and Grants Program Strategy Development
1. Research, conduct feasibility analysis, and recommend grants aligned with the
City’s goal and objectives; provide Grant Brief; make go/no-go decision with City
staff; and develop quotes for developing proposals.
2. Identify RPV priority projects and needs and align with current and future grant
opportunities. Produce a Grants Program Strategy (GPS) based on the City’s goals
and priorities for grant funding of projects.
3. Hold quarterly GPS check-in calls with City staff.
Task 2: On-Call Grant Application Development and Post-Award Management
1. Develop grant applications as approved and directed by the City to help the City
meet its goals and objectives. Includes full spectrum of actions required to deliver
proposal, submissions, and post-submission follow-up activities.
2. Develop Request for Information (RFI) responses for submitted grant applications.
3. Provide engineering support for grant applications and RFI responses as needed.
4. Complete post-award tracking and reporting for funding obtained through the
consultant’s services.
5. All other activities necessary to provide complete grant application and support
services.
V. As part of the Services, Consultant will prepare and deliver the following tangible
work products to the City:
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01203.0001/835260.1 A-3
Task 1: Grant Research and Monitoring and Grants Program Strategy Development
A. A Grant Program Strategy based on the City’s goals and priorities for grant
funding of projects.
B. Periodic notices advising the City of potential grant funding opportunities.
C. Feasibility analyses performed prior to recommending the City apply for a grant.
D. Any other related documents for grants, as necessary.
Task 2: On-Call Grant Application Development and Post-Award Management
A. Draft and final grant application packets for funding opportunities the City decides
to pursue.
B. Draft and final RFI responses for submitted grant applications.
C. Grant reports and documentation for funding opportunities the City obtains through
the consultant’s services.
D. Debriefing reports, notes or other documentation for funding opportunities the City
does not obtain through the consultant’s services.
E. Any other related documents for grants, as necessary.
VI. In addition to the requirements of Section 6.2, during performance of the Services,
Consultant will keep the City appraised of the status of performance by delivering
the following status reports:
A. Quarterly reports summarizing the status of pending and submitted applications.
B. Coordination meetings and phone calls as necessary.
VII. All work product is subject to review and acceptance by the City, and must be revised
by the Consultant without additional charge to the City until found satisfactory and
accepted by City.
VIII. Consultant will utilize the following personnel to accomplish the Services:
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01203.0001/835260.1 A-4
Staff Title
Dawn Olsgaard Project Manager
Meg Overocker Assistant Project Manager
Andrea Owen Grant Writing Specialist
Destin Blais Quality Control Specialist
Tonya Frost Grant Research Specialist
Neil Blais Engineering Project Manager
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01203.0001/835260.1 B-1
EXHIBIT “B”
SPECIAL REQUIREMENTS
(Superseding Contract Boilerplate)
Added text indicated in bold italics, deleted text indicated in strikethrough.
Section 1.3, Compliance With Law, is hereby amended as follows:
1.3 Compliance with Law.
Consultant shall keep itself informed concerning, and shall render all services hereunder in
accordance with, all applicable ordinances, resolutions, statutes, rules, and regulations of the
City and any Federal, State or local governmental entity having jurisdiction in effect at the time
service is rendered. Specific requirements include, but are not limited to:
Build America, Buy America Act (BABAA) Compliance Clause
1. Applicability
This project is funded in whole or in part with federal funds, including from the Federal
Emergency Management Agency (FEMA). As such, the Contractor shall comply with the
Build America, Buy America provisions of the Infrastructure Investment and Jobs Act (Pub.
L. No. 117-58, § 70901–70927), and any implementing guidance issued by the U.S. Office of
Management and Budget (OMB), the U.S. Department of Homeland Security (DHS), and
FEMA.
2. Domestic Preference for Infrastructure Projects
In accordance with BABAA, the Contractor agrees that all iron, steel, manufactured
products, and construction materials used in the project shall be produced in the United States
unless a valid waiver has been issued by FEMA.
a. Iron and Steel
All iron and steel products used in the project must be produced in the United States. This
means all manufacturing processes, from the initial melting stage through the application of
coatings, must occur domestically.
b. Manufactured Products
The cost of the components of manufactured products that are mined, produced, or
manufactured in the United States must exceed 55% of the total cost of all components of the
product. Final assembly must also occur in the United States.
c. Construction Materials
Construction materials (e.g., lumber, drywall, glass, plastic, composite building materials)
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01203.0001/835260.1 B-2
must be manufactured in the United States. All manufacturing processes, including the final
manufacturing process, must take place in the U.S.
3. Waivers
If the Contractor believes that a specific item or material is not available domestically in
sufficient quantity or of satisfactory quality, the Contractor shall promptly notify the
Owner/Grantee in writing. No foreign-made iron, steel, manufactured product, or
construction material may be used unless FEMA has issued a specific waiver for that item. It
is the Contractor’s responsibility to support any waiver request with sufficient justification and
documentation.
4. Flow-Down Requirements
The Contractor shall include this BABAA Compliance Clause in all subcontracts and
purchase orders for work or products under this contract, ensuring compliance throughout all
tiers of subrecipients, suppliers, and subcontractors.
5. Records and Audits
The Contractor shall maintain records sufficient to demonstrate compliance with BABAA,
including but not limited to: origin of materials, percentage of U.S.-manufactured
components, and relevant certifications. These records shall be available to the
Owner/Grantee, FEMA, and any other authorized agency upon request.
6. Noncompliance
Failure to comply with the Build America, Buy America Act requirements may result in the
withholding of payment, termination of contract, debarment from future federal work, or
other legal remedies as provided by law.
Financial Reporting and Performance Requirements Clause
(Incorporating 2 C.F.R. § 200.327)
1. Financial Reporting Obligations
The Contractor/Subrecipient shall provide financial information related to this federally
funded project as required by the Recipient and in compliance with the reporting requirements
of 2 C.F.R. § 200.327.
Specifically, the Contractor/Subrecipient shall:
a. Submit financial data using standard OMB-approved information collections, including the
Federal Financial Report (SF-425) or any successor form required by the federal awarding
agency;
b. Provide information that is accurate, complete, and supported by adequate documentation;
c. Submit reports at the frequency and due dates prescribed by the Recipient (e.g., monthly,
quarterly, or as otherwise directed);
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01203.0001/835260.1 B-3
d. Provide project status updates, including progress toward performance goals and milestone
completion, as requested.
2. Performance Reporting
If required, the Contractor/Subrecipient shall also submit performance reports that include:
• A comparison of actual accomplishments to the objectives established for the period;
• The reasons why established goals were not met, if applicable;
• Additional pertinent information including analysis and explanation of cost overruns
or high unit costs;
• Any other performance indicators or metrics defined in the project scope of work or
required by the federal awarding agency.
3. Record Retention and Access
The Contractor/Subrecipient shall maintain complete and accurate financial and
programmatic records for a minimum of three years from the date of submission of the final
expenditure report (or longer if required by 2 C.F.R. § 200.334). These records shall be
available for review by the Recipient, FEMA, DHS, the Comptroller General of the United
States, or any of their duly authorized representatives.
4. Remedies for Noncompliance
Failure to comply with the financial or performance reporting requirements may result in
actions including but not limited to:
• Withholding of payments;
• Disallowance of costs;
• Termination of this contract;
• Suspension or debarment from future federal awards;
• Other remedies as provided under 2 C.F.R. § 200.339 and applicable federal law.
Federal Contract Provisions (Appendix II to 2 C.F.R. Part 200)
The following provisions apply to this contract in accordance with Appendix II to 2 C.F.R.
Part 200 and are required when federal funds are used:
1. Equal Employment Opportunity (Applicable to contracts > $10,000)
The Contractor shall comply with Executive Order 11246, “Equal Employment Opportunity,”
as amended by Executive Order 11375, and as supplemented by regulations at 41 C.F.R. part
60. The Contractor agrees not to discriminate against any employee or applicant for
employment because of race, color, religion, sex, sexual orientation, gender identity, or
national origin.
2. Davis-Bacon Act (Applicable to prime construction contracts > $2,000 funded by HUD
only)
If applicable, the Contractor shall comply with the Davis-Bacon Act (40 U.S.C. 3141–3148),
including the payment of prevailing wages and submission of certified payroll records.
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3. Copeland “Anti-Kickback” Act (Applicable to construction or repair contracts > $2,000)
Contractor shall comply with 18 U.S.C. § 874 and 40 U.S.C. § 3145 and the Copeland “Anti-
Kickback” Act (29 C.F.R. Part 3). No part of the compensation of laborers may be returned to
the employer in the form of kickbacks.
4. Contract Work Hours and Safety Standards Act (Applicable to contracts > $100,000)
Contractor shall comply with 40 U.S.C. 3702 and 3704, as supplemented by 29 C.F.R. Part 5.
No laborer or mechanic shall work more than 40 hours in a workweek unless compensated for
overtime at not less than one and one-half times the basic rate of pay.
5. Rights to Inventions Made Under a Contract or Agreement (Applicable to contracts with
research institutions)
If this contract involves the performance of experimental, developmental, or research work,
the Contractor agrees to comply with the requirements of 37 C.F.R. part 401 and any
implementing regulations issued by the federal awarding agency.
6. Clean Air Act and Federal Water Pollution Control Act (Applicable to contracts >
$150,000)
Contractor shall comply with:
• The Clean Air Act (42 U.S.C. §§ 7401–7671q);
• The Federal Water Pollution Control Act (33 U.S.C. §§ 1251–1387); and
• All applicable standards, orders, or regulations issued under those Acts.
Contractor shall report violations to FEMA and the Regional Office of the Environmental
Protection Agency (EPA).
7. Debarment and Suspension (Applicable to all contracts)
Contractor certifies that neither it nor its principals are debarred, suspended, or proposed for
debarment by any federal agency. This contract is a covered transaction for purposes of 2
C.F.R. Part 180 and 2 C.F.R. Part 3000 (FEMA suspension and debarment rules).
8. Byrd Anti-Lobbying Amendment (Applicable to contracts > $100,000)
Contractor certifies that it will not and has not used federally appropriated funds to pay any
person for influencing or attempting to influence an officer or employee of any agency, a
Member of Congress, or any employee of a Member of Congress in connection with this
federal contract.
Contractor shall complete and submit OMB Standard Form-LLL (“Disclosure of Lobbying
Activities”), if applicable.
9. Procurement of Recovered Materials (Applicable to all contracts for items designated under
EPA guidelines)
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Contractor must comply with section 6002 of the Solid Waste Disposal Act, as amended by the
Resource Conservation and Recovery Act, and procure only EPA-designated items containing
the highest percentage of recovered materials practicable.
10. Access to Records
Contractor agrees to provide access to the Recipient, FEMA, the Comptroller General of the
United States, or any of their authorized representatives to any books, documents, papers, and
records of the Contractor that are directly pertinent to this contract for auditing, examination,
or inspection purposes.
11. DHS/FEMA-Specific Requirements
a. DHS Seal, Logo, and Flags: The Contractor shall not use the Department of Homeland
Security or FEMA seal, logo, or flags without prior written consent.
b. Compliance with Federal Law, Regulations, and Executive Orders: Contractor
acknowledges that federal funding requires full compliance with all applicable laws,
regulations, executive orders, FEMA policies, and award terms and conditions.
c. No Obligation by Federal Government: The federal government is not a party to this
contract and is not subject to any obligations or liabilities to the non-federal entity, contractor,
or any party to the contract.
d. Program Fraud and False or Fraudulent Statements or Related Acts: Contractor
acknowledges that 31 U.S.C. Chapter 38 (Administrative Remedies for False Claims and
Statements) applies
Section 5.2 (a), General Insurance Requirements, is hereby amended as follows:
5.2 General Insurance Requirements.
(a) Proof of insurance. Consultant shall provide certificates of insurance to
City as evidence of the insurance coverage required herein, along with a waiver of subrogation
endorsement for workers’ compensation. Insurance certificates and endorsements must be
approved by City’s Risk Manager prior to commencement of performance. Current certification
of insurance shall be kept on file with City at all times during the term of this Agreement. City
reserves the right to require complete, certified, and redacted to maintain confidentiality, copies
of all required insurance policies, at any time.
Section 5.2 (f), General Insurance Requirements, is hereby amended as follows:
5.2 General Insurance Requirements.
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01203.0001/835260.1 B-6
(f) Waiver of subrogation. All insurance coverage maintained or procured
pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or
appointed officers, agents, officials, employees and volunteers, to the extent of the liabilities
assumed by Consultant under this Agreement, or shall specifically allow Consultant or others
providing insurance evidence in compliance with these specifications to waive their right of
recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and
shall require similar written express waivers and insurance clauses from each of its
subconsultants.
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01203.0001/835260.1 C-1
EXHIBIT “C”
SCHEDULE OF COMPENSATION
I. Consultant shall perform the following tasks at the following rates:
Task 1 – Grant Program Strategy, Monitoring, and Research
Task 1.1 Grant Monitoring
$16,400
Task 1.2 Grant Program Strategy
(GPS)
$4,500
Task 1.3 Quarterly Grant Calls
$3,600
Task 1.4 Reimbursable expenses
(mileage, minor allowance for
unexpected expenses, etc.)
Project Manager $165
Assistant Project Manager $145
Grant Writing Specialist $145
Quality Control Specialist $180
Grant Research Specialist $115
Engineering Project Manager $232
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01203.0001/835260.1 C-2
Task 2 – On-Call Grant Application Development, Engineering Support, and Post-Award
Management
Task 2 On-Call Grant Application
Development, Engineering
Support, and Post-award
II. Within the budgeted amounts for each Task, and with the approval of the Contract
Officer, funds may be shifted from one Task subbudget to another so long as the
Contract Sum is not exceeded per Section 2.1, unless Additional Services are
approved per Section 1.9.
III. The City will compensate Consultant for the Services performed upon submission of
a valid invoice. Each invoice is to include:
A. Line items for all personnel describing the work performed, the number of hours
worked, and the hourly rate.
B. Line items for all materials and equipment properly charged to the Services.
C. Line items for all other approved reimbursable expenses claimed, with supporting
documentation.
D. Line items for all approved subcontractor labor, supplies, equipment, materials, and
travel properly charged to the Services.
IV. The total compensation for the Services shall not exceed the Contract Sum as
provided in Section 2.1 of this Agreement.
V. The Consultant’s billing rates for all personnel are attached as Exhibit C-1.
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EXHIBIT “D
SCHEDULE OF PERFORMANCE
I. Consultant shall perform all work (the sum of City-issued Task Orders) within the
durations specified in the Agreement and supplemented by individual Task Orders
starting from the date(s) of the Notice(s) to Proceed in each respective Task Order.
II. Consultant shall deliver tangible work products to the City by the deadlines specified in
the Agreement, as supplemented by City-issued Task Orders.
III. This agreement shall continue in full force through June 30, 2027. The City may, in its
discretion, extend the Term by two additional one (1)-year terms, in accordance with
Section 3.2.
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1
PROFESSIONAL SERVICES AGREEMENT
By and Between
CITY OF RANCHO PALOS VERDES
and
WITT O’BRIEN’S, LLC
for
On-Call Grant Management Services
B-1
AGREEMENT FOR PROFESSIONAL SERVICES
BETWEEN THE CITY OF RANCHO PALOS VERDES AND
WITT O’BRIEN’S, LLC
THIS AGREEMENT FOR PROFESSIONAL S ERVICES (“Agreement”) is made and
entered into on June 16, 2026 by and between the CITY OF RANCHO PALOS VERDES, a
California municipal corporation (“City”) and WITT O’BRIEN’S, LLC, a Delaware limited
liability company (“Consultant”) for On-Call Grant Management Services. City and
Consultant may be referred to, individually or collectively, as “Party” or “Parties.”
RECITALS
A. City has sought, by issuance of a Request for Proposals, the performance of the
services defined and described particularly in Article 1 of this Agreement.
B. Consultant, following submission of a proposal for the performance of the services
defined and described particularly in Article 1 of this Agreement, was selected by the City to
perform those services.
C. Pursuant to the City of Rancho Palos Verdes Municipal Code, City has authority to
enter into and execute this Agreement.
D. The Parties desire to formalize the selection of Consultant for performance of those
services defined and described particularly in Article 1 of this Agreement and desire that the terms
of that performance be as particularly defined and described herein.
OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the mutual promises and covenants made by the
Parties and contained herein and other consideration, the value and adequacy of which are hereby
acknowledged, the parties agree as follows:
ARTICLE 1. SERVICES OF CONSULTANT
1.1 Scope of Services.
In compliance with all terms and conditions of this Agreement, the Consultant shall provide
those services specified in the “Scope of Services”, as stated in the Proposal, attached hereto as
Exhibit “A” a nd incorporated herein by this reference, which may be referred to herein as the
“services” or “work” hereunder. As a material inducement to the City entering into this Agreement,
Consultant represents and warrants that it has the qualifications, experience, and facilities
necessary to properly perform the services required under this Agreement in a thorough,
competent, and professional manner, and is experienced in performing the work and services
contemplated herein. Consultant shall at all times faithfully, competently and to the best of its
ability, experience and talent, perform all services described herein. Consultant covenants that it
shall follow the highest professional standards in performing the work and services required
hereunder and that all materials will be both of good quality as well as fit for the purpose intended.
For purposes of this Agreement, the phrase “highest professional standards” shall mean those
01203.0001/835260.1 B-2
2
standards of practice recognized by one or more first-class firms performing similar work under
similar circumstances.
1.2 Consultant’s Proposal.
The Scope of Service shall include the Consultant’s Proposal which shall be incorporated
herein by this reference as though fully set forth herein. In the event of any inconsistency between
the terms of such Proposal and this Agreement, the terms of this Agreement shall govern.
1.3 Compliance with Law.
Consultant shall keep itself informed concerning, and shall render all services hereunder in
accordance with, all ordinances, resolutions, statutes, rules, and regulations of the City and any
Federal, State or local governmental entity having jurisdiction in effect at the time service is
rendered.
1.4 California Labor Law.
If the Scope of Services includes any “public work” or “maintenance work,” as those terms
are defined in California Labor Code section 1720 et seq. and California Code of Regulations,
Title 8, Section 16000 et seq., and if the total compensation is $1,000 or more, Consultant shall
pay prevailing wages for such work and comply with the requirements in California Labor Code
section 1770 et seq. and 1810 et seq., and all other applicable laws, including the following
requirements:
(a) Public Work. The Parties acknowledge that some or all of the work to be
performed under this Agreement is a “public work” as defined in Labor Code Section 1720 and
that this Agreement is therefore subject to the requirements of Division 2, Part 7, Chapter 1
(commencing with Section 1720) of the California Labor Code relating to public works contracts
and the rules and regulations established by the Department of Industrial Relations (“DIR”)
implementing such statutes. The work performed under this Agreement is subject to compliance
monitoring and enforcement by the DIR. Consultant shall post job site notices, as prescribed by
regulation.
(b) Prevailing Wages. Consultant shall pay prevailing wages to the extent
required by Labor Code Section 1771. Pursuant to Labor Code Section 1773.2, copies of the
prevailing rate of per diem wages are on file at City Hall and will be made available to any
interested party on request. By initiating any work under this Agreement, Consultant
acknowledges receipt of a copy of the DIR determination of the prevailing rate of per diem wages,
and Consultant shall post a copy of the same at each job site where work is performed under this
Agreement.
(c) Penalty for Failure to Pay Prevailing Wages. Consultant shall comply with
and be bound by the provisions of Labor Code Sections 1774 and 1775 concerning the payment
of prevailing rates of wages to workers and the penalties for failure to pay prevailing wages. The
Consultant shall, as a penalty to the City, forfeit $200 (two hundred dollars) for each calendar day,
or portion thereof, for each worker paid less than the prevailing rates as determined by the DIR for
B-3
3
the work or craft in which the worker is employed for any public work done pursuant to this
Agreement by Consultant or by any subcontractor.
(d) Payroll Records. Consultant shall comply with and be bound by the
provisions of Labor Code Section 1776, which requires Consultant and each subconsultant to: keep
accurate payroll records and verify such records in writing under penalty of perjury, as specified
in Section 1776; certify and make such payroll records available for inspection as provided by
Section 1776; and inform the City of the location of the records.
(e) Apprentices. Consultant shall comply with and be bound by the provisions
of Labor Code Sections 1777.5, 1777.6, and 1777.7 and California Code of Regulations Title 8,
Section 200 et seq. concerning the employment of apprentices on public works projects. Consultant
shall be responsible for compliance with these aforementioned Sections for all apprenticeable
occupations. Prior to commencing work under this Agreement, Consultant shall provide City with
a copy of the information submitted to any applicable apprenticeship program. Within 60 (sixty)
days after concluding work pursuant to this Agreement, Consultant and each of its subconsultants
shall submit to the City a verified statement of the journeyman and apprentice hours performed
under this Agreement.
(f) Eight-Hour Work Day. Consultant acknowledges that 8 (eight) hours labor
constitutes a legal day's work. Consultant shall comply with and be bound by Labor Code Section
1810.
(g) Penalties for Excess Hours. Consultant shall comply with and be bound by
the provisions of Labor Code Section 1813 concerning penalties for workers who work excess
hours. The Consultant shall, as a penalty to the City, forfeit $25 (twenty five dollars for each
worker employed in the performance of this Agreement by the Consultant or by any subcontractor
for each calendar day during which such worker is required or permitted to work more than 8
(eight) hours in any one calendar day and 40 (forty) hours in any one calendar week in violation
of the provisions of Division 2, Part 7, Chapter 1, Article 3 of the Labor Code. Pursuant to Labor
Code section 1815, work performed by employees of Consultant in excess of 8 (eight) hours per
day, and 40 (forty) hours during any one week shall be permitted upon public work upon
compensation for all hours worked in excess of 8 hours per day at not less than one and 1½ (one
and one half) times the basic rate of pay.
(h) Workers’ Compensation. California Labor Code Sections 1860 and 3700
provide that every employer will be required to secure the payment of compensation to its
employees if it has employees. In accordance with the provisions of California Labor Code Section
1861, Consultant certifies as follows:
“I am aware of the provisions of Section 3700 of the Labor Code which require
every employer to be insured against liability for workers' compensation or to
undertake self-insurance in accordance with the provisions of that code, and I will
comply with such provisions before commencing the performance of the work of
this contract.”
Consultant’s Authorized Initials ________
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(i) Consultant’s Responsibility for Subcontractors. For every subcontractor
who will perform work under this Agreement, Consultant shall be responsible for such
subcontractor's compliance with Division 2, Part 7, Chapter 1 (commencing with Section 1720) of
the California Labor Code, and shall make such compliance a requirement in any contract with
any subcontractor for work under this Agreement. Consultant shall be required to take all actions
necessary to enforce such contractual provisions and ensure subcontractor's compliance, including
without limitation, conducting a review of the certified payroll records of the subcontractor on a
periodic basis or upon becoming aware of the failure of the subcontractor to pay his or her workers
the specified prevailing rate of wages. Consultant shall diligently take corrective action to halt or
rectify any such failure by any subcontractor.
1.5 Licenses, Permits, Fees and Assessments.
Consultant shall obtain at its sole cost and expense such licenses, permits and approvals as
may be required by law for the performance of the services required by this Agreement. Consultant
shall have the sole obligation to pay for any fees, assessments and taxes, plus applicable penalties
and interest, which may be imposed by law and arise from or are necessary for the Consultant’s
performance of the services required by this Agreement, and shall indemnify, defend and hold
harmless City, its officers, employees or agents of City, against any such fees, assessments, taxes,
penalties or interest levied, assessed or imposed against City hereunder.
1.6 Familiarity with Work.
By executing this Agreement, Consultant warrants that Consultant (i) has thoroughly
investigated and considered the scope of services to be performed, (ii) has carefully considered
how the services should be performed, and (iii) fully understands the facilities, difficulties and
restrictions attending performance of the services under this Agreement. If the services involve
work upon any site, Consultant warrants that Consultant has or will investigate the site and is or
will be fully acquainted with the conditions there existing, prior to commencement of services
hereunder. Should the Consultant discover any latent or unknown conditions, which will materially
affect the performance of the services hereunder, Consultant shall immediately inform the City of
such fact and shall not proceed except at Consultant’s risk until written instructions are received
from the Contract Officer in the form of a Change Order.
1.7 Care of Work.
The Consultant shall adopt reasonable methods during the life of the Agreement to furnish
continuous protection to the work, and the equipment, materials, papers, documents, plans, studies
and/or other components thereof to prevent losses or damages, and shall be responsible for all such
damages, to persons or property, until acceptance of the work by City, except such losses or
damages as may be caused by City’s own negligence.
1.8 Further Responsibilities of Parties.
Both parties agree to use reasonable care and diligence to perform their respective
obligations under this Agreement. Both parties agree to act in good faith to execute all instruments,
prepare all documents and take all actions as may be reasonably necessary to carry out the purposes
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of this Agreement. Unless hereafter specified, neither party shall be responsible for the service of
the other.
1.9 Additional Services
City shall have the right at any time during the performance of the services, without
invalidating this Agreement, to order extra work beyond that specified in the Scope of Services or
make changes by altering, adding to or deducting from said work. No such extra work may be
undertaken unless a written Change Order is first given by the Contract Officer to the Consultant,
incorporating therein any adjustment in (i) the Contract Sum for the actual costs of the extra work,
and/or (ii) the time to perform this Agreement, which said adjustments are subject to the written
approval of the Consultant.
Any increase in compensation of up to 15% (fifteen percent) of the Contract Sum; or, in
the time to perform of up to 90 (ninety) days, may be approved by the Contract Officer through a
written Change Order. Any greater increases, taken either separately or cumulatively, must be
approved by the City Council. It is expressly understood by Consultant that the provisions of this
Section shall not apply to services specifically set forth in the Scope of Services. Consultant hereby
acknowledges that it accepts the risk that the services to be provided pursuant to the Scope of
Services may be more costly or time consuming than Consultant anticipates and that Consultant
shall not be entitled to additional compensation therefor. City may in its sole and absolute
discretion have similar work done by other Consultants. No claims for an increase in the Contract
Sum or time for performance shall be valid unless the procedures established in this Section are
followed.
If in the performance of the Services, the Contractor becomes aware of material defects in
the Scope of Work, duration, or span of the Services, or the Contractor becomes aware of
extenuating circumstance that will or could prevent the completion of the Services, on time or on
budget, the Contractor shall inform the City’s Contract Officer of an anticipated Change Order.
This proposed change order will stipulate the facts surrounding the issue, proposed solutions,
proposed costs, and proposed schedule impacts.
1.10 Special Requirements.
Additional terms and conditions of this Agreement, if any, which are made a part hereof
are set forth in the “Special Requirements” attached hereto as Exhibit “B” and incorporated herein
by this reference. In the event of a conflict between the provisions of Exhibit “B” and any other
provisions of this Agreement, the provisions of Exhibit “B” shall govern.
ARTICLE 2. COMPENSATION AND METHOD OF PAYMENT.
2.1 Contract Sum.
Subject to any limitations set forth in this Agreement, City agrees to pay Consultant the
amounts specified in the “Schedule of Compensation” attached hereto as Exhibit “C” and
incorporated herein by this reference. The total compensation, including reimbursement for actual
expenses, shall not exceed $75,000 (Seventy Five Thousand Dollars) (the “Contract Sum”),
unless additional compensation is approved pursuant to Section 1.9.
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2.2 Method of Compensation.
(a) The method of compensation may include: (i) a lump sum payment upon
completion; (ii) payment in accordance with specified tasks or the percentage of completion of the
services; (iii) payment for time and materials based upon the Consultant’s rates as specified in the
Schedule of Compensation, provided that (a) time estimates are provided for the performance of
sub tasks, and (b) the Contract Sum is not exceeded; or (iv) such other methods as may be specified
in the Schedule of Compensation.
(b) A retention of 10% shall be held from each payment as a contract retention to be
paid as part of the final payment upon satisfactory and timely completion of services. This retention
shall not apply for on-call agreements for continuous services or for agreements for scheduled
routine maintenance of City property or City facilities.
2.3 Reimbursable Expenses.
Compensation may include reimbursement for actual and necessary expenditures for
reproduction costs, telephone expenses, and travel expenses approved by the Contract Officer in
advance, or actual subcontractor expenses of an approved subcontractor pursuant to Section 4.5,
and only if specified in the Schedule of Compensation. The Contract Sum shall include the
attendance of Consultant at all project meetings reasonably deemed necessary by the City.
Coordination of the performance of the work with City is a critical component of the services. If
Consultant is required to attend additional meetings to facilitate such coordination, Consultant
shall not be entitled to any additional compensation for attending said meetings.
2.4 Invoices.
Each month Consultant shall furnish to City an original invoice, using the City template,
or in a format acceptable to the City, for all work performed and expenses incurred during the
preceding month in a form approved by City’s Director of Finance. By submitting an invoice for
payment under this Agreement, Consultant is certifying compliance with all provisions of the
Agreement. The invoice shall detail charges for all necessary and actual expenses by the following
categories: labor (by sub-category), travel, materials, equipment, supplies, and sub-contractor
contracts. Sub-contractor charges shall also be detailed by such categories. Consultant shall not
invoice City for any duplicate services performed by more than one person.
City shall independently review each invoice submitted by the Consultant to determine
whether the work performed and expenses incurred are in compliance with the provisions of this
Agreement. Except as to any charges for work performed or expenses incurred by Consultant
which are disputed by City, or as provided in Section 7.3, City will use its best efforts to cause
Consultant to be paid within 45 (forty-five) days of receipt of Consultant’s correct and undisputed
invoice; however, Consultant acknowledges and agrees that due to City warrant run procedures,
the City cannot guarantee that payment will occur within this time period. In the event any charges
or expenses are disputed by City, the original invoice shall be returned by City to Consultant for
correction and resubmission. Review and payment by City for any invoice provided by the
Consultant shall not constitute a waiver of any rights or remedies provided herein or any applicable
law.
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2.5 Waiver.
Payment to Consultant for work performed pursuant to this Agreement shall not be deemed
to waive any defects in work performed by Consultant.
ARTICLE 3. PERFORMANCE SCHEDULE
3.1 Time of Essence.
Time is of the essence in the performance of this Agreement.
3.2 Schedule of Performance.
Consultant shall commence the services pursuant to this Agreement upon receipt of a
written notice to proceed and shall perform all services within the time period(s) established in the
“Schedule of Performance” attached hereto as Exhibit “D” and incorporated herein by this
reference. When requested by the Consultant, extensions to the time period(s) specified in the
Schedule of Performance may be approved in writing by the Contract Officer through a Change
Order, but not exceeding 60 (sixty) days cumulatively.
3.3 Force Majeure.
The time period(s) specified in the Schedule of Performance for performance of the
services rendered pursuant to this Agreement shall 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 the public enemy, unusually severe weather, fires,
earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, wars,
litigation, and/or acts of any governmental agency, including the City, if the Consultant shall
within 10 (ten) days of the commencement of such delay notify the Contract Officer in writing of
the causes of the delay. The Contract Officer shall ascertain the facts and the extent of delay, and
extend the time for performing the services for the period of the enforced delay when and if in the
judgment of the Contract Officer such delay is justified. The Contract Officer’s determination shall
be final and conclusive upon the parties to this Agreement. In no event shall Consultant be entitled
to recover damages against the City for any delay in the performance of this Agreement, however
caused, Consultant’s sole remedy being extension of the Agreement pursuant to this Section.
3.4 Term.
Unless earlier terminated in accordance with Article 7 of this Agreement, this Agreement
shall continue in full force and effect until completion of the services but not exceeding June 30,
2027, except as otherwise provided in the Schedule of Performance (Exhibit “D”). The City may,
in its sole discretion, extend the Term by two (2) additional one-year term(s) provided the City
give written notice of the same not later than ninety (90) days’ before the expiration of the Term.
ARTICLE 4. COORDINATION OF WORK
4.1 Representatives and Personnel of Consultant.
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The following principals of Consultant (“Principals”) are hereby designated as being the
principals and representatives of Consultant authorized to act in its behalf with respect to the work
specified herein and make all decisions in connection therewith:
___________________ __________________________
Michelle Little Director
____________________ __________________________
Chelsea Morganti Director
It is expressly understood that the experience, knowledge, capability and reputation of the
foregoing principals were a substantial inducement for City to enter into this Agreement.
Therefore, the foregoing principals 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. All personnel of Consultant, and any authorized agents, shall at all times be
under the exclusive direction and control of the Principals. For purposes of this Agreement, the
foregoing Principals may not be replaced nor may their responsibilities be substantially reduced
by Consultant without the express written approval of City. Additionally, Consultant shall utilize
only the personnel included in the Proposal to perform services pursuant to this Agreement.
Consultant shall make every reasonable effort to maintain the stability and continuity of
Consultant’s staff and subcontractors, if any, assigned to perform the services required under this
Agreement. Consultant shall notify City of any changes in Consultant’s staff and subcontractors,
if any, assigned to perform the services required under this Agreement, prior to and during any
such performance. City shall have the right to approve or reject any proposed replacement
personnel, which approval shall not be unreasonably withheld.
4.2 Status of Consultant.
Consultant shall have no authority to bind City in any manner, or to incur any obligation,
debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless
such authority is expressly conferred under this Agreement or is otherwise expressly conferred in
writing by City. Consultant shall not at any time or in any manner represent that Consultant or any
of Consultant’s officers, employees, or agents are in any manner officials, officers, employees or
agents of City. Neither Consultant, nor any of Consultant’s officers, employees or agents, shall
obtain any rights to retirement, health care or any other benefits which may otherwise accrue to
City’s employees. Consultant expressly waives any claim Consultant may have to any such rights.
4.3 Contract Officer.
The Contract Officer shall be the Deputy City Manager or such person as may be
designated by the City Manager. It shall be the Consultant’s responsibility to assure that the
Contract Officer is kept informed of the progress of the performance of the services and the
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
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Contract Officer. The Contract Officer shall have authority, if specified in writing by the City
Manager, to sign all documents on behalf of the City required hereunder to carry out the terms of
this Agreement.
4.4 Independent Consultant.
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. City shall have no voice in the selection, discharge, supervision or
control of Consultant’s employees, servants, representatives or agents, or in fixing their number,
compensation or hours of service. 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. City shall not in any way or for any purpose become or be deemed to be a partner of
Consultant in its business or otherwise or a joint venturer or a member of any joint enterprise with
Consultant.
4.5 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 City; all subcontractors included in
the Proposal are deemed approved. In addition, neither this Agreement nor any interest herein may
be transferred, assigned, conveyed, hypothecated or encumbered voluntarily or by operation of
law, whether for the benefit of creditors or otherwise, without the prior written approval of City.
Transfers restricted hereunder shall include the transfer to any person or group of persons acting
in concert of more 25% (twenty five percent) of the present ownership and/or control of
Consultant, taking all transfers into account on a cumulative basis. In the event of any such
unapproved transfer, including any bankruptcy proceeding, this Agreement shall be void. No
approved transfer shall release the Consultant or any surety of Consultant of any liability hereunder
without the express consent of City.
ARTICLE 5. INSURANCE AND INDEMNIFICATION
5.1 Insurance Coverages.
Without limiting Consultant’s indemnification of City, and prior to commencement of any
services under this Agreement, Consultant shall obtain, provide and maintain at its own expense
during the term of this Agreement, policies of insurance of the type and amounts described below
and in a form satisfactory to City.
(a) General liability insurance. Consultant shall maintain commercial general
liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in
an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily
injury, personal injury, and property damage. The policy must include contractual liability that has
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not been amended. Any endorsement restricting standard ISO “insured contract” language will not
be accepted.
(b) Automobile liability insurance. Consultant shall maintain automobile
insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and
property damage for all activities of the Consultant arising out of or in connection with Services
to be performed under this Agreement, including coverage for any owned, hired, non-owned or
rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident.
(c) Professional liability (errors & omissions) insurance. Consultant shall
maintain professional liability insurance that covers the Services to be performed in connection
with this Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any
policy inception date, continuity date, or retroactive date must be before the effective date of this
Agreement and Consultant agrees to maintain continuous coverage through a period no less than
three (3) years after completion of the services required by this Agreement.
(d) Workers’ compensation insurance. Consultant shall maintain Workers’
Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at
least $1,000,000).
(e) Subcontractors. Consultant shall include all subcontractors as insureds
under its policies or shall furnish separate certificates and certified endorsements for each
subcontractor. All coverages for subcontractors shall include all of the requirements stated herein.
(f) Additional Insurance. Policies of such other insurance, as may be required
in the Special Requirements in Exhibit “B”.
5.2 General Insurance Requirements.
(a) Proof of insurance. Consultant shall provide certificates of insurance to City
as evidence of the insurance coverage required herein, along with a waiver of subrogation
endorsement for workers’ compensation. Insurance certificates and endorsements must be
approved by City’s Risk Manager prior to commencement of performance. Current certification
of insurance shall be kept on file with City at all times during the term of this Agreement. City
reserves the right to require complete, certified copies of all required insurance policies, at any
time.
(b) Duration of coverage. Consultant shall procure and maintain for the
duration of this Agreement insurance against claims for injuries to persons or damages to property,
which may arise from or in connection with the performance of the Services hereunder by
Consultant, its agents, representatives, employees or subconsultants.
(c) Primary/noncontributing. Coverage provided by Consultant shall be
primary and any insurance or self-insurance procured or maintained by City shall not be required
to contribute with it. The limits of insurance required herein may be satisfied by a combination of
primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be
endorsed to contain a provision that such coverage shall also apply on a primary and non-
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contributory basis for the benefit of City before the City’s own insurance or self-insurance shall
be called upon to protect it as a named insured.
(d) City’s rights of enforcement. In the event any policy of insurance required
under this Agreement does not comply with these specifications or is canceled and not replaced,
City has the right but not the duty to obtain and continuously maintain the insurance it deems
necessary and any premium paid by City will be promptly reimbursed by Consultant or City will
withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City
may cancel this Agreement.
(e) Acceptable insurers. All insurance policies shall be issued by an insurance
company currently authorized by the Insurance Commissioner to transact business of insurance or
that is on the List of Approved Surplus Line Insurers in the State of California, with an assigned
policyholders’ Rating of A- (or higher) and Financial Size Category Class VI (or larger) in
accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the
City’s Risk Manager.
(f) Waiver of subrogation. All insurance coverage maintained or procured
pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or
appointed officers, agents, officials, employees and volunteers or shall specifically allow
Consultant or others providing insurance evidence in compliance with these specifications to
waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery
against City, and shall require similar written express waivers and insurance clauses from each of
its subconsultants.
(g) Enforcement of contract provisions (non-estoppel). Consultant
acknowledges and agrees that any actual or alleged failure on the part of the City to inform
Consultant of non-compliance with any requirement imposes no additional obligations on the City
nor does it waive any rights hereunder.
(h) Requirements not limiting. Requirements of specific coverage features or
limits contained in this section are not intended as a limitation on coverage, limits or other
requirements, or a waiver of any coverage normally provided by any insurance. Specific reference
to a given coverage feature is for purposes of clarification only as it pertains to a given issue and
is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or
a waiver of any type. If the Consultant maintains higher limits than the minimums shown above,
the City requires and shall be entitled to coverage for the higher limits maintained by the
Consultant. Any available insurance proceeds in excess of the specified minimum limits of
insurance and coverage shall be available to the City.
(i) Notice of cancellation. Consultant agrees to oblige its insurance agent or
broker and insurers to provide to City with a 30 (thirty) day notice of cancellation (except for
nonpayment for which a 10 (ten) day notice is required) or nonrenewal of coverage for each
required coverage.
(j) Additional insured status. General liability policies shall provide or be
endorsed to provide that City and its officers, officials, employees, and agents, and volunteers shall
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be additional insureds under such policies. This provision shall also apply to any excess/umbrella
liability policies.
(k) Prohibition of undisclosed coverage limitations. None of the coverages
required herein will be in compliance with these requirements if they include any limiting
endorsement of any kind that has not been first submitted to City and approved of in writing.
(l) Separation of insureds. A severability of interests provision must apply for
all additional insureds ensuring that Consultant’s insurance shall apply separately to each insured
against whom claim is made or suit is brought, except with respect to the insurer’s limits of
liability. The policy(ies) shall not contain any cross-liability exclusions.
(m) Pass through clause. Consultant agrees to ensure that its subconsultants,
subcontractors, and any other party involved with the project who is brought onto or involved in
the project by Consultant, provide the same minimum insurance coverage and endorsements
required of Consultant. Consultant agrees to monitor and review all such coverage and assumes
all responsibility for ensuring that such coverage is provided in conformity with the requirements
of this section. Consultant agrees that upon request, all agreements with consultants,
subcontractors, and others engaged in the project will be submitted to City for review.
(n) Agency’s right to revise specifications. The City reserves the right at any
time during the term of the contract to change the amounts and types of insurance required by
giving the Consultant 90 (ninety) days advance written notice of such change. If such change
results in substantial additional cost to the Consultant, the City and Consultant may renegotiate
Consultant’s compensation.
(o) Self-insured retentions. Any self-insured retentions must be declared to and
approved by City. City reserves the right to require that self-insured retentions be eliminated,
lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these
specifications unless approved by City.
(p) Timely notice of claims. Consultant shall give City prompt and timely
notice of claims made or suits instituted that arise out of or result from Consultant’s performance
under this Agreement, and that involve or may involve coverage under any of the required liability
policies.
(q) Additional insurance. Consultant shall also procure and maintain, at its own
cost and expense, any additional kinds of insurance, which in its own judgment may be necessary
for its proper protection and prosecution of the work.
5.3 Indemnification.
To the full extent permitted by law, Consultant agrees to indemnify, defend and hold
harmless the City, its officers, employees and agents (“Indemnified Parties”) against, and will hold
and save them and each of them harmless from, any and all actions, either judicial, administrative,
arbitration or regulatory claims, damages to persons or property, losses, costs, penalties,
obligations, errors, omissions or liabilities whether actual or threatened (herein “claims or
liabilities”) that may be asserted or claimed by any person, firm or entity arising out of or in
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connection with the negligent performance of the work, operations or activities provided herein of
Consultant, its officers, employees, agents, subcontractors, or invitees, or any individual or entity
for which Consultant is legally liable (“indemnitors”), or arising from Consultant’s or indemnitors’
reckless or willful misconduct, or arising from Consultant’s or indemnitors’ negligent performance
of or failure to perform any term, provision, covenant or condition of this Agreement, and in
connection therewith:
(a) Consultant will defend any action or actions filed in connection with any
of said claims or liabilities and will pay all costs and expenses, including legal costs and
attorneys’ fees incurred in connection therewith;
(b) Consultant will promptly pay any judgment rendered against the City, its
officers, agents or employees for any such claims or liabilities arising out of or in connection
with the negligent performance of or failure to perform such work, operations or activities of
Consultant hereunder; and Consultant agrees to save and hold the City, its officers, agents, and
employees harmless therefrom;
(c) In the event the City, its officers, agents or employees is made a party to
any action or proceeding filed or prosecuted against Consultant for such damages or other claims
arising out of or in connection with the negligent performance of or failure to perform the work,
operation or activities of Consultant hereunder, Consultant agrees to pay to the City, its officers,
agents or employees, any and all costs and expenses incurred by the City, its officers, agents or
employees in such action or proceeding, including but not limited to, legal costs and attorneys’
fees.
Consultant shall incorporate similar indemnity agreements with its subcontractors and if it
fails to do so Consultant shall be fully responsible to indemnify City hereunder therefore, and
failure of City to monitor compliance with these provisions shall not be a waiver hereof. This
indemnification includes claims or liabilities arising from any negligent or wrongful act, error or
omission, or reckless or willful misconduct of Consultant in the performance of professional
services hereunder. The provisions of this Section do not apply to claims or liabilities occurring as
a result of City’s sole negligence or willful acts or omissions, but, to the fullest extent permitted
by law, shall apply to claims and liabilities resulting in part from City’s negligence, except that
design professionals’ indemnity hereunder shall be limited to claims and liabilities arising out of
the negligence, recklessness or willful misconduct of the design professional. The indemnity
obligation shall be binding on successors and assigns of Consultant and shall survive termination
of this Agreement.
ARTICLE 6. RECORDS, REPORTS, AND RELEASE OF INFORMATION
6.1 Records.
Consultant shall keep, and require subcontractors to keep, such ledgers, books of accounts,
invoices, vouchers, canceled checks, reports, studies or other documents relating to the
disbursements charged to City and services performed hereunder (the “books and records”), as
shall be necessary to perform the services required by this Agreement and enable the Contract
Officer to evaluate the performance of such services. Any and all such documents shall be
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maintained in accordance with generally accepted accounting principles and shall be complete and
detailed. The Contract Officer shall have full and free access to such books and records at all times
during normal business hours of City, including the right to inspect, copy, audit and make records
and transcripts from such records. Such records shall be maintained for a period of three (3) years
following completion of the services hereunder, and the City shall have access to such records in
the event any audit is required. In the event of dissolution of Consultant’s business, custody of the
books and records may be given to City, and access shall be provided by Consultant’s successor
in interest. Notwithstanding the above, the Consultant shall fully cooperate with the City in
providing access to the books and records if a public records request is made and disclosure is
required by law including but not limited to the California Public Records Act.
6.2 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. Consultant hereby acknowledges that the City is greatly concerned about the cost of
work and services to be performed pursuant to this Agreement. For this reason, Consultant agrees
that if Consultant becomes aware of any facts, circumstances, techniques, or events that may or
will materially increase or decrease the cost of the work or services contemplated herein or, if
Consultant is providing design services, the cost of the project being designed, Consultant shall
promptly notify the Contract Officer of said fact, circumstance, technique or event and the
estimated increased or decreased cost related thereto and, if Consultant is providing design
services, the estimated increased or decreased cost estimate for the project being designed.
6.3 Ownership of Documents.
All drawings, specifications, maps, designs, photographs, studies, surveys, data, notes,
computer files, reports, records, documents and other materials (the “documents and materials”)
prepared by Consultant, its employees, subcontractors and agents in the performance of this
Agreement shall be the property of City and shall be delivered to City upon request of the Contract
Officer or upon the termination of this Agreement, and Consultant shall have no claim for further
employment or additional compensation as a result of the exercise by City of its full rights of
ownership use, reuse, or assignment of the documents and materials hereunder. Any use, reuse or
assignment of such completed documents for other projects and/or use of uncompleted documents
without specific written authorization by the Consultant will be at the City’s sole risk and without
liability to Consultant, and Consultant’s guarantee and warranties shall not extend to such use,
reuse or assignment. Consultant may retain copies of such documents for its own use. Consultant
shall have the right to use the concepts embodied therein. All subcontractors shall provide for
assignment to City of any documents or materials prepared by them, and in the event Consultant
fails to secure such assignment, Consultant shall indemnify City for all damages resulting
therefrom. Moreover, Consultant with respect to any documents and materials that may qualify as
“works made for hire” as defined in 17 U.S.C. § 101, such documents and materials are hereby
deemed “works made for hire” for the City.
6.4 Confidentiality and Release of Information.
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(a) All information gained or work product produced by Consultant in
performance of this Agreement shall be considered confidential, unless such information is in the
public domain or already known to Consultant. Consultant shall not release or disclose any such
information or work product to persons or entities other than City without prior written
authorization from the Contract Officer.
(b) Consultant, its officers, employees, agents or subcontractors, shall not,
without prior written authorization from the Contract Officer or unless requested by the City
Attorney, voluntarily provide documents, declarations, letters of support, testimony at depositions,
response to interrogatories or other information concerning the work performed under this
Agreement. Response to a subpoena or court order shall not be considered “voluntary” provided
Consultant gives City notice of such court order or subpoena.
(c) If Consultant, or any officer, employee, agent or subcontractor of
Consultant, provides any information or work product in violation of this Agreement, then City
shall have the right to reimbursement and indemnity from Consultant for any damages, costs and
fees, including attorney’s fees, caused by or incurred as a result of Consultant’s conduct.
(d) Consultant shall promptly notify City should Consultant, its officers,
employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of
deposition, request for documents, interrogatories, request for admissions or other discovery
request, court order or subpoena from any party regarding this Agreement and the work performed
there under. City retains the right, but has no obligation, to represent Consultant or be present at
any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with City and
to provide City with the opportunity to review any response to discovery requests provided by
Consultant. However, this right to review any such response does not imply or mean the right by
City to control, direct, or rewrite said response.
ARTICLE 7. ENFORCEMENT OF AGREEMENT AND TERMINATION
7.1 California Law.
This Agreement shall be interpreted, construed and governed 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 Los Angeles, State of California, or any other
appropriate court in such county, and Consultant covenants and agrees to submit to the personal
jurisdiction of such court in the event of such action. In the event of litigation in a U.S. District
Court, venue shall lie exclusively in the Central District of California, in the County of Los
Angeles, State of California.
7.2 Disputes; Default.
In the event that Consultant is in default under the terms of this Agreement, the City shall
not have any obligation or duty to continue compensating Consultant for any work performed after
the date of default. Instead, the City may give notice to Consultant of the default and the reasons
for the default. The notice shall include the timeframe in which Consultant may cure the default.
This timeframe is 15 (fifteen) days, but may be extended, though not reduced, if circumstances
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warrant. During the period of time that Consultant is in default, the City shall hold all invoices and
shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City
may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of
default. If Consultant does not cure the default, the City may take necessary steps to terminate this
Agreement under this Article. Any failure on the part of the City to give notice of the Consultant’s
default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out
of any provision of this Agreement.
7.3 Retention of Funds.
Consultant hereby authorizes City to deduct from any amount payable to Consultant
(whether or not arising out of this Agreement) (i) any amounts the payment of which may be in
dispute hereunder or which are necessary to compensate City for any losses, costs, liabilities, or
damages suffered by City, and (ii) all amounts for which City may be liable to third parties, by
reason of Consultant’s acts or omissions in performing or failing to perform Consultant’s
obligation under this Agreement. In the event that any claim is made by a third party, the amount
or validity of which is disputed by Consultant, or any indebtedness shall exist which shall appear
to be the basis for a claim of lien, City may withhold from any payment due, without liability for
interest because of such withholding, an amount sufficient to cover such claim. The failure of City
to exercise such right to deduct or to withhold shall not, however, affect the obligations of the
Consultant to insure, indemnify, and protect City as elsewhere provided herein.
7.4 Waiver.
Waiver by any party to this Agreement of any term, condition, or covenant of this
Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any
party of any breach of the provisions of this Agreement shall not constitute a waiver of any other
provision or a waiver of any subsequent breach or violation of any provision of this Agreement.
Acceptance by City of any work or services by Consultant shall not constitute a waiver of any of
the provisions of this Agreement. No delay or omission in the exercise of any right or remedy by
a non-defaulting party on any default shall impair such right or remedy or be construed as a waiver.
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.
7.5 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.
7.6 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 declaratory or injunctive relief, or to obtain any
other remedy consistent with the purposes of this Agreement. Notwithstanding any contrary
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provision herein, Consultant shall file a statutory claim pursuant to Government Code Sections
905 et seq. and 910 et seq., in order to pursue a legal action under this Agreement.
7.7 Termination Prior to Expiration of Term.
This Section shall govern any termination of this Contract except as specifically provided
in the following Section for termination for cause. The City reserves the right to terminate this
Contract at any time, with or without cause, upon thirty (30) days’ written notice to Consultant,
except that where termination is due to the fault of the Consultant, the period of notice may be
such shorter time as may be determined by the Contract Officer. Upon receipt of any notice of
termination, Consultant shall immediately cease all services hereunder except such as may be
specifically approved by the Contract Officer. Consultant shall be entitled to compensation for all
services rendered prior to the effective date of the notice of termination and for any services
authorized by the Contract Officer thereafter in accordance with the Schedule of Compensation or
such as may be approved by the Contract Officer, except as provided in Section 7.3. In the event
of termination without cause pursuant to this Section, the City need not provide the Consultant
with the opportunity to cure pursuant to Section 7.2.
7.8 Termination for Default of Party.
If termination is due to the failure of the other Party to fulfill its obligations under this
Agreement:
(a) City may, after compliance with the provisions of Section 7.2, 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 such
damages), and City may withhold any payments to the Consultant for the purpose of set-off or
partial payment of the amounts owed the City as previously stated.
(b) Consultant may, after compliance with the provisions of Section 7.2, terminate the
Agreement upon written notice to the City‘s Contract Officer. Consultant shall be entitled to
payment for all work performed up to the date of termination.
7.9 Attorneys’ Fees.
If either party to this Agreement is required to initiate or defend or made a party to any
action or proceeding in any way connected with this Agreement, the prevailing party in such action
or proceeding, in addition to any other relief which may be granted, whether legal or equitable,
shall be entitled to reasonable attorney’s fees. Attorney’s fees shall include attorney’s fees on any
appeal, and in addition a party entitled to attorney’s fees shall be entitled to all other reasonable
costs for investigating such action, taking depositions and discovery and all other necessary costs
the court allows which are incurred in such litigation. All such fees shall be deemed to have accrued
on commencement of such action and shall be enforceable whether or not such action is prosecuted
to judgment.
ARTICLE 8. CITY OFFICERS AND EMPLOYEES: NON-DISCRIMINATION
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8.1 Non-liability of City Officers and Employees.
No officer or employee of the City shall be personally liable to the Consultant, or any
successor in interest, in the event of any default or breach by the City or for any amount which
may become due to the Consultant or to its successor, or for breach of any obligation of the terms
of this Agreement.
8.2 Conflict of Interest.
Consultant covenants that neither it, nor any officer or principal of its firm, has or shall
acquire any interest, directly or indirectly, which would conflict in any manner with the interests
of City or which would in any way hinder Consultant’s performance of services under this
Agreement. Consultant further covenants that in the performance of this Agreement, no person
having any such interest shall be employed by it as an officer, employee, agent or subcontractor
without the express written consent of the Contract Officer. Consultant agrees to at all times avoid
conflicts of interest or the appearance of any conflicts of interest with the interests of City in the
performance of this Agreement.
No officer or employee of the City shall have any financial interest, direct or indirect, in
this Agreement nor shall any such officer or employee participate in any decision relating to the
Agreement which affects her/his financial interest or the financial interest of any corporation,
partnership or association in which (s)he is, directly or indirectly, interested, in violation of any
State statute or regulation. The Consultant warrants that it has not paid or given and will not pay
or give any third party any money or other consideration for obtaining this Agreement.
8.3 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 against or segregation of,
any person or group of persons on account of race, color, creed, religion, sex, gender, sexual
orientation, marital status, national origin, ancestry or other protected class in the performance of
this Agreement. Consultant shall take affirmative action to insure that applicants are employed and
that employees are treated during employment without regard to their race, color, creed, religion,
sex, gender, sexual orientation, marital status, national origin, ancestry or other protected class.
8.4 Unauthorized Aliens.
Consultant hereby promises and agrees to comply with all of the provisions of the Federal
Immigration and Nationality Act, 8 U.S.C. § 1101 et seq., as amended, and in connection
therewith, shall not employ unauthorized aliens as defined therein. Should Consultant so employ
such unauthorized aliens for the performance of work and/or services covered by this Agreement,
and should any liability or sanctions be imposed against City for such use of unauthorized aliens,
Consultant hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions
imposed, together with any and all costs, including attorneys’ fees, incurred by City.
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ARTICLE 9. MISCELLANEOUS PROVISIONS
9.1 Notices.
Any notice, demand, request, document, 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 prepaid, first-class mail, in the case of the City, to the City Manager
and to the attention of the Contract Officer (with her/his name and City title), City of Rancho Palos
Verdes, 30940 Hawthorne Blvd., Rancho Palos Verdes, California 90275 and in the case of the
Consultant, to the person(s) at the address designated on the execution page of this Agreement.
Either party may change its address by notifying the other party of the change of address in writing.
Notice shall be deemed communicated at the time personally delivered or in 72 (seventy two)
hours from the time of mailing if mailed as provided in this section.
9.2 Interpretation.
The terms of this Agreement shall be construed in accordance with the meaning of the
language used and shall not be construed for or against either party by reason of the authorship of
this Agreement or any other rule of construction which might otherwise apply.
9.3 Counterparts.
This Agreement may be executed in counterparts, each of which shall be deemed to be an
original, and such counterparts shall constitute one and the same instrument.
9.4 Integration; Amendment.
This Agreement including the attachments hereto is the entire, complete and exclusive
expression of the understanding of the parties. It is understood that there are no oral agreements
between the parties hereto affecting this Agreement and this Agreement supersedes and cancels
any and all previous negotiations, arrangements, agreements and understandings, if any, between
the parties, and none shall be used to interpret this Agreement. No amendment to or modification
of this Agreement shall be valid unless made in writing and approved by the Consultant and by
the City Council. The parties agree that this requirement for written modifications cannot be
waived and that any attempted waiver shall be void.
9.5 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 a 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 are
hereby declared as severable and shall be interpreted to carry out the intent of the parties hereunder
unless the invalid provision is so material that its invalidity deprives either party of the basic benefit
of their bargain or renders this Agreement meaningless.
9.6 Warranty & Representation of Non-Collusion.
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No official, officer, or employee of City has any financial interest, direct or indirect, in this
Agreement, nor shall any official, officer, or employee of City participate in any decision relating
to this Agreement which may affect his/her financial interest or the financial interest of any
corporation, partnership, or association in which (s)he is directly or indirectly interested, or in
violation of any corporation, partnership, or association in which (s)he is directly or indirectly
interested, or in violation of any State or municipal statute or regulation. The determination of
“financial interest” shall be consistent with State law and shall not include interests found to be
“remote” or “noninterests” pursuant to Government Code Sections 1091 or 1091.5. Consultant
warrants and represents that it has not paid or given, and will not pay or give, to any third party
including, but not limited to, any City official, officer, or employee, any money, consideration, or
other thing of value as a result or consequence of obtaining or being awarded any agreement.
Consultant further warrants and represents that (s)he/it has not engaged in any act(s), omission(s),
or other conduct or collusion that would result in the payment of any money, consideration, or
other thing of value to any third party including, but not limited to, any City official, officer, or
employee, as a result of consequence of obtaining or being awarded any agreement. Consultant is
aware of and understands that any such act(s), omission(s) or other conduct resulting in such
payment of money, consideration, or other thing of value will render this Agreement void and of
no force or effect.
Consultant’s Authorized Initials _______
9.7 Corporate Authority.
The persons executing this Agreement on behalf of the parties hereto warrant that (i) such
party is duly organized and existing, (ii) they are duly authorized to execute and deliver this
Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally
bound to the provisions of this Agreement, and (iv) that entering into this Agreement does not
violate any provision of any other Agreement to which said party is bound. This Agreement shall
be binding upon the heirs, executors, administrators, successors and assigns of the parties.
[SIGNATURES ON FOLLOWING PAGE]
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IN WITNESS WHEREOF, the parties hereto have executed this Agreement on
the date and year first-above written.
CITY:
CITY OF RANCHO PALOS VERDES, a
municipal corporation
Paul Seo, Mayor
ATTEST:
Teresa Takaoka, City Clerk
APPROVED AS TO FORM:
ALESHIRE & WYNDER, LLP
William Wynder, City Attorney
CONSULTANT:
____________________________________
By:
Name: Cheryl Joiner
Title: Director of Contracts and Compliance
By:
Name: Michelle Pashko
Title: Vice President Human Resources
Address: 818 Town & Country Blvd, Suite 200,
Houston, TX 77024
Two corporate officer signatures required when Consultant is a corporation, with one signature required
from each of the following groups: 1) Chairman of the Board, President or any Vice President; and 2)
Secretary, any Assistant Secretary, Chief Financial Officer or any Assistant Treasurer. CONSULTANT’S
SIGNATURES SHALL BE DULY NOTARIZED, AND APPROPRIATE ATTESTATIONS SHALL BE
INCLUDED AS MAY BE REQUIRED BY THE BYLAWS, ARTICLES OF INCORPORATION, OR
OTHER RULES OR REGULATIONS APPLICABLE TO CONSULTANT’S BUSINESS ENTITY.
Docusign Envelope ID: 5B70AADA-A5F5-80D4-82D1-E5DFC6A56701
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01203.0001/835260.1 A-1
EXHIBIT “A”
SCOPE OF SERVICES
I. Consultant will provide on-call professional services relating to grant management
services ( the Services), as more fully detailed herein. Consultant has been selected to
provide this Scope of Services that will be readily available at the rates in this
Agreement when needed. However, before any work is performed, Consultant must
provide a specific written proposal for any requested services and obtain advance
written approval to proceed from City's Contract Office, as such process is more fully
described below. Unless specifically defined, each category or type of work listed shall
be construed to include all services customarily performed by a first-class consultant
as defined under such category or type.
II. Work Request Procedure
A. Each task to be performed shall be set forth in a verbal or written request
(“Request") produced by City' s Contract Officer with a description of the work to
be performed, and the time desired for completion. All tasks shall be earned out in
conformity with all provisions of this Agreement.
B. Following receipt of the Request, Consultant shall prepare a “Task Proposal” that
includes the following components:
1. A written description of the requested task ("Task Description”) including
all components and sub-tasks, and including any clarifications of the
descriptions provided in the Request,
2. The costs to perform the task (“Task Budget"),
3. A breakdown of the costs or an explanation of how the cost was
determined, and
4. A schedule for completion of the task (“Task Completion Schedule”),
including a final completion date (“Task Completion Date”)
C. City' s Contract Officer shall approve, modify, or reject the Task Proposal in
writing, and issue a Notice to Proceed when a written agreement has been reached
on the Task Proposal.
D. The task shall be performed at a cost not exceeding the Task Budget.
E. Consultant shall complete the task and deliver all deliverables to Contract Officer
by the Task Completion Date and in accordance with the Task Completion
Schedule.
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III. Consultant acknowledges that City has no obligation to request that any services be
performed by Consultant under this Agreement. City’s Contract Officer may
establish a rotation schedule with multiple consultants, and may seek competing Sub-
task Proposals, may select a consultant that in its judgement is best suited for a
particular sub-task, or may select a consultant in a manner that is in the best interest
of City. City’s Contract Officer will assign work to the consultant that best meets the
City’s needs at the time the services are sought.
IV. Brief description of the work to be performed:
On-Call Grant Application Development and Post-Award Management
1. Develop grant applications as approved and directed by the City to help the City
meet its goals and objectives. Includes full spectrum of actions required to deliver
proposal, submissions, and post-submission follow-up activities.
2. Develop Request for Information (RFI) responses for submitted grant applications.
3. Provide engineering support for grant applications and RFI responses as needed.
4. Complete post-award tracking and reporting for funding obtained through the
consultant’s services.
5. All other activities necessary to provide complete grant application and support
services.
V. As part of the Services, Consultant will prepare and deliver the following tangible
work products to the City:
A. Draft and final grant application packets for funding opportunities the City decides
to pursue.
B. Draft and final RFI responses for submitted grant applications.
C. Grant reports and documentation for funding opportunities the City obtains through
the consultant’s services.
D. Debriefing reports, notes or other documentation for funding opportunities the City
does not obtain through the consultant’s services.
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E. Any other related documents for grants, as necessary.
VI. In addition to the requirements of Section 6.2, during performance of the Services,
Consultant will keep the City appraised of the status of performance by delivering
the following status reports:
A. Quarterly reports summarizing the status of pending and submitted applications.
B. Coordination meetings and phone calls as necessary.
VII. All work product is subject to review and acceptance by the City, and must be revised
by the Consultant without additional charge to the City until found satisfactory and
accepted by City.
VIII. Consultant will utilize the following personnel to accomplish the Services:
Staff Title
Michelle Little Project Manager
Daniel Petrelli Assistant Project Manager
Kayla Jones Grant Writing Specialist
Emily Winburn Quality Control Specialist
Chelsea Morganti Grant Management Subject Matter Expert
Karen Patterson Grant Management Subject Matter Expert
Bill Sario Engineering Project Manager
Brian Donovan Professional Engineer
Len Wright Professional Engineer
John Connolly Professional Engineer
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EXHIBIT “B”
SPECIAL REQUIREMENTS
(Superseding Contract Boilerplate)
Added text indicated in bold italics, deleted text indicated in strikethrough.
Section 1.3, Compliance With Law, is hereby amended as follows:
1.3 Compliance with Law.
Consultant shall keep itself informed concerning, and shall render all services hereunder in
accordance with, all applicable ordinances, resolutions, statutes, rules, and regulations of the
City and any Federal, State or local governmental entity having jurisdiction in effect at the time
service is rendered. Specific requirements include, but are not limited to:
Build America, Buy America Act (BABAA) Compliance Clause
1. Applicability
This project is funded in whole or in part with federal funds, including from the Federal
Emergency Management Agency (FEMA). As such, the Contractor shall comply with the
Build America, Buy America provisions of the Infrastructure Investment and Jobs Act (Pub.
L. No. 117-58, § 70901–70927), and any implementing guidance issued by the U.S. Office of
Management and Budget (OMB), the U.S. Department of Homeland Security (DHS), and
FEMA.
2. Domestic Preference for Infrastructure Projects
In accordance with BABAA, the Contractor agrees that all iron, steel, manufactured
products, and construction materials used in the project shall be produced in the United States
unless a valid waiver has been issued by FEMA.
a. Iron and Steel
All iron and steel products used in the project must be produced in the United States. This
means all manufacturing processes, from the initial melting stage through the application of
coatings, must occur domestically.
b. Manufactured Products
The cost of the components of manufactured products that are mined, produced, or
manufactured in the United States must exceed 55% of the total cost of all components of the
product. Final assembly must also occur in the United States.
c. Construction Materials
Construction materials (e.g., lumber, drywall, glass, plastic, composite building materials)
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must be manufactured in the United States. All manufacturing processes, including the final
manufacturing process, must take place in the U.S.
3. Waivers
If the Contractor believes that a specific item or material is not available domestically in
sufficient quantity or of satisfactory quality, the Contractor shall promptly notify the
Owner/Grantee in writing. No foreign-made iron, steel, manufactured product, or
construction material may be used unless FEMA has issued a specific waiver for that item. It
is the Contractor’s responsibility to support any waiver request with sufficient justification and
documentation.
4. Flow-Down Requirements
The Contractor shall include this BABAA Compliance Clause in all subcontracts and
purchase orders for work or products under this contract, ensuring compliance throughout all
tiers of subrecipients, suppliers, and subcontractors.
5. Records and Audits
The Contractor shall maintain records sufficient to demonstrate compliance with BABAA,
including but not limited to: origin of materials, percentage of U.S.-manufactured
components, and relevant certifications. These records shall be available to the
Owner/Grantee, FEMA, and any other authorized agency upon request.
6. Noncompliance
Failure to comply with the Build America, Buy America Act requirements may result in the
withholding of payment, termination of contract, debarment from future federal work, or
other legal remedies as provided by law.
Financial Reporting and Performance Requirements Clause
(Incorporating 2 C.F.R. § 200.327)
1. Financial Reporting Obligations
The Contractor/Subrecipient shall provide financial information related to this federally
funded project as required by the Recipient and in compliance with the reporting requirements
of 2 C.F.R. § 200.327.
Specifically, the Contractor/Subrecipient shall:
a. Submit financial data using standard OMB-approved information collections, including the
Federal Financial Report (SF-425) or any successor form required by the federal awarding
agency;
b. Provide information that is accurate, complete, and supported by adequate documentation;
c. Submit reports at the frequency and due dates prescribed by the Recipient (e.g., monthly,
quarterly, or as otherwise directed);
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d. Provide project status updates, including progress toward performance goals and milestone
completion, as requested.
2. Performance Reporting
If required, the Contractor/Subrecipient shall also submit performance reports that include:
• A comparison of actual accomplishments to the objectives established for the period;
• The reasons why established goals were not met, if applicable;
• Additional pertinent information including analysis and explanation of cost overruns
or high unit costs;
• Any other performance indicators or metrics defined in the project scope of work or
required by the federal awarding agency.
3. Record Retention and Access
The Contractor/Subrecipient shall maintain complete and accurate financial and
programmatic records for a minimum of three years from the date of submission of the final
expenditure report (or longer if required by 2 C.F.R. § 200.334). These records shall be
available for review by the Recipient, FEMA, DHS, the Comptroller General of the United
States, or any of their duly authorized representatives.
4. Remedies for Noncompliance
Failure to comply with the financial or performance reporting requirements may result in
actions including but not limited to:
• Withholding of payments;
• Disallowance of costs;
• Termination of this contract;
• Suspension or debarment from future federal awards;
• Other remedies as provided under 2 C.F.R. § 200.339 and applicable federal law.
Federal Contract Provisions (Appendix II to 2 C.F.R. Part 200)
The following provisions apply to this contract in accordance with Appendix II to 2 C.F.R.
Part 200 and are required when federal funds are used:
1. Equal Employment Opportunity (Applicable to contracts > $10,000)
The Contractor shall comply with Executive Order 11246, “Equal Employment Opportunity,”
as amended by Executive Order 11375, and as supplemented by regulations at 41 C.F.R. part
60. The Contractor agrees not to discriminate against any employee or applicant for
employment because of race, color, religion, sex, sexual orientation, gender identity, or
national origin.
2. Davis-Bacon Act (Applicable to prime construction contracts > $2,000 funded by HUD
only)
If applicable, the Contractor shall comply with the Davis-Bacon Act (40 U.S.C. 3141–3148),
including the payment of prevailing wages and submission of certified payroll records.
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3. Copeland “Anti-Kickback” Act (Applicable to construction or repair contracts > $2,000)
Contractor shall comply with 18 U.S.C. § 874 and 40 U.S.C. § 3145 and the Copeland “Anti-
Kickback” Act (29 C.F.R. Part 3). No part of the compensation of laborers may be returned to
the employer in the form of kickbacks.
4. Contract Work Hours and Safety Standards Act (Applicable to contracts > $100,000)
Contractor shall comply with 40 U.S.C. 3702 and 3704, as supplemented by 29 C.F.R. Part 5.
No laborer or mechanic shall work more than 40 hours in a workweek unless compensated for
overtime at not less than one and one-half times the basic rate of pay.
5. Rights to Inventions Made Under a Contract or Agreement (Applicable to contracts with
research institutions)
If this contract involves the performance of experimental, developmental, or research work,
the Contractor agrees to comply with the requirements of 37 C.F.R. part 401 and any
implementing regulations issued by the federal awarding agency.
6. Clean Air Act and Federal Water Pollution Control Act (Applicable to contracts >
$150,000)
Contractor shall comply with:
• The Clean Air Act (42 U.S.C. §§ 7401–7671q);
• The Federal Water Pollution Control Act (33 U.S.C. §§ 1251–1387); and
• All applicable standards, orders, or regulations issued under those Acts.
Contractor shall report violations to FEMA and the Regional Office of the Environmental
Protection Agency (EPA).
7. Debarment and Suspension (Applicable to all contracts)
Contractor certifies that neither it nor its principals are debarred, suspended, or proposed for
debarment by any federal agency. This contract is a covered transaction for purposes of 2
C.F.R. Part 180 and 2 C.F.R. Part 3000 (FEMA suspension and debarment rules).
8. Byrd Anti-Lobbying Amendment (Applicable to contracts > $100,000)
Contractor certifies that it will not and has not used federally appropriated funds to pay any
person for influencing or attempting to influence an officer or employee of any agency, a
Member of Congress, or any employee of a Member of Congress in connection with this
federal contract.
Contractor shall complete and submit OMB Standard Form-LLL (“Disclosure of Lobbying
Activities”), if applicable.
9. Procurement of Recovered Materials (Applicable to all contracts for items designated under
EPA guidelines)
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Contractor must comply with section 6002 of the Solid Waste Disposal Act, as amended by the
Resource Conservation and Recovery Act, and procure only EPA-designated items containing
the highest percentage of recovered materials practicable.
10. Access to Records
Contractor agrees to provide access to the Recipient, FEMA, the Comptroller General of the
United States, or any of their authorized representatives to any books, documents, papers, and
records of the Contractor that are directly pertinent to this contract for auditing, examination,
or inspection purposes.
11. DHS/FEMA-Specific Requirements
a. DHS Seal, Logo, and Flags: The Contractor shall not use the Department of Homeland
Security or FEMA seal, logo, or flags without prior written consent.
b. Compliance with Federal Law, Regulations, and Executive Orders: Contractor
acknowledges that federal funding requires full compliance with all applicable laws,
regulations, executive orders, FEMA policies, and award terms and conditions.
c. No Obligation by Federal Government: The federal government is not a party to this
contract and is not subject to any obligations or liabilities to the non-federal entity, contractor,
or any party to the contract.
d. Program Fraud and False or Fraudulent Statements or Related Acts: Contractor
acknowledges that 31 U.S.C. Chapter 38 (Administrative Remedies for False Claims and
Statements) applies
Section 5.2 (a), General Insurance Requirements, is hereby amended as follows:
5.2 General Insurance Requirements.
(a) Proof of insurance. Consultant shall provide certificates of insurance to
City as evidence of the insurance coverage required herein, along with a waiver of subrogation
endorsement for workers’ compensation. Insurance certificates and endorsements must be
approved by City’s Risk Manager prior to commencement of performance. Current certification
of insurance shall be kept on file with City at all times during the term of this Agreement. City
reserves the right to require complete, certified, and redacted to maintain confidentiality, copies
of all required insurance policies, at any time.
Section 5.2 (f), General Insurance Requirements, is hereby amended as follows:
5.2 General Insurance Requirements.
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01203.0001/835260.1 B-6
(f) Waiver of subrogation. All insurance coverage maintained or procured
pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or
appointed officers, agents, officials, employees and volunteers, to the extent of the liabilities
assumed by Consultant under this Agreement, or shall specifically allow Consultant or others
providing insurance evidence in compliance with these specifications to waive their right of
recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and
shall require similar written express waivers and insurance clauses from each of its
subconsultants.
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01203.0001/835260.1 C-1
EXHIBIT “C”
SCHEDULE OF COMPENSATION
I. Consultant shall perform the following tasks at the following hourly rates:
Project Manager $175
Assistant Project Manager $150
Grant Writing Specialist $115
Quality Control Specialist $125
Grant Management Subject Matter Expert $150
Engineering Project Manager
$225
Professional Engineer
$195
II. Within the budgeted amounts for each Task, and with the approval of the Contract
Officer, funds may be shifted from one Task subbudget to another so long as the
Contract Sum is not exceeded per Section 2.1, unless Additional Services are
approved per Section 1.9.
III. The City will compensate Consultant for the Services performed upon submission of
a valid invoice. Each invoice is to include:
A. Line items for all personnel describing the work performed, the number of hours
worked, and the hourly rate.
B. Line items for all materials and equipment properly charged to the Services.
C. Line items for all other approved reimbursable expenses claimed, with supporting
documentation.
D. Line items for all approved subcontractor labor, supplies, equipment, materials, and
travel properly charged to the Services.
IV. The total compensation for the Services shall not exceed the Contract Sum as
provided in Section 2.1 of this Agreement.
V. The Consultant’s billing rates for all personnel are attached as Exhibit C-1.
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01203.0001/835260.1 D-1
EXHIBIT “D
SCHEDULE OF PERFORMANCE
I. Consultant shall perform all work (the sum of City-issued Task Orders) within the
durations specified in the Agreement and supplemented by individual Task Orders
starting from the date(s) of the Notice(s) to Proceed in each respective Task Order.
II. Consultant shall deliver tangible work products to the City by the deadlines specified in
the Agreement, as supplemented by City-issued Task Orders.
III. This agreement shall continue in full force through June 30, 2027. The City may, in its
discretion, extend the Term by two additional one (1)-year terms, in accordance with
Section 3.2.
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Page 1 of 10
City of Rancho Palos Verdes
RFP – Grant Management Services
March 10, 2026
City of Rancho Palos Verdes
Request for Proposals
On-Call Grant Management Services
RFP Release Date: March 10, 2026
Deadline for Written Questions: March 20, 2026 by 4 p.m. (PST)
RFP Submittal Deadline: April 1, 2026 by 4 p.m. (PST)
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City of Rancho Palos Verdes
RFP – Grant Management Services
March 10, 2026
On-Call Grant Management Services
The City of Rancho Palos Verdes is requesting proposals from qualified
consulting firms to provide on-call grant management services for the
City.
To be considered for this project, please submit an electronic copy of the
proposal to PlanetBids by 4 p.m. on April 1, 2026.
All correspondence and questions regarding this RFP should be submitted via the
Planet Bids platform.
For general questions about the City’s RFP process, please contact:
Megan Barnes, Senior Administrative Analyst
Email: mbarnes@rpvca.gov
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City of Rancho Palos Verdes
RFP – Grant Management Services
March 10, 2026
TABLE OF CONTENTS
I. Introduction Page 4
II. Project Objective Page 4
III. Project Background and Purpose Page 5
IV. Scope of Services Page 5
V. Necessary Qualifications and Submittal Requirements Page 6
VI. Submission of Proposal Page 8
VII. Evaluation and Selection Process Page 9
VIII. Attachment
Attachment A – Sample Professional Services Agreement
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City of Rancho Palos Verdes
RFP – Grant Management Services
March 10, 2026
I. INTRODUCTION
The City of Rancho Palos Verdes (City) is a scenic, residential coastal community of
approximately 42,000 residents and located on the Palos Verdes Peninsula of
southwestern Los Angeles County (County).
Incorporated in 1973, Rancho Palos Verdes is a General Law City that operates under a
Council-Manager form of government. Policy-making and legislative authority are vested
in a five-member City Council, consisting of the Mayor, Mayor Pro-Tem, and three Council
Members.
The City is also a contract city, meaning certain municipal services are provided through
agreements with public or private agencies, while others are delivered by the City
employees. Prime examples of services that are contracted out to third parties include
law enforcement and fire protection services, which are delivered by Los Angeles County.
The City is committed to providing its residents, businesses, and visitors with exemplary
municipal governance and services, while preserving its low-density, semi-rural
character, inclusive of its natural resources and open space. These efforts reflect the
vision, principles, and goals of the City’s General Plan, while addressing the evolving
needs of the community.
II. PROJECT OBJECTIVE
The City is requesting proposals from qualified consulting firms to provide on-call grant
management services. The City reserves the right to award one or more contracts for on-
call services for a period of one (1) year and reserves the right to extend the contract(s)
for two (2) additional one (1) year terms, subject to annual review, satisfactory service,
agreeable terms, and the concurrence of the City Council.
III. PROJECT BACKGROUND AND PURPOSE
Since 2009, the City has contracted with a consultant to provide comprehensive grant
management services, which included monthly meetings with staff to track and present a
list of potential grant opportunities and to assess the City’s competitiveness for certain
grants; these services were provided under a monthly retainer. Furthermore, the
consultant would provide separate cost proposals to move forward with a grant
application or request grant administration services. During that time, the City was
selected for tens of millions of dollars in state, federal and local grants for a variety of
public works, planning and parks projects supporting the City’s goals and objectives.
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City of Rancho Palos Verdes
RFP – Grant Management Services
March 10, 2026
Given the City’s procurement policies and Staff’s interest in exploring different service
models, the City is initiating an RFP to identify one or more firms to provide monthly grant
research and on-call grant application and management services (see Section IV, Scope
of Services for details).
Qualified firms will take the lead in identifying, applying for, and/or managing grants for a
number of anticipated future projects and initiatives that touch on the City’s priorities,
including but not limited to:
• Landslide stabilization
• Time-sensitive construction of an emergency operations center
• Civic center campus (including a new City Hall) development and improvement
• Surface and subsurface drainage and water quality improvement
• Sanitary sewer improvements
• Highway safety measures
• Traffic calming
• Street beautification
• Rehabilitation of roadways, pavement and sidewalks
• Utility undergrounding and infrastructure
• Wildfire mitigation
• Fuel modification
• Park development and improvements, including playgrounds
• Open space acquisition and maintenance
• Trailhead improvements
• Affordable housing development
• Economic development
• Mental health resources for youths and young adults
• Services for the aging and disabled communities
• Homelessness resources
IV. SCOPE OF SERVICES
The consultant will perform the following services:
• Provide technical and administrative support for the City’s grant program as
directed by the City Manager or by the City Manager’s designee.
• Research, assess, and suggest grants for which the City might be competitive,
which meet the goals and objectives set by the City Council.
• Perform a feasibility analysis prior to recommending the City apply for a grant.
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City of Rancho Palos Verdes
RFP – Grant Management Services
March 10, 2026
• Develop grant applications as approved and directed by the City to help the City
meet its goals and objectives.
• Create records that will track and document funding sources, types of projects,
and amount of funding as it relates to the grant program.
• As part of the services, the consultant will prepare and deliver the following
tangible work products to the City:
o Periodic notices advising the City of potential grant funding opportunities.
o Quotes for the preparation of grant applications for funding opportunities
the City decides to pursue.
o Draft and final grant application packets for funding opportunities the City
decides to pursue.
o Grant reports and documentation for funding opportunities the City obtains
through the consultant’s services.
o Debriefing reports, notes or other documentation for funding opportunities
the City does not obtain through the consultant’s services.
• The consultant will keep the City appraised of the status of performance by
delivering the following:
o Quarterly reports summarizing the status of grant opportunities, pending
and submitted applications.
o Quarterly meetings with City Staff (via teleconference or in person) to
review the reports.
o An annual meeting with City Staff (via teleconference or in person) to
review the City’s goals and priorities for grant funding of projects.
• Proposers should structure their cost proposals to reflect an on-call, as-needed
service model rather than a fixed recurring service fee.
• All work product is subject to review and acceptance by the City, and must be
revised by the consultant without additional charge until found satisfactory and
accepted by City.
V. NECESSARY QUALIFICATIONS AND SUBMITTAL REQUIREMENTS
1. The submittal should be typed and as brief as possible while adequately
describing the qualifications of the firm and any subconsultants. The final
submittal shall be sent as a PDF via the City’s PlanetBids.com website.
2. The proposing firm shall submit the following information with the package,
including the same information for subcontractors, in the following format:
a. Cover Letter: Provide the name, address, and phone number of the firm;
the present staff (size, classification, credentials); the primary contact’s
name, phone number, and email address; any qualifying statements or
comments regarding the proposal; and identification of any sub-consultants
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City of Rancho Palos Verdes
RFP – Grant Management Services
March 10, 2026
and their responsibilities. Identify the firm’s type of organization (individual,
partnership, corporation), including names and contact information for all
officers, and proof that the organization is currently in good standing. The
signed letter should also include a paragraph stating that the firm is unaware
of any conflict of interest in performing the proposed work. (No more than
two pages.)
b. Approach to Scope of Services: Re-state the Scope of Services with any
additions, expansions, clarifications, or modifications that the firm proposes
in order to provide the services and produce the deliverables contained in
this RFP. Describe how completing the Scope of Services will be
approached and any cost-saving or value-adding strategies or innovations
the firm will bring to the project. (Pages as needed.)
c. Organization and Staffing: Identify the person who will be the Project
Manager and primary contact person responsible for the overall delivery of
the project. Provide an organizational chart of the project team that clearly
delineates communication and reporting relationships among the project
staff and among the sub-consultants involved in the project. Identify key
personnel to perform work in the various tasks and include major areas of
subcontracted work. Indicate the expected contributions of each staff
member in time as a percentage of the total effort. Indicate that the Project
Manager and key staff will remain assigned to this project through
completion of the Scope of Services. (No more than two pages).
d. Staff Qualifications and Experience: Describe qualifications of the assigned
staff and sub-contractors including relevant technical experience. Staff
assigned to complete the Scope of Services must have previous experience
in providing the necessary services as described under the Scope of
Services. Description of consultant’s experience should include:
• Prior Experience: Demonstrate that the firm has significant
experience providing services similar to those described under the
Scope of Services. (No more than two pages.)
• Staff Qualifications: Provide resume for the Project Manager and any
other key staff members to be assigned to contribute to the Scope of
Services, with an emphasis on similar services which they provided
to other agencies. (No more than 10 pages.)
• Reference Projects: Include at least three projects with similar scope
of services performed by the project team (excluding subconsultants)
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City of Rancho Palos Verdes
RFP – Grant Management Services
March 10, 2026
within the past three years and indicate the specific responsibilities
of each team member on the reference project. Provide contact
information for each client. (No more than 10 pages.)
e. Project Cost: Provide cost estimate associated with fulfilling the requested
services which should include:
• Cost estimate breakdown by task and key personnel.
• Cost estimate must also include an estimate of reimbursable
expenses that should be as specific as possible to minimize variable
costs to the greatest degree.
f. Quality Control Plan: Describe the quality control procedures and
associated staff responsibilities which will ensure that the deliverables will
meet the City’s needs. (No more than one page.)
g. Acceptance of Conditions: State the offering firm’s acceptance of all
conditions listed in the RFP document and Sample Professional Services
Agreement (PSA) (Attachment A). Any exceptions or suggested changes to
the RFP or PSA, including the suggested change, the reasons therefore
and the impact it may have on cost or other considerations on the firm’s
behalf must be stated in the proposal. Unless specifically noted by the firm,
the City will rely on the proposal being in compliance with all aspects of the
RFP and in agreement with all provisions of the PSA. (No more than one
page.)
VI. SUBMISSION OF PROPOSAL
A. Requests for Clarification: Requests for clarification of the information
contained herein shall be submitted in writing through the PlanetBids Q&A tab
prior to 4 p.m. on March 20, 2026. Responses to any clarification question will
be provided to each firm from which proposals have been requested.
B. Confirmation Email: Upon submission of proposal to the City, the proposing
firm shall request an email confirmation that the proposal was received and
retain the email as a record. If an email confirmation is not received, the
proposing firm shall correspond with the City until a confirmation is received.
VII. EVALUATIONS AND SELECTION PROCESS
1. Proposals will be evaluated based on the following criteria:
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City of Rancho Palos Verdes
RFP – Grant Management Services
March 10, 2026
a. Approach to Scope of Services (25%)
• Understanding of the Scope of Services as demonstrated by the
thoroughness of the proposal, introduction of cost-saving or value-
adding strategies or innovations (including those applying to overall
project schedule), and an overall approach most likely to result in
the desired outcome for the City.
b. Proposal Schedule and Costs (25%)
• Ability to complete the work in the shortest schedule possible
(excluding time for review and community meetings) and within the
allotted budget of the City.
c. Staff Qualifications and Experience (25%)
• Relevance of experience of the proposing firm (to provide support
resources to the project team).
• Relevance to experience and strength of qualifications of the Project
Manager.
• Relevance of experience and strength of qualifications of the key
personnel performing the work.
• Relevance of referenced projects and client review of performance
during those projects.
d. Organization and Staffing (15%)
• Availability of key staff to perform the services throughout the
duration of the project.
• Assignment of appropriate staff in the right numbers to perform the
Scope of Services.
• Appropriate communication and reporting relationship to meet the
City’s needs.
e. Quality control (10%)
• Adequate immediate supervision and review of staff performing the
work as well as appropriate independent peer review of the work by
qualified technical staff not otherwise involved in the project.
2. Selection Process
An evaluation panel will review all proposals submitted and select the top
proposals. These top firms may then be invited to make a (virtual) presentation
to the evaluation panel, at no costs to the City. The panel will select the
proposal(s), if any, which best fulfills the City’s requirements. The City reserves
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City of Rancho Palos Verdes
RFP – Grant Management Services
March 10, 2026
the right to negotiate special requirements and proposed service levels using
the selected proposal(s) as a basis. If the City is unable to negotiate an
agreeable fee for services with one or more of the top ranked firms, the City will
negotiate with any remaining qualified firms.
3. Award Notification
The City will notify all proposers in writing of the outcome of the selection
process and intent to award. This RFP does not commit the City to award an
agreement, nor pay any costs incurred in the preparation and submission of
the proposal in anticipation of an agreement. The City reserves the right to
reject any or all proposals, or any part thereof, to waive any formalities or
informalities, and to award the agreement to the proposer(s) deemed to be in
the best interest of the City and the Department.
4. Award of Agreement
The selected firm(s) shall be required to enter into a written agreement (see
sample PSA in Attachment A) with the City, in a form approved by the City
Attorney, to perform the Scope of Services. This RFP and the proposal, or any
part thereof, may be incorporated into and made a part of the final agreement;
however, the City reserves the right to further negotiate the terms and
conditions of the agreement with the selected consultant(s). The agreement
will, in any event, include a maximum “fixed cost” to the City.
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ATTACHMENT A
Sample Professional Services Agreement
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01203.0001/835260.1 1
PROFESSIONAL SERVICES AGREEMENT
By and Between
CITY OF RANCHO PALOS VERDES
and
__________________________________
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01203.0001/835260.1
AGREEMENT FOR PROFESSIONAL SERVICES
BETWEEN THE CITY OF RANCHO PALOS VERDES AND
_______________________________
THIS AGREEMENT FOR PROFESSIONAL SERVICES (“Agreement”) is made and
entered into on _________________, 2025 by and between the CITY OF RANCHO PALOS
VERDES, a California municipal corporation (“City”) and __________________, a [form of
company] (“Consultant”). City and Consultant may be referred to, individually or collectively, as
“Party” or “Parties.”
RECITALS
A. City has sought, by issuance of a Request for Proposals, the performance of the
services defined and described particularly in Article 1 of this Agreement.
B. Consultant, following submission of a proposal for the performance of the
services defined and described particularly in Article 1 of this Agreement, was selected by the
City to perform those services.
C. Pursuant to the City of Rancho Palos Verdes Municipal Code, City has authority
to enter into and execute this Agreement.
D. The Parties desire to formalize the selection of Consultant for performance of
those services defined and described particularly in Article 1 of this Agreement and desire that
the terms of that performance be as particularly defined and described herein.
OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the mutual promises and covenants made by
the Parties and contained herein and other consideration, the value and adequacy of which are
hereby acknowledged, the parties agree as follows:
ARTICLE 1. SERVICES OF CONSULTANT
1.1 Scope of Services.
In compliance with all terms and conditions of this Agreement, the Consultant shall
provide those services specified in the “Scope of Services”, as stated in the Proposal, attached
hereto as Exhibit “A” and incorporated herein by this reference, which may be referred to herein
as the “services” or “work” hereunder. As a material inducement to the City entering into this
Agreement, Consultant represents and warrants that it has the qualifications, experience, and
facilities necessary to properly perform the services required under this Agreement in a thorough,
competent, and professional manner, and is experienced in performing the work and services
contemplated herein. Consultant shall at all times faithfully, competently and to the best of its
ability, experience and talent, perform all services described herein. Consultant covenants that it
shall follow the highest professional standards in performing the work and services required
hereunder and that all materials will be both of good quality as well as fit for the purpose
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01203.0001/835260.1 2
intended. For purposes of this Agreement, the phrase “highest professional standards” shall mean
those standards of practice recognized by one or more first-class firms performing similar work
under similar circumstances.
1.2 Consultant’s Proposal.
The Scope of Service shall include the Consultant’s Proposal which shall be incorporated
herein by this reference as though fully set forth herein. In the event of any inconsistency
between the terms of such Proposal and this Agreement, the terms of this Agreement shall
govern.
1.3 Compliance with Law.
Consultant shall keep itself informed concerning, and shall render all services hereunder
in accordance with, all ordinances, resolutions, statutes, rules, and regulations of the City and
any Federal, State or local governmental entity having jurisdiction in effect at the time service is
rendered.
1.4 California Labor Law.
If the Scope of Services includes any “public work” or “maintenance work,” as those
terms are defined in California Labor Code section 1720 et seq. and California Code of
Regulations, Title 8, Section 16000 et seq., and if the total compensation is $1,000 or more,
Consultant shall pay prevailing wages for such work and comply with the requirements in
California Labor Code section 1770 et seq. and 1810 et seq., and all other applicable laws,
including the following requirements:
(a) Public Work. The Parties acknowledge that some or all of the work to be
performed under this Agreement is a “public work” as defined in Labor Code Section 1720 and
that this Agreement is therefore subject to the requirements of Division 2, Part 7, Chapter 1
(commencing with Section 1720) of the California Labor Code relating to public works contracts
and the rules and regulations established by the Department of Industrial Relations (“DIR”)
implementing such statutes. The work performed under this Agreement is subject to compliance
monitoring and enforcement by the DIR. Consultant shall post job site notices, as prescribed by
regulation.
(b) Prevailing Wages. Consultant shall pay prevailing wages to the extent
required by Labor Code Section 1771. Pursuant to Labor Code Section 1773.2, copies of the
prevailing rate of per diem wages are on file at City Hall and will be made available to any
interested party on request. By initiating any work under this Agreement, Consultant
acknowledges receipt of a copy of the DIR determination of the prevailing rate of per diem
wages, and Consultant shall post a copy of the same at each job site where work is performed
under this Agreement.
(c) Penalty for Failure to Pay Prevailing Wages. Consultant shall comply with
and be bound by the provisions of Labor Code Sections 1774 and 1775 concerning the payment
of prevailing rates of wages to workers and the penalties for failure to pay prevailing wages. The
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01203.0001/835260.1 3
Consultant shall, as a penalty to the City, forfeit $200 (two hundred dollars) for each calendar
day, or portion thereof, for each worker paid less than the prevailing rates as determined by the
DIR for the work or craft in which the worker is employed for any public work done pursuant to
this Agreement by Consultant or by any subcontractor.
(d) Payroll Records. Consultant shall comply with and be bound by the
provisions of Labor Code Section 1776, which requires Consultant and each subconsultant to:
keep accurate payroll records and verify such records in writing under penalty of perjury, as
specified in Section 1776; certify and make such payroll records available for inspection as
provided by Section 1776; and inform the City of the location of the records.
(e) Apprentices. Consultant shall comply with and be bound by the provisions
of Labor Code Sections 1777.5, 1777.6, and 1777.7 and California Code of Regulations Title 8,
Section 200 et seq. concerning the employment of apprentices on public works projects.
Consultant shall be responsible for compliance with these aforementioned Sections for all
apprenticeable occupations. Prior to commencing work under this Agreement, Consultant shall
provide City with a copy of the information submitted to any applicable apprenticeship program.
Within 60 (sixty) days after concluding work pursuant to this Agreement, Consultant and each of
its subconsultants shall submit to the City a verified statement of the journeyman and apprentice
hours performed under this Agreement.
(f) Eight-Hour Work Day. Consultant acknowledges that 8 (eight) hours labor
constitutes a legal day's work. Consultant shall comply with and be bound by Labor Code
Section 1810.
(g) Penalties for Excess Hours. Consultant shall comply with and be bound by
the provisions of Labor Code Section 1813 concerning penalties for workers who work excess
hours. The Consultant shall, as a penalty to the City, forfeit $25 (twenty five dollars for each
worker employed in the performance of this Agreement by the Consultant or by any
subcontractor for each calendar day during which such worker is required or permitted to work
more than 8 (eight) hours in any one calendar day and 40 (forty) hours in any one calendar week
in violation of the provisions of Division 2, Part 7, Chapter 1, Article 3 of the Labor Code.
Pursuant to Labor Code section 1815, work performed by employees of Consultant in excess of 8
(eight) hours per day, and 40 (forty) hours during any one week shall be permitted upon public
work upon compensation for all hours worked in excess of 8 hours per day at not less than one
and 1½ (one and one half) times the basic rate of pay.
(h) Workers’ Compensation. California Labor Code Sections 1860 and 3700
provide that every employer will be required to secure the payment of compensation to its
employees if it has employees. In accordance with the provisions of California Labor Code
Section 1861, Consultant certifies as follows:
“I am aware of the provisions of Section 3700 of the Labor Code which require
every employer to be insured against liability for workers' compensation or to
undertake self-insurance in accordance with the provisions of that code, and I will
comply with such provisions before commencing the performance of the work of
this contract.”
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01203.0001/835260.1 4
Consultant’s Authorized Initials ________
(i) Consultant’s Responsibility for Subcontractors. For every subcontractor
who will perform work under this Agreement, Consultant shall be responsible for such
subcontractor's compliance with Division 2, Part 7, Chapter 1 (commencing with Section 1720)
of the California Labor Code, and shall make such compliance a requirement in any contract
with any subcontractor for work under this Agreement. Consultant shall be required to take all
actions necessary to enforce such contractual provisions and ensure subcontractor's compliance,
including without limitation, conducting a review of the certified payroll records of the
subcontractor on a periodic basis or upon becoming aware of the failure of the subcontractor to
pay his or her workers the specified prevailing rate of wages. Consultant shall diligently take
corrective action to halt or rectify any such failure by any subcontractor.
1.5 Licenses, Permits, Fees and Assessments.
Consultant shall obtain at its sole cost and expense such licenses, permits and approvals
as may be required by law for the performance of the services required by this Agreement.
Consultant shall have the sole obligation to pay for any fees, assessments and taxes, plus
applicable penalties and interest, which may be imposed by law and arise from or are necessary
for the Consultant’s performance of the services required by this Agreement, and shall
indemnify, defend and hold harmless City, its officers, employees or agents of City, against any
such fees, assessments, taxes, penalties or interest levied, assessed or imposed against City
hereunder.
1.6 Familiarity with Work.
By executing this Agreement, Consultant warrants that Consultant (i) has thoroughly
investigated and considered the scope of services to be performed, (ii) has carefully considered
how the services should be performed, and (iii) fully understands the facilities, difficulties and
restrictions attending performance of the services under this Agreement. If the services involve
work upon any site, Consultant warrants that Consultant has or will investigate the site and is or
will be fully acquainted with the conditions there existing, prior to commencement of services
hereunder. Should the Consultant discover any latent or unknown conditions, which will
materially affect the performance of the services hereunder, Consultant shall immediately inform
the City of such fact and shall not proceed except at Consultant’s risk until written instructions
are received from the Contract Officer in the form of a Change Order.
1.7 Care of Work.
The Consultant shall adopt reasonable methods during the life of the Agreement to
furnish continuous protection to the work, and the equipment, materials, papers, documents,
plans, studies and/or other components thereof to prevent losses or damages, and shall be
responsible for all such damages, to persons or property, until acceptance of the work by City,
except such losses or damages as may be caused by City’s own negligence.
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01203.0001/835260.1 5
1.8 Further Responsibilities of Parties.
Both parties agree to use reasonable care and diligence to perform their respective
obligations under this Agreement. Both parties agree to act in good faith to execute all
instruments, prepare all documents and take all actions as may be reasonably necessary to carry
out the purposes of this Agreement. Unless hereafter specified, neither party shall be responsible
for the service of the other.
1.9 Additional Services
City shall have the right at any time during the performance of the services, without
invalidating this Agreement, to order extra work beyond that specified in the Scope of Services
or make changes by altering, adding to or deducting from said work. No such extra work may be
undertaken unless a written Change Order is first given by the Contract Officer to the Consultant,
incorporating therein any adjustment in (i) the Contract Sum for the actual costs of the extra
work, and/or (ii) the time to perform this Agreement, which said adjustments are subject to the
written approval of the Consultant.
Any increase in compensation of up to 15% (fifteen percent) of the Contract Sum; or, in
the time to perform of up to 90 (ninety) days, may be approved by the Contract Officer through a
written Change Order. Any greater increases, taken either separately or cumulatively, must be
approved by the City Council. It is expressly understood by Consultant that the provisions of this
Section shall not apply to services specifically set forth in the Scope of Services. Consultant
hereby acknowledges that it accepts the risk that the services to be provided pursuant to the
Scope of Services may be more costly or time consuming than Consultant anticipates and that
Consultant shall not be entitled to additional compensation therefor. City may in its sole and
absolute discretion have similar work done by other Consultants. No claims for an increase in the
Contract Sum or time for performance shall be valid unless the procedures established in this
Section are followed.
If in the performance of the Services, the Contractor becomes aware of material defects
in the Scope of Work, duration, or span of the Services, or the Contractor becomes aware of
extenuating circumstance that will or could prevent the completion of the Services, on time or on
budget, the Contractor shall inform the City’s Contract Officer of an anticipated Change Order.
This proposed change order will stipulate the facts surrounding the issue, proposed solutions,
proposed costs, and proposed schedule impacts.
1.10 Special Requirements.
Additional terms and conditions of this Agreement, if any, which are made a part hereof
are set forth in the “Special Requirements” attached hereto as Exhibit “B” and incorporated
herein by this reference. In the event of a conflict between the provisions of Exhibit “B” and any
other provisions of this Agreement, the provisions of Exhibit “B” shall govern.
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ARTICLE 2. COMPENSATION AND METHOD OF PAYMENT.
2.1 Contract Sum.
Subject to any limitations set forth in this Agreement, City agrees to pay Consultant the
amounts specified in the “Schedule of Compensation” attached hereto as Exhibit “C” and
incorporated herein by this reference. The total compensation, including reimbursement for
actual expenses, shall not exceed $____________ (______________ Dollars) (the “Contract
Sum”), unless additional compensation is approved pursuant to Section 1.9.
2.2 Method of Compensation.
(a) The method of compensation may include: (i) a lump sum payment upon
completion; (ii) payment in accordance with specified tasks or the percentage of completion of
the services; (iii) payment for time and materials based upon the Consultant’s rates as specified
in the Schedule of Compensation, provided that (a) time estimates are provided for the
performance of sub tasks, and (b) the Contract Sum is not exceeded; or (iv) such other methods
as may be specified in the Schedule of Compensation.
(b) A retention of 10% shall be held from each payment as a contract retention to be
paid as part of the final payment upon satisfactory and timely completion of services. This
retention shall not apply for on-call agreements for continuous services or for agreements for
scheduled routine maintenance of City property or City facilities.
2.3 Reimbursable Expenses.
Compensation may include reimbursement for actual and necessary expenditures for
reproduction costs, telephone expenses, and travel expenses approved by the Contract Officer in
advance, or actual subcontractor expenses of an approved subcontractor pursuant to Section 4.5,
and only if specified in the Schedule of Compensation. The Contract Sum shall include the
attendance of Consultant at all project meetings reasonably deemed necessary by the City.
Coordination of the performance of the work with City is a critical component of the services. If
Consultant is required to attend additional meetings to facilitate such coordination, Consultant
shall not be entitled to any additional compensation for attending said meetings.
2.4 Invoices.
Each month Consultant shall furnish to City an original invoice, using the City template,
or in a format acceptable to the City, for all work performed and expenses incurred during the
preceding month in a form approved by City’s Director of Finance. By submitting an invoice for
payment under this Agreement, Consultant is certifying compliance with all provisions of the
Agreement. The invoice shall detail charges for all necessary and actual expenses by the
following categories: labor (by sub-category), travel, materials, equipment, supplies, and sub-
contractor contracts. Sub-contractor charges shall also be detailed by such categories. Consultant
shall not invoice City for any duplicate services performed by more than one person.
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City shall independently review each invoice submitted by the Consultant to determine
whether the work performed and expenses incurred are in compliance with the provisions of this
Agreement. Except as to any charges for work performed or expenses incurred by Consultant
which are disputed by City, or as provided in Section 7.3, City will use its best efforts to cause
Consultant to be paid within 45 (forty-five) days of receipt of Consultant’s correct and
undisputed invoice; however, Consultant acknowledges and agrees that due to City warrant run
procedures, the City cannot guarantee that payment will occur within this time period. In the
event any charges or expenses are disputed by City, the original invoice shall be returned by City
to Consultant for correction and resubmission. Review and payment by City for any invoice
provided by the Consultant shall not constitute a waiver of any rights or remedies provided
herein or any applicable law.
2.5 Waiver.
Payment to Consultant for work performed pursuant to this Agreement shall not be
deemed to waive any defects in work performed by Consultant.
ARTICLE 3. PERFORMANCE SCHEDULE
3.1 Time of Essence.
Time is of the essence in the performance of this Agreement.
3.2 Schedule of Performance.
Consultant shall commence the services pursuant to this Agreement upon receipt of a
written notice to proceed and shall perform all services within the time period(s) established in
the “Schedule of Performance” attached hereto as Exhibit “D” and incorporated herein by this
reference. When requested by the Consultant, extensions to the time period(s) specified in the
Schedule of Performance may be approved in writing by the Contract Officer through a Change
Order, but not exceeding 60 (sixty) days cumulatively.
3.3 Force Majeure.
The time period(s) specified in the Schedule of Performance for performance of the
services rendered pursuant to this Agreement shall 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 the public enemy, unusually severe weather,
fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes,
wars, litigation, and/or acts of any governmental agency, including the City, if the Consultant
shall within 10 (ten) days of the commencement of such delay notify the Contract Officer in
writing of the causes of the delay. The Contract Officer shall ascertain the facts and the extent of
delay, and extend the time for performing the services for the period of the enforced delay when
and if in the judgment of the Contract Officer such delay is justified. The Contract Officer’s
determination shall be final and conclusive upon the parties to this Agreement. In no event shall
Consultant be entitled to recover damages against the City for any delay in the performance of
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this Agreement, however caused, Consultant’s sole remedy being extension of the Agreement
pursuant to this Section.
3.4 Term.
Unless earlier terminated in accordance with Article 7 of this Agreement, this Agreement
shall continue in full force and effect until completion of the services but not exceeding
______________, except as otherwise provided in the Schedule of Performance (Exhibit “D”).
ARTICLE 4. COORDINATION OF WORK
4.1 Representatives and Personnel of Consultant.
The following principals of Consultant (“Principals”) are hereby designated as being the
principals and representatives of Consultant authorized to act in its behalf with respect to the
work specified herein and make all decisions in connection therewith:
(Name) (Title)
(Name) (Title)
It is expressly understood that the experience, knowledge, capability and reputation of the
foregoing principals were a substantial inducement for City to enter into this Agreement.
Therefore, the foregoing principals 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. All personnel of Consultant, and any authorized agents, shall at all times be
under the exclusive direction and control of the Principals. For purposes of this Agreement, the
foregoing Principals may not be replaced nor may their responsibilities be substantially reduced
by Consultant without the express written approval of City. Additionally, Consultant shall utilize
only the personnel included in the Proposal to perform services pursuant to this Agreement.
Consultant shall make every reasonable effort to maintain the stability and continuity of
Consultant’s staff and subcontractors, if any, assigned to perform the services required under this
Agreement. Consultant shall notify City of any changes in Consultant’s staff and subcontractors,
if any, assigned to perform the services required under this Agreement, prior to and during any
such performance. City shall have the right to approve or reject any proposed replacement
personnel, which approval shall not be unreasonably withheld.
4.2 Status of Consultant.
Consultant shall have no authority to bind City in any manner, or to incur any obligation,
debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless
such authority is expressly conferred under this Agreement or is otherwise expressly conferred in
writing by City. Consultant shall not at any time or in any manner represent that Consultant or
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any of Consultant’s officers, employees, or agents are in any manner officials, officers,
employees or agents of City. Neither Consultant, nor any of Consultant’s officers, employees or
agents, shall obtain any rights to retirement, health care or any other benefits which may
otherwise accrue to City’s employees. Consultant expressly waives any claim Consultant may
have to any such rights.
4.3 Contract Officer.
The Contract Officer shall be [NAME], [TITLE], or such person as may be designated by
the Director of ____________. It shall be the Consultant’s responsibility to assure that the
Contract Officer is kept informed of the progress of the performance of the services and the
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. The Contract Officer shall have authority, if specified in writing by the City
Manager, to sign all documents on behalf of the City required hereunder to carry out the terms of
this Agreement.
4.4 Independent Consultant.
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. City shall have no voice in the selection, discharge,
supervision or control of Consultant’s employees, servants, representatives or agents, or in fixing
their number, compensation or hours of service. 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. City shall not in any way or for any purpose become or be deemed
to be a partner of Consultant in its business or otherwise or a joint venturer or a member of any
joint enterprise with Consultant.
4.5 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 City; all subcontractors included
in the Proposal are deemed approved. In addition, neither this Agreement nor any interest herein
may be transferred, assigned, conveyed, hypothecated or encumbered voluntarily or by operation
of law, whether for the benefit of creditors or otherwise, without the prior written approval of
City. Transfers restricted hereunder shall include the transfer to any person or group of persons
acting in concert of more 25% (twenty five percent) of the present ownership and/or control of
Consultant, taking all transfers into account on a cumulative basis. In the event of any such
unapproved transfer, including any bankruptcy proceeding, this Agreement shall be void. No
approved transfer shall release the Consultant or any surety of Consultant of any liability
hereunder without the express consent of City.
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ARTICLE 5. INSURANCE AND INDEMNIFICATION
5.1 Insurance Coverages.
Without limiting Consultant’s indemnification of City, and prior to commencement of
any services under this Agreement, Consultant shall obtain, provide and maintain at its own
expense during the term of this Agreement, policies of insurance of the type and amounts
described below and in a form satisfactory to City.
(a) General liability insurance. Consultant shall maintain commercial general
liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01,
in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily
injury, personal injury, and property damage. The policy must include contractual liability that
has not been amended. Any endorsement restricting standard ISO “insured contract” language
will not be accepted.
(b) Automobile liability insurance. Consultant shall maintain automobile
insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury
and property damage for all activities of the Consultant arising out of or in connection with
Services to be performed under this Agreement, including coverage for any owned, hired, non-
owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each
accident.
(c) Professional liability (errors & omissions) insurance. Consultant shall
maintain professional liability insurance that covers the Services to be performed in connection
with this Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any
policy inception date, continuity date, or retroactive date must be before the effective date of this
Agreement and Consultant agrees to maintain continuous coverage through a period no less than
three (3) years after completion of the services required by this Agreement.
(d) Workers’ compensation insurance. Consultant shall maintain Workers’
Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at
least $1,000,000).
(e) Subcontractors. Consultant shall include all subcontractors as insureds
under its policies or shall furnish separate certificates and certified endorsements for each
subcontractor. All coverages for subcontractors shall include all of the requirements stated
herein.
(f) Additional Insurance. Policies of such other insurance, as may be required
in the Special Requirements in Exhibit “B”.
5.2 General Insurance Requirements.
(a) Proof of insurance. Consultant shall provide certificates of insurance to
City as evidence of the insurance coverage required herein, along with a waiver of subrogation
endorsement for workers’ compensation. Insurance certificates and endorsements must be
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approved by City’s Risk Manager prior to commencement of performance. Current certification
of insurance shall be kept on file with City at all times during the term of this Agreement. City
reserves the right to require complete, certified copies of all required insurance policies, at any
time.
(b) Duration of coverage. Consultant shall procure and maintain for the
duration of this Agreement insurance against claims for injuries to persons or damages to
property, which may arise from or in connection with the performance of the Services hereunder
by Consultant, its agents, representatives, employees or subconsultants.
(c) Primary/noncontributing. Coverage provided by Consultant shall be
primary and any insurance or self-insurance procured or maintained by City shall not be required
to contribute with it. The limits of insurance required herein may be satisfied by a combination
of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or
be endorsed to contain a provision that such coverage shall also apply on a primary and non-
contributory basis for the benefit of City before the City’s own insurance or self-insurance shall
be called upon to protect it as a named insured.
(d) City’s rights of enforcement. In the event any policy of insurance required
under this Agreement does not comply with these specifications or is canceled and not replaced,
City has the right but not the duty to obtain and continuously maintain the insurance it deems
necessary and any premium paid by City will be promptly reimbursed by Consultant or City will
withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City
may cancel this Agreement.
(e) Acceptable insurers. All insurance policies shall be issued by an insurance
company currently authorized by the Insurance Commissioner to transact business of insurance
or that is on the List of Approved Surplus Line Insurers in the State of California, with an
assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VI (or larger)
in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by
the City’s Risk Manager.
(f) Waiver of subrogation. All insurance coverage maintained or procured
pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or
appointed officers, agents, officials, employees and volunteers or shall specifically allow
Consultant or others providing insurance evidence in compliance with these specifications to
waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery
against City, and shall require similar written express waivers and insurance clauses from each of
its subconsultants.
(g) Enforcement of contract provisions (non-estoppel). Consultant
acknowledges and agrees that any actual or alleged failure on the part of the City to inform
Consultant of non-compliance with any requirement imposes no additional obligations on the
City nor does it waive any rights hereunder.
(h) Requirements not limiting. Requirements of specific coverage features or
limits contained in this section are not intended as a limitation on coverage, limits or other
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requirements, or a waiver of any coverage normally provided by any insurance. Specific
reference to a given coverage feature is for purposes of clarification only as it pertains to a given
issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other
coverage, or a waiver of any type. If the Consultant maintains higher limits than the minimums
shown above, the City requires and shall be entitled to coverage for the higher limits maintained
by the Consultant. Any available insurance proceeds in excess of the specified minimum limits
of insurance and coverage shall be available to the City.
(i) Notice of cancellation. Consultant agrees to oblige its insurance agent or
broker and insurers to provide to City with a 30 (thirty) day notice of cancellation (except for
nonpayment for which a 10 (ten) day notice is required) or nonrenewal of coverage for each
required coverage.
(j) Additional insured status. General liability policies shall provide or be
endorsed to provide that City and its officers, officials, employees, and agents, and volunteers
shall be additional insureds under such policies. This provision shall also apply to any
excess/umbrella liability policies.
(k) Prohibition of undisclosed coverage limitations. None of the coverages
required herein will be in compliance with these requirements if they include any limiting
endorsement of any kind that has not been first submitted to City and approved of in writing.
(l) Separation of insureds. A severability of interests provision must apply for
all additional insureds ensuring that Consultant’s insurance shall apply separately to each insured
against whom claim is made or suit is brought, except with respect to the insurer’s limits of
liability. The policy(ies) shall not contain any cross-liability exclusions.
(m) Pass through clause. Consultant agrees to ensure that its subconsultants,
subcontractors, and any other party involved with the project who is brought onto or involved in
the project by Consultant, provide the same minimum insurance coverage and endorsements
required of Consultant. Consultant agrees to monitor and review all such coverage and assumes
all responsibility for ensuring that such coverage is provided in conformity with the requirements
of this section. Consultant agrees that upon request, all agreements with consultants,
subcontractors, and others engaged in the project will be submitted to City for review.
(n) Agency’s right to revise specifications. The City reserves the right at any
time during the term of the contract to change the amounts and types of insurance required by
giving the Consultant 90 (ninety) days advance written notice of such change. If such change
results in substantial additional cost to the Consultant, the City and Consultant may renegotiate
Consultant’s compensation.
(o) Self-insured retentions. Any self-insured retentions must be declared to
and approved by City. City reserves the right to require that self-insured retentions be eliminated,
lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these
specifications unless approved by City.
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(p) Timely notice of claims. Consultant shall give City prompt and timely
notice of claims made or suits instituted that arise out of or result from Consultant’s performance
under this Agreement, and that involve or may involve coverage under any of the required
liability policies.
(q) Additional insurance. Consultant shall also procure and maintain, at its
own cost and expense, any additional kinds of insurance, which in its own judgment may be
necessary for its proper protection and prosecution of the work.
5.3 Indemnification.
To the full extent permitted by law, Consultant agrees to indemnify, defend and hold
harmless the City, its officers, employees and agents (“Indemnified Parties”) against, and will
hold and save them and each of them harmless from, any and all actions, either judicial,
administrative, arbitration or regulatory claims, damages to persons or property, losses, costs,
penalties, obligations, errors, omissions or liabilities whether actual or threatened (herein “claims
or liabilities”) that may be asserted or claimed by any person, firm or entity arising out of or in
connection with the negligent performance of the work, operations or activities provided herein
of Consultant, its officers, employees, agents, subcontractors, or invitees, or any individual or
entity for which Consultant is legally liable (“indemnitors”), or arising from Consultant’s or
indemnitors’ reckless or willful misconduct, or arising from Consultant’s or indemnitors’
negligent performance of or failure to perform any term, provision, covenant or condition of this
Agreement, and in connection therewith:
(a) Consultant will defend any action or actions filed in connection with any
of said claims or liabilities and will pay all costs and expenses, including legal costs and
attorneys’ fees incurred in connection therewith;
(b) Consultant will promptly pay any judgment rendered against the City, its
officers, agents or employees for any such claims or liabilities arising out of or in connection
with the negligent performance of or failure to perform such work, operations or activities of
Consultant hereunder; and Consultant agrees to save and hold the City, its officers, agents, and
employees harmless therefrom;
(c) In the event the City, its officers, agents or employees is made a party to
any action or proceeding filed or prosecuted against Consultant for such damages or other claims
arising out of or in connection with the negligent performance of or failure to perform the work,
operation or activities of Consultant hereunder, Consultant agrees to pay to the City, its officers,
agents or employees, any and all costs and expenses incurred by the City, its officers, agents or
employees in such action or proceeding, including but not limited to, legal costs and attorneys’
fees.
Consultant shall incorporate similar indemnity agreements with its subcontractors and if
it fails to do so Consultant shall be fully responsible to indemnify City hereunder therefore, and
failure of City to monitor compliance with these provisions shall not be a waiver hereof. This
indemnification includes claims or liabilities arising from any negligent or wrongful act, error or
omission, or reckless or willful misconduct of Consultant in the performance of professional
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services hereunder. The provisions of this Section do not apply to claims or liabilities occurring
as a result of City’s sole negligence or willful acts or omissions, but, to the fullest extent
permitted by law, shall apply to claims and liabilities resulting in part from City’s negligence,
except that design professionals’ indemnity hereunder shall be limited to claims and liabilities
arising out of the negligence, recklessness or willful misconduct of the design professional. The
indemnity obligation shall be binding on successors and assigns of Consultant and shall survive
termination of this Agreement.
ARTICLE 6. RECORDS, REPORTS, AND RELEASE OF INFORMATION
6.1 Records.
Consultant shall keep, and require subcontractors to keep, such ledgers, books of
accounts, invoices, vouchers, canceled checks, reports, studies or other documents relating to the
disbursements charged to City and services performed hereunder (the “books and records”), as
shall be necessary to perform the services required by this Agreement and enable the Contract
Officer to evaluate the performance of such services. Any and all such documents shall be
maintained in accordance with generally accepted accounting principles and shall be complete
and detailed. The Contract Officer shall have full and free access to such books and records at all
times during normal business hours of City, including the right to inspect, copy, audit and make
records and transcripts from such records. Such records shall be maintained for a period of three
(3) years following completion of the services hereunder, and the City shall have access to such
records in the event any audit is required. In the event of dissolution of Consultant’s business,
custody of the books and records may be given to City, and access shall be provided by
Consultant’s successor in interest. Notwithstanding the above, the Consultant shall fully
cooperate with the City in providing access to the books and records if a public records request is
made and disclosure is required by law including but not limited to the California Public Records
Act.
6.2 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. Consultant hereby acknowledges that the City is greatly concerned about the cost
of work and services to be performed pursuant to this Agreement. For this reason, Consultant
agrees that if Consultant becomes aware of any facts, circumstances, techniques, or events that
may or will materially increase or decrease the cost of the work or services contemplated herein
or, if Consultant is providing design services, the cost of the project being designed, Consultant
shall promptly notify the Contract Officer of said fact, circumstance, technique or event and the
estimated increased or decreased cost related thereto and, if Consultant is providing design
services, the estimated increased or decreased cost estimate for the project being designed.
6.3 Ownership of Documents.
All drawings, specifications, maps, designs, photographs, studies, surveys, data, notes,
computer files, reports, records, documents and other materials (the “documents and materials”)
prepared by Consultant, its employees, subcontractors and agents in the performance of this
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Agreement shall be the property of City and shall be delivered to City upon request of the
Contract Officer or upon the termination of this Agreement, and Consultant shall have no claim
for further employment or additional compensation as a result of the exercise by City of its full
rights of ownership use, reuse, or assignment of the documents and materials hereunder. Any
use, reuse or assignment of such completed documents for other projects and/or use of
uncompleted documents without specific written authorization by the Consultant will be at the
City’s sole risk and without liability to Consultant, and Consultant’s guarantee and warranties
shall not extend to such use, reuse or assignment. Consultant may retain copies of such
documents for its own use. Consultant shall have the right to use the concepts embodied therein.
All subcontractors shall provide for assignment to City of any documents or materials prepared
by them, and in the event Consultant fails to secure such assignment, Consultant shall indemnify
City for all damages resulting therefrom. Moreover, Consultant with respect to any documents
and materials that may qualify as “works made for hire” as defined in 17 U.S.C. § 101, such
documents and materials are hereby deemed “works made for hire” for the City.
6.4 Confidentiality and Release of Information.
(a) All information gained or work product produced by Consultant in
performance of this Agreement shall be considered confidential, unless such information is in the
public domain or already known to Consultant. Consultant shall not release or disclose any such
information or work product to persons or entities other than City without prior written
authorization from the Contract Officer.
(b) Consultant, its officers, employees, agents or subcontractors, shall not,
without prior written authorization from the Contract Officer or unless requested by the City
Attorney, voluntarily provide documents, declarations, letters of support, testimony at
depositions, response to interrogatories or other information concerning the work performed
under this Agreement. Response to a subpoena or court order shall not be considered “voluntary”
provided Consultant gives City notice of such court order or subpoena.
(c) If Consultant, or any officer, employee, agent or subcontractor of
Consultant, provides any information or work product in violation of this Agreement, then City
shall have the right to reimbursement and indemnity from Consultant for any damages, costs and
fees, including attorney’s fees, caused by or incurred as a result of Consultant’s conduct.
(d) Consultant shall promptly notify City should Consultant, its officers,
employees, agents or subcontractors be served with any summons, complaint, subpoena, notice
of deposition, request for documents, interrogatories, request for admissions or other discovery
request, court order or subpoena from any party regarding this Agreement and the work
performed there under. City retains the right, but has no obligation, to represent Consultant or be
present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully
with City and to provide City with the opportunity to review any response to discovery requests
provided by Consultant. However, this right to review any such response does not imply or mean
the right by City to control, direct, or rewrite said response.
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ARTICLE 7. ENFORCEMENT OF AGREEMENT AND TERMINATION
7.1 California Law.
This Agreement shall be interpreted, construed and governed 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 Los Angeles, State of California, or any other
appropriate court in such county, and Consultant covenants and agrees to submit to the personal
jurisdiction of such court in the event of such action. In the event of litigation in a U.S. District
Court, venue shall lie exclusively in the Central District of California, in the County of Los
Angeles, State of California.
7.2 Disputes; Default.
In the event that Consultant is in default under the terms of this Agreement, the City shall
not have any obligation or duty to continue compensating Consultant for any work performed
after the date of default. Instead, the City may give notice to Consultant of the default and the
reasons for the default. The notice shall include the timeframe in which Consultant may cure the
default. This timeframe is 15 (fifteen) days, but may be extended, though not reduced, if
circumstances warrant. During the period of time that Consultant is in default, the City shall hold
all invoices and shall, when the default is cured, proceed with payment on the invoices. In the
alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding
invoices during the period of default. If Consultant does not cure the default, the City may take
necessary steps to terminate this Agreement under this Article. Any failure on the part of the City
to give notice of the Consultant’s default shall not be deemed to result in a waiver of the City’s
legal rights or any rights arising out of any provision of this Agreement.
7.3 Retention of Funds.
Consultant hereby authorizes City to deduct from any amount payable to Consultant
(whether or not arising out of this Agreement) (i) any amounts the payment of which may be in
dispute hereunder or which are necessary to compensate City for any losses, costs, liabilities, or
damages suffered by City, and (ii) all amounts for which City may be liable to third parties, by
reason of Consultant’s acts or omissions in performing or failing to perform Consultant’s
obligation under this Agreement. In the event that any claim is made by a third party, the amount
or validity of which is disputed by Consultant, or any indebtedness shall exist which shall appear
to be the basis for a claim of lien, City may withhold from any payment due, without liability for
interest because of such withholding, an amount sufficient to cover such claim. The failure of
City to exercise such right to deduct or to withhold shall not, however, affect the obligations of
the Consultant to insure, indemnify, and protect City as elsewhere provided herein.
7.4 Waiver.
Waiver by any party to this Agreement of any term, condition, or covenant of this
Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any
party of any breach of the provisions of this Agreement shall not constitute a waiver of any other
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provision or a waiver of any subsequent breach or violation of any provision of this Agreement.
Acceptance by City of any work or services by Consultant shall not constitute a waiver of any of
the provisions of this Agreement. No delay or omission in the exercise of any right or remedy by
a non-defaulting party on any default shall impair such right or remedy or be construed as a
waiver. 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.
7.5 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.
7.6 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 declaratory or injunctive relief, or to obtain
any other remedy consistent with the purposes of this Agreement. Notwithstanding any contrary
provision herein, Consultant shall file a statutory claim pursuant to Government Code Sections
905 et seq. and 910 et seq., in order to pursue a legal action under this Agreement.
7.7 Termination Prior to Expiration of Term.
This Section shall govern any termination of this Contract except as specifically provided
in the following Section for termination for cause. The City reserves the right to terminate this
Contract at any time, with or without cause, upon thirty (30) days’ written notice to Consultant,
except that where termination is due to the fault of the Consultant, the period of notice may be
such shorter time as may be determined by the Contract Officer. Upon receipt of any notice of
termination, Consultant shall immediately cease all services hereunder except such as may be
specifically approved by the Contract Officer. Consultant shall be entitled to compensation for
all services rendered prior to the effective date of the notice of termination and for any services
authorized by the Contract Officer thereafter in accordance with the Schedule of Compensation
or such as may be approved by the Contract Officer, except as provided in Section 7.3. In the
event of termination without cause pursuant to this Section, the City need not provide the
Consultant with the opportunity to cure pursuant to Section 7.2.
7.8 Termination for Default of Party.
If termination is due to the failure of the other Party to fulfill its obligations under this
Agreement:
(a) City may, after compliance with the provisions of Section 7.2, 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
C-29
01203.0001/835260.1 18
compensation herein stipulated (provided that the City shall use reasonable efforts to mitigate
such damages), and City may withhold any payments to the Consultant for the purpose of set-off
or partial payment of the amounts owed the City as previously stated.
(b) Consultant may, after compliance with the provisions of Section 7.2, terminate the
Agreement upon written notice to the City‘s Contract Officer. Consultant shall be entitled to
payment for all work performed up to the date of termination.
7.9 Attorneys’ Fees.
If either party to this Agreement is required to initiate or defend or made a party to any
action or proceeding in any way connected with this Agreement, the prevailing party in such
action or proceeding, in addition to any other relief which may be granted, whether legal or
equitable, shall be entitled to reasonable attorney’s fees. Attorney’s fees shall include attorney’s
fees on any appeal, and in addition a party entitled to attorney’s fees shall be entitled to all other
reasonable costs for investigating such action, taking depositions and discovery and all other
necessary costs the court allows which are incurred in such litigation. All such fees shall be
deemed to have accrued on commencement of such action and shall be enforceable whether or
not such action is prosecuted to judgment.
ARTICLE 8. CITY OFFICERS AND EMPLOYEES: NON-DISCRIMINATION
8.1 Non-liability of City Officers and Employees.
No officer or employee of the City shall be personally liable to the Consultant, or any
successor in interest, in the event of any default or breach by the City or for any amount which
may become due to the Consultant or to its successor, or for breach of any obligation of the
terms of this Agreement.
8.2 Conflict of Interest.
Consultant covenants that neither it, nor any officer or principal of its firm, has or shall
acquire any interest, directly or indirectly, which would conflict in any manner with the interests
of City or which would in any way hinder Consultant’s performance of services under this
Agreement. Consultant further covenants that in the performance of this Agreement, no person
having any such interest shall be employed by it as an officer, employee, agent or subcontractor
without the express written consent of the Contract Officer. Consultant agrees to at all times
avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City
in the performance of this Agreement.
No officer or employee of the City shall have any financial interest, direct or indirect, in
this Agreement nor shall any such officer or employee participate in any decision relating to the
Agreement which affects her/his financial interest or the financial interest of any corporation,
partnership or association in which (s)he is, directly or indirectly, interested, in violation of any
State statute or regulation. The Consultant warrants that it has not paid or given and will not pay
or give any third party any money or other consideration for obtaining this Agreement.
C-30
01203.0001/835260.1 19
8.3 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 against or segregation of,
any person or group of persons on account of race, color, creed, religion, sex, gender, sexual
orientation, marital status, national origin, ancestry or other protected class in the performance of
this Agreement. Consultant shall take affirmative action to insure that applicants are employed
and that employees are treated during employment without regard to their race, color, creed,
religion, sex, gender, sexual orientation, marital status, national origin, ancestry or other
protected class.
8.4 Unauthorized Aliens.
Consultant hereby promises and agrees to comply with all of the provisions of the Federal
Immigration and Nationality Act, 8 U.S.C. § 1101 et seq., as amended, and in connection
therewith, shall not employ unauthorized aliens as defined therein. Should Consultant so employ
such unauthorized aliens for the performance of work and/or services covered by this
Agreement, and should any liability or sanctions be imposed against City for such use of
unauthorized aliens, Consultant hereby agrees to and shall reimburse City for the cost of all such
liabilities or sanctions imposed, together with any and all costs, including attorneys’ fees,
incurred by City.
ARTICLE 9. MISCELLANEOUS PROVISIONS
9.1 Notices.
Any notice, demand, request, document, 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 prepaid, first-class mail, in the case of the City, to the City
Manager and to the attention of the Contract Officer (with her/his name and City title), City of
Rancho Palos Verdes, 30940 Hawthorne Blvd., Rancho Palos Verdes, California 90275 and in
the case of the Consultant, to the person(s) at the address designated on the execution page of
this Agreement. Either party may change its address by notifying the other party of the change of
address in writing. Notice shall be deemed communicated at the time personally delivered or in
72 (seventy two) hours from the time of mailing if mailed as provided in this section.
9.2 Interpretation.
The terms of this Agreement shall be construed in accordance with the meaning of the
language used and shall not be construed for or against either party by reason of the authorship
of this Agreement or any other rule of construction which might otherwise apply.
9.3 Counterparts.
This Agreement may be executed in counterparts, each of which shall be deemed to be an
original, and such counterparts shall constitute one and the same instrument.
C-31
01203.0001/835260.1 20
9.4 Integration; Amendment.
This Agreement including the attachments hereto is the entire, complete and exclusive
expression of the understanding of the parties. It is understood that there are no oral agreements
between the parties hereto affecting this Agreement and this Agreement supersedes and cancels
any and all previous negotiations, arrangements, agreements and understandings, if any, between
the parties, and none shall be used to interpret this Agreement. No amendment to or modification
of this Agreement shall be valid unless made in writing and approved by the Consultant and by
the City Council. The parties agree that this requirement for written modifications cannot be
waived and that any attempted waiver shall be void.
9.5 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 a 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 are hereby declared as severable and shall be interpreted to carry out the intent
of the parties hereunder unless the invalid provision is so material that its invalidity deprives
either party of the basic benefit of their bargain or renders this Agreement meaningless.
9.6 Warranty & Representation of Non-Collusion.
No official, officer, or employee of City has any financial interest, direct or indirect, in
this Agreement, nor shall any official, officer, or employee of City participate in any decision
relating to this Agreement which may affect his/her financial interest or the financial interest of
any corporation, partnership, or association in which (s)he is directly or indirectly interested, or
in violation of any corporation, partnership, or association in which (s)he is directly or indirectly
interested, or in violation of any State or municipal statute or regulation. The determination of
“financial interest” shall be consistent with State law and shall not include interests found to be
“remote” or “noninterests” pursuant to Government Code Sections 1091 or 1091.5. Consultant
warrants and represents that it has not paid or given, and will not pay or give, to any third party
including, but not limited to, any City official, officer, or employee, any money, consideration,
or other thing of value as a result or consequence of obtaining or being awarded any agreement.
Consultant further warrants and represents that (s)he/it has not engaged in any act(s),
omission(s), or other conduct or collusion that would result in the payment of any money,
consideration, or other thing of value to any third party including, but not limited to, any City
official, officer, or employee, as a result of consequence of obtaining or being awarded any
agreement. Consultant is aware of and understands that any such act(s), omission(s) or other
conduct resulting in such payment of money, consideration, or other thing of value will render
this Agreement void and of no force or effect.
Consultant’s Authorized Initials _______
C-32
01203.0001/835260.1 21
9.7 Corporate Authority.
The persons executing this Agreement on behalf of the parties hereto warrant that (i) such
party is duly organized and existing, (ii) they are duly authorized to execute and deliver this
Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally
bound to the provisions of this Agreement, and (iv) that entering into this Agreement does not
violate any provision of any other Agreement to which said party is bound. This Agreement shall
be binding upon the heirs, executors, administrators, successors and assigns of the parties.
[SIGNATURES ON FOLLOWING PAGE]
C-33
01203.0001/835260.1 22
IN WITNESS WHEREOF, the parties hereto have executed this Agreement on
the date and year first-above written.
CITY:
CITY OF RANCHO PALOS VERDES, a
municipal corporation
Paul Seo, Mayor
ATTEST:
Teresa Takaoka, City Clerk
APPROVED AS TO FORM:
ALESHIRE & WYNDER, LLP
William Wynder, City Attorney
CONSULTANT:
____________________________________
By:
Name:
Title:
By:
Name:
Title:
Address:
Two corporate officer signatures required when Consultant is a corporation, with one signature required
from each of the following groups: 1) Chairman of the Board, President or any Vice President; and 2)
Secretary, any Assistant Secretary, Chief Financial Officer or any Assistant Treasurer.
C-34
01203.0001/835260.1
CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
On __________, 2023 before me, ________________, personally appeared ________________, proved to me on
the basis of satisfactory evidence to be the person(s) whose names(s) is/are subscribed to the within instrument and
acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by
his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted,
executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is
true and correct.
WITNESS my hand and official seal.
Signature: _____________________________________
OPTIONAL
Though the data below is not required by law, it may prove valuable to persons relying on the document and could
CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT
INDIVIDUAL
CORPORATE OFFICER
_______________________________
TITLE(S)
PARTNER(S) LIMITED
GENERAL
ATTORNEY-IN-FACT
TRUSTEE(S)
GUARDIAN/CONSERVATOR
OTHER_______________________________
______________________________________
SIGNER IS REPRESENTING:
(NAME OF PERSON(S) OR ENTITY(IES))
_____________________________________________
_____________________________________________
___________________________________
TITLE OR TYPE OF DOCUMENT
___________________________________
NUMBER OF PAGES
___________________________________
DATE OF DOCUMENT
___________________________________
SIGNER(S) OTHER THAN NAMED ABOVE
A notary public or other officer completing this certificate verifies only the identity of the individual who signed
the document to which this certificate is attached, and not the truthfulness, accuracy or validity of that document.
C-35
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01203.0001/835260.1
CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
On __________, 2023 before me, ________________, personally appeared ________________, proved to me on
the basis of satisfactory evidence to be the person(s) whose names(s) is/are subscribed to the within instrument and
acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by
his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted,
executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is
true and correct.
WITNESS my hand and official seal.
Signature: _____________________________________
OPTIONAL
Though the data below is not required by law, it may prove valuable to persons relying on the document and could
CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT
INDIVIDUAL
CORPORATE OFFICER
_______________________________
TITLE(S)
PARTNER(S) LIMITED
GENERAL
ATTORNEY-IN-FACT
TRUSTEE(S)
GUARDIAN/CONSERVATOR
OTHER_______________________________
______________________________________
SIGNER IS REPRESENTING:
(NAME OF PERSON(S) OR ENTITY(IES))
_____________________________________________
_____________________________________________
___________________________________
TITLE OR TYPE OF DOCUMENT
___________________________________
NUMBER OF PAGES
___________________________________
DATE OF DOCUMENT
___________________________________
SIGNER(S) OTHER THAN NAMED ABOVE
A notary public or other officer completing this certificate verifies only the identity of the individual who signed
the document to which this certificate is attached, and not the truthfulness, accuracy or validity of that document.
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01203.0001/835260.1 A-1
EXHIBIT “A”
SCOPE OF SERVICES
I. Consultant will perform the following Services:
A. [COPY AND PASTE FROM PROPOSAL, OR INSERT SCOPE OF WORK
PAGES]
II. As part of the Services, Consultant will prepare and deliver the following tangible work
products to the City:
A.
III. In addition to the requirements of Section 6.2, during performance of the Services,
Consultant will keep the City appraised of the status of performance by delivering the
following status reports:
A.
IV. All work product is subject to review and acceptance by the City, and must be revised by
the Consultant without additional charge to the City until found satisfactory and accepted
by City.
V. Consultant will utilize the following personnel to accomplish the Services:
A.
C-37
01203.0001/835260.1 B-1
EXHIBIT “B”
SPECIAL REQUIREMENTS
(Superseding Contract Boilerplate)
Added text indicated in bold italics, deleted text indicated in strikethrough.
C-38
01203.0001/835260.1 C-1
EXHIBIT “C”
SCHEDULE OF COMPENSATION
I. Consultant shall perform the following tasks at the following rates:
II. Within the budgeted amounts for each Task, and with the approval of the Contract
Officer, funds may be shifted from one Task subbudget to another so long as the
Contract Sum is not exceeded per Section 2.1, unless Additional Services are
approved per Section 1.9.
III. The City will compensate Consultant for the Services performed upon submission of
a valid invoice. Each invoice is to include:
A. Line items for all personnel describing the work performed, the number of hours
worked, and the hourly rate.
B. Line items for all materials and equipment properly charged to the Services.
C. Line items for all other approved reimbursable expenses claimed, with supporting
documentation.
D. Line items for all approved subcontractor labor, supplies, equipment, materials,
and travel properly charged to the Services.
IV. The total compensation for the Services shall not exceed the Contract Sum as
provided in Section 2.1 of this Agreement.
V. The Consultant’s billing rates for all personnel are attached as Exhibit C-1.
C-39
01203.0001/835260.1 D-1
EXHIBIT “D
SCHEDULE OF PERFORMANCE
I. Consultant shall perform all services timely in accordance with the following
schedule:
______________ ______________
______________ ______________
Task C ______________ ______________
II. Consultant shall deliver the following tangible work products to the City by the
following dates.
A.
B.
C.
III. The Contract Officer may approve extensions for performance of the services in
accordance with Section 3.2. Any further extensions require City Council approval.
C-40
DATE:
April 1, 2026
PRESENTED BY:
NCB Incorporated
(949) 322-3055
ncbincorporated.com
Because
blending
in isn’t an
option
REQUEST FOR PROPOSALS
ON-CALL GRANT MANAGEMENT SERVICES
D-1
Incorporated
Corporate Proposals I Government Grants
RANCHO IPALOS VERDES
Ca l ifornia
April 1, 2026
City of Rancho Palos Verdes Transmitted via PlanetBids
Attn: Ms. Megan Barnes, Senior Administrative Analyst
City Manager’s Office
30940 Hawthorne Blvd.
Rancho Palos Verdes, CA 90275
Subject: RFP – On-Call Grant Management Services
Dear Ms. Barnes:
NCB Incorporated (NCB), an S-Corporation, is pleased to provide our proposal for On-Call Grant
Management Services in response to the City of Rancho Palos Verdes’ request for proposals. NCB’s
staff of six experienced grant professionals brings more than 130 years of collective direct
experience providing grant research, writing, and post-award administration services to the City for
nearly all departments.
Our proposed Project Manager, Ms. Dawn Olsgaard, will coordinate and manage services out of our
regional office in Orange County. The contract will be administered out of our corporate
headquarters in Texas.
Office for Services and Project Management For Contracts, Insurance, and Billing
9592 Brynmar Drive
Villa Park, CA 92861
(714) 274-5961
dolsgaard@ncbincorporated.com
4017 Moonlight Drive
Little Elm, TX 75068
(949) 322-3055
nblais@ncbincorporated.com
Attn: Neil C. Blais, CEO
I am NCB’s authorized representative capable of committing resources including legal, invoicing,
and insurance requirements. Dawn has full authority to respond to all other requests from the City.
Rates provided herein are valid for one year, with a modest 3% annual increase to allow NCB to
provide year-over-year competitive wages and benefits to employees. The following is also noted:
NCB is unaware of any conflict of interest in performing the proposed work.
We are acknowledging Addendum No. 1, issued March 30, 2026.
NCB is in good standing as evidenced by our sam.gov registration indicating we are not
debarred nor suspended from participating in federal contracts. We are also in good
standing with the State of California Secretary of State. See next page for screenshots.
D-2
City of Rancho Palos Verdes
We are excited about the opportunity to work with the City of Rancho Palos Verdes and trust you will
reach out to me at (949) 322-3055, or nblais@ncbincorporated.com, if you have any questions.
Sincerely,
Neil C. Blais
President & CEO
D-3
Jn,t10/ Filing Dote 08/27/2025
Status Active
Standing -505 Good
Standing -FTB Good
Standing -Agent Good
Standing -VCFCF Good
Formed In TEXAS
Entity Type Stock Corporation -Out of
State -Stock
Pnnopol Address 4017 MOONLIGHT DRIVE
LITTLE ELM, TX 75068
Mo,tmg Address 4017 MOONLIGHT DRIVE
LITTLE ELM,TX75068
Statement of Info 08/31/2026
Due Date
Agent 1505 CorJ>oration
CAPITOL CORPORATE
SERVICES, INC.
NCB INCORPORATED •ActiveReg,strat10n
Unique Ent,tylD
C2KEM6611LLS
Physical Address
4017 Moonlight DR
Little Elm, Tens
75068 -3128, United StatH
Purpose of RegiS1 ralion
AIIAwuds
Version
I Current Record
CAGE/NCAGE
15324
Mailing Address
4017 Moonlight DR
Little Elm, Texas
75068-3128, Unit•d Statos
lntity lnform~n
c,p.,aoon Oar.
Au&J0,2026
City of Rancho Palos Verdes
Contents
Section 1: Approach to Scope of Services .................................................................................. 3
The Big Picture: It Starts Here .................................................................................................... 3
Methodology ............................................................................................................................ 4
Task 1: Grant Program Strategy (Needs Assessment) .................................................................. 5
Task 2: Grant Funding Research, Go/No Go, Quarterly Check-ins ............................................... 7
Task 3: Grant Proposal Development and Submission .............................................................. 11
Post-Submission but Prior to Award ..................................................................................... 15
Task 4: Grant Administration & Reporting ................................................................................. 17
Lifecycle Management. ....................................................................................................... 17
Post-Award Reporting.......................................................................................................... 18
Funder Relationships .......................................................................................................... 19
NCB Policies, Additional Services, and CEO Practices ............................................................. 20
Policy on Client Communication ......................................................................................... 20
Policy on Artificial Intelligence ............................................................................................. 21
More than Just Grant Research, Writing, and Management ................................................... 21
Annual CEO No Cost Site Visit ............................................................................................. 23
Section 2: Organization and Staffing .........................................................................................24
Key Personnel ......................................................................................................................... 24
Supporting Personnel .......................................................................................................... 25
Section 3: Staff Qualifications and Experience ..........................................................................26
Project Experience.................................................................................................................. 26
Staff Qualifications) ................................................................................................................ 28
Reference Projects ................................................................................................................. 29
Section 4: Project Cost ..............................................................................................................36
Why Time and Materials .......................................................................................................... 36
NCB’s Approach to Managing Budgets ..................................................................................... 36
Proposed Budget: Summary.................................................................................................... 38
Proposed Budget: Detail ......................................................................................................... 39
Section 5: Quality Control Plan .................................................................................................41
Section 6: Acceptance of Conditions .........................................................................................42
Appendix 1: Key Personnel Resumes .......................................................................................43
D-4
Grant Consulting Services
City of Rancho Palos Verdes
Section 1: Approach to Scope of Services
The Big Picture: It Starts Here
The City of Rancho Palos Verdes (RPV) is seeking more than a grant writer, you are seeking a long-
term partner capable of supporting a unified approach to identifying, developing, and managing
grant funding that aligns with your priorities and delivers measurable results. NCB provides end-to-
end grant consulting services designed specifically for public-sector agencies, offering deep
expertise in grant strategy, research, application development, submission management, post-
award compliance, process improvement, standardization, and training. NCB knows public-sector
agencies and we speak your language. NEPA, AFY, E-76, planning, permits, site plans, final design,
sustainable growth, and PA&ED, are just a few of the terms you will not need to explain to us
A defining strength is our ability to understand and develop winning proposals for all
municipal departments. NCB is not specialized in just one department, but brings a winning track
record that spans emergency management, housing, traffic, wildlife management, parks, nature
trails, libraries, planning, museums, community centers, homelessness, public health, fire, police,
vegetation management, and of course large-scale, complex projects like roads, water
infrastructure, and landslides. Whether pursuing additional FEMA funds for a landslide, Caltrans
Highway Safety Improvement Program (HSIP) grants, or whale migration exhibit funding, we bring
the expertise to write, secure, and manage grants with a high level of technical precision and
efficiency.
With NCB, the City of RPV benefits from:
Efficient project-based cost model rather than a fixed recurring service fee, which
means you only pay for the work we actually do
End-to -end grant consulting support including strategy, research, writing, submission,
and post-award management, including deep foundation experience
A structured Grant Program Strategy process that aligns funding with your priorities
Shipley-based proposal development that strengthens competitiveness through clear win
themes and disciplined compliance checks
Audit-ready grant management tools and systems designed to reduce risk and protect
long-term eligibility
A streamlined coordinated team approach capable of scaling without overcomplicating
the process or burdening your staff
Access to technical experts, when needed, to include planning and design, engineering,
benefit-cost specialists, environmental, air quality, and transportation consulting
3 D-5
City of Rancho Palos Verdes
Methodology
NCB is a comprehensive end-to-end grant consulting firm, and we understand how to partner with
RPV to navigate the grant environment. From a high-level perspective, we utilize key assets to
deliver services as illustrated in Figure 1, which reinforces our desire to work in partnership with
your staff while also reducing your burden by providing technical expertise.
Figure 1: NCB Key Assets
4 D-6
Project Manager
~
ANT
OGRAM
RA-TEGV-
WHAT MAKES NCB UNIQUE
One Service Lead
We offer real relationships, not a roster
Proven Process
We follow a tested and proven process
We Track ROI
Expect $20-$80 in revenue for every $1 spent
D Annual CEO Visit
Program and services review with our CEO
City of Rancho Palos Verdes
Task 1: Grant Program Strategy (Needs Assessment)
Optional Value-Added Task
Develop Grant Program Strategy (GPS). While not requested in the RPV Scope of Services, at the
beginning of every partnership, NCB highly recommends conducting an initial needs assessment
with each City department, preferably in a group setting to help with constructive collaboration
between department needs. This effort helps align grant pursuits with the City’s priorities,
including:
Landslide stabilization Wildfire mitigation
Street beautification Fuel modification
Civic center campus (including a new City
Hall) development and improvement
Park development and improvements,
including playgrounds
Surface and subsurface drainage and
water quality improvement
Open space acquisition and
maintenance
Sanitary sewer improvements Trailhead improvements
Highway safety measures Affordable housing development
Traffic calming Economic development
Time-sensitive construction of an
emergency operations center
young adults
Before this meeting, we will conduct a deep dive into your operations by reviewing your General
Plan, 2025-26 Adopted Budget, Comprehensive Financial Reports, and City Council minutes, to
name a few. We will also review a 5-year summary of grants the City has applied for and the status
of each, including won, denied, and closed out, if this list can be provided without burdening staff.
Based on our needs assessment meeting with City staff, including leadership, we will develop the
GPS. The GPS serves as a comprehensive roadmap aligning the City’s needs, identifying funding
gaps, validating current funding priorities, and
outlining attainable grant and funding solutions. The
GPS will align the City’s priority projects and
programs with appropriate grant opportunities and
ensure that the funding priority areas are viable. It is
a foundational, living document that is kept
evergreen during the monthly GPS check-in call and
reviewed annually during the on-site visit by NCB’s
President and Chief Executive Officer.
Heat Maps
We will often develop heat maps
to quickly assess and identify where
grant funds could be used to increase your
competitiveness. Heat maps we may create
include:
Climate priority zones
Transportation corridors
Recreation deserts
Flood risk
Disadvantaged communities, if any
5 D-7
:~ :~
:~ :~
:~ :~
:~ :~
:~ :~
:~ :~
:~ :~
:~ :~
:~ :~
:~ :~
City of Rancho Palos Verdes
Based on the GPS, while remaining flexible to changes in the grant landscape, we will recommend
which programs or projects best align with specific grant solicitations, thereby improving the
likelihood of successful awards. The GPS will allow us to work with RPV staff to pre-position
projects with funding agency staff and maintain a competitive edge. Throughout this process, NCB
will identify and evaluate all relevant federal, state, regional, and select private or corporate grant
opportunities for their alignment with the City’s goals and funding priorities.
Figure 2: A Grant Program Strategy aligns grant pursuits
with your priorities – this is an optional value-added
task and an NCB best practice
6 D-8
Pacific
Ocean
RANCHO PALOS VERDES
California
CRANT
HPROGR~M
Redondo
. Sign.I HUI
t lPI tic
t " S1 i tAN
Palos Verdes Peninsula
Long Beach
uthrou
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~QL\
Corporate Proposals Government Grants
City of Rancho Palos Verdes
Task 2: Grant Funding Research, Go/No Go, Quarterly Check-ins
Daily Research. Understanding the funding landscape and tracking opportunities cannot be
achieved without a robust research department. Daily, our research team reviews all federal, state,
and regional government granting agencies to locate new and open grant opportunities as early as
possible. This includes monitoring the federal grants.gov portal and Federal Register, subscribing to
agency-specific listservs and newsletters, manual agency-by-agency research, and creating
tailored alerts within the Foundation Directory. The Foundation Directory is a paid, subscription-
based nationwide repository for corporate, private foundation, and non-profit grants.
All funding opportunities are maintained in a comprehensive database that is updated daily.
Our research team also regularly attends grant agency webinars and workshops. We provide written
insights and details from those events to appropriate departments to help assess program need
and fit. Our long history with funding agencies often provides another opportunity to help you vet
project competitiveness with agency staff, pre-position projects in advance of a Notice of Funding
Opportunity (NOFO) release, and seek clarification on project specific questions.
We will work with the research team to ensure that the team focuses on the funding priorities in
your GPS, which could include, but are not limited to, natural hazard mitigation, road
improvements, infrastructure development and maintenance, environmental or climate resiliency,
community/economic development, housing programs, technology, parks and recreation, trail
development, water quality and supply, and health and human services.
Grant Briefs. Our research team develops Grant Briefs (see Figure 3) for solicitations,
summarizing what can be 100- to 200-page solicitations, which allows for easier understanding and
discussion. Data includes, at a minimum: due
dates, key programmatic requirements, historic
awards, available funding, average awards (to target
your request), match requirements, and key criteria.
As opportunities are identified that might be a
match with your GPS or our knowledge of your
operations, we will log that into your GPS and send
you a Grant Brief. Our email transmittal to you will
quickly summarize why we are sending the Grant
Brief and what projects or programs we believe are good candidates for consideration. In the same
email, we will ask that we have a conference call within 1-3 days (depending on the deadline) to
WE DO THE FIRST PASS
you, we take the time to evaluate it
first and assess if it is a good fit. This saves
your staff’s precious time and resources.
opportunities, we deliver insight.
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City of Rancho Palos Verdes
review the solicitation and include other departments as needed. By discussing “fit” early, we
avoid both late-stage scrambles and low-probability submissions.
Figure 3: NCB Grant Brief (Page 1). Our grant briefs enable quick analysis of
project feasibility and competitiveness
8 D-10
:~~ GRANT BRIEF
Corporate Proposals I Government Grants
SUMMARY
FY 2026 Safe Streets and Roads for All
Funding Agency U.S. Department of Transportation
Due Date May 26, 2026, 5:00 p.m. EDT
Imp lementation Gran ts : $2.SM-$25M
Award
Date
Local
Match
Late 2026
20% from Non-Fede r al Min/Max Request Plann i ng and Demonstration Grants: $100k
$5M Funds
Purpose
Eligible Project
Types
Notes
Eligible Applicants
Total Funding
Available
Success Rate
To support p lanning, infrastructure, and behavioral and operational ini tia ti ves to
prevent fatalities and ser ious injuries on roads and streets involving al l roadway
users, including pedestr ians, bicycl ist s, publ ic trans portation, motorists, and
commercial vehicle operators.
• Development of a comprehensive safety action plan (Action Plan)
• Con du cting su p p lemen t al sa f ety plann i ng to e nhan ce an Action Plan
• Demonstration activities to in form developmen t of/u pd at e to an Action
• Planning, design, and deve lopment activities fo r projec t s and strategies
identified in an Actio n Plan
• Impl eme nt p rojects and strategies identifi ed in an Actio n Plan t hat add r ess
roadway sa f et y prob lems
Technical questions for all grant types and pre -application e ligi b ility rev iew requests
for Implementatio n Grants must be su b mitted by 5:00 PM EDT, Ap r i l 24, 2026.
DETAILS
Metropol itan planning organizations, pol itical subdiv isions of a State or territory (e.g.,
cities, towns, Counties), Federally recogn ized Triba l governments, and multijurisdictional
entity groups comprised of the three aforementioned entity types
$993,488,194
Imp lementation Grants: Expec t 40-70 awards; Planning and Demonstration Grants: Expect
400 to 700 awards; Hist ori cal success rate : 15%-25 %
• Modernizatio n of public safety infrast ructure
• Promote safety to preven t fatal and serious injuries on public roadways
• Employ low-cost, high -impact strategies to improve safety over a wide geographic area
Key Priorities • Ensure equitable investment in the safety needs of underserved urb an and ru ral
commun ities
• Advance eligible truck parking with a clea r roadway safety nexus
• Demonstrate engagement with a variety of publ ic and priva t e stakeho lders
(7 14) 274 -5961 I research@ocbiocornora ted co m I Page 1 of 2
City of Rancho Palos Verdes
It is important to note that we always maintain flexibility in our alerts. If an opportunity is released
and it does not match anything in the GPS nor has it been identified as a priority project during a
monthly check-in call, but we believe it is something you would be interested in, we will send it to
you with an explanation.
Feasibility Analysis, Viability and Competitiveness Evaluations. During our go/no go conference
call, viability is determined by reviewing the scoring criteria, priorities for funding, and past awards.
We also discuss the likelihood of winning a grant based on prior win rates, the time and effort it will
take to develop the grant application, and any post-award requirements that might be concerning
(e.g., tight performance periods, unusual match requirements, difficult rules). These discussions
ensure that you are advised on project alignment with funder expectations. We may also discuss
win themes we should incorporate and non-City stakeholders and partners who would be vitally
interested in providing support. After a thorough analysis and thoughtful discussions with you, a
final go/no go decision is made.
Optional Value-Added Task
Monthly Check-in Call. A monthly check-in call is vital to our ongoing success. We can also
conduct a quarterly call, which is requested per the RFP; however, benefits of conducting monthly
calls include:
Timely communication regarding project or program recommendations that are best
aligned with current grant opportunities
Growth of cross-departmental camaraderie, brainstorming, knowledge of priorities, and
grant pursuits
Keeping the GPS evergreen
Timely information exchange – you can help keep us current on new priorities from
leadership and staff, and we can help keep you current on new developments within the
grant industry, including legislative initiatives like federal earmarks
Grant Stacking Experts
NCB’s team has extensive experience with ‘grant stacking.’ In other words, using
multiple funding sources to fully fund a project or program. For example, a trail project
that also provides connections to key destinations could receive a federal Safe Streets for All
grant for safety improvements where the trail interfaces with roadways, a State of California
Active Transportation Program grant for trail improvements, County funds for a trailhead and
parking, developer fees for lights, and a non-profit, foundation grant to plant trees. Fund
stacking requires careful planning but is an effective way to accomplish your goals.
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City of Rancho Palos Verdes
Whether monthly or quarterly, check-in calls serve two primary purposes: 1) to keep the grant
team unified and engaged, and 2) to align grant pursuits with priorities. They are standing virtual
calls conducted monthly, are calendared for the same day and time, and typically last 45 minutes
to one hour. Departments are asked to designate at least one senior or upper management person
who will participate on an on-going basis and who has authority to liaison cross-departmentally, as
needed. The check-in call agenda includes several standing topics, including:
1. Reviewing the Grant Program Strategy (i.e., monthly written report) that includes funding
prospects and grant applications
2. Grants under development and when they are due – this discussion often lends itself to
fantastic cross-departmental advice, synergy, idea sharing, and brainstorming
3. Open grant opportunities and status of go/no go decisions
4. Submitted grants and current status, any site visits or requests for more information
5. Status of debriefs for denied applications
6. Grants on the horizon, pre-positioning needed
7. Relationship-building (foundations and legislative)
8. New priorities to add to the GPS (and priorities to remove)
9. Grant Management, new wins, onboarding grant contracts, close-outs, upcoming
deadlines
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City of Rancho Palos Verdes
Task 3: Grant Proposal Development and Submission
Time-and-Materials Based Quote: Our standard grant writing process involves the entire team at
NCB in strategizing ways to maximize an application’s scoring and focus, and ultimately in
developing high-quality, winning grant applications. As always, this effort always starts with
developing a time-and-materials, not-to-exceed quote for grant proposal development.
With a notice to proceed, we will prepare for a kickoff meeting and will follow NCB’s grant
development process illustrated in Figure 4. This standardized framework ensures you receive
predictable, high-quality experience regardless of the project scope or complexity. For turnkey grant
applications where we are asked to develop the proposal end-to-end, we will start with step 1 and
continue through to step 6. If we are asked to develop a specific section of a grant application, the
point of entry using our process will be dependent on the specific assignment.
Building on the process shown in Figure 4, the following highlights the grant development strategies
that allow us to draft compelling and compliant narratives, project descriptions, and detailed
budget justifications.
Grant development begins with a kickoff meeting, where we utilize a standardized Proposal
Planner that captures all application requirements, the development schedule, win themes
and differentiators, the team, and evaluation criteria. We also create a compliance matrix
Figure 4: NCB’s Proposal Development Process
11 D-13
1
2
3
NCB'S PROPOSAL DEVELOPMENT PROCESS
Proj ct Initiation
Sets ypur project up for success
Kick:off Meeting
Standardized
ss
• Create plan ner & compliance matrix
• Develop concept strategy & win themes
• Identify long lead items
• Attend wo rkshops , submit questions
• Lia ison with funding agency
• Finalize strategy and win themes
• Discuss narrative , budget, match
• Confirm project schedule
• Review/align scoring crite ria
• Identify support lette rs
• Discuss obstacles and risks
• Confirm check-in cadence
Develop -
• Scope of wo rk, narrative & graphics
• Budget & budget na rrat ive
• Schedule
• Agency fo rms , reso lutions
• Support lette rs
• Regu latory requi reme nts
4
5
6
• Red draft (75-85 % complete)
• NC B compliance check
&QC/QA • Incorporate your feedback
• Gold draft (final)
• NCB compliance check
• Incorporate your feedback
• Submit fina l proposal
Final QC & Submit Electronic : 2 days prior to dead line
Hardcopy: 5 days prior to deadli ne
(always overnight del ivery)
Ne m;ss a deadline
• Provide all final products
• Monitor for awards
• Answer questions from agency
• Prepare for site visits
• Prepare for debrief, if denied
City of Rancho Palos Verdes
and identify long-lead items and information we may need from you to develop the scope of
work and budget. The development schedule will include a list of anticipated tasks, due
dates, necessary conference calls and discussions, and projected delivery of the red draft
(~75-85% draft) and the gold draft (final). The schedule will identify leads for each task and
who we will approach to provide support letters. The schedule ensures we understand
everything that is needed for the application, the timing of those requirements, and who is
responsible for the creation of that information. The kickoff meeting formalizes the
submission protocols for the application.
We integrate the Shipley Method into the application development framework, which brings
discipline, strategy, and rigorous win-themes into every application. Shipley is the gold
standard for high-stakes corporate proposals. For example, prior to developing the
narrative, we will discuss and confirm with you the specific win themes and message points
that will anchor the proposal. Most grant writing firms will focus on answering the questions
as quickly as possible. Speed is the goal. The Shipley method is “slow down to speed up.”
By focusing on win themes and message points first, the narrative becomes one cohesive
and clear story woven throughout, and one evaluators will remember. The Shipley Method
also has an unrelenting focus on compliance and requires creating a compliance matrix
that is checked at specific intervals. Most firms leave compliance up to memory or a simple
checklist with no formal checkpoints. At NCB, we are committed to the formal compliance
matrix with regular checkpoints.
Our team maintains regular contact throughout the process – we take communication
seriously and emphasize that “email does not equal communication.” The Proposal Planner
includes a schedule where regular check-in calls are documented and calendared.
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The Shipley Difference
Decide Win
Themes
Decide how we are
going to win before we
start writing
Track Every
Requirement
We use a formal
comp li ance mat r ix that
t racks everything
WHAT IS SH IPLEY?
Review at
Key Points
We co ndu ct stru ctured
reviews at k ey st ag es -
red and go ld
One Clear
Story
Key message p o ints are
wove n t hro u gho ut the
pro p osal
Shipley is the gold standard for high-stakes corporate proposals. NCB applies
this proven process to grant writing -an innovative approach that delivers a
more disciplined methodology and competitive edge.
City of Rancho Palos Verdes
We ensure the application is professionally written in active voice and responds to the
program’s specific questions clearly and concisely. Depending on the point system for the
application, we will alert you about areas of deficiency and ways to improve the application
scoring, or how best to offset deficiencies to the maximum extent possible.
Following the Shipley Method, our process provides you with a red draft (75-85%) that will
have the major components outlined and narrative developed but may still be waiting on
details like final budget numbers, design plans, support letters, or other long lead items.
While you review the red draft and provide feedback, we continue working on the final
elements and incorporating all feedback. The second deliverable is the gold draft (final, or
99% final) that has been vetted through our Quality Assurance/Quality Control process to
ensure that the application is complete. Our process cross-checks proposal components
against the compliance matrix including formatting, layout, budget numbers and
associated calculations, enunciation of deliverables, and project schedule. The gold draft is
error free and ready for submission except for your final feedback. Our goal is to deliver a
red draft two weeks prior to the application deadline and gold drafts one week prior to the
application deadline. Quick turnaround requests may have compressed delivery schedules.
Your NCB team develops all application materials as independently as possible. This, in turn, saves
precious staff time and reduces your burden. Our comprehensive work includes, but is not limited
to:
Developing a proposal planner and hosting a kickoff meeting
Discussing and agreeing on win themes and strategies
Attending webinars or pre-submission meetings required by the grant agency
Registering and creating login credentials for online submission portals long before the
grant due date
Researching to obtain information for the grant application as independently as possible
including reviewing General Plans and other agency documents
Interviewing your technical staff, as needed, to develop narrative and obtain documents
and materials to help inform the grant application
Drafting support letters and circulating them for review and signature
Developing draft budgets and budget narratives that are clear to the grant agency
Developing all narrative using technical and persuasive arguments, active voice, and
ensuring the question is being answered clearly and concisely
Developing scope of work narratives in task or narrative format
Developing schedules in a format that is easily understood (e.g., Gantt charts)
Creating or incorporating graphics and design elements
Obtaining local photographs and/or testimonials
Completing required forms and circulating for signature
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City of Rancho Palos Verdes
Continually checking the grant application materials against the grant solicitation to ensure
compliance
Hosting and leading progress calls
Providing drafts at specified intervals for client review and feedback
Submitting the final proposal on behalf of the client
With respect to developing narrative, we have a unique ability to develop your story in a way that is
not only technically correct, but persuasive and compelling. We specialize in narrative that elevates
your proposal above the competition and helps evaluators connect with your project and
remember your application.
CASE STUDY
FEMA’s Hazard Mitigation Grant Program (HMGP) Benefit-Cost Analysis.
One of our team member’s most rewarding accomplishments was
developing the methodology to conduct a benefit-cost analysis for FEMA
where modeling guidance did not exist. For a project involving
undergrounding utility lines in a high-risk fire threat area, FEMA had no
guidance for developing a BCA to submit with the grant application. Working
with FEMA staff, he developed an acceptable model that ultimately resulted
in the client winning $9 million in HMGP funding. This is just one of the many
“out of the box” resources NCB brings to a grant consulting relationship.
Budget Justifications. We have several budget and budget narrative templates that have been
tested and proven effective over the years. We can adapt budget justifications to be task-based,
narrative format, or a combination of both. We understand how to incorporate FTE language, fully
burdened rates, indirect costs (if Rancho Palos Verdes has an approved federal indirect cost rate),
escalating costs based on a construction schedule, and average industry standard percentages for
planning, design, environmental, and construction drawings, cost-plus, and construction
administration.
Submission Management. As desired, NCB will lead the full grant submission process via portals,
email, or hardcopy, ensuring all formatting and deadline requirements are met. With respect to
grant portals, our team is experienced in using grants.gov, Valid Eval for U.S. DOT grants, CalOES
Grants Central System, and several other online submission portals. During our kickoff call, we
have a standing placeholder on the Proposal Planner requiring input on what the application
submission process is and if it is an electronic portal, confirmation that you are registered and
current, including grants.gov, and that we have your login and password information (if you allow
sharing).
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City of Rancho Palos Verdes
Proficiency with Technology. NCB uses all of the latest software, including the full suite of
Microsoft products. We use Microsoft Teams for conference calls, and our grant management
workbook is in Excel. We also invest in graphic design software to create unique visuals. All files are
stored in Egnyte, the IT professional’s choice for file security and ease of use. While we use Artificial
Intelligence (AI) for some scraping during research (with limited success), we recognize that our
greatest asset is the human mind.
Reviewing Applications to Improve Competitiveness. One of our unique strengths is helping
agencies improve their win rate by setting the application up for success on day one. While we
cannot control everything once a proposal is submitted (e.g., political realities, volume of proposals
submitted, limited grant funding to award), we can control many factors. Starting with the question
– should we really go for this, or should we have tried (if a submitted application is denied)?
We assume that we may be asked to resubmit an unfunded application that your staff or another
consultant developed. Our approach to reviewing unfunded/denied applications starts with
requesting a debrief from the funding agency, or at a minimum, the evaluator scorecard(s). With
this information in hand, we then conduct a forensic evaluation of the application noting agency
comments and other areas of weakness. When points are the deciding factor, it is imperative to
evaluate every lost point and assess if improvements could be made for the next cycle. Sometimes
points are awarded based on demographic or location factors – things we cannot control, at first
glance. Sometimes if we shift the project focus or location (e.g., bus stops, trailheads) we might be
able to improve points that once were thought to be static. We will help evaluate the proposal with
these concepts and ideas in mind – can we shift the focus or win theme? Can we shift the project to
a different location? Can we submit a different project that is more competitive and use local funds
for what is not competitive? Denied applications are frustrating, but if the long game is the goal,
unfunded applications can oftentimes become competitive and funded with strategic corrections
and patience.
Approach to Managing Deadlines. Our Proposal Planner’s ‘schedule’ tab requires backward
planning from the grant deadline to ensure there are no last-minute panic moments. All known
obstacles are mitigated in the schedule including required signatures/approvals, vacation,
holidays, and long lead items like support letters. The typical turnaround time from start to finish is
2-6 weeks. For grant management, deadlines are managed through our comprehensive workbook.
Post-Submission but Prior to Award
Following the submission of your application, our research team monitors and tracks the post-
submission process, any changes to an agency’s anticipated award date, and eventual award
announcements. If opportunities are available for additional advocacy before or during the review
period, NCB will provide suggestions for outreach. If the grant agency makes any supplemental
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City of Rancho Palos Verdes
information requests, NCB will work with you to develop an appropriate, expedient response and
coordinate the submittal of the requested information.
If a proposal is not selected for funding, NCB will coordinate a debriefing with the agency. Our
experience has shown that debriefings are incredibly useful, helping us discern whether an
application was not selected based on lack of funding, politics, or for any reason that can be
corrected for a future application. On more than one occasion, a debriefing has resulted in winning
funding on a second submission because of the relationships and interest built during the
debriefing.
Optional Value-Added Tasks
Rapid Response Engineering Services. Our team also includes technical assistance providers, as
needed, including on-call engineering support. Over the years, we have found that there are times
when a client’s staff are so burdened with current projects that they do not have the bandwidth to
pivot quickly to develop simple design plans or a preliminary cost estimate, which can be required
documents for infrastructure grant proposals. Having our own on-call technical experts as a quick-
turnaround resource has proven immensely valuable. They are only activated when needed and
report to NCB.
Government Relations. NCB’s team has a long history of working with staff from U.S. Senator’s
offices, Members of Congress, and State of California delegations. We have assisted clients with
hosting legislators to on-site tours to discuss key projects, goals, objectives, and ways elected
officials can help (e.g., letters of support, coordination with funding agencies).
NCB has extensive experience working with federal advocates and can seamlessly support their
efforts on day one. This includes working closely with staff to develop “leave behinds” or one-page
documents describing critical projects and issues for the City Council and staff to leave with their
federal representatives when visiting Washington D.C. The documents can also be left with federal
agency staff and leadership when these visits occur.
Federal Appropriations Requests. NCB also has extensive experience working directly with
elected federal delegation members to secure funding through the federal appropriations process,
known as Community Project Funding (House) and Congressionally Directed Spending (Senate).
Our work includes introducing project ideas, completing required forms, creating project fact
sheets, drafting support letters, and being available to answer follow-up questions. In 2024, $14.6B
was allocated to over 8,000 projects. This could be a significant source of funding for many
projects in RPV, including landslide mitigation. The process typically begins in February/March and
submissions are due shortly thereafter. We stand ready to assist you with this process for
Congressman Gil Cisneros and Senators Alex Padilla and Adam Schiff.
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City of Rancho Palos Verdes
Task 4: Grant Administration & Reporting
Optional Value-Added Task
Lifecycle Management. Winning a grant award is truly only the beginning. Our grant
management process is similar to grant writing – we have a turnkey model that can easily track
and communicate grant requirements, reporting deliverables, and milestones. Figure 5
describes our grant management six-step process, similar to grant writing.
Referring to Figure 5, we draw your attention to #4, Compliance. This is key to protecting your grant
award and your reputation. The goal is to ensure you have a solid track record and are competitive
for future grants because of your reputation managing prior awards. To that end, our process
includes ensuring every single regulation, rule, and policy governing your grant award is recorded in
the compliance matrix and regularly checked. This includes everything from Presidential Executive
Orders, Code of Federal Regulations (2 CFR 200 in particular), FTA Circulars, FHWA Memorandums,
State of California procurement rules, regional air quality standards that must be achieved or
maintained, as well as County and City regulations and rules. Our experience includes ensuring
prevailing wages (Davis-Bacon) are paid, NEPA environmental compliance is achieved,
procurement rules are followed, subrecipients are monitored, and records retention policies and
procedures are adopted, to name a few. The systematic process and tools we have developed are
tested and proven.
Figure 5: NCB’s Grant Management Process
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1
2
3
NCB'S GRANT MANAGEMENT PROCESS
Award Onboarding
Start strong
• Review grant agreement
Identify conditions and deadlines
• Execute agreement with funding agency
Liaison with funding agency
• Host grant team kickoff meeting
• Establish ground rules & expectations
• Records management & file organization
Systems & Records . Establish records retention protocols
Infrastructure • Maint ain invoices & documentation
Build t e backbone • O rganize correspondence & approvals
• Prepare document structu re fo r audits
• Develop & ma intain grant workbook
Financial Tracking
Protect the grant funds
• Track award and local match
• Reconcile with client's accounting
• Review contractor invo ices
• Support budget amendments
4
5
6
Compliance
Protect your rep uta tion
Coordination
Communication is key
Reporting
Reimbursement
Closeout
Be the A+ grantee
• Deve lop compliance matrix
• Monitor compliance
• Ensu re procurement compliance
• Prov ide required flow-down language
• Host check-in calls with team
• Provide 1 :1 support to project manager
• Liaison with funding agency
• Support site visit reques ts
• Prepare and submit:
c Progress reports
c Financial reports
c Closeout report
• Prepare re imbursement requests
• Assist with audit s
• Prov ide fina l recor ds
City of Rancho Palos Verdes
Post-Award Reporting. NCB has an unmatched track record in managing awarded funds
(submitting progress reports, required financial information, etc.) regardless of their source
(federal, state, regional, or other). This includes using a proprietary workbook tool built on our
team’s 30+ collective years of experience managing grants that includes a comprehensive
compliance matrix to ensure 100 percent adherence throughout the grant’s performance period.
The workbook gives you an auditable, long-term operational asset rather than a temporary
consulting product.
Workbook Details. More specifically, the workbook contains multiple sections including a detailed
schedule with milestones and reporting requirements, key dates, roles and responsibilities,
financial tracking, compliance matrix, and other required elements including audits and records
retention. The workbook is portable and transferable to your staff during and after the assignment.
This ensures your team has permanent ownership and can quickly respond to audit and records
retention requirements long after the grant has been closed out. Historically, our team has never
had a major audit finding in one of our managed grants.
When a task order is assigned for grant management, we will work with your team to review the
grant agreement. We will provide a workbook for the project that highlights programming
requirements and deliverables you are agreeing to perform.
Working with Finance and Procurement Teams. At the same time, NCB will work with your
finance and procurement teams to develop the necessary tracking of expenditures, reporting
requirements, and purchasing policies to ensure requirements are met. For example, many grant
programs require the issuance of an RFP or RFQ for design or construction and these need to follow
your normal procurement process if that process meets the guidance of the grant agreement. If
changes need to be made to the purchasing process, NCB will ensure your team is aware of any
alterations, approvals, and variations. We will even craft the necessary alternative language to meet
the program requirements.
“We can pick up the phone and be confident you are going to solve the problem.”
- Anaheim Transportation Network on NCB’s Grant Management Services
Draft Reports and Submissions. Similar to the grant development process, staff will receive
preliminary drafts for review to ensure they agree with the documented progress. You will then
receive a draft that has been reviewed through our Quality Control / Quality Assurance process that
checks formatting, layout, budget numbers and associated calculations, enunciation of progress,
completed deliverables, and project schedule. Once comments are incorporated into the final
documents, you will receive a complete and final draft for review and approval to submit prior to the
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City of Rancho Palos Verdes
reporting deadline. We will submit the documentation following the grant program reporting
requirements, portals, or process.
Calendar of Requirements. NCB will maintain a calendar of requirements and will provide you
with ample warnings when deadlines approach and the tasks that need to be completed to meet
the reporting or scheduled deliverable. Compliance with the grant agreement and reporting
requirements is crucial to ensure that the City performs well in any audits and receives a favorable
rating that will help with future grant pursuits.
PROOF IN PRACTICE
Anaheim Transportation Network. NCB is currently managing 12 grant awards
with a value over $40 million for the Anaheim Transportation Network. This
includes compliance, financial tracking, reporting, and providing technical
assistance to contractors and consultants to ensure projects stay on schedule
and budget. She will bring this same level of experience and dedication to all
post-award projects Rancho Palos Verdes may need assistance with.
Shared Filing System. Finally, NCB hosts a shared file system using Egnyte, whereby you and NCB
staff can access all documents in a standardized and logical filing system. Access is available
24/7/365 and can be managed by staff members and passwords. An audit subfolder can also be
offered.
Funder Relationships
NCB will also provide guidance to staff on building relationships with foundations, associations,
other government entities, and private companies. These relationships could potentially provide
funding for the Point Vicente Interpretive Center, Los Serenos de Point Vicente, and Palos
Verdes Nature Preserve, in partnership with the Palos Verdes Peninsula Land Conservancy.
Our coaching and guidance will include, at a minimum:
1. Engage early and strive to engage at the board member-to-board member level or staff-to-
staff level. Using the Foundation Directory, and other publicly available information, we will
coach and teach your staff how to obtain foundation board member and executive staff
names and circulate them to your elected officials and senior staff. Do they know anyone
on the list? If yes, we will work with you to broker a meeting or conference call to engage the
foundation. If there are no pre-existing relationships, we will help arrange for a meet and
greet, staff-to -staff, with talking points and an invitation to come to the City to see the
project or program site.
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City of Rancho Palos Verdes
2. Connect often and invite funders into your ecosystem. Foundations are more likely to
want to be intimately involved within the communities they invest in (especially foundations
located in close proximity to the City) and therefore we will encourage your staff to invite
funders to meetings, ribbon cuttings, socials, and other community events. As
foundation staff see, hear, and experience the City and grow in their relationship with you,
funding considerations become more personal and rewarding which results in a higher
probability of receiving not only first-time funding, but continual funding.
3. Be transparent and fulfill promises. It is especially important to always be transparent
and finish what we said we would do. We will be a strong voice encouraging the team to
complete the scope of work as outlined, complete projects on time, and keep the
foundation aware of any obstacles encountered.
Public Funders: NCB strives to maintain positive relationships with all federal, state, and public
funders. These are typically developed over the life of the grant, either as we initiate contact to ask
questions about an open grant, participate in a debrief for an unfunded project, or manage an
existing award. Excellent management of an existing grant award is the best example of how to
make a good impression on a public funding agency. NCB’s goal of making the funding agency
happy is the best way to build positive relationships and help secure future funding.
NCB Policies, Additional Services, and CEO Practices
Policy on Client Communication
NCB proudly holds to a “relationships-first” philosophy. Naturally, effective communication is a
core foundation of our operating procedures. The NCB Procedures Manual has a chapter dedicated
solely to “communicating”; excerpts are outlined below:
Accessible and Enthusiastic Culture. NCB takes pride in being 100 percent accessible.
We share cell phone numbers and welcome text and phone calls at any time. We must be
able to adapt quickly given the deadline-driven environment we operate within, and NCB
has created a culture of accessible and enthusiastic responsiveness.
During an active grant application assignment or other project/task, communication
begins with a kickoff meeting and standing check-in calls are imbedded into the project
schedule. NCB will provide regular updates to the City project lead or team members
almost daily for quick turnarounds, or, at a minimum, 1-3 times per week if there is a longer
lead time. We host a specific red and gold meeting to review your feedback on drafts,
answer questions, and assess the overall competitiveness of the proposal. When
submitting the grant proposal, depending on the method of delivery, we will coordinate
directly with your team to submit jointly or receive authorization from you to submit on your
20 D-22
City of Rancho Palos Verdes
behalf, and we always monitor for receipt confirmation from the funding agency and
communicate to you that the proposal was successfully submitted.
Voice versus email. We balance “should this be a phone call or email?” In other words,
which would result in better communication?
Difficult or disappointing news. This will always be a phone call.
We believe that sending an email does not equal communication.
Monthly check-in call – as a group. As presented above, NCB highly recommends a
monthly check-in call with the entire team, due to the unexpected nature of the grant
industry, a monthly meeting (standing call with an agenda) keeps information current and
evergreen.
Agendas. While many firms are doing away with meeting agendas, we take this form of
communication seriously. Your time is important and for that reason we always come to
meetings with an agenda and clearly articulate why we are meeting and what we need to
accomplish during the meeting. Follow-up action items are always emailed to the team.
Video Recording. NCB, with your approval, may record Microsoft Team meetings allowing
anyone who may have missed the meeting to watch, seek clarification on what someone
said, or to create summary notes. Meetings are only recorded with everyone’s approval -
this is not a standard practice but one that is available.
City Council Presentations/Other. NCB staff can provide annual updates to your
governing boards, as requested (e.g., City Council, Housing Authority, Community
Development Committee). These can be formal or informal presentations providing
summaries on progress, wins, and future opportunities.
Policy on Artificial Intelligence
NCB uses artificial intelligence (AI) in a limited and carefully managed manner to improve efficiency
and reduce costs for our clients. When used, AI supports specific administrative and research
tasks, that may include identifying new grant opportunities, helping track deadlines, generating
reminders, and reviewing prior narratives originally written by experienced grant professionals so
they can be efficiently adapted to new applications with similar requirements. These tools allow us
to complete routine tasks more quickly, which helps control project costs and ensures more of our
time is spent on strategic thinking, analysis, and writing that requires professional judgment. All
grant narratives and final work products are developed, reviewed, and edited by humans. We
do not rely on AI to generate content and grant applications, and we do not use client information to
train AI systems. Our goal in using these tools is simple: to responsibly streamline parts of the
process so we can deliver high-quality work while saving you money.
More than Just Grant Research, Writing, and Management
RPV will be establishing a long-term relationship with a best in the industry team that provides
decades of unmatched experience. NCB’s team members have layers of expertise in many
21 D-23
City of Rancho Palos Verdes
elements that feed into the grant process, project development, and your overall operations.
Following are tangible experiences that most traditional “grant writers” cannot bring to a team:
Planning process and requirements for General Plans, Open Space Master Plans, and
Specific Plans
Federal Emergency Management Agency benefit-cost analysis (BCA) expertise
Developing nomination forms for award programs
Working with legislative advocacy firms to further a client’s grant strategy
Helping you work with senate and congressional offices
Working knowledge and experience with National Environmental Policy Act (NEPA)
requirements and process
Federal Transit Administration requirements for transit operations
Sustainable community development planning
Housing and Urban Development Section 8
Environmental Protection Agency Brownfields requirements
The engineering process for construction and transportation projects, including design-
build
Community engagement
NCB employees are actively, or have in the past, served on local city councils as mayors
and council members, served on regional boards overseeing fire services and
transportation agencies, and served on economic development corporations – this gives
NCB a deeper understanding of the political realities associated with projects and programs
NCB employees are actively, or have in the past, served on local non-profit boards and
community development organizations – this enables NCB a deeper and kinder
appreciation of non-profit organizations’ needs and limitations and the nuances associated
with non-profit supporters on a local and regional level
NCB has successfully navigated grant applications and efforts involving regional partners
including regional transportation agencies, regional planning organizations, statewide and
regional associations, and state agencies
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City of Rancho Palos Verdes
Annual CEO No Cost Site Visit
The President and CEO of NCB meets with every client on an annual basis to review their
satisfaction with their assigned service lead and team, the status of the agreement with the agency,
and successes over the past year and since the inception of services. During this annual visit, we
will discuss the return on investment for that budget year and the overall length of our engagement
with you. NCB believes that meeting your expectations and building a solid relationship over the
years is best for everyone – you, your assigned team members, and our firm. We do not allow short-
term gain to outweigh the long-term relationship.
NCB maintains a comprehensive database of submitted applications. Our database allows us to
track and monitor the number of applications we have developed, the award rate, and the return on
investment made by RPV. Our success is tied directly to the success of meeting your required
deliverables and funding goals and your return on investment with our firm. NCB will be the first to
alert you if we believe you are not receiving a positive return on your investment and will make
recommendations on how to improve these results.
lead, grant writer, and grant manager follows proven
processes, communicates professionally, and prioritizes
client satisfaction. This results in consistent, high-
quality proposals. For RPV, this means reliable service,
stronger grant applications, and a team that represents
your organization with the highest level of
professionalism.
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Section 2: Organization and Staffing
Key Personnel
Key personnel assigned to RPV will remain assigned to this project through completion of the
scope of services. Your assembled team members have worked together for 15 years and resumes
detailing experience, education, and qualifications are in Appendix 1. There are no major areas of
subcontracted work.
Dawn Olsgaard, Project Manager. Dawn will serve as your Project Manager
and primary point of contact. With over 20 years of grant writing and grant
management experience, Dawn has written or supported 425 grant
proposals winning $319 million. She will be supported by NCB’s bench of
experienced writers only when surge capacity is needed (we do not employ a
rotating writer pool). Dawn will identify funding opportunities, conduct
feasibility
analyses, and recommend high-
probability opportunities. She
will coordinate all grant activities
including developing the value-
added Grant Program Strategy
(GPS), conducting your GPS
check-in call, and developing all
grant applications. RPV
Specific: Dawn has been
allocated 58% of the proposed
hours and will provide services
from Villa Park, California.
Meg Overocker, Assistant Project Manager and Research Manager. Meg will
serve as the assistant Project Manager and Research Manager. She will often
participate in conference calls launching the application development phase
and may participate in your monthly or quarterly calls. As necessary, Meg will
develop sections of your applications. Meg has led or participated in developing
106 grant proposals securing $171.1 million in grant funding and $50 million
in loans. Her expertise in environmental sustainability, affordable housing, and civic engagement
will serve RPV well. RPV Specific: Meg has been allocated 28% of the proposed hours and will
provide services from North Carolina.
24 D-26
PROJECT ORGANIZATIONAL CHART
Neil Blais
Economist I
Govt Relations, 6%
Subcontractor(s)
Quick-turn Engmeenng
Support. <5%
RANCHO PALOS
VERDES
Dawn Olsgaard
Project Mgr ., 58 %
1
Meg Overocker
Asst. Project Manager
Research Mgr , 28 %
Destin Blais
Quality Control , 8 %
Andrea Owen
Surge Writer , as ne eded
City of Rancho Palos Verdes
Destin Blais, Quality Control. Destin will support the project team by providing
quality control. Destin has 30 years’ experience developing or supporting
over 265 proposals securing $302 million. This experience also includes
directly managing, or having oversight, for over $300 million in grant funding –
federal, state, and regional. Destin’s grant industry experience spans leading all
grant efforts for the Missouri Emergency Management Agency, Santa Ana
Housing Authority, and Orange County Transportation Authority. She also
founded and grew two grant consulting businesses, including NCB. Destin has spent a lifetime
leading the grant industry in the development of standard operating procedures, forms, tracking
mechanisms, and training programs. RPV Specific: Destin has been allocated 8% of the proposed
hours and will provide services from Dallas, NCB’s headquarters.
Neil Blais, Economist and Government Relations. Neil will lead and conduct
all required benefit-cost analyses (BCA) for BRIC and HMGP applications and
will support all FHWA INFRA and BUILD BCAs. He will also provide government
relationship assistance, if needed, and operational support regarding
contracts, insurance, and invoicing. Neil brings 35 years of experience in
engineering, hazard mitigation and community sustainability, and public policy.
He is a national expert performing FEMA’s BCA for HMGP applications. Neil
also has over 20 years of elective public office experience and currently serves as president of Little
Elm’s Economic Development Corporation. RPV Specific: Neil has been allocated 6% of the
proposed hours and will provide services from Dallas, NCB’s headquarters.
Supporting Personnel
Andrea Owen, Surge Writer. Andrea has worked with the project team for nearly 20 years and was
the grant consultant for several years for RPV prior to joining NCB. Andrea has developed or
supported 235 proposals, winning $150 million. She has over 15 years’ experience in the grant
consulting industry. Andrea will support Dawn and Meg as an experienced writer for surge capacity
and will contribute “as needed” time to RPV as surge capacity for writing (hours will be pulled from
Dawn and Meg).
15 Years Together
Your proposed Project
Team has worked together
for 15 years, building a level of trust,
communication, and efficiency only
create.
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City of Rancho Palos Verdes
Section 3: Staff Qualifications and Experience
Project Experience
NCB provides end-to-end grant consulting services and the leadership team has more than
130 years of collective public agency grant consulting
experience. Over the course of our careers, we, have
personally developed or worked with teams developing
more than 1,400 grant proposals securing over $860
million in funding.
A defining strength of NCB is our historical understanding
of the City of RPV. Co-owners Neil and Destin Blais, along
with senior members of our staff, worked with the City of RPV for over a decade at our former
company. Collectively, NCB staff members have written approximately 10 winning grants for RPV,
providing more than $12 million in funding as identified below:
Past Rancho Palos Verdes Awards Written by NCB Senior Staff
$9.4M | CA Department of Water Resources (DWR), Prop 1E: Storm Water Flood Management
Grant | San Ramon Canyon Storm Water Flood Reduction Project
$708K | CA State Water Resources Control Board (SWRCB), Santa Monica Bay Restoration
Commission Proposition 84 Grant Program | Santa Monica Bay Catch Basin Insert Project
$707K | CA Department of Transportation (Caltrans), Highway Safety Improvement Program
(HSIP) | Hawthorne Boulevard Signal Synchronization
$487K | CA Department of Transportation (Caltrans), Highway Safety Improvement Program
(HSIP) | PVDE Bronco to Headland Barriers, Guard Rails, and Warning Signals
$300K | Los Angeles County Regional Park and Open Space District, Los Angeles County
Regional Park and Open Space Grant | Sunnyside Ridge Trail Segment Improvement
$221K | CA Department of Transportation (Caltrans), Sustainable Transportation Planning
Grant | Peninsula-Wide Safe Routes to Schools Program
$165K | Southern California Association of Governments (SCAG), Sustainability Planning
Grant | Western Avenue Corridor Design Implementation Guidelines
$144K | California Natural Resources Agency (CNRA), Cultural and Historical Endowment
Museum Grant | PVIC Lighthouse Lens and Hunting the Whale Exhibits
$ 24K | U.S. Department of Homeland Security; Federal Emergency Management Agency
(FEMA), Hazard Mitigation Grant Program (HMGP) | City of RPV and Rolling Hills Estates Multi-
Jurisdictional Hazard Mitigation Plan
Experience Matters
Your proposed Project
Team has developed more
than 1,400 grant proposals
securing $860 million in funding.
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NCB delivers results across the full spectrum of competitive grant funding. The following illustrates
our real-world experiences and successes (common acronyms used for brevity, examples):
Table 1: Agency Experience (examples)
$860M+ secured | 1,400+ grant proposals | 75+ agencies
Federal
$360M | 400 proposals
California
$425M | 680 proposals
Regional
$80M | 160 proposals
Foundations
$3M | 110 proposals
DOT Caltrans SCAG Guenther
HUD DWR SCAQMD CoreCivic
EPA CEC Met. Water District Carrico
DOE (energy) EPA LA Metro PIMCO
HHS CNRA | Parks Dogwood Health
DOJ CalOES Bob Barker
DOL OTS Neeb Family
DOI - BOR Rivers & Mountains BNSF
EDA CalFIRE Energy Trust
DHS
Highlighted Awards
$81.2M | U.S. Department of Transportation, RAISE | Missouri Department of Transportation
-Construct new bridge over Missouri River on Interstate 70*
$19M | California Local Transportation Climate Adaption Program | Anaheim, CA
-Construct storm drain, active transportation, and bus stop improvements
$15M | U.S. Department of Transportation, BUILD | Fontana, CA
-Complete streets project including bus turnouts, bike lanes, trails, sidewalk connectivity,
and integrated IT systems**
$9M | U.S. Department of Homeland Security, FEMA, Hazard Mitigation Grant Program |
Anaheim, CA
-Underground high voltage power lines in high fire-hazard threat zone
$8.3M | U.S. Department of Housing & Urban Development, Neighborhood Stabilization
Program | Indio, CA
-Residential buyout program and rehabilitation
$3M | U.S. Economic Development Administration, Economic Assistance & Adjustment
Program | Anaheim, CA
-Renovate a facility into a small business incubator and workforce development center
$1.5M | California Department of Transportation | Anaheim, CA
-Safe Routes to Schools sidewalk gap closure
$1.472M | California Coastal Conservancy Grant Program | Orange, CA
-Develop engineering plans for OC Riverwalk Upland Habitat Restoration Project
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City of Rancho Palos Verdes
Staff Qualifications)
See Resumes in Appendix 1
28 D-30
City of Rancho Palos Verdes
Reference Projects
NCB clients typically fall into one of two models: 1) full service, and 2) on-call, as needed
assistance. Regardless of the model, our approach is the same but adjusted to meet each client’s
needs based on the point of entry into the grant cycle. We are proud that our clients are diverse not
only geographically but also based on the services they provide and who they serve. No client is
too small or too big. The following examples illustrate our experience with clients and projects of
similar size and scope:
City of Anaheim, California
Rudy Emami, Public Works Director Kevin Clausen, Community Investment
Manager, Housing and Community
Development
The City of Anaheim
budget of $2.41B. NCB’s services include grant research and advising during the go/no go
decision-making process, developing grant proposals end-to-end, assisting with federal
appropriations (i.e., earmarks), coordinating with regional agencies and partners, and post-
award grant management.
Term: Starting in 2007 to present, Destin and/or Dawn have provided continuous full-service
support to Anaheim since 2007. The current contract for services began November 2026-
present.
NCB Staff and Roles Assigned to Anaheim:
Dawn Olsgaard, Project Manager
Meg Overocker, Assistant Project Manager and Research Manager
Destin Blais, Quality Control and Strategy
Andrea Owen, Surge Writing
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City of Rancho Palos Verdes
City of Anaheim, California
Example No. 1 (2024/2025):
La Palma Avenue Storm Drain Improvement and Resilience Project
Dawn Olsgaard and Meg Overocker developed and won a $21.77M grant to construct a new
underground stormwater drainage system with drain pipes, catch basins, trash screens and a
flow-mitigating underground detention system to mitigate severe flooding on La Palma Avenue.
The project also included shade trees, vegetated bioswales, upgraded traffic signals, ADA curb
ramps, and other features. The grant was submitted to the Local Transportation Climate
Adaptation Program offered by Caltrans. Anaheim’s proposal was one of 15 proposals
submitted and the second highest award at $21.77M. Only eight (8) proposals were funded
(a 53% chance of winning). Meg served as the project manager and provided leadership and
guidance throughout the application. She developed the NCB proposal planner to guide the
application development, hosted and led the kickoff call, developed the majority of the grant
proposal including all narrative writing, developed a red draft and gold draft and incorporated
client input, and submitted the proposal on time. Dawn Olsgaard assisted with narrative writing,
compliance reviews, and quality control.
Example No. 2 (December 2025-January 2026):
Gap Financing for Workforce Housing
Dawn Olsgaard and Meg Overocker developed and won a $5M grant to expand Anaheim’s Local
Housing Trust Fund - - to provide gap financing for the development of workforce housing near
job centers. The grant was submitted to the Southern California Association of Governments’
LEAP2.0 program and awarded on March 5, 2026. Anaheim’s proposal ranked #2 out of 23.
Only five (5) were awarded funding (a 22% chance of winning). Dawn served as the project
manager and provided leadership and guidance throughout the application. She developed the
NCB proposal planner to guide the application development, hosted and led the kickoff call,
developed the majority of the grant proposal including all narrative writing, developed a red draft
and gold draft and incorporated client input, and submitted the proposal on time. Meg
Overocker assisted with select narrative writing and compliance reviews. NCB submitted a grant
writing quote on December 30, 2025, NTP was provided by the City of Anaheim on January 6,
2026, the grant was developed and submitted on January, 20, 2026 and awarded in March 2026.
Dawn – as I’m reflecting on our work together, I want you to know that I value your
friendship, skill, and positivity. Your work has reshaped my hometown [Anaheim]
in countless ways. You should be very proud of the work you’ve done. Keep your
light strong and know that you are magic.” Kevin Clausen, City of Anaheim
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City of Rancho Palos Verdes
City of Orange, California
Orange, California
budget of $253M. The City of Orange hired NCB to provide grant writing assistance for one
specific project.
Term: September – December 2025
NCB Staff and Roles Assigned to City of Orange:
Dawn Olsgaard, Project Manager
Meg Overocker, Assistant Project Manager and Research Manager
Destin Blais, Quality Control
Project Example (September – December 2025):
OC River Walk – Upland Habitat Restoration Project
Dawn Olsgaard and Meg Overocker developed a $1.28M grant proposal to the California State
Coastal Conservancy. Funds were requested to enable the City to develop 90% complete PS&E
documents for a 7.3-acre habitat restoration and riverbank
improvement project on the eastern bank of the Santa Ana River
to support local wildlife and urban greening. Dawn served as the
project manager and provided leadership and guidance
throughout the application. She developed the NCB proposal
planner to guide the application development, hosted and led the
kickoff call, developed the majority of the grant proposal including all narrative writing,
developed a red draft and gold draft and incorporated client input, and submitted the proposal
on time. Meg Overocker assisted with select narrative writing and compliance reviews.
NCB provided a grant writing estimate on September 26, 2025. A Concept Proposal was
submitted to the Conservancy on November 4, 2025, with the Conservancy conducting a site
visit three days later on November 7 and extending an invitation to submit a full proposal. The
full proposal was submitted on December 1, 2025.
The Conservancy staff are recommending this project for funding at the April 23, 2026, Board
meeting and recommending an additional $192K in funding to help augment additional
community engagement, wayfinding, or upgraded fencing.
31 D-33
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Coastal
Conservancy
City of Rancho Palos Verdes
Jurupa Valley, California
Contact: Amy Sells, Deputy City Manager
Jurupa Valley, CA 92509 asells@jurupavalley.org
Jurupa Valley, California
budget pf $94M. Jurupa Valley contracts out several functions including public safety and public
works and therefore has a low FTE count based on cities of comparable size. NCB provides grant
research and go/no go assistance, end-to-end grant proposal development, and assistance with
legislative earmarks.
Term: The current contract for services began February 2026 – present
NCB Staff and Roles Assigned to Jurupa Valley:
Dawn Olsgaard, Project Manager
Meg Overocker, Assistant Project Manager and Research Manager
Destin Blais, Quality Control and Strategy
Andrea Owen, Surge Writing
Project Example (January – March 2026):
First-Time Homebuyer Downpayment Assistance Program
Dawn Olsgaard and Meg Overocker worked together to develop a $500K grant proposal to the
California Housing and Community Development HOME Investment Partnership Program to
implement a first-time homebuyer downpayment assistance program in the City of Jurupa Valley.
Dawn served as the project manager and provided leadership and guidance throughout the
application. She developed the NCB proposal planner to guide the application development,
hosted and led the kickoff call, developed the majority of the grant proposal including all
narrative writing, developed a red draft and gold draft and incorporated client input, and
submitted the proposal on time. Meg Overocker assisted with select narrative writing and
compliance reviews. The proposal is pending at the funding agency.
32 D-34
City of Rancho Palos Verdes
Pilot Point, Texas
Contact: Michele Sanchez, Assistant City Manager & Chief Financial Officer
102 East Main Street (940) 686-2165, ext. 124
Pilot Point, TX 76258 msanchez@pilotpointtx.gov
Pilot Point, Texas
growth due to its proximity to North Dallas. Pilot Point is projected to grow to over 25,000
residents by 2030. NCB provides on-call grant research and go/no go assistance, end-to -end
grant proposal development, and assistance with legislative earmarks.
Term: Services are provided on an on-call basis with task orders issued per assignment
NCB Staff and Roles Assigned to Pilot Point:
Destin Blais, Project Manager
Meg Overocker, Assistant Project Manager and Research Manager
Dawn Olsgaard, Quality Control
Project Example (February - March 2026):
Congressional Community Project Funding (earmark)
Safe Streets Initiative
Destin Blais and Meg Overocker worked together to develop a $1.865M funding request to
Congressman Brandon Gill through the U.S. House of Representatives’ Community Project
Funding effort. Funds were requested from the Transportation, Housing and Urban Development
and Related Agencies Appropriations Subcommittee to make safe streets improvements on five
local roadways near elementary and middle schools. Destin served as the project manager and
provided leadership and guidance throughout the application process. She hosted and led the
kickoff call, developed the majority of the grant proposal including all narrative writing,
developed a red draft and gold draft, incorporated client input, and submitted the proposal on
time. Meg Overocker assisted with select narrative writing and compliance reviews. The funding
request is pending.
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City of Rancho Palos Verdes
Following are additional public-agency clients NCB team members have provided similar services
within the past three years.
Table 2: Other Clients
Agency
Agency Contact
Address, Phone
E-mail Services | Team Service Dates
Transportation
Network
1354 South Anaheim Blvd
Anaheim, CA 92805
(714) 563-5287
acastaneda@atnetwork.org
writing and post-award
management)
Dawn Olsgaard | Meg
present
Economic
Development
200 S. Anaheim Blvd
Anaheim, CA 92805
(714) 765-4629
Project specific
writing
Dawn Olsgaard | Meg
2025
Public Library 500 W. Broadway
Anaheim, CA 92805
(714) 765-1810
Project specific
writing
Dawn Olsgaard
2022
Community
Services
200 S. Anaheim Blvd Suite 433
Anaheim, CA 92805
(714) 765-5155
jjimenez@anaheim.net
writing and post-award
assistance)
Dawn Olsgaard | Meg
September 2025
99 E. Ramsey Street, Banning,
CA 92220
(951) 922-4860
Project specific grant writing
Dawn Olsgaard | Meg
Overocker
August 2025
Department of
Public Utilities
1626 E Street, Fresno, CA 93706
(559) 621-8612
Paul.Amico@fresno.gov
writing and post-award
assistance)
Meg Overocker | Dawn
2025
8353 Sierra Avenue
Fontana, CA 92335
(909) 350-7606
writing); project specific
grant writing
2023
Supported service
lead as needed
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City of Rancho Palos Verdes
Table 2: Other Clients
Agency
Agency Contact
Address, Phone
E-mail Services | Team Service Dates
Josefina Alvarez
850 S. Madera Street, Kerman,
CA 93630
(559) 550-0714
Project specific grant writing
Dawn Olsgaard | meg
Overocker
August 2025
1700 W. Fifth Street
San Bernardino, CA 92411
(909) 379-7100
Alexander.Shippee@omnitrans.
writing and post award
assistance)
Dawn Olsgaard | Meg
September 2025
NCB: End-to-End Grant Consulting Firm
NCB has spent years developing relationships with technical experts to include
language translators, engineers, environmentalists, air quality specialists, traffic
planners, housing consultants, and park planners. These services are engaged only when
necessary to meet specific grant requirements where specialized expertise is beyond our
team’s core capabilities. With NCB, you have an end-to-end grant consulting firm capable
of fulfilling all requirements for even the most complex grant applications. For you, that
means simplicity – working with a single coordinated team from start to finish.
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City of Rancho Palos Verdes
Section 4: Project Cost
Why Time and Materials
NCB utilizes a time-and-materials approach, with the additional protection of a not-to -exceed
warranty. NCB recognizes that other grant firms charge retainers, subscription fees, or fixed fees for
services, but our experience teaches that those approaches benefit the grant writing firm, and not
the client. For example:
Grant programs are cyclical in nature. There are months when a limited number of
opportunities are open
You will pay the actual fee, possibly saving funds
We become your trusted advocate, recommending you pursue grants because we believe
you will win
We invoice you only when we are working for you
NCB’s Approach to Managing Budgets
NCB believes that the cost of our services should never dissuade you from doing work, pursuing a
grant proposal, or managing a grant post-award. That is why we only bill you for the work we
actually do, rather than charge you a fixed fee for service. The following is our approach to
managing budgets:
NCB utilizes a blended rate structure aligned with the services provided. This means your
fees remain consistent regardless of staffing level, ensuring cost efficiency while
maintaining senior-level oversight throughout the project. This approach is transparent,
predictable, and a cost-effective alternative to traditional tiered hourly billing rates
All staff and subcontractors, if any, are required to submit time records on a weekly basis.
Time charged is reviewed against the approved task authorization as an internal control to
monitor progress and manage costs
We recognize that requirements may evolve or additional tasks may arise. Any changes will
be promptly communicated and discussed with you. If work falls outside the approved
scope, we will coordinate with you to determine appropriate next steps, which may include
a scope or budget adjustment. While this is rare, we are transparent about how change
orders are handled
We do not apply any markup to direct, reimbursable expenses; all such costs are passed
through at actual cost
For subconsultant work (if any), we process an 8 percent administrative fee
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Invoices provide clear and sufficient detail to identify the work performed during each billing
period
Detailed time records are maintained and are available upon request. Receipts and
supporting documentation for direct, reimbursable expenses are likewise retained and can
be provided as needed
We utilize professional accounting software to manage and maintain all financial records,
use ADP for payroll processing, and engage a certified public accountant with expertise in
business accounting to prepare and file all required federal and applicable state tax returns
Table 3: Fee Schedule
Description Rate
NCB, blended rate for all services
• Dawn Olsgaard, Project Manager
• Meg Overocker, Assistant Project Manager, Research Manager
• Destin Blais, Quality Control
• Tonya Frost, Research, Writing
• Andrea Owen, Surge Capacity
• Neil Blais, Economist and Government Relations
licensed, professional civil engineers)
Travel will be from Villa Park, California, if requested At cost | No markup
approved At cost | No markup
Note: NCB hourly rates will increase 3% on January 1 of every multi-year contract
With a request for services, NCB will provide you with a time-and-materials quote for the proposed
level of effort. We will also only bill for the time expended, so if we complete the project in less time
than estimated, you will only pay for the actual time expended.
37 D-39
City of Rancho Palos Verdes
Proposed Budget: Summary
Table 4: Budget Summary
Year 1 Year 2 Year 3
Annual Cost $77,350 $79,671 $82,061
-
*Grant Program Strategy $4,500 $0 $0
Monthly Check-in Call $3,600 $3,708 $3,819
Grant Management $9,000 $9,270 $9,548
Quick-Turn Engineering Support $5,040 $5,191 $5,347
Other General Support $7,200 $7,416 $7,638
*GPS does not repeat in years 2 and 3; 3% escalation applied each year
The Annual Cost excludes all proposed value-added optional tasks
The Adjusted Annual Cost includes all proposed value-added optional tasks
The budget includes sufficient funds to develop approximately five (5) proposals annually;
hours can be shifted as needed based on your actual needs; this is consistent with our
leadership’s historical experience working with RPV, dating back to 2010
The budget provides approximately 509 hours for NCB staff time if selecting the Annual Cost
option; if all value-added optional tasks are selected, total NCB staff time hours increase to
671 + 20 hours annually for quick-turn engineering support
Fifty-eight percent (58%) of the total hours are allocated for the Project Manager (296 hrs),
28% for the Assistant Project Manager and Research Manager (140 hrs), 8% for Quality
Control and Client Satisfaction (43 hrs), and 5% for economic (benefit-cost analyses) and
government relations support (30 hrs); these percentages shift nominally if the value-added
optional tasks are selected
Years 2 and 3 include a modest 3% increase in labor to help NCB provide competitive wages
and benefits to employees year-over-year
NCB’s cost to provide services is 0.25% of the City’s annual operating budget ($41.5M)
Based on a 20:1, 50:1, and 80:1 return on investment, Rancho Palos Verdes should
realize $1.5 million, $3.9 million, or $6.2 million, respectively, in grant funds by the end
of Year 2
38 D-40
City of Rancho Palos Verdes
Proposed Budget: Detail
39 D-41
KEY PERSONNEL HOURS
Total No. "C iii of Total :;; .,.
"' u "' 'OD 0 ·;;;
Proposals Total Annual "' iii iii "' 0 > ·;;;
Estimated Estimated Hourly Estimated %of C: 0 '.S iii ;: 'OD "' 'iii No. On-Call Service/Task Description Per Year Hours Rate Cost Total "' Cl> Cl>
0 :;: 0 z
1 Gra nt Mon ito ri ng & Rese arch Research, conduct feasibility analys is, and recommend grants aligned with City goals and N/A 120 $150 $18,000 23% 60 50 10
objectives; provide Grant Brief, make go/no go dec isions w/ RPV staff, develop quotes for
developing proposal
-10 hrs per month x 12 months
2 Qu arte rly Gra nt Progra m Lead 6 0-minute grant team call to discuss grant landscape ; open solicitations, pend ing N/A 24 $150 $3,600 5% 16 6 2
St ra tegy (GPS) Chec k-in Call proposals, debriefings, new priorities; keep records and reports summarizing status of a ll grant
opportunities, pending, and su bmitted applications
6 hrs per qtr x 4 qtrs (4 hrs record keep in g/qtr and mtg prep , 1 hr call, 1 hr post-call follow-up)
3 Gra nt Propos a l Develop m ent Lead all grant development using systematic, tested process to deliver compliant, compe l ling, 7 1%
and competitive proposals -includes l ead i ng full spectrum of actions req uired to deliver
proposal, post-submission follow-up activities, and debrief ings
Tier 1: Simple 10-30 hours for turnkey_proposal deve l opment 1 25 $150 $3,750 20 4 1
Tier 2: Medium Complexity 30-70 hours for turnkey proposa l deve l opment 3 70 $150 $3 1,500 130 60 20
Tier 3: Complex 70+ hou rs for turnkey propo sa l developm ent (Stormwater, BRIC , HMGP, BU IL D.INFRA, etc.) 1 130 $150 $19,500 70 20 10 30
4 Re imbu rsable Expenses 1) Mileage for Dawn to attend up the three (3) on site meetings (roundtrip trave l from Villa Park) N/A $1 ,000 1%
for Grant Program Strategy meeting and two addit ional meet ings w hen on si t e is helpful ($300/y r)
2) Allowance for hard copy proposal submissions (likely not needed) ($500/yr)
3) Minor allowance for unexpected expenses ($200/yr)
4) Annual site vis it is no cost to RPV ($0/yr)
5 Annual Meeting -no cost To review City's goals an d priorities for grant funding and review hi storical grant w ins and grant N/A $0
management successes ; including documenting all activat es during c urrent year and historical
from year 1 -No cost
Total Estimated Annual Budget 509 $77,350 100% 296 140 43 30
Percent of Staff Time to Total Hours Budgeted 58% 28% 8% 6%
City of Rancho Palos Verdes
Proposed Budget: Detail (continued)
40 D-42
KEY PERSONNEL HOURS
Total No. ,, :;;
of Total :. -"' "' .. u
No. On-Call Service/Task
"" 0 'iij "' Proposals Total Annual "' :;; iii 0 > 'iij
Estimated Estimated Hourly Estimated %of C: 0 -~ iii ;: "" Description Per Year Hours Rate Cost Total .. .. .. 'iii
C ::E C z
Add: Valu e-Added Opti onal Tasks
6 Grant Progr am Strategy (GPS ) Identify RPV prio rity proj ects and needs and align with current and future grant op portuniti es; N/A 30 $150 $4,500 15% 20 5 5
keep current via GPS c heck-i n call; one -time onboard ing activity
7 Mont hly GPS Ch eck-in Call Same activit ies as No. 2 above except ca ll is hosted mo nt hly instead of quarterly N/A 24 $150 $3,600 12% 16 6 2
No add it io nal hours needed for record keeping
24 additional hours proposed: 8 for 1 hour call, 8 for preparat io n, and 8 for post-call fo llow-up
8 Post-Award Gra nt Managem ent Assist w it h post-award co m pli ance inc lud ing project manager support, comp li ance, fi nancial and N/A 60 $15 0 $9,000 3 1% 36 18 6
program reporting, budget and scope amendme nts, f inal closeout, audit preparation , records
retention
••Some grant awards allow costs to be reimbursed wl grant funds or count towards local
match**
-60 hrs per year /5 hrs/mo), as requested
9 Quick-Turn Engi neering Suppo rt Quick-tu rn enginee ring support inc luding preliminary design plans, cost est imat es, and 1 20 $252 $5,040 17%
enviro nment al. Only request ed if RPV engineering staff are unable to support a quick-turn
reque st.
10 Ot her General Su pport As requested, including federa l appropriat ions requests, gove rn ment rela ti ons and education, N/A 48 $150 $7,2 00 25% 25 12 5 6
strat egic guidance outs ide of grants, emergency advisory services
4 hrs per month x 12 months
Tota l Estimated An nua l Val ue-Added Optional Tasks 162 $29,340 100% 97 4 1 18 6
Percen t of Staff Time to Total Hours Budgeted for Val ue-Add ed Optional Tasks 60% 25% 11% 4%
Total Estimated Annual Budget with Value-Added Options 671 $106,690 393 1s1 61 36
Percent of Staff Time to Total Hours Budgeted 59% 27% 9% 5%
City of Rancho Palos Verdes
Section 5: Quality Control Plan
Quality control is built into every procedure within the NCB framework. This includes:
Quality Control Manager. At NCB, we have an assigned Quality Control Manager who has founded
two nationwide grant writing firms and has more than 30 years of direct experience developing
complex award-winning proposals and managing grant funds. Destin Blais serves in this capacity
and is responsible for developing our procedures, templates, and processes and ensuring all NCB
work products follow our tested and proven procedures. These procedures exceed industry
standards (as evidenced by our repeat clientele) and include innovative practices like the Shipley
Method.
Shipley Method. We integrate the Shipley Method into the proposal process, which brings
discipline, strategy, and rigorous win-themes into every application. The Shipley method also has
an unrelenting focus on compliance and requires creating a compliance matrix that is checked at
specific intervals. Most firms leave compliance up to memory or a simple checklist with no formal
checkpoints. At NCB, we are committed to the formal compliance matrix with regular
checkpoints.
Application Development Procudures. Grant development is highly structured utilizing a kickoff
meeting, Proposal Planner (capturing application requirements), development schedule, win
themes and differentiators, the team, evaluation criteria, and a compliance matrix. The
development schedule includes anticipated tasks, due dates, necessary conference calls and
discussions, and projected delivery of the red draft (~75-85% draft) and the gold draft (final). The
schedule identifies leads for each task and who we will approach to provide support letters. The
schedule ensures we understand everything that is needed for the application, the timing of those
requirements, and responsible person. The kickoff meeting formalizes submission protocols for the
application. The red draft outlines major components and narrative but may still be waiting on final
budget numbers, design plans, etc. The gold draft (final, or 99% final) is vetted through our Quality
Assurance/Quality Control process to ensure that the application is complete before sending to
you. Our process checks everything against the compliance matrix including formatting,
layout, budget numbers and associated mathematics, enunciation of deliverables, and
project schedule.
Our NCB quality control procedures are designed with our most valuable asset in mind – our
clients! We are dedicated to deliverables that meet and, more importantly, exceed your
expectations.
41 D-43
City of Rancho Palos Verdes
Section 6: Acceptance of Conditions
NCB Incorporated accepts all conditions listed in the City of Rancho Palos Verdes RFP document
and Sample Professional Services Agreement (PSA)
42 D-44
City of Rancho Palos Verdes
Appendix 1: Key Personnel Resumes
Dawn Olsgaard, Project Manager | 3 pages
Meg Overocker, Assistant Project Manager | Research Manager | 3 pages
Destin Blais, Quality Control | 3 pages
Neil Blais, Economist & Government Relations | 1 page
43 D-45
Masters Courses
Arizona State University
BA English & Political Science
University of California , Berkeley
Public Affairs
Education
Harvard University Courses
Writing
Dawn is a seasoned grant strategist with nearly 20 years of experience
helping municipalities, nonprofits, and private organizations secure vital
funding. She specializes in crafting winning grant proposals and
developing cost-effective strategies that maximize impact and return on
investment. Recognized for her collaborative approach, Dawn builds
strong partnerships that drive sustainable community growth. Her
leadership and expertise have resulted in securing hundreds of millions in
funding across diverse sectors, from parks, housing, and transportation to
climate resiliency and public safety.
About Dawn
Work Experience
2025-present
Director
NCB Incorporated
Secure capital and programmatic funding for municipal
agencies, private firms, and non-profits by developing high-
quality and compelling grant applications and proposals.
Create cost-effective strategies for pursuing grant funding that
maximizes return on investment.
Champion clients’ projects, from planning through completion,
to achieve positive impacts on the communities served.
Director
2009-2025
B&A Professional Grant Services
Wrote 115+ winning grant applications for municipal clients for housing,
parks, transit, active transportation, economic development and
workforce training, public utilities, disaster preparation/mitigation,
climate change and resiliency, public safety and other topics.
Secured $200 million in funding from federal, state, and regional
agencies.
Reviewed and edited 75+ additional winning applications, securing
$118 million in funding.
Created funding strategies and matched federal, state and regional
agencies’ and major national foundation’s funding programs to
clients’ project needs.
Project Manager
Dawn Olsgaard
dolsgaard@
(714) 274-5961
Orange County, CA
Skills
Contact
Strategic Funding & Grant
Prospect Expert
Grant Writing & Proposal
Development
Relationship Building &
Engagement
Corporate Strategic Leadership
& Program Development
NEPA & CEQA
Training
ncbincorporated.com
44 D-46
Incorporated
Corporate Proposals I Government Grants
•
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•
Work Experience (con’t)
Director
2009-2025
B&A Professional Grant Services
Dawn Olsgaard
Analyzed grant funding opportunities for relevancy to clients’ needs and eligibility, providing critical guidance in “go/no
go” decisions.
Strategized across departments, agencies and projects to coordinate and maximize funding success.
Prepared promotional materials to pre-position projects for funding.
Generated publicity on project success and outcomes through successful award nominations.
Owner
2004-2006
Next Best Thing
Launched a successful dog walking and pet sitting company, managing all aspects of the business, including training
and certification, marketing, customer service, scheduling and billing.
Associate
1998-2004
COSMOS Corporation
Served as a research associate on national evaluations of federal and foundation-sponsored grant programs.
Conducted site visits, completed case studies, drafted and edited final reports, handouts and slide presentations for
client meetings and industry presentations.
Public Affairs Associate
1996-1998
New York City Economic Development Corporation, New York, NY
Prepared news releases for economic development activities. Wrote speeches, talking points and press briefings for
leadership and elected officials.
Grant Wins
See next page
45 D-47
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Corporate Proposals I Government Grants
Grant Award Program
$28.617 million
California State Transportation Agency, Transit and Intercity Rail
Capital Program (TIRCP), purchase zero emission micro-cruisers,
electric buses, install solar canopy (Anaheim Transportation
Network)
$10.1 million
Orange County Transportation Authority, Comprehensive
Transportation Funding Program, Regional Capacity Program; Right-
of-Way Purchase (Anaheim Public Works)
$4.227 million
California Natural Resources Agency Statewide Park Development &
Community Revitalization; new park and community center (Anaheim
Community Services)
$1.0 million
U.S. Department of Transportation, Transportation, Community, and
System Preservation Grant Program; create river walk and entrance
along Santa Ana River Trail (Anaheim Public Works)
$523,700
U.S. Department of Transportation Federal Highway Administration,
Safe Routes to Schools; new sidewalks for elementary schools (City
of Chino Hills)
$416,950
California Department of Housing and Community Development,
Housing Related Parks Program; renovate an aquatic center with
splash pad, plunge pool, showers, and restrooms (City of Fontana)
$135,680
U.S. Department of Homeland Security, Assistance to Firefighters
Program; purchase washers/extractors, mobile data computers,
vehicle exhaust extractor system (City of Fontana)
$96,000
California Department of Forestry and Fire Protection (Cal FIRE),
Green Trees for the Golden State; plant 600 trees in historic
downtown (Anaheim Public Works)
Grant wins - representative examples
Dawn has personally developed almost 120 winning grant proposals securing $199.9 million for her clients. She also
supported or reviewed 76 grant proposals that won $118.7 million for cities, counties, and non-profits. This track record
accounts for her professional work with COSMOS, B&A, and NCB. The following are examples of her awarded work. A
complete list can be provided upon request.
Dawn Olsgaard
46 D-48
Meg is a seasoned grant professional with more than a decade of
experience in research, proposal development, and grant management. She
has secured over $171 million in competitive funding and loans for public-
sector, federal and non-profit clients across sectors including
transportation, utilities, disaster preparedness, and public health. Meg is
gifted in finding grants to match needs and leading teams. With a strong
background in environmental consulting and community outreach, she
combines technical expertise with collaborative leadership to deliver
impactful funding solutions.
About Meg
Work Experience
2025-Present
Senior Associate
NCB Incorporated
Manage the research team to deliver timely and exceptional Grant Briefs
Act in Service Lead positions to help clients make aggressive but logical
go/no go decisions for grant pursuits
Develop competitive, compliant, and compelling grant proposals
Manage awarded grant funds to ensure compliance including staying
on schedule and on budget
Provide technical assistance to clients on complementary grant services
including environmental requirements, community outreach, and
training
Participate on the NCB leadership team, representing the Research
Department
Principal, Grant Development
2021-2025
Blais & Associates, LLC (B&A)
Developed 23 winning grant applications for municipal clients on
topics including transit, transportation, public utilities, parks and
recreation, active transportation, disaster preparedness, and climate
resiliency
Secured $59.7 million in grant and $50 million in loan funding for
clients from regional, state, and federal agencies
Assistant Project Manager, Research
Manager
Meg Overocker
moverocker@
(815) 992-1766
Asheville, North Carolina
Contact
Master of Science
University of Tennessee
Education
Skills
Grant research and client
funding strategies
Grant writing and
management
Training
Environmental studies
Community outreach
Client-facing collaboration and
relationship-building
ncbincorporated.com
Earth and Planetary Science
Bachelor of Science
East Carolina University
Geology
47 D-49
Incorporated
Corporate Proposals I Government Grants
•
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•
•
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Work Experience (con’t)
Meg Overocker
Reviewed and edited 16 applications that secured $61.4 million in funding
Developed and delivered a grant writing training program for new hires
Developed and delivered a “Train the Trainer” program
Led client-facing monthly grant strategy meetings
Program Coordinator
2018-2021
University of Illinois Extension, Ottawa, IL
Developed strategies to deliver community service projects using University of Illinois Extension Master Gardener and
Master Naturalist volunteers
Organized, developed, and delivered public educational activities including webinars, presentations, seminars, and new
volunteer training programs
Prepared news releases, marketing materials, and quarterly, and year-end reports related to the activities and impacts of
the programs
Recruited volunteers
Hydrogeologist
2009-2013
Ayres Associates, Eau Claire, WI
Prepared various environmental studies and reports
Designed and led subsurface investigations for soil and groundwater remediation
Delivered Occupational Safety and Health Administration (OSHA) required training to staff
Prepared four federal grant applications including Brownfields and Hazardous Substances Cleanup Grants securing
approximately $2.5 million in funding
Grant Wins
See next page
Other Experience
15 years experience in both teaching and training roles, including University level teaching and staff and volunteer
training
Consulting experience for industrial hygiene services, including lead-based paint and asbestos sampling, remediation
oversight, and reporting
48 D-50
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Corporate Proposals I Government Grants
Meg Overocker
Grant wins - representative examples
Grant Award Program
$21 million
California Department of Transportation (Caltrans), Local
Transportation Climate Adaptation Program: construct the La
Palma Avenue Storm Drain Improvement and Resiliency Project
(City of Anaheim Public Works)
$8.4 million
U.S. Department of Transportation, Low/No and Bus and Bus
Facilities Program: purchase four 60-foot battery electric buses
and charging infrastructure (Omnitrans)
$5.172 million
California Department of Water Resources, Drought Relief
Program: launch a Lawn-to-Garden rebate program (City of
Fresno Department of Public Utilities)
$1.312 million
California Department of Transportation (Caltrans), Active
Transportation Program: close a sidewalk gap (City of Anaheim
Public Works)
$1.5 million
U.S. Department of Health and Human Services: Building a
Medical Home for Multiply Diagnosed HIV Positive Homeless
Populations - Demonstration Sites (Pasadena Public Health
Department)
$1.0 million
U.S. Environmental Protection Agency, EPA Brownfields
Assessment Coalition Program: conduct 40 Phase 1
Environmental Assessments (City of Cheyenne, WY)
$734,452
U.S. Bureau of Reclamation, Drought Resiliency Program: install
wellhead treatment system (City of Fresno Department of Public
Utilities)
$200,000
U.S. Environmental Protection Agency, EPA Brownfields
Assessment Hazardous Substances Cleanup Program: clean up
soils (Ashland, Wisconsin)
Meg has developed over 105 winning grant proposals securing over $172 million in grant funding, including a $50 million
loan. The following are examples of awarded work. A complete list can be provided upon request.
49 D-51
:~(Jft
Corporate Proposals I Government Grants
Destin is a seasoned leader with nearly 30 years of experience in grant
research, writing, and management, serving local and regional governments
nationwide. Her most cherished accomplishments are focused on building
teams that accomplish amazing success for clients. She has personally
developed more than 100 winning federal and state proposals, securing
multimillion-dollar funding for community-focused projects. Dedicated to
empowering teams and clients alike, Destin combines innovation,
collaboration, and results-driven strategies to strengthen communities and
drive long-term success, never losing the personal relationship touch.
About Destin
Work Experience
2020-present
Co-founder, Chief Operating Officer
NCB Incorporated
Collaborate with the President & CEO to drive strategic leadership and
foster strong internal and external relationships that promote
organizational success, employee engagement, and client retention.
Partner with the Vice Presidents of Corporate Proposals and
Government Grants to streamline operations, strengthen internal
procedures, and deliver consistent client satisfaction and funding wins.
Champion client success by coaching and mentoring staff to achieve
high-performance standards.
Leverage the latest technologies, techniques, and processes to
maximize efficiency and resource savings, while maintaining a client-
focused, relationship-driven approach.
Founder
2000-2020
B&A Professional Grant Services
Founded and led a 100 percent, virtual-based, nationwide grant
consulting company.
Created a centralized, cloud-based file sharing system with filing
protocols.
Ensured efforts were maintained and improved upon using a continual
process improvement strategy.
Quality Control
Destin Blais
dblais@
(949) 322-3056
Dallas, TX
Contact
BS Accounting
University of Missouri, Columbia
Education
Skills
Exceptional communication
and strategic thinking
Software development
Grant research, writing, and
management
NEPA and CEQA
Team Building
Corporate Processes and
Procedures
Training
ncbincorporated.com
50 D-52
Incorporated
Corporate Proposals I Government Grants
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Centralized the Orange County Transportation Authority’s grant department (from a decentralized process). Required
assessing current processes and identifying how to bring together different departments with different operating
procedures.
Provided support to the Federal Government Relations Director by developing the agency’s federal agenda documents
for Washington, DC legislative briefings.
Personally developed over 40 government grant proposals requiring both technical and persuasive writing styles. Writing
topics included providing bus passes for veterans seeking medical help at a local or regional Veteran’s Hospital,
constructing a compressed natural gas refueling center, purchasing electric buses, providing day passes for college
students, etc.
Work Experience (con’t)
Destin Blais
Developed overall corporate structure, including staffing, by establishing divisions and centralizing or decentralizing, as
needed, to ensure company success.
Personally developed 65 federal and state government proposals requiring the convergence of both persuasive and
technical writing in the following sectors: transportation, transit, military, water (including recycled, wastewater, and
stormwater), public health/healthcare (including homelessness), emergency management/disaster relief infrastructure
and planning, housing, public safety (fire and police), libraries and museums, alternative fuel vehicles and infrastructure
(including compressed natural gas and electric), parks and recreation, environmental (including brownfields and air
quality), conservation (including forestry), and planning.
Grant Manager
2003-2005
Orange County Transportation Authority
Management Analyst
2000-2003
City of Santa Ana, CA
Assigned to the Santa Ana Housing Authority. Assisted with day-to-day management activities to include developing all
department correspondence, City Council staff reports, and other reports as needed. Developed grant applications to the
U.S. Housing and Urban Development.
State Hazard Mitigation Officer
1994-2000
State of Missouri, Emergency Management Agency
Worked under the direction of the Assistant Director (a retired Army Colonel) to administer a flood buyout program
following the Great Floods of 1993. Started as a temporary auditor working with cities and counties throughout the State
to ensure Federal Emergency Management Agency (FEMA) grant funds were spent according to federal rules and
regulations. Promoted to permanent employee as the State Hazard Mitigation Officer.
51 D-53
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Corporate Proposals I Government Grants
Destin Blais
Grant wins - representative examples
Grant Award Program
$81.2 million U.S. DOT/FHWA Infrastructure for Rebuilding America
(Missouri Department of Transportation)
$8.3 million
U.S. HUD Neighborhood Stabilization Program Round 2:
Housing Relief Program for Foreclosed Properties; (City of
Indio, CA)
$7 million
California Transportation Commission Prop. 1 Local
Partnership Program: Construct pedestrian and bicycle
access to downtown (City of Claremont, CA)
$1.5 million
U.S. Department of Health and Human Services: Building a
Medical Home for Multiply Diagnosed HIV Positive
Homeless Populations - Demonstration Sites (Pasadena
Public Health Department)
$862,135 California Department of Public Health: Oral Health
Program (Pasadena Public Health Department
$750,000 San Bernardino County Transportation Development Act:
Pedestrian and Bicycle Facilities (City of Fontana, CA)
$400,000
U.S. Department of Transportation: Transportation,
Community, and System Preservation (City of Farmington,
New Mexico)
$6,000 U.S. Department of Justice: Bulletproof Vest Program
(City of Elk Grove, CA)
Destin has developed almost 265 winning grant proposals securing $302.4 million for her clients. This track record accounts
for her professional work with the State of Missouri, City of Santa Ana, Orange County Transportation Authority, and as
owner of B&A, and now NCB Incorporated. The following are examples of awarded work. A complete list can be provided
upon request.
52 D-54
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Corporate Proposals I Government Grants
Neil is a seasoned leader with nearly 30 years of experience in grant
research, writing, and management for local and regional governments. He
is nationally recognized for his expertise in conducting benefit-costs
analyses, hazard mitigation, sustainable community development, and
strategic leadership. Throughout his career, Neil has founded and led
successful organizations, advised government and nonprofit entities, and
built strong, lasting partnerships that drive community resilience and growth.
His work reflects a deep commitment to empowering communities through
innovative strategies, collaboration, and results-driven solutions.
Experience
2020-present
Founder, President & CEO
NCB Incorporated
Responsible for overall strategic leadership and relationship building -
both internal and external to achieve long-term success
Provide strategic assistance, technical, and policy consulting services
to government and non-government organizations
Founder, President & CEO
2008-2020
B&A Professional Grant Services
Responsible for overall strategic leadership and relationship building -
both internal and external to achieve long-term success
Economist and Government Relations
Neil Blais
nblais@
(949) 322-3055
Dallas, TX
Contact
Master of Arts
Dallas Theological Seminary
BS Aerospace Engineering
California State Polytechnic
University, Pomona
Christian Leadership
Education
Skills
National expert on flood hazard
mitigation and loss estimation
methodologies
Conducting Benefit-Cost
Analysis (BCAs)
Strategic leadership and
sustainable community
development
Municipal government
executive leadership
ncbincorporated.com
General Manager, State and Local Government Operations
1994-2008
ABS Consulting
Primary business focus was emergency and risk management
Chairman, Multihazard Mitigation Council
2010-2015
National Institute of Building Sciences
Assisted with the reconstitution of the Multihazard Mitigation Council
Led Public and Private Incentivization bringing stakeholders together to
discuss methods of driving resilience
Project manager for developing FEMA HAZUS Flood Model
Recognized as a national expert on hazard mitigation and sustainable
community development
53 D-55
Incorporated
Corporate Proposals I Government Grants
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Grant
Management
Services
April 1, 2026
A Proposal for
The City of Rancho Palos Verdes
DUNS:
962763277
UEI:
SYKHEKA6C9Q4
CAGE CODE:
61RD3 wittobriens.comE-1
....
RFP – Grant Management Services i wittobriens.com
COVER PAGE
Proposal in Response to RFP – Grant Management Services
Submitted to:
The City of Rancho Palos Verdes
30940 Hawthorne Boulevard
Rancho Palos Verdes, CA
90275
Prime Vendor:
Witt O’Brien’s, LLC
818 Town & Country Blvd.
Suite 200, Houston, TX 77024
(281) 320-9796 | www.wittobriens.com
Contact for Proposal Correspondence:
If you have any questions about our proposal or require additional information about our services or
firm, please contact Michelle Little at ALittle@wittobriens.com with a copy to
contractrequests@wittobriens.com.
Submittal Deadline:
April 01, 2026
Witt O’Brien’s reserves the right to negotiate terms and conditions applicable to any final agreement
and, if selected, will negotiate in good faith with the City of Rancho Palos Verdes to enter into a
mutually agreeable formal written agreement.
E-2
WITT O'BRIEN'S
PART OF THE AMBIPAR GROUP
/
RFP – Grant Management Services ii wittobriens.com
TABLE OF CONTENTS
COVER PAGE .......................................................................................................................... i
COVER LETTER .................................................................................................................... iii
1. APPROACH TO SCOPE OF SERVICES ................................................................................. 1
1.1 Project Startup ..................................................................................................................... 2
1.2 Provide technical and administrative support for the City’s grant program ................................. 4
1.3 Research, assess, and suggest grants .................................................................................... 7
1.4 feasibility analysis ................................................................................................................. 7
1.5 Develop grant applications .................................................................................................... 9
1.6 Tracking and Reporting ....................................................................................................... 12
1.7 Post-Award Program Administration ..................................................................................... 14
1.8 Value-Added ...................................................................................................................... 15
2. ORGANIZATION AND STAFFING ..................................................................................... 17
3. STAFF QUALIFICATIONS AND EXPERIENCE .................................................................... 19
3.1 Prior Experience ................................................................................................................. 19
3.2 Staff Qualifications .............................................................................................................. 21
3.3 Reference Projects .............................................................................................................. 25
4. PROJECT COST ................................................................................................................ 30
5. QUALITY CONTROL PLAN ................................................................................................ 32
6. ACCEPTANCE OF CONDITIONS ........................................................................................ 33
APPENDIX A: EVIDENCE OF GOOD STANDING .................................................................... 34
APPENDIX B: KEY PERSONNEL RESUMES ........................................................................... 36
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COVER LETTER
April 01, 2026
Megan Barnes, Senior Administrative Analyst
The City of Rancho Palos Verdes
30940 Hawthorne Boulevard
Rancho Palos Verdes, CA, 90275
RE: RFP – Grant Management Services
Dear Ms. Barnes and Members of the Selection Committee:
Witt O’Brien’s is pleased to present this proposal to provide on-call grant management services to the City of
Rancho Palos Verdes (the City). We understand the City is seeking a qualified partner to support grant
research, feasibility analysis, application development, grant administration, reporting, and related advisory
services aligned with the City’s priority projects and community goals.
While the myriad Federal funding streams have created opportunities for local organizations to support their
important initiatives, navigating the complex eligibility and programmatic requirements specific to each
program can be daunting. The City of Rancho Palos Verdes needs a contractor with broad experience across
the various funding streams to provide support in identifying and applying for grants funding programs that
best meet the City’s needs and circumstances.
Witt O’Brien’s is a firm focused on policy advisory services, emergency management, and the entire lifecycle
of grants management. For more than 20 years, Witt O’Brien’s and its legacy entities have provided grants
management advisory services to improve the resilience of communities nationwide. Reasons to select Witt
O’Brien’s:
We are experts in Federal funding programs and compliance requirements. Over the past 20+
years, we have maximized the recovery and implementation of over $75 billion in Federal funding
across the spectrum of available sources—from the legacy FEMA and HUD disaster recovery programs to
the more recent Federal and State resilience-related funding.
We bring perspective from across the funding cycle. Our world-class team of experts includes
and program managers with firsthand experience on the
frontlines of grants management, providing oversight of matrixed organizations, including subrecipients
and contractors. In these positions, they have managed across technical disciplines—including housing,
public health, health and human services, engineering, climate change, critical infrastructure, and
economic development. We also have staff who have served in senior positions across nearly
.
We view each of our clients as partners and work collaboratively to achieve your desired
outcomes. We set organizations up to succeed—from Day 1, our focus is on building your capabilities.
We tailor our services to best support your needs.
The following information is provided in accordance with the requirements of the solicitation:
Firm Information:
Legal Name: Witt O’Brien’s, LLC
Address: 818 Town & Country Blvd, Suite 200, Houston, TX 77024
Phone: +1 281-320-9796
Type of Organization: Limited Liability Company
Docusign Envelope ID: 15EC6547-5692-4C4D-BC0A-D2B9B42A9B49
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818 Town and Country Blvd.
Suite 200 wittobriens.com F: +1 (281) 320-9700
Prime Contact:
Michelle Little, Director, +1 (501) 412-6265 | ALittle@wittobriens.com
Good Standing
Witt O’Brien’s maintains a strong financial and operational foundation. Our client portfolio spans over 500
geographically diverse government and non-governmental entities, many of which are engaged through
multi-year contracts that contribute to recurring revenue and long-term stability.
Witt O’Brien’s, LLC is currently in good standing. Evidence of good standing is provided in Appendix A.
Present Staff, Size, Classification, and Credentials
Witt O’Brien’s maintains a multidisciplinary team of professionals who support public-sector clients in grant
strategy, grant writing, grant administration, program implementation, financial compliance, procurement
compliance, project management, and closeout support. Our team of over 300 dedicated professionals is
structured to deliver uninterrupted service across all engagements, ensuring seamless continuity of
operations across business units. This depth of talent and workload capacity enables us to scale effectively
while maintaining high performance standards. Relevant credentials across our key personnel team include
Transportation and Land Use (MURP), Certified Floodplain Manager (CFM), and Grant Professionals
Certification (GPC).
Sub-consultants
Witt O’Brien’s will engage Grant Management Associates (GMA) as sub-consultants to provide general grants
support, as needed. GMA is a certified woman-owned California S-Corp with a national footprint and client
base. Since their founding in 2009, they have grown from 4 associates to over 50 professionals and have
completed hundreds of proposals to diverse federal and state agencies, securing almost $2 billion in awards
for their clients. Their overall win rate exceeds 90% on proposals they have led, bringing valuable support
to the City of Rancho Palos Verdes.
Officers / Authorized Representatives
Guilherme Patini Borlenghi, CEO/President – (281) 320-9796| contractrequests@wittobriens.com
Cheryl Detillieu Joiner, Director of Contracts & Compliance – (281) 320-9796|
contractrequests@wittobriens.com
Michelle Pashko, Vice President-Human Resources – (281) 320-9796| hiring@wittobriens.com
Witt O’Brien’s, LLC states that it is unaware of any conflict of interest that would impair its ability to perform
the proposed work in an objective, impartial, and professional manner for the City of Rancho Palos Verdes.
We appreciate your time and consideration of our proposal. Witt O’Brien’s reserves the right to negotiate
terms and conditions applicable to any final agreement and, if selected, will negotiate in good faith with The
City of Rancho Palos Verdes to enter into a mutually agreeable formal written agreement.
Respectfully,
Witt O’Brien’s, LLC
Cheryl Detillieu Joiner, CPCM
Director of Contracts & Compliance
Docusign Envelope ID: 15EC6547-5692-4C4D-BC0A-D2B9B42A9B49
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1. APPROACH TO SCOPE OF SERVICES
We understand that the City of Rancho Palos Verdes funding needs span five core priority areas: 1)
Resilience and Public Safety; 2) Infrastructure and Utilities; 3) Transportation and Streetscape; 4) Civic,
Parks, and Open Space Assets; and 5) Housing, Economic Development, and Community Services.
These categories reflect both the City’s immediate and long-term capital, community, and resilience
objectives, including hazard mitigation, critical facility development, utility and mobility improvements,
public space enhancements, and targeted community support initiatives. Our approach will align these
priorities with the most appropriate federal, state, regional, and other funding sources, while also
identifying opportunities to sequence and, where allowable, braid funding to maximize impact. By
organizing the City’s needs into these strategic categories, Witt O’Brien’s will help the City evaluate
opportunities more efficiently, prioritize pursuit efforts, and build a practical, forward-looking funding
strategy that supports implementation readiness and long-term community benefit.
Successfully pursuing funding requires time and resources—particularly in a time when the grants
landscape is changing, and municipalities face funding uncertainties. Our vast grants experience allows
us to support the City’s strategic approach to grants planning and pursuit by seeking right-fit
opportunities, leveraging available funds, and braid funding sources when possible. In the following
sections, we describe our proven approach to grant pursuit and administration, which can help you
meet your objectives.
To ensure that we have addressed each element in the scope of services, we have organized our
approach as follows:
Develop funding strategy – To facilitate the grants pursuance process, we will create a funding
strategy that aligns your priorities with potential public and private funding sources. This typically
includes an organizational baseline assessment of your current program capabilities to maximize
success.
Identify and evaluate funding opportunities – In alignment with the funding strategy, we will
identify notices of funding opportunities (NOFOs) and evaluate eligibility requirements, deadlines,
and funding amounts.
Develop and submit applications – We will assist in the development, submission, and tracking
of grants applications, ensuring compliance with funding guidelines from initial concept to final
submission.
Track and report on progress – Throughout the pursuance process, we will implement a
comprehensive tracking system throughout the project to track and report on potential funding
sources, the grant opportunities selected for pursuance, timelines and milestones, level of effort
required for each application, and outcomes of submission.
Conduct post-decision analysis – As requested, we can help identify strengths and weaknesses
of applications post-award, including considerations for reapplication.
Exhibit 1 below presents a chronological timeline of the activities under our approach. Our timeline
includes a focus on the initial start-up activities (from kick-off through the award of an initial grant) and
a full schedule of iterative, ongoing activities across the 1-year time period.
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Exhibit 1: Chronological Timeline
1.1 PROJECT STARTUP
Prior to starting the work—and to establish a solid foundation for the project—our team will work with
the City to schedule and facilitate the kick-off meeting. This meeting will be used to discuss the project
management approach—including developing a shared vision of project goals, timelines, deliverables,
and approach. This meeting will also serve as the first opportunity for your staff to get to know our
team at the onset of our engagement. Additionally, we will work with the City to identify the key
internal and external stakeholders for inclusion in this project.
In advance of the meeting, our team will review the available pertinent data such as the City budget,
Capital Improvement Plan, and active grant projects. At the meeting, we will request any updates (e.g.,
to the budget, pending grant applications, etc). This will allow us to use the kick-off meeting to gather
information to help inform the tasks outlined in the RFP and conduct a baseline assessment of your
current program. Following the kick-off meeting, our proposed Project Manager, Michelle Little, will
work with the City to develop a Project Management Plan (PMP) that will serve as the roadmap for our
management of the project. The PMP will be based on standardized principles from the Project
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RFP – Grant Management Services 3 wittobriens.com
Management Institute (PMI) guidance, but will be customized to meet your needs. It will identify high‐
level tasks, activities, deliverables, schedule, key milestones, and the staffing plan. The PMP will
provide the basis for monitoring, controlling, and reporting on the work, including the comparison of
planned vs. actual schedule and costs, work accomplishments, and product delivery.
As part of the PMP, we will develop a Communications Management Plan (CMP) to ensure that the City
and other project stakeholders receive the necessary information to help with project understanding
and oversight. Our CMP will define the communications requirements, including regularly scheduled
meetings and project update reports. These meetings will allow us to discuss issues that impact the
work effort and ensure all partners understand the progress that has been made.
To ensure steady progress in our efforts, our team will document all technical work activities and
resource allocations and maintain a master project schedule that tracks all ongoing tasks. This schedule
will be a living document used to ensure that all deliverables are completed in a timely manner, within
scope, and on budget, including, at a minimum:
Quarterly reports summarizing the status of grant opportunities, pending and submitted
applications.
Quarterly meetings with City Staff (via teleconference or in-person) to review the reports.
An annual meeting with City Staff (via teleconference or in-person) to review the City’s goals
and priorities for grant funding of projects.
We will manage relationships with both internal and external stakeholders throughout the grant
process. Our responsibilities will include attending meetings, following up on applications, and
performing other necessary tasks. Additionally, we will coordinate with and support the City personnel
responsible for ongoing pre-award grant reporting requirements and assist with research and drafting
of reports as needed.
Project Management
The five phases of our project management framework are Initiate, Plan, Monitor and Control, Execute,
and Closeout. This framework is an industry best practice and includes multiple opportunities for
feedback and continuous improvement. Specifically, our approach includes the following steps:
Initiate: Laying the foundation for a
successful grants pursuance program,
including the kick-off meeting, as
described above.
Plan: Working with the City to clarify
the program objectives and develop the
necessary program framework,
processes, milestones, timeline, and
project tools to deliver an effective
technical assistance program.
Monitor and Control: Continually
monitor the real-time project performance (scope, schedule, cost, and quality) against the PMP,
and take corrective actions as necessary.
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PROJECT LIFE CYCLE
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RFP – Grant Management Services 4 wittobriens.com
Execute: Work with the client to develop the funding strategy, identify and evaluate opportunities,
develop applications, and track progress on all elements.
Closeout: Completing all activities and deliverables and all contractual obligations. This will include
all resource and summary materials, as well as the final report with lessons learned and
recommendations for improvement.
1.2 PROVIDE TECHNICAL AND ADMINISTRATIVE SUPPORT
FOR THE CITY’S GRANT PROGRAM
At the direction of the City Manager or the City Manager’s designee, Witt O’Brien’s will provide on-call
technical and administrative support to strengthen and advance the City’s grant program. This support
will be tailored to the City’s priorities and may include strategic guidance, identification of funding
opportunities, application development, grant administration, reporting, compliance support, and
coordination across City departments and external stakeholders.
As part of Witt O’Brien’s approach, before assessing specific opportunities, we will collaborate with the
City to formulate a multi-year funding strategy to facilitate the grant application process.
A multi-year funding strategy is an essential first step because it gives the City a clear, organized
framework for pursuing grants in a strategic rather than reactive manner. It aligns the City’s priorities,
project readiness, budget considerations, and staffing capacity with the most suitable funding
opportunities, allowing resources to be focused on the applications with the greatest potential value
and likelihood of success. This approach improves coordination, reduces inefficiencies, and helps the
City plan ahead for deadlines, match requirements, partnerships, and compliance obligations. It also
positions the City to identify opportunities to sequence or braid funding sources over time, supporting
both immediate needs and longer-term capital, resiliency, and community development objectives.
Develop Funding Strategy
Our approach to developing a funding strategy typically begins with an assessment of your existing
grant management practices to get an accurate picture of the current state of your workflow. This
baseline will help determine how best to implement the funding strategy that is ultimately developed
(and whether any structural changes may be needed).
Our assessment will focus on your organization’s —whether you have the staff,
processes, tools, and capability to identify and evaluate funding opportunities; successfully apply for
the funds; and then implement the programs compliantly. We have developed a
that provides a checklist of items necessary to effectively apply for Federal funding (see Exhibit
2). This tool can be used as an initial assessment to determine where more detailed reviews of the
items above might be needed. As needed, we will conduct interviews with your staff and review your
policies and processes.
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Exhibit 2: Excerpt from Grant Readiness Tools
Based on the results of our organizational assessment, we will identify your specific
funding needs, including:
Your priority projects (both urgent projects and important longer-term projects)
Funding preferences
Gaps in funding (how much is needed)
The information collected during the assessment will be used to develop a funding strategy that
establishes a big picture of what funds are needed, when they are needed, and where to find them.
The strategy will be a living document that can be updated as priorities change, timelines are modified,
and/or new funding opportunities or partnerships arise. The funding strategy will be developed in
coordination with budget and capital plan development and should reflect the priorities of the larger
community and elected officials.
To develop the strategy, we will develop a list of your organization’s current and future funding
priorities, your preferences regarding funding types and sources, and key timelines. We will then
identify funding agency programs, including specific opportunities, that best align with your project
portfolio and are compatible with your overall plan.
For example, we are already familiar with a number of opportunities that may be helpful in addressing
the City’s priority areas, as shown in the table below:
Potential Funding Sources
Priority Area:
Grantor/Grant Name:
Opportunity Name: Community Wildfire Mitigation Best Practices (Host a Course)
Priority Area:
Grantor /Grant Name:
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Opportunity Name:
Priority Area
Grantor /Grant Name:
Opportunity Name: Public Works and Economic Adjustment Assistance (PWEAA).
Priority Area
Grantor /Grant Name:
Opportunity Name: Transportation Infrastructure Finance and Innovation Act (TIFIA) Program.
As discussed in the next section of our proposal, through our experience with collaborative hubs and
supporting individual clients in grants pursuance, we are very knowledgeable about many of the
specific opportunities that are already available and are offered on a regular schedule. As a result, we
can quickly identify opportunities that will best meet your needs.
For additional funding sources, we will research funding agency programs, including their goals,
objectives, and future opportunities (if identified), and identify those that best fit your funding strategy.
This will include Federal, state, and local agencies as well as private foundations. The results will help
us tailor our ongoing research efforts. Factors to be considered will include:
Funding agency
Program purpose
Project or program types
Funding types
Funding amounts
In addition, we will look for opportunities to layer (i.e., “) multiple funding sources to optimize
and amplify their impact. We bring the necessary comprehensive understanding of each program’s
specific programmatic requirements to ensure compliance and no duplication of benefits (DOBs).
Our team will then work with you to develop the desired format and specific content for the funding
strategy, such as:
List of your organization’s funding priorities and needs by project. Projects will likely be in different
stages of development—ranging from ideation to planning, construction, and even programs in
progress with sunsetting funding—and the stage will determine the level of description included in
the report.
From our analysis of funding opportunities, we will identify the funding programs and specific
opportunities that align with the priorities, as well as options for funding match. This will include
specific information on each opportunity already identified.
Schedule of proposed action, based on timing of opportunities and project timelines. This enables a
funding strategy that focuses on release dates, ensuring application development has sufficient
time.
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1.3 RESEARCH, ASSESS, AND SUGGEST GRANTS
As we help execute the funding strategy, we will assist you in identifying and evaluating new funding
opportunities. We will assist the City in identifying upcoming or recently opened opportunities to allow
as much time as possible to develop competitive and compliant applications. Finding an opportunity
early will allow potential applicants to take advantage of assistance offered by the grantor during the
open period, such as pre-application conference calls or webinars.
We have several ways in which we can identify NOFOs at the earliest time possible. Our dedicated
team tracks local, state, and Federal initiatives and NOFOs,
. We also partner with
technology firms and various advocacy organizations to ensure that we always have the latest
information regarding available funding opportunities.
In addition to these sources, we
using our own experience and a fund-seeking software tool. Our team can create a
customized search based on your needs to help fast-track the search for the right grants. We can then
identify right-fit funding opportunities that are in alignment with your needs and are a good fit based
on allowability requirements and other factors associated with the City’s programs and projects.
As we identify opportunities, we will work with you to vet the NOFO and determine the City’s eligibility,
fiscal impact, required collaborative partnerships and any additional requirements (such as
environmental reviews). Our team reviews NOFOs for information such as:
The essential information regarding grant opportunities is encapsulated in concise summaries that
provide valuable insights for constructing a funding portfolio and assessing potential opportunities to
pursue.
1.4 FEASIBILITY ANALYSIS
To assist in evaluating a specific opportunity, we developed a Grant Decision Matrix tool that
provides a numerical score for each criterion to assist in determining an opportunity’s “right fit” for
each client (see Exhibit 3). This tool will allow the City to self-score each criterion to produce an
overall score to be considered for decision-making—i.e., whether moving forward makes sense. A key
part of determining “go/no go” is whether applicants are able to meet post-award terms and conditions
for Federal grant recipients. Other factors include alignment with needs, eligibility, timelines, match
requirements, etc. This process expedites the decision while providing context for whether to invest
resources in its pursuit, generating a feasibility analysis.
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$ N0F0 Release Quarter
$ Funding Agency
$ Program Description
$ Award Minimum & Maximum
$ Eligible/Ineligible Uses
$ Funding Type (Grant, Bond , Finance,
Partnership)
$ Funding Match Requirement
$ Project Type (Planning,
Construction)
$ Period of Availability
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Exhibit 3: Grant Decision Matrix
To further maximize efficiency, we can provide the City with a variety of tools to manage the grants
identification process, such as:
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GRANT DECISION MATRIX -SAMPLE WITT O'BRIEN'S
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Funding Source and Type: Decision by:
Project to be Funded: Apply for grant: Y /N
WEIGHTED DECISION-MAKING CRITERIA
Low Medium High
1 3 5
Relationship with No relationship funder
Fit with funder's Not aligned iorities
Alignment with entity's Not aligned: low priority,
mission/ purpose limited impact
Documented Limited evidence of need community and Found internal need
Staff skills and Limited experience or skills in
Experience area in subject matter
Staff time commitment Limited availability by internal
availability and external resources
Reporting Exten sive Requirements
Length of grant term 6 months to 1 year
Partnerships No identified partners or
collaborative agreements
Potential to generate Does not generate revenue, no
additional funding future funding identified
Entity's resources and Requires significant
investment of capacity resources and time
Competition for Grant High
Likelihood of success Low
Matching funds Significant funds required
Required ($SOOK or more)
Ability to develop a Not enough ti me or resources
competitive Application to submit application
Sufficient funds to Low meet need
Need for funding Low
TOTAL
RATING EVALUATION KEY:
0-17 = Low, do not apply
18-51 = Medium, apply if matching funds available
51+ = High, applyeven ifmatchingfundsnotavai lable
Newly developed relationship (prior Well-established relationship
experience -minimal) (relevant prior expe rienc e)
Minimal alignment Strategic alignment
Moderate alignment: focuses on High alignment: major priority/high
priority with limited/moderate impact potential impact
Partial evidence of need found -Clear demonstration of need and
including available data sets and data sets and materials readily
materials available
Some experience and related subject Subject matter expert matter skills
Partial availability by internal and Current staff is able to perform
external resources work
Moderate Minimal
1 year to 2 years 2 years or more
Potential partners or collaborators Longstanding relationships with
identified partners/collaborators
Future funding sources identified to Future funding sources
cover some costs identified to cover all costs
Requires some investment of Requires minimal or no investment
resources of resources
Moderate Low
Medium High
Moderate funds required Minimal funds required
($250 -SOOK) ($250K or less)
Moderate amount of time available to Ample time available to submit submit application (with increase in
resources rating may be adjusted) application
Moderate High
Medium High
response
RATING
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Develop a grants approval checklist to ensure that, before grants are pursued, they are
reviewed and approved as an appropriate fit for the City.
Establish data dashboards to track funding pursuits and associated details (funder, deadlines,
dollar amounts, matching funds, etc.).
Customize a funding decision scorecard to evaluate and compare grant opportunities against
the City’s identified needs and priorities.
1.5 DEVELOP GRANT APPLICATIONS
Grant applications have a variety of requirements that need to be carefully reviewed. Based on the
level of complexity of a grant application, preparing it can take a few days or may require a team to
spend several weeks assembling an application. We will help to establish a team that understands the
funding opportunity and will map out the response and action plan, including an application checklist.
This is where we will identify special requirements, such as local match, cost-sharing, and partnership
requirements. As applicable, we will also review the applications from prior awardees to identify
success factors that can be incorporated into the City’s applications. We will also attend all relevant
webinars, track FAQ publications, and submit questions to the grantor to help ensure your applications
are as strong as possible.
Preparing for the Application
We have developed a that we use during the
application process to verify that our clients are prepared not only for proposal submission but also
implementation of a project (Exhibit 4 provides an excerpt). We tailor the Checklist as necessary to
each individual opportunity to capture all requirements of the NOFO, organized by the relevant factors
to that opportunity, such as:
Eligibility, e.g., type of applicant, project criteria, applicant registration, etc.
Cost-sharing requirements
Project eligibility, activities, and readiness
Costs
Merit criteria
Application content
Benefit-Cost Analyses (BCAs)
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Exhibit 4: Excerpt from Grant Proposal Checklist and Evaluation Form
We propose working with your staff to complete this form as a preliminary streamlined application
process. Each question allows you to answer with a yes, no, n/a, or provide any response to guide our
staff as they complete the proposal. Additionally, the Checklist provides our staff with questions to
ensure that the proposal formatting meets all submission requirements (e.g., page maximum, font size,
etc.). Once the Checklist is complete, our team has the information needed to develop the application.
Application Writing and Submission
Our team will work backwards from the submission deadline to build an application development
timeline that includes the required deliverables and who will produce each piece. These may include:
Program narratives
Budget schedules
Quantitative data to support the request (demographic information, research supporting program
need, projections for program outcomes, steps to reduce risk, etc.)
Qualitative information on the applicant’s prior accomplishments in the work area requested
Key personnel expertise and experience needed to implement the grants-funded program
Program management sustainability plan for after the grant period has ended
Performance metrics such as historical data, community impact and milestones, etc.
Standard Federal grants application forms
Unique requirements to the grant, such as letters of commitment and/or support; a National
Environmental Policy Act (NEPA) review; or other certifications, assurances, or requirements
To be successful, the application must thoroughly address the grantor’s point of emphasis, including
their priorities and perspective on the grant program. Our team will create an outline to ensure
prompts are answered thoroughly, using data and graphics to support arguments where appropriate.
We will also pay attention to all the details, including page counts, presentation styles, method of
delivery, formatting, etc. Throughout the application period, our team will track the appropriate site to
ensure no changes have been made or additional requirements added.
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To aid in the collaborative nature of grant writing and document control, we created the Application
Development Tracker, which provides the following benefits (see Exhibit 5):
Offers transparency in the process and serves as an efficient client communication tool.
Preserves a record of the grant writing process for use in future funding agency inquiries or audits.
Ensures ongoing access to research citations, questions asked and answered, other pertinent
information, and our systematic approach to grants applications.
Exhibit 5: Benefits of the Application Development Tracker
Once the final draft is completed, we compare each area against the grant application checklist
provided in the proposal language or developed by our team—ensuring all required documents are
included in the application. We edit the application to make sure it has “one voice” and is seamless to
ensure the content is unambiguous, reads easily, stays on topic, makes a compelling case, and adheres
to the following criteria:
Style adheres to an accepted professional style-guide either required by the NOFO or a generally
accepted one.
The point of view is consistent regardless of whether first person or third person is used throughout
the application.
Voice is active and not passive to indicate the City’s ability to implement the proposed project and
manage the award.
Structure follows any stated requirements by the funder, such as font size, style, page limits, etc.
All required elements are included and adequately addressed.
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The Application Development Tracker at a Glance
FEATURES:
A Systematic Approach to Grant Writing. We start by breaking down both
the written application and the online submission portal, which often has
questions that written applications do not include. This ensures that there are no
surprises when we go to submit the proposal.
A living Record of the Grant Writing Process. The Tracker captures all the
application details, so everyone involved can see what information is still outstanding.
A Process Manager. The Tracker asks for all the key information upfront to make sure nothing slips through the cracks
including mandatory reviewers, key dates, who must approve the final document before submission, and who will submit
the application. We make sure that every piece of the application is in place and on time. We sort out the details and
create a customized timeline based on your needs and the grantor's requirements.
A Safeguard for Quality Assurance. The Tracker keeps the scoring rubric at the forefront of the writing process. We
write your grant to earn the highest possible points based on the rubric, giving you the best chance at winning funding.
BENEFITS:
• Preserves a record of the grant-writing process for future funding agency inquiries or audits.
• Ensures ongoing access to research citations, questions asked and answered, other pertinent information, and our
systematic approach to grant applications.
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Once we have completed the grants application, we will put it through a quality assurance (QA)
process. Our team will help ensure applications are compiled in sufficient time for adequate reviews
and to take into account any potential technical issues with submission. We will provide the City with a
clean draft for review, feedback, and approval. If changes are identified, we will work with you to
address and provide a revised version for approval.
Finally, we will submit the application if preferred and provide confirmation of receipt. Once the
application has been submitted, we will meet with the City to address any informational needs that
may arise, such as grantor requests for additional information.
1.6 TRACKING AND REPORTING
Throughout the entire grants pursuance process, we will implement a comprehensive tracking system
to capture:
Potential funding sources and related grant opportunities
Opportunities selected by the City for pursuance
Activity timelines (e.g., opportunity release schedules, application deadlines)
Level of effort required for each application
Outcomes of submissions
Our team will use data from this system to develop quarterly reports with dashboards of progress and
related metrics, including the number of grants identified, the number of grants submitted, and the
status of submitted grants. The dashboard will include an at-a-glance summary of year-to-date
statistics such as total funding awarded to the City. For specific grants, we will provide data on
significant dates (application due, submitted, and awarded), and projected and awarded amounts,
including any match requirements.
Reporting
As part of its on-call grant management services, Witt O’Brien’s will prepare and deliver tangible work
products that support the City’s grant identification, application, administration, reporting, and post-
decision evaluation activities. Deliverables will be developed based on the specific assignments
authorized by the City and tailored to the requirements of each funding opportunity or award.
Anticipated work products include the following:
Periodic grant opportunity notices will be provided advising the City of relevant grant funding
opportunities that align with the City’s priorities. These notices may summarize key information,
including the funding source, program purpose, eligible applicants, anticipated funding amounts,
match requirements, deadlines, and initial considerations of project fit and readiness.
Task-specific quotes will be prepared for funding opportunities the City elects to pursue. These
quotes will outline the proposed scope of work, level of effort, staffing approach, schedule
assumptions, and estimated cost for development and submission of the application.
Draft and final application packages for each funding opportunity selected by the City.
Depending on the program, these packages may include narratives, forms, budget documentation,
schedules, supporting attachments, letters of support, certifications, and other submission materials
required by the funding agency.
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Witt O’Brien’s will prepare grant-related reports and supporting documentation as
authorized by the City. Among the typical terms and conditions included in grant agreements are
reporting requirements. Grantees or subrecipients are commonly required to submit periodic
programmatic and financial reports (monthly, quarterly, or semi-annual) and final reports. These
reports inform the grantor of the status of the grant-funded program and demonstrate fiscal
responsibility, transparency, and compliance.
Programmatic reporting describes project status and accomplishments. These reports measure
the progress achieved on each task in relation to the approved schedule and project milestones for
that reporting period. We will assist the City with its review of the project, including its functions
and activities, to be included in the progress report. Generally, progress reports are brief (normally
less than five pages) and are in chart form, narrative form, or both. We can assist or develop these
reports to qualitatively and quantitatively evaluate and inform the funder of the City’s performance
in executing the grant program and its award, including identifying any reasons for deviations and
corrective actions taken.
Financial reporting ensures proper expenditure and tracking of grant funds during the grant
lifecycle, along with compliance with the fiscal terms and conditions of the grant agreement. We
can assist the City in preparing the actual expenditures and unliquidated obligations for the
reporting period, as well as the cumulative total for the grant.
As part of our reporting procedures, we will assist in developing a standard process for meeting the
funder’s timeline for reports, including the collection of any data, coordination with other departments
such as finance, and incorporating internal approvals.
Other Deliverables
Witt O’Brien’s will keep the City apprised of performance status through regular reporting and
coordination meetings to support transparency, decision-making, and alignment with City priorities.
Specifically, we will provide:
Quarterly reports summarizing the status of grant opportunities, including opportunities under
review, grants selected for pursuit, pending applications, submitted applications, anticipated
deadlines, and key next steps.
Quarterly meetings with City staff, conducted via teleconference or in-person, to review the
quarterly reports, discuss progress, confirm priorities, and address any issues affecting ongoing
or upcoming grant pursuits.
An annual strategy meeting with City staff, conducted via teleconference or in-person, to review
the City’s funding goals, capital and program priorities, and overall grant strategy for the
coming year.
These reporting and coordination activities will provide the City with a clear understanding of current
grant efforts, upcoming opportunities, application status, and strategic considerations, while also
creating a regular forum to confirm direction and adjust priorities as needed.
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1.7 POST-AWARD PROGRAM ADMINISTRATION
Grant Program Monitoring
Leveraging our extensive decades of experience as consultants, grantees, and grantors, we have
developed processes and tools for ongoing and integrated support, ensuring efficiency and tailored
strategies to monitor the performance of individual projects, subrecipients, and contractors. We will
assist in the reporting process and help develop programs that integrate requisite reporting and
compliance requirements. Our work will include:
Financial management. We will create monitoring plans to oversee project allocations, fund
disbursement, recapture funds, and budgets. Our team will monitor grant awards, subrecipients,
and contracts, ensuring compliance with financial guidelines and accounting practices. We will
assist the City in preparing invoices, providing documentation to substantiate expenses, payments,
and performance, and designing programs, policies, and procedures. We will develop standardized
documentation to streamline payment and expenditure tracking and reporting. Using a database,
we will monitor, track, and reconcile payments and expenditures against the agreed schedule and
costs, identifying divergences and providing dashboard updates.
Performance management. Our team will evaluate program performance to determine whether
the terms and conditions of the grant awards, subawards, and/or contracts are being met. We will
develop KPIs and track project metrics, risks, and opportunities with transparent reporting tools.
Compliance management. We will review activities to determine whether they are being
conducted consistently with 2 CFR 200 and other relevant requirements. This will include
conducting all appropriate checks, such as a DOB review, calculation prior to project award, and
again before closeout.
Documentation and Reporting
We will ensure the City meets expenditure deadlines, complies with state and Federal rules, and meets
financial obligations. Disbursements will align with grant agreements, and programmatic, financial, and
closeout forms and documentation will be prepared and submitted promptly using the appropriate
systems, working with City accounting staff, department heads, and subrecipients.
Our team will also provide assistance in developing, managing, and maintaining public record systems
to comply with record retention requirements. We will frame the requirements that will drive the
method and processes for retaining records for audit readiness—including types of storage, naming
conventions, and data organization for ease of monitoring and audit during implementation through
closeout and eventual disposition of records. We will review your current record retention system and
help you tailor it to accommodate the specific programmatic requirements for each grant. We will also
assist with monitoring record retention and collection to support ongoing audit readiness and
compliance.
Closeout and Audit Support
We incorporate compliance and closeout from the start of a grant program. We track and advise on all
applicable compliance requirements throughout the project lifecycle, supporting compliance through
documentation compilation, preparation, and submission. We incorporate closeout milestones into the
implementation plan for each project. We verify quality of reporting and deliverables provided to
grantors and integrate required documentation. As the closeout approaches, we develop a strategy
that includes meetings, trainings, and workshops to educate and encourage consistent internal control
mechanisms.
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Before any audit, we will review your files to ensure the City is prepared. We will monitor projects and
resolve issues early to mitigate potential audit findings. Our team will handle requests for information
(RFIs), justification, audit findings, and eligibility appeals. We will also resolve disputes with Federal
funders, external auditors, community partners, or other agencies, including preparing appeals.
1.8 VALUE-ADDED
Witt O’Brien’s brings value beyond traditional grant consulting by combining direct support with tools,
training, and technical assistance that strengthen the City’s overall grants enterprise. In addition to
helping the City identify, pursue, and manage funding opportunities, we provide capacity building
resources, structured grants management tools, and scalable, technology-enabled solutions that
improve efficiency and support better decision-making.
We assist in capacity building to maximize your ability to pursue grant funding
In addition to our hands-on grants pursuance services, we also provide clients with training and
technical assistance to build internal capacity to pursue grant funding. For example, in partnership with
the National League of Cities (NLC), we are providing expert services to the Local Infrastructure Hub
“bootcamps” to help municipalities pursue grant funding through IIJA/BIL, IRA, and other Federal
opportunities. Participants not only receive application templates and example submissions, but also
support from subject matter experts (SMEs) and peer-to-peer learning. As part of the training, we
provide a high-level overview of grants management basics along with best practices for vetting,
preparing, and applying for funding. To date, we have provided free training and technical assistance
to hundreds of cities.
We “braid” Federal funding streams
Because few significant projects rely on a single funding source, we will assess potential opportunities
for layering (e.g.,) multiple funding sources. We bring the necessary comprehensive
understanding of each program’s specific programmatic requirements to ensure compliance and no
duplication of benefits (DOBs).
Our grants management tools provide for greater efficiency
Pursuing Federal funding grants successfully requires time and resources. For greater efficiency in the
process, we have developed a suite of tools that build efficiency in researching and identifying
opportunities, ensuring organizational readiness to pursue and manage grants, evaluating and tracking
“right-fit” opportunities, submitting applications, and tracking the application process. We also maintain
strategic partnerships with grants management platforms such as eCivis to ensure that we always have
the technology solution necessary to meet any client’s needs. Below we provide an overview of these
tools, which were discussed as part of our technical approach.
Grants Fund-Seeking Software – This tool allows us to conduct fast-track, targeted research
and assessment of funding opportunities using customized search criteria.
Grant Readiness – We provide clients with a detailed checklist of items necessary to effectively
apply for IIJA/BIL funding. Where gaps are identified, we assist with a process for moving forward.
Grants Insights – We have developed a series of “factsheets” regarding individual IIJA/BIL
programs that provide an overview, goals, key dates, funding amounts (availability and awards),
and any cost-share requirements.
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NOFO tracker – For the major funding streams, we maintain a detailed tracker of NOFOs—
including due dates, eligibility, award amounts, etc.
Grant Proposal Checklist and Evaluation Form – For each opportunity under consideration,
we work with our clients to complete this form as part of a preliminary streamlined application
process.
Grant Pursuance Support (GPS) Tracker – Using this tool, our team can keep track of a client’s
applications in the pursuance process—including outputs, delivery dates, and the SME accountable
for the work.
We stay on top of regulatory changes to ensure compliance
As discussed above in Section 1.7, our firm offers a ,
from developing funding strategies through grants application and post-award management through
closeout. From our experience, we know that a core challenge with not only obtaining but also
is demonstrating compliance set forth in relevant regulations and agency
requirements. Through our experience, we are able to provide the following capabilities for your
success:
As a result of our lengthy history supporting Federally funded grant programs, we have deep
experience assisting our clients in complying with Office of Management and Budget (OMB) regulations
at 2 CFR Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for
Federal Award—commonly referred to as “Uniform Guidance.” For each awarded program, we assist
clients in establishing compliant financial and programmatic frameworks from day one—ensuring that
internal controls, documentation standards, and reporting processes meet federal expectations and
withstand audit and oversight scrutiny. Throughout the program execution, we help ensure compliance
with Federal and other funding sources’ financial and programmatic reporting requirements; assist with
financial, programmatic, and subrecipient monitoring and oversight; and support compliance with other
relevant Federal and state programs (e.g., environmental and historic preservation). As part of our
support, we have provided training, technical assistance, and development of guidance documents on
the Uniform Guidance, while keeping abreast of changes.
We continuously function in the world of changing policies and regulations as well as interpretation of
those same policies and regulations at every level of government. We receive and share policy updates
with internal staff and external stakeholders as they are released to ensure we continue to build upon
the knowledge of everyone tasked with the responsibility of navigating the grant management process
in their day-to-day roles.
Specifically, given the current grant landscape and environment, we anticipate additional revisions to
Uniform Guidance soon, as acknowledged by OMB. These revisions are expected to refine key areas of
Federal grant administration—streamlining compliance, clarifying cost principles, and reinforcing
accountability across recipients and subrecipients. As these changes take shape, we serve as a trusted
thought partner to our clients, helping them navigate the evolving landscape of Federal and state
policies. We translate regulatory updates into practical strategies that enhance program performance,
reduce risk, and strengthen alignment with funding agency expectations.
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2. ORGANIZATION AND STAFFING
The Witt O’Brien’s project team has been purpose-built based on their qualifications and successful
execution and delivery of grant management projects both in California and nationwide. Our structure
provides the City with a single point of accountability, supported by specialists in grant strategy,
mitigation, housing and community development, application development, compliance, and reporting.
This structure allows us to scale support in line with the City’s priorities while maintaining clear internal
reporting lines and consistent communication with the City. The expected contributions of the proposed
project team are provided below, with their resumes presented in Appendix B.
Michelle Little, MURP, will serve as Project Manager and primary point-of-contact for the City. She
will be responsible for overall contract management, coordination of work assignments, schedule and
quality oversight, and communication with City staff. She will also lead annual strategy reviews,
confirm staffing assignments for individual tasks, and ensure that all deliverables are aligned with City
priorities, contractual requirements, and funding opportunity requirements.
Daniel Petrelli, MUPD, will serve as Deputy Project Manager/Grants SME and will support day-
to-day delivery, task planning, internal coordination, and schedule management across active
assignments. He will assist with grant opportunity review, development of task-specific scopes and
budgets, and coordination of technical inputs needed for applications and grant-related deliverables. He
will also support continuity of service and provide backup project management support as needed.
Kayla Jones will serve as a Grant Writer and Research Specialist. She will support grant
research, opportunity tracking, the development of notices and summaries, the preparation of quarterly
reporting materials, and the coordination of application components. She will also support task order
development, document control, and day-to-day grant program support activities.
Emily Winburn, PhD, GPC, will serve as Grant Writing QC and Research Specialist. She will
support application development, narrative drafting, compliance review, coordination with City
stakeholders, and preparation of supporting materials required for competitive submissions. She will
also support debriefing summaries, post-submission follow-up, and other grant documentation as
assigned.
Chelsea Morganti, CFM, will serve as Emergency Management Grants Subject Matter Expert.
She will support assignments involving resilience, hazard mitigation, wildfire mitigation, fuel
modification, emergency operations facilities, and other public safety or infrastructure-related grant
pursuits. She will provide strategic input on project eligibility, funding alignment, technical positioning,
and application competitiveness for mitigation-oriented and resilience-focused opportunities.
Karen Patterson will serve as Grants Management Subject Matter Expert. She will support
assignments related to affordable housing, homelessness resources, services for aging and disabled
communities, mental health and youth services, and broader community development initiatives. She
will provide subject matter support on program design, funding alignment, and grant application
strategy for these service areas.
The expected contributions of the proposed core team are summarized below:
Michelle Little, Project Manager / Primary Contact – 25%
Daniel Petrelli, Deputy Project Manager/Grants SME – 20%
Kayla Jones, Grant Writer and Research Specialist – 25%
Emily Winburn, Grants Writing QC and Research Specialist – 20%
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Chelsea Morganti, Emergency Management Grants SME – 5%
Karen Patterson, Grants Management SME – 5%
Grant Management Associates (Sub-consultant) – 10%
These percentages reflect anticipated effort across a typical full-service lifecycle and may be adjusted
at the task level to align staff expertise with the complexity and subject matter of each assignment.
We maintain a staff of over 100 subject matter experts (SMEs), which includes housing, grants,
compliance, labor compliance, finance, fraud, engineering, infrastructure, and environmental services
to support the contract as needed. Additional as needed SME support staff will be available to provide
technical assistance during the project.
Witt O’Brien’s is committed to staff continuity throughout the contract term. Michelle Little and the
proposed key personnel will remain assigned through completion of the Scope of Services except in
circumstances beyond our reasonable control. If substitution becomes necessary, Witt O’Brien’s will
promptly notify the City and provide replacement personnel with equivalent or superior qualifications,
subject to City approval as applicable. The Exhibit 6 presents Witt O’Brien’s proposed project
organization for the City of Rancho Palos Verdes.
Exhibit 6: Organizational Chart
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,-----------------------
~\.
Grant Writer and Research
Specialist
Kayla Jones
Grant Writing QC and
Research Spec1al1st
Emily Winburn, PhD, GPC
RANCHO PALOS VERDES
California
\.
Grants Management Subject
Matter Expert
Karen Patterson
I -------
~ \.
Sub-consultants
Grant Management
Associates
~ California Experience
California-Based
----+ Formal Lines of Communication
- -Informal Lines of Communication
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3. STAFF QUALIFICATIONS AND EXPERIENCE
3.1 PRIOR EXPERIENCE
Witt O’Brien’s is a firm focused on policy advisory services and the entire lifecycle of grants
management to . For more than 20 years, Witt
O’Brien’s and its legacy entities have supported grants pursuance and grants management efforts
across the country. During this time, we have maximized the recovery and implementation of
across the spectrum of available sources — including FEMA, HUD,
Treasury, HHS, DOT, and EPA.
As shown in Exhibit 7, in the past five years alone, we have assisted more than 250 clients across the
country in securing and/or administering grant programs from Federal and state funding programs.
Exhibit 7: Witt O’Brien’s Recent Grant Management Experience
Grant Application
Exhibit 8 provides a snapshot of our recent grant applications for which we
provided major support (i.e., drafting all elements of the application).
Exhibit 8: Recent Grant Applications (Over $1 Million)
Grantee Funding Program
Cochise County, AZ US EPA IRA Environmental and Climate Justice Community Change Grants $20,000,000
Fort Wayne, IN US EPA IRA Environmental and Climate Justice Community Change Grants $20,000,000
Locust, NC US DOT $14,540,000
Moody, AL US DOT $9,669,192
St. Clair County, AL US DOT
Harris County, TX US DOE $4,860,332
Cochise County, AZ State AZ DOT Smart Fund $4,400,000
Alpharetta, GA Regional Atlanta Regional Commission – Transportation Improvement $4,000,000
Mid-Region Council of
Governments, NM US DHS Staffing for Adequate Fire and Emergency Response (SAFER) $3,619,504
Hope Mills, NC FEMA Building Resilient Infrastructure and Communities (BRIC) $2,275,000
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0 R G Cl , ambipar ® ur ecent rants 1ents WITTOBRIENS
so+
nts across
e Nation
We have provided grant w riting and/or grants administration for more than 250 clients
across the nation in the past f ive years.
By Client Type
( 3 37 1 /st' 115 ) 28 ) 1 12 (g ) 4 I rn
Federal State Counties Municipalities Healthcare Education Utilities NGO/ Tribal
Agencies Agencies Assoc iation
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Cochise County, AZ US DOT $2,057,500
Pueblo of Isleta, NM US HHS $2,000,000
US DOJ Coordinated Tribal Assistance Solicitation (CTAS) $1,800,000
Grant Success Rates
Over the past five years, our firm has actively engaged in grant research and application development,
resulting in significant new funding for our clients. We pursued numerous different Federal, state, and
foundation funding sources (non-disaster-related).
During this time, we have assisted more than 90 different organizations in developing nearly 200
applications for Federal, state, and foundation grants, totaling more than $430 million in requested
funding. This includes: 106 applications for Federal program funding; 50 applications for funding from
State or regional governmental entities; 40 applications for funding from foundations.
Award performance: To date, we have successfully obtained more than $40 million in funded
awards. During this time, we have maintained an overall grant award success rate of 47%, with a
success rate of achieving 87% of the total grants amount requested. We have more than 125
applications (totaling $315 million) still pending.
Client types: We provided grant pursuance and writing services for 91 unique clients during this five-
year period: 2 state agencies; 15 county agencies; 66 municipalities; 5 regional councils; 1 utility; and
2 Tribal entities.
Grant Management
The Exhibit 9 highlights Witt O’Brien’s success in managing large, complex federally funded programs
exceeding $500 million. Our team has supported state, territorial, county, and utility clients across
diverse funding streams. This experience demonstrates our ability to administer high-value, multi-
source programs in complex regulatory environments while maintaining programmatic, financial, and
compliance discipline to protect funding and ensure successful outcomes.
Exhibit 9: Demonstrated Success in Federal Funding Management in Programs over $500M
Client Funds/Grant $ Managed
Government of the U.S. Virgin Islands (USVI)
$16.3 billion in FEMA PA, HMA, HMGP funding
$1.5 billion in FEMA PA funding
Harris County, Texas $915 million in DOE and ARPA funding
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3.2 STAFF QUALIFICATIONS
Below, we provide concise summaries of the professional experience and qualifications of all key
personnel. Due to the page constraints, we were unable to showcase everyone’s comprehensive
qualifications; however, Appendix B provides their full resumes.
Project Manager: Michelle Little, MURP Years with firm: 6
Michelle brings nearly 20 years of experience in managing a total of more than $7B in large, complex
infrastructure grants programs involving Federal funding sources, HUD (CDBG-DR, CDBG-MIT), FEMA/DHS,
ARPA, DOT (FHWA, MARAD, FRA), IIJA/IRA, DOI, EPA, and SBA. She provides project management, grants
management, and disaster recovery support to various California clients—Port of Long Beach, Metropolitan
Water District of Southern California, Richmond, CA, Eastern Municipal Water District, and Sonoma County. She
is also a member of the SoCal Water Grants Network.
Specific responsibilities on referenced projects described in Section 3.3:
Metropolitan Water District of Southern California | Project Manager: Leads a team researching,
pursuing, and managing funding opportunities, including grants from the CA Air Resources Board for Zero-
Emission vehicles.
Port of Long Beach Grants Management | Project Manager: developed on-call grant
management services, including grant writing, training and technical assistance, review of policies
and procedures, and grant compliance and financial administration.
Sonoma County, CA ARPA Compliance Monitoring Services | Grants Specialist: developed
technical assistance materials and training related to program eligibility, subrecipient and contractor
monitoring, Section 3 and Davis-Bacon Act, risk reduction, uniform guidance application, and closeout.
Richmond, CA Grants Support | Project Manager: Assisting the City in distributing $22M ARPA funds,
including subrecipient eligibility review, financial and program monitoring, closeout, and audit
preparedness. Projects include energy efficiency projects like the North Richmond Pump Station, Ferry
Point Dornan Pump Station, and stormwater infrastructure improvements.
Other relevant projects:
Hurricane Sandy Recovery, NYC: Managed $4.2B in CDBG-DR funding for Hurricane Sandy rebuilding
efforts, which funded critical infrastructure projects related to climate change (East Side Coastal Resiliency
Project, Rockaway Boardwalk Project, Hunts Point Resiliency) and water quality (Sheepshead Bay Courts
Sewer and Water Infrastructure) (2014–2020/Compliance & Monitoring Director/New York City).
City of New Orleans Office of Community Development – Disaster Recovery Unit (OCD-DRU) |
Project Manager: Michelle secured and administered $88 million (primarily CDBG-DR) in capital projects,
including streetscape and roadway improvement, planning, land acquisition, streetlight repair, and
landscaping for OCD-DRU.
Master of Urban and Regional Planning, Transportation and Land Use (MURP), University of
New Orleans; BS, Geography, University of Central Arkansas; Certificate, Project Management, Rutgers University.
Deputy Project Manager/Grants SME: Daniel Petrelli, MUPD Years with firm: 6
Daniel has extensive grants pursuance and management experience in California, including financial and
programmatic monitoring, reporting, closeout services, and audit preparedness for nearly $1.5B in Federal
grant funding in Richmond, Sonoma County, etc. He is also a member of the SoCal Water Grants Network.
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Metropolitan Water District of Southern California (MWD), CA | Grants Specialist: Dan is
providing training regarding pre-award, application, and post-award phases of the grant lifecycle. Witt
O’Brien’s has held a grant consulting services contract with the MWD since 2022.
Port of Long Beach Grants Support | Deputy Project Manager: Dan is providing technical
assistance and internal controls development for the Port of Long Beach. Currently, Daniel has assisted the
Port develop a Title VI training policy and procedure for Port staff. He has also assisted with the
development of a Title VI monitoring plan. He also provides general guidance and technical assistance
regarding Federal grant programs.
Sonoma County, CA ARPA Compliance Monitoring Services | Grants Specialist: Provided ongoing
technical assistance to staff to strengthen their understanding of grant processes and compliance
obligations.
Richmond (CA) Grants Support | Grants Compliance Specialist: Assisting the City in managing
$22M in ARPA funds by performing reporting, monitoring, closeout, and audit preparedness services.
Projects include energy efficiency projects such as the North Richmond Pump Station, Ferry Point Dornan
Pump Station, and stormwater infrastructure improvements.
Other relevant projects:
Private Sector Client Grant Application | Project Manager: Supported grant pursuance and
application drafting for DOE’s Hydrogen and Fuel Cell Technology and Energy Efficiency and Conservation
Block Grant.
MA, Urban Planning and Development, Cleveland State University; BA, Political Science,
Slippery Rock University.
Grant Writer and Research Specialist: Kayla Jones Years with firm: 5
Kayla has five years of experience in grants pursuance and management for state and local governments
administering Federally funded programs. Kayla provides guidance and technical assistance to government
agencies in pursuing and managing federal grant programs. She conducts eligibility reviews, monitors grant
compliance, analyzes programmatic and financial data, tracks the impact of federal legislation on state and
local funding, and creates tailored reports to support client decision-making. To date, she has led federal and
state reporting efforts for over $1 billion in COVID-19 funding, primarily under the American Rescue Plan Act
(ARPA). She also conducts on-site monitoring visits focused on labor standards (Davis-Bacon) and grant
compliance.
Specific responsibilities on referenced projects described in Section 3.3:
Metropolitan Water District of Southern California (MWD), CA | Grants Management
Specialist: Kayla is part of a team undertaking development of a grants management division for the
largest water district in the United States. Kayla has supported developing new policies and procedures for
grants management and a six-part training program to build staff understanding of the grants pursuance
and management process. Specifically, she facilitated external webinars and training for over 100
participants, while coordinating presentations, managing administrative and logistical needs, and
developing supporting materials. She also provides support for grant application research and
development, including a recent $950,000 Wildfire Prevention Grant application to the California
Department of Forestry and Fire Protection (CalFire).
Richmond (CA) Grants Support | Grants Compliance Specialist: Kayla is providing ad-hoc
assistance to the City’s ARPA SLFRF program, which is distributing more than $22 million in ARPA funds,
including developing and reviewing subaward applications. Her support focuses on supporting the City’s
adherence to SLFRF grant reporting requirements.
Other relevant projects:
Eastern Municipal Water District (EMWD), CA | Grants Compliance Specialist: Kayla provides
grants compliance support for EMWD through labor compliance and monitoring for various construction
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wage interviews.
BA, Public Policy, University of Redlands; BA, Business Management, University of Redlands.
Grant Writing QC and Research Specialist: Emily Winburn, PhD, GPC Years with firm: 3
Emily is a grants management specialist with 10 years of professional experience in grants management and
education, as well as a PhD and Grant Professionals Certification (GPC). Emily has provided grants writing and
grants management support to dozens of local government agencies seeking to maximize funding opportunities
under the IIJA/BIL and other funding sources. She conducts grants research to identify right-fit funding
opportunities and provides advisory services for application development. Specifically, in the past year, she has
been responsible for more than 40 grant applications ranging from $1,000 to over $18 million. She also
supports grants management and compliance for COVID-19 related funding programs.
Specific responsibilities on referenced projects described in Section 3.3:
Harris County, TX | Grant Writer: Emily is providing grant writing services and support to Harris County
for various grant applications needed to cover multiple topics (law enforcement, construction, road and
bridge, energy conservation, public health, etc.). Her support includes analyzing needs for grant funding,
conducting research to identify funding opportunities, and developing the full grant application, including
narrative and budget. She was instrumental in the County’s successful application to the DOE BIL
Consumer Electronics Battery Recycling Programs program for more than $4.8 million.
North Carolina League of Municipalities (NLCM) | Deputy Project Manager: Emily is supporting
the NCLM project to provide technical assistance to municipalities across the state on maximizing Federal
and state grant funding opportunities. She leads a sever-person grant writing team that is providing nearly
50 municipalities with one-on-one assistance to develop grant applications. To date, her team has
supported the development of about 45 applications, totaling more than $40 million in grant funding; Emily
was the lead writer for more than half of those applications.
Other relevant project:
Multiple Clients, AL | Grants Management Specialist: Emily is providing end-to-end grants
management support for ARPA, IIJA/BIL, and other grant funded projects for the following Alabama
government entities: St. Clair County and the cities of Alabaster, Ashville, Irondale, Opelika, and Trussville.
PhD, International Family and Community Studies, Clemson University; BS, Spanish and
International Health, Clemson University; Grant Professionals Certification (GPC), Grant Professionals Association.
Emergency Management Grants SME: Chelsea Morganti, CFM Years with firm: 4
Chelsea is a Certified Floodplain Manager with 12 years of experience in hazard mitigation, grants and project
management, community assistance, and program implementation. As a former State Hazard Mitigation Officer
(SHMO) and Mitigation, she managed 17 disaster and non-disaster HMA Grants and projects through all sub-
grant stages, from application through closeout. Since 2016, she has facilitated the application,
implementation, and inspection of dozens of energy projects under FEMA PDM, HMGP, HMGP-PF, BRIC and
EMPG.
Specific responsibilities on referenced projects described in Section 3.3:
North Carolina Leage of Municipalities, NC | Floodplain SME: Chelsea is providing advisory services
related to interpretation of FEMA flood maps, the 44 CFR, and other NFIP and insurance related questions
related to the impacts of Hurricane Helene.
Other relevant projects:
City of Tampa, FL | FEMA Mitigation SME: Chelsea is providing Mitigation technical support to the City
following Hurricanes Ian, Idalia, Helene, and Milton, including project development and formulation,
development of NOI’s, and coordination across multiple city departments.
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Bend (OR) Energy Grants Support | Deputy Director: Developed a FEMA BRIC application for an in-
conduit hydropower project for a rural community in Oregon.
New Mexico Desalinization Pilot Program: Served on a Governor’s panel to identify alternative
drinking water solutions, which resulted in the New Mexico Desalinization Pilot Program (2019/Deputy Dir.
Mitigation/NM Dept. Homeland Security and Emergency Management).
Santa Clara Pueblo Mitigation Grant: Coordinated the use of FEMA HMGP funding to address water
quality issues resulting from wildfire in the Santa Clara Canyon (2016-2022/Deputy Dir. Mitigation/NM
Dept. Homeland Security and Emergency Management).
BA, English, Univ. New Mexico; Certified Floodplain Manager (CFM).
Grants Management SME: Karen Patterson Years with firm: 7
Karen is a community development and housing specialist with 40 years of professional experience, including
nearly 20 years managing large, complex Federally funded disaster recovery and housing grant programs.
As a thought leader and program design specialist, Karen assists state, local, and territorial governments with
the development and implementation of streamlined and compliant programs using U.S. Housing and Urban
Development (HUD) and COVID-19 related Federal funding streams.
Specific responsibilities on referenced projects described in Section 3.3:
Sonoma County, CA ARPA Compliance Monitoring Services | Grants Management Compliance
Specialist: Karen has been supporting development of training for subrecipients on Uniform Guidance and
internal controls; prevention of fraud, waste, and abuse; financial management and separation of duties;
allowable uses, costs, and program delivery; suspension and debarment; and procurement and debarment.
Other relevant projects:
Grants Management Specialist, Sedgwick County, KS| Grants Management Specialist: For the
County’s COVID-19 grants programs, Karen led a team in all phases of Federal grant management,
including providing guidance on program design, conducting project eligibility reviews, providing training
on procurement compliance, assisting with documentation for payroll eligibility, providing subrecipient
training on closeout, and supporting closeout activities.
Grants Management Specialist, King County, WA |Grants Management Specialist: Karen was
part of the Witt O’Brien’s team providing post-award grant management, audit, and closeout support for
King County’s $1.3+B COVID-19 grant programs. Karen supported the development of policies and
procedures, including a fraud handbook and best practice for payment methods.
IBM Management Training program; California Manager Training.
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3.3 REFERENCE PROJECTS
The reference projects presented below are intended to demonstrate Witt O’Brien’s relevant experience
supporting public-sector clients in grant planning, funding strategy, application development, post-
award administration, compliance, and reporting. These examples also reflect the depth and breadth of
experience represented by the proposed project team. For ease of review, the specific responsibilities
performed by each proposed team member on the referenced projects are described in Section 3.2.
Metropolitan Water District of Southern California | Grant Consulting Services
Grant Consulting Services
Metropolitan Water District of Southern California (MWD)
Period of Performance 10/2022 – 6/2025 (two contracts)
Point-of-Contact Rosa Castro, Innovation Manager
(213) 217-7011 | rcastro@mwdh2o.com
700 North Alameda Street
Description MWD hired Witt O’Brien’s in 2022 to help strengthen its grants management operations and
centralize activities. Our support has included:
• Conducting an organizational assessment of the Finance Department’s roles and
responsibilities, grants management capacity, policies and procedures, training and
professional development needs, and process improvement and change management
environment.
• As an outcome of the assessment, we implemented recommendations for next
steps, including a strategy for successful grants management processes (e.g., preparing
a Grants Procedures Manual) and staff professional development and training, including:
• Hosting trainings, including the Uniform Guidance 2 CFR 200 Training in September 2023
with various Metropolitan Offices;
• Developing and implementing a 6-part training program for Metropolitan and its 26-
member agencies, focusing on the entire grants management cycle.
• Supporting Metropolitan and its 26 member agencies by providing ongoing federal grant
guidance, funding opportunities, including as a participant in the quarterly SoCal Water
Grants Network meetings.
• Using the eCivis platform, identified and evaluated a range of Federal, state, and local
grant opportunities for MWD to submit applications
• Assisted MWD with application development for various funding opportunities –
including Wildfire Prevention Grant from the California Department of Forestry and Fire
Protection (CalFire); Integrated Adaptation and Resiliency Program (ICARP): Regional
Resilience Planning and Implementation Grant Program (RRGP); and Climate Pollution
Project Team (part of
the key personnel
Michelle Little; Daniel Petrelli; Kayla Jones.
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Port of Long Beach, CA | On-Call Grant Management Services
On-Call Grant Management Services
Port of Long Beach
11/2024 – Present
Point-of-Contact Charlene Wynne, Manager – Harbor Grants & DBE Liaison Officer
Description Our support under this contract includes on-call grant management services, including grant
writing, training and technical assistance, review of policies and procedures, and grant
compliance and financial administration.
Currently, we are conducting an analysis and providing best practices and feedback on their
Title VI compliance and administration for the Harbor Department, providing technical
assistance for subrecipient oversight, and ensuring compliance with various grants.
Under other contracts, we have historically provided oil spill support following the Huntington
Project Team (part of
the key personnel
Michelle Little; Daniel Petrell.
Harris County, TX | Grant Writing Support
Grant Writing Support
Harris County, Texas
October/23 - October/24
Point-of-Contact Lisa Lin, LEED AP BD+C, Director of Sustainability
(713) 274-1140 | oca.harriscountytx.gov
Description Under this contract, Witt O’Brien’s is providing on-call/on-demand grant writing services as
needed for various grant applications needed to cover multiple topics (law enforcement,
construction, road and bridge, energy conservation, public health, etc.) for Harris County. Our
support includes analyzing needs for grant funding, conducting research to identify funding
opportunities, and developing the full grant application, including narrative and budget.
To date, we submitted an application for the US Department of Energy’s Bipartisan
Infrastructure Law (BIL) Consumer Electronics Battery Recycling, Reprocessing, and Battery
Collection (Part A): Expanding Consumer Participation in Consumer Electronics Battery
Project Team (part of
the key personnel
proposed)
Emily Winburn.
North Carolina League of Municipalities, NC | Grants Services Program
Grants Services Program
North Carolina, NC
2022 - present
Point-of-Contact Chris Nida - Director of Technical Assistance for Cities
Description We began consulting with North Carolina municipal governments in November 2022 to provide
grants research, writing, and braided funding guidance to maximize three Federal grants
programs: ARPA’s Coronavirus State and Local Fiscal Recovery Fund (CSLFRF), Infrastructure
Investment and Jobs Act/Bipartisan Infrastructure Law (IIJA/BIL), and the Inflation Reduction
Act (IRA).
Our assistance evolved from our initial work providing municipalities support in managing
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assisted them in requesting feedback, which showed knowledge gaps for which we
subsequently provided technical assistance.
As a result, NCLM engaged us for the second part of this program in which they offered
municipalities an opportunity to use up to $30,000 for grant identification, writing, and
management assistance. We provide each municipality with tailored one-on-one technical
assistance to help develop applications that result in funding awards.
To date, we are actively providing 43 municipalities with tailored one-on-one technical
assistance to help develop grant applications that result in funding awards. Across this group,
our team of seven grant writers has developed and submitted—or are currently developing—a
total of 34 separate grant applications ranging in size from $1,000 to nearly $5 million.
Federal funding sources include:
• FEMA Building Resilient Infrastructure and Communities (BRIC), Staffing for Adequate
Fire and Emergency Response (SAFER), and Assistance to Firefighter Grants (AFG);
• DOT Safe Streets for All (SS4A) and Active Transportation Infrastructure Investment
Program (ATIPP); and
• DOJ COPS Hiring Program (CHP) and Patrick Leahy Bulletproof Vest Partnership
(BVP).
• Additional funding sources include State-level grants for economic development and
Project Team (part of
the key personnel
proposed)
Chelsea Morganti; Emily Winburn.
Sonoma County, CA | ARPA Compliance Monitoring Services
ARPA Compliance Monitoring Services
Sonoma County (CA) Human Services Department
12/22 – present
Point-of-Contact Gerardo Perez, Finance Director
Description Witt O’Brien’s is assisting Sonoma County Human Services Department in managing the
distribution and administration of $40 million of its $80 million of ARPA funding. We are
providing compliance support, monitoring, capacity building, training and technical assistance
to ensure that the County and its 24 subrecipients comply with applicable regulations including
Uniform Guidance 2CFR200, and the SLFRF/ARPA final rule. Our support has included:
• Developing processes and procedures for subrecipient management and monitoring
• 7-Part Training series to subrecipients on federal requirements.
• Conducting risk assessments
• Preparing individual monitoring plans
• Conducting subrecipient monitoring desk reviews and in-person site visits
• Compiling monitoring results/reports for use by subrecipients
• Conducting fiscal reviews of reimbursement invoices
• Providing direct and targeted technical assistance to subrecipients
Additional details on capacity building / Training provided: This included capacity building,
conducting regular training and technical assistance to develop staff expertise related to
Federal grants management and compliance including knowledge of required documentation,
risk assessment and management, program monitoring, and closeout. Additionally, we
developed a full lifecycle grants management training series for the County with a strong focus
on Uniform Guidance and its applications from grants pursuance to program closeout. This
capacity building series provided highly specific guidance related to the County’s role as grantor
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Project Team (part of
the key personnel
proposed)
Michelle Little; Daniel Petrelli; Karen Patterson.
Richmond, CA | Grants Oversight and Compliance
Grants Oversight and Compliance
Richmond, CA
2023 - present
Point-of-Contact Mubeen Qader, Deputy Director of Finance
Description Witt O’Brien’s provides grants management and technical assistance for the City’s $22M ARPA
award, including compliance support for eligible subrecipient programs, infrastructure, housing,
economic development, and community-based projects. We also oversee expenditures,
reporting, monitoring, closeout, and audit preparedness. Our team provided guidance on
program and project viability for various Public Works, Community, and Economic Development
Projects, preparing contracts and subrecipient agreements meeting Federal, state, and local
requirements. We also performed subrecipient eligibility determinations, risk assessments,
monitoring reviews, contractor compliance, closeout, single-audit, and external audit
preparation. In addition, we completed Federal financial, performance, and compliance reports
for internal departments, stakeholders, and the U.S. Treasury. Additionally, we provided
capacity building and training in Federal grants management related to Uniform Guidance.
Some notable energy efficiency and stormwater infrastructure improvements projects include:
• North Richmond Pump Station, critical infrastructure in the Wildcat and San Pablo Creek
floodplains that prevents flooding, manages stormwater with levees, and protects against
rising sea levels and industrial contamination.
• Ferry Point Dornan Pump Station, a vital wastewater infrastructure facility undergoing a
major replacement project, which involves constructing a new pump station, installing new
electrical equipment, and an EPA-compliant backup generator, while decommissioning the
Project Team (part of
the key personnel
Michelle Litlte; Daniel Petrelli; Kayla Jones.
Sub-consultant Reference Projects
We will further strengthen our team by engaging Grant Management Associates as a sub-consultant,
adding specialized expertise and depth to our overall service delivery capacity. Their involvement
enhances our ability to provide responsive, high-quality support and brings valuable complementary
expertise to this project. To demonstrate their relevant qualifications, the following projects represent a
similar scope of services performed by Grant Management Associates within the past three years. We
are also prepared to provide resumes for their key personnel to further illustrate the strength and
experience they bring to our team.
1. Ohio Department of Transportation – Lo-No Bus Program (2023)
Services: Grant application development for the US DOT Lo-No Bus and Bus Facilities grant
Outcome: Awarded $29.3 million to procure 34 zero-emissions electric buses and compressed
natural gas buses, charging and fueling infrastructure, training, and technical support
Team Members: Ed Ober, Danielle Sotelo, Diana Dinerman, Jeffrey Haines
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2. Golden Empire Transit – California TIRCP (2024)
Services: Grant application development for California Transit and Intercity Rail Capital Program
Outcome: Awarded $112 million to procure electric buses
Team Members: Ed Ober (Team Lead) and four Associates
3. County of Monterey – California Air Resources Board (2024)
Services: Grant application development for electric vehicle acquisition, infrastructure, and
piloting program on behalf of six central California municipalities
Outcome: Currently under negotiation for an award of $15.7 million request
Team Members: Jeffrey Haines (Lead Writer)
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4. PROJECT COST
Exhibit 10 presents our proposed hourly rates for the labor categories necessary to execute all tasks
under the RFP scope of work including research, funding strategy development, opportunity
identification, grant writing services, and any post-award grants management support. Hourly rates are
inclusive of labor, taxes, overhead, and profit. All non-labor other direct costs including travel will be
billed to the County without markup per GSA guidelines.
Exhibit 10: Proposed Hourly Rates
Title Hourly Rate
Project Manager
Deputy Project Manager/Grants SME
Grant Writer Research Specialist
Grants Writing QC and Research Specialist
Emergency Management Grants SME
Grants Management SME
For each City-authorized assignment, Witt O’Brien’s will provide a task-specific scope, staffing plan,
schedule, and estimated cost prior to commencing work. This approach gives the City visibility into
anticipated cost, level of effort, and staffing before authorizing each assignment, while maintaining the
flexibility needed for time-sensitive and opportunity-specific grant pursuits.
For our estimate below, we have used a blended rate of $140.00, resulting in a total of $67,200. We
will work with the City to determine the support needed for application development, including which
applications to draft and the level of involvement by Witt O’Brien’s team members. Reporting support
includes internal and external reporting related to decisions made, applications pursued, and reports to
the awarding body as needed.
A cost estimate framework by task is provided below to illustrate how assignments will be budgeted
and managed:
Exhibit 11: Cost estimate framework
Task Estimated Hours Hourly Rate Estimated Cost
Grant Research / Opportunity Identification
Feasibility Analysis / Go-No-Go Review
Application Development
Application Review / QA
Grant Administration / Reporting Support
Closeout / Debriefing Support
Because grant opportunities vary significantly in complexity, schedule, documentation burden, and
coordination needs, the City may authorize assignments of different scales and durations. Witt O’Brien’s
will align staffing and level of effort with the complexity of each assignment so that routine research
and tracking functions are completed efficiently, while senior staff are assigned where strategic
oversight, technical review, or specialized subject matter expertise is required.
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Estimated Reimbursable Expenses
Witt O’Brien’s anticipates minimal reimbursable expenses under this contract. Most services can be
performed remotely, including grant research, feasibility review, application development, quarterly
reporting, and regular coordination meetings. Reimbursable expenses, if authorized by the City in
advance, may include the following:
Local mileage for approved in-person meetings or site visits: billed at the current IRS mileage
rate
Pre-approved travel outside the local service area, if requested by the City: actual cost without
markup
Pre-approved printing, shipping, or messenger services required for a specific submission or
deliverable: actual cost without markup
Unless otherwise authorized in advance by the City, no other reimbursable expenses will be charged.
Witt O’Brien’s will provide supporting documentation with each invoice for any approved reimbursable
expense.
Schedule Considerations
Witt O’Brien’s is well-positioned to provide timely, cost-effective support under this on-call contract.
Our team responds quickly to City requests, led by an experienced Project Manager who streamlines
communication, assigns resources efficiently, and prevents delays. With in-house specialists in grant
strategy, application development, compliance, reporting, housing, and resilience, we deploy the right
expertise immediately.
Our approach shortens schedules by minimizing start-up time and using proven tools, templates, and
workflows to accelerate opportunity review, go/no-go decisions, application development, and
reporting. For each assignment, we establish a clear scope, identify critical path items early, and work
backward from deadlines to stay on schedule. This disciplined method enables the City to act swiftly on
time-sensitive opportunities while ensuring quality and compliance.
We prioritize working within the City’s budget by aligning staffing levels and skills to each task’s
complexity, ensuring appropriate support without unnecessary costs. Routine research, tracking, and
administrative tasks are handled by lower-cost team members, while senior staff provide strategic
oversight, technical review, and specialized subject matter expertise.
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5. QUALITY CONTROL PLAN
We weave quality into every aspect of our projects, ensuring that our deliverables and services
consistently meet the highest standards. Quality management is led by our project managers, but it is
the job of all project team members.
Our PMP addresses translating the project quality requirements or standards into executable activities
that can be implemented in the project. Our documented project management processes address
establishing and documenting quality requirements for a project and how the project team will
implement those requirements in our project work. This increases the likelihood of meeting the quality
objectives of our projects, identifying the root causes of poor quality or ineffective processes, and
assuring the client that the deliverables will meet all contractual requirements.
Our approach to quality management for the City is also grounded in our four-phase, ISO 9001–based
quality system that includes:
Plan – We ensure the right people, processes, and tools for establishing quality standards are
utilized, tailored to your specific needs.
Execute – We capture and report on performance and contract metrics, providing you with
transparent and timely updates.
Review – We monitor and analyze technical, schedule, and cost performance, ensuring that your
objectives are being met efficiently and effectively.
Improve – We capture and use lessons learned in ensuring quality and enhancing performance,
continuously improving our service delivery to you.
Our project teams proactively identify issues and take effective corrective actions in a timely manner.
Our quality objectives for deliverables and services provided under the City contract will include
accuracy, clarity, context, compliance with the approved schedule, completeness of content, and
professional interaction.
Other features of our quality management approach to improving client service delivery and
deliverables include:
Creating an awareness among our project team of the quality requirements and how they are
executed, as documented in the project’s PMP.
Periodic quality reminders and training for our staff.
Periodic performance audits to ensure quality requirements are being adhered to and the
results/deliverables are meeting stated objectives.
Use of a peer review process for each deliverable prior to submission to the City. In the peer review
process, project team members other than the author(s) are assigned to conduct a review of a
deliverable to identify issues associated with the quality objectives listed above.
We also ensure quality through our Project Management Review (PMR) and formal Customer
Satisfaction Survey (CSS) processes. The PMR is an internal, rigorous, standardized assessment of
project risk, schedule, cost, quality, customer satisfaction, and contractual performance metrics. We
also conduct CSSs to gather and report customer feedback, ensuring we stay fully aligned with clients'
needs, expectations, and goals.
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6. ACCEPTANCE OF CONDITIONS
Witt O’Brien’s confirms its acceptance of all conditions, requirements, and provisions set out in the RFP
document and the Sample Professional Services Agreement (PSA) included as Attachment A. We have
reviewed the RFP and PSA and understand that the City will rely on our proposal as being fully
compliant with all requirements and in agreement with all provisions of the PSA unless otherwise
noted.
Witt O’Brien’s is not proposing any exceptions, exclusions, or suggested changes to the RFP or the PSA.
Accordingly, no impacts to cost, schedule, or any other commercial or technical consideration apply in
relation to this section.
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Appendix A:
Evidence of Good Standing
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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER , PH.D., California Secretary of State, hereby certify
Entity Name:
Entity No.:
Registration Date:
Entity Type:
Formed In:
Status:
WITT O'BRIEN'S, LLC
201019610147
07/13/2010
Limited Liability Company -Out of State
DELAWARE
Active
The above referenced entity is active on the Secretary of State's records and is qualified to transact
intrastate business in California .
This certificate relates to the status of the entity on the Secretary of State 's records as of the date of this
certificate and does not reflect documents that are pending review or other events that may impact status .
No information is available from this office regarding the financial condition , status of licenses, if any,
business activities or practices of the entity.
Certificate No.: 429264136
IN WITNESS WHEREOF, I execute this certificate and affix
the Great Seal of the State of California this day of March 03,
2026 .
SHIRLEY N. WEBER, PH.D.
Secretary of State
To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State
Certification Verification Search available at bizfileOnline.sos .ca.gov.
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Appendix B:
Key Personnel Resumes
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Full resumes of the proposed project team are presented in the following order:
Michelle Little, MURP – Project Manager
Daniel Petrelli, MUPD – Deputy Project Manager / Grants SME
Kayla Jones – Grant Writer and Research Specialist
Emily Winburn, Ph.D., GPC – Grant Writing QC and Research Specialist
Chelsea Morganti, CFM – Emergency Management Grants Subject Matter Expert
Karen Patterson – Grants Management Subject Matter Expert
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Michelle brings nearly 20 years of experience in grants
pursuance and managing large, complex grants
programs, with a focus on compliance and quality
assurance.
Michelle manages grant programs involving Federal funding
sources, including COVID-19 and the U.S. Housing and Urban
Development’s (HUD) Community Development Block Grant –
Disaster Recovery (CDBG-DR) funding. Specifically, she has led
more than a dozen teams managing programs administering
more than $1 billion in COVID-19 funding, specifically CRF and
ARPA. She has also been the firm’s SME in developing new
procedures for grants administration—including compliance
monitoring, risk management, audits, closeout, and Davis-
Bacon compliance—which have been used practice-wide and
implemented by numerous clients. Additionally, she supports
clients in grants pursuance, establishing grants program
organizations, identifying funding opportunities, and writing
applications.
Before joining Witt O’Brien’s, she served as the Compliance
and Monitoring Department Head for the New York City
Mayor’s Office of Management and Budget (OMB), ensuring
compliance for more than $4.2 billion in CDBG-DR funding
following Hurricane Sandy. She was also a Project Manager for
the City of New Orleans, securing and administering $88
million in capital projects for the Office of Community Development – Disaster Recovery Unit. Michelle
held several other positions in the New Orleans area in the aftermath of Hurricanes Katrina, Rita,
Gustav, Ike, and Isaac.
Project Manager, West Central Arkansas Planning and Development District, AR (2024 –
Present)
Michelle provides guidance and technical assistance on Workforce Innovation and Opportunity Act
(WIOA) funding and overall Federal compliance. She leads a team responsible for programmatic and
financial monitoring services for workforce development programs supporting both youth and adults,
particularly dislocated workers.
Project Manager, Eastern Municipal Water District (EMWD), CA (2023 – Present)
Michelle is leading a team providing grants compliance support and technical assistance regarding
various funding sources, including ARPA SLFRF, EPA State and Tribal Assistance Grants, and U.S.
Bureau of Reclamation funding. The team has provided labor compliance and monitoring support for
various construction projects—including technical assistance and training, material development
(including contractor packets and tools for use/implementation), review of contractor (and
subcontractor) payroll reports, and on-site wage interviews. They also completed a procurement
analysis for the EMWD.
MICHELLE LITTLE, MURP
PROJECT MANAGER
YEARS OF EXPERIENCE
18 Years
EDUCATION
Master of Urban and Regional Planning
(MURP), University of New Orleans
BS, Geography, University of Central
Arkansas
Certificate, Project Management,
Rutgers University
PROFESSIONAL AFFILIATIONS
Member, SoCal Water Grants Network
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Compliance Specialist, Kansas Department of Commerce (DOC), Topeka, KS (2023 –
Present)
For the Kansas DOC management of SLFRF grants, Michelle develops special conditions related to
awardee applications and eligibility and leads a team for monitoring and closeout. Michelle also
provides technical assistance related to SLFRF funding.
ARPA Compliance Specialist, Wichita, KS (2023 – Present)
Michelle is assisting the City’s ARPA program by ensuring eligibility for City-designed programs and
providing additional technical assistance on SLFRF and Uniform Guidance 2 CFR 200.
Project Manager, City of Richmond, CA (2023 – Present)
Michelle has led the effort to develop the City’s ARPA program to distribute more than $22 million in
ARPA funds, including developing and reviewing subaward applications. Ongoing technical assistance
includes eligibility reviews; subrecipient risk assessment, monitoring, and management; closeout
support; supporting single-audit proceedings; ensuring compliance with ARPA requirements; and
supporting Federal financial performance, and compliance reports.
CDBG-DR Grants Specialist, Town of Morehead City, NC (2023 – Present)
For the City’s HUD CDBG-DR grants program, Michelle provides technical assistance and policy review
for compliance with CDBG-DR program, Section 3, and Davis-Bacon requirements.
Training Lead, California Office of Planning and Research (OPR), CA (2023)
Michelle led the development of a four-part training webinar series for Cal OPR to support the State’s
efforts to help government entities in California navigate Federal funding opportunities. Training
sessions covered current grant management hot topics including Title VI Civil Rights Compliance;
Maximizing Federal Funds: ARPA and Bipartisan Infrastructure Law (BIL); ARPA Grant Implementation:
Administrative, Indirect, and Direct Costs; and ARPA Compliance Supplement Addendum.
Project Manager, Metropolitan Water District (MWD) of Southern California, CA (2022 –
Present)
Michelle led an assessment of MWD’s grants management organization and processes, which included
recommendations for program design and capacity building. She then assisted MWD in standing up an
organization capable of grants pursuance and administration, including policies and procedures and
training and professional development. MWD then expanded the firm’s scope of work to include grant
research, pursuance, and management of their various Federal, State, and local funding opportunities.
Grants Specialist, Various Clients (2022 – 2023)
For various client ARPA programs (SLFRF funding), Michelle developed technical assistance materials
and training related to program eligibility, subrecipient and contractor monitoring, Section 3 and Davis-
Bacon Act, risk reduction, uniform guidance application, and closeout. Clients included Jefferson County
(AL); Louisville (KY); and Sonoma County (CA).
Grants Subject Matter Expert (SME), Bloomberg/National League of Cities [NLC] (2021 –
Present)
For Bloomberg 311, Michelle provided technical expertise related to ARPA and Uniform Guidance; for
Bloomberg/National League of Cities NLC, she served as a technical SME on IIJA/BIL railroad and
transportation opportunities.
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Project Manager, Harris County, TX (2021 – 2024)
Michelle led the compliance effort for Harris County’s $915 million ARPA SLFRF award. She established
the compliance team and provided technical assistance, including developing a compliance dashboard,
performing eligibility assessments, and assessing risk; she also developed compliance and subrecipient
monitoring plans, tailored monitoring plans, and closeout plans. She also provided training to Harris
County departments and their subrecipients.
Compliance and Monitoring Lead, King County, WA (2020 – Present)
Michelle is the Compliance Lead for the King County COVID-19 (CRF and ARPA) grant program,
overseeing and leading a team responsible for compliance monitoring of over 200 subrecipients and
1,500 contracts.
Compliance and Monitoring Unit Head, NYC Mayor’s OMB – CDBG-DR Task Force, New
York, NY (2014 – 2020)
Michelle established the Department and function at OMB. As Compliance and Monitoring Unit Head,
Michelle was responsible for ensuring compliance with the $4.2 billion received after Hurricane Sandy
for business, housing, infrastructure, and resiliency projects. She oversaw internal and external
engagements, including monitoring engagements by HUD and audits by the Office of the Inspector
General (OIG).
Project Manager, City of New Orleans Office of Community Development – Disaster
Recovery Unit (OCD-DRU), New Orleans, LA (2010 – 2014)
As Project Manager, Michelle secured and administered $88 million (primarily CDBG-DR) in capital
projects, including streetscape and roadway improvement, planning, land acquisition, streetlight repair,
and landscaping for OCD-DRU.
Grants Manager, Louisiana Solutions, New Orleans, LA (2009 – 2010)
As Grants Manager and Junior Planner, Michelle was responsible for 37 streetscape and roadway
improvements, land acquisitions, and planning projects. She was also responsible for analyzing census
and beneficiary data, urban planning, and GIS.
Planning Assistant, City of Kenner, LA (2007 – 2009)
Michelle was a planning assistant for the University of New Orleans on loan to the City of Kenner and
was responsible for grant writing and management, land use and master planning, zoning, and GIS.
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Daniel (Dan) has six years of experience in municipal
community development and grants programs, including
HUD CDBG, HUD housing, and COVID-19 funding.
Since joining Witt O’Brien’s in 2020, Dan has assisted multiple
local governments with their COVID-19 relief programs under the
CARES Act and ARPA. He examines the CRF and ARPA-funded
programs for eligibility and compliance with 2 CFR 200 and other
related Federal regulations. Dan also develops reporting
strategies to bolster record retention and award compliance and
provides grant project/program close-out services. Dan began his
career in public service working for an Ohio municipality for two
years.
Deputy Project Manager, Port of Long Beach, CA (2024 –
Present)
Dan is providing technical assistance and internal controls
development for the Port of Long Beach. Currently, Daniel has
assisted the Port develop a Title VI training policy and procedure
for Port staff. He has also assisted with the development of a
Title VI monitoring plan. He also provides general guidance and
technical assistance regarding Federal grant programs.
UASI Grants Monitoring Team Lead, City of Los Angeles, CA (2024 – 2025)
Dan was a team leader who helped facilitate subrecipient monitoring efforts which included desk
reviews and site visits for 38 of the City’s subrecipients of its Urban Areas Security Initiative (UASI)
program. Daniel and his team utilized their expertise in Uniform Guidance, Homeland Security Grant
Programs (HSGP) reporting and eligibility requirements, and subrecipient monitoring and management
best practices to provide guidance to The City of Los Angeles’ Mayor Office of Public Safely and their
partners. The subrecipients included a variety of city and county agencies including police, fire, public
health, and IT departments.
Grants Compliance Specialist, City of Richmond, CA (2023 – Present)
Dan is providing technical assistance regarding Uniform Guidance and assessed a monitoring
engagement to determine areas of improvement for the City’s monitoring procedures. The monitoring
assessment has led to our team being approved to perform monitoring reviews on behalf of the City.
Subrecipient Monitor, California Department of Housing and Community Development
(HCD), CA (2023 – Present)
Dan is part of the Witt O’Brien’s team conducting a compliance assessment of the State’s $1 billion+
ERA Programs (ERA1 and ERA 2) for fiscal year 2021. He conducts sample selections for the 37
subrecipients of the program and performs compliance and conformance testing on a sample of
subrecipients.
Project and Expenditure Reporting Consultant, Louisville Metro Government (LMG), KY
(2023 – Present)
Dan is providing technical assistance regarding compliance and reporting tasks for the State and Local
Fiscal Recovery Fund (SLFRF) programs and conducting the U.S. Treasury’s Portal quarterly reporting
DANIEL ETRELLI
DEPUTY PROJECT MANAGER / GRANTS
SME
YEARS OF EXPERIENCE
6 Years
EDUCATION
MA, Urban Planning and
Development, Cleveland State
University
BA, Political Science, Slippery Rock
University
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for the LMG. Since September 2022, Witt O’Brien’s has provided the LMG Government with advisory
and grants management services for the ARPA SLFRF.
Grants Specialist, U.S. Virgin Islands (USVI) Department of Education (2023 – Present)
As part of the Territory of USVI’s continued recovery from back-to-back hurricanes in 2017 and the
more recent pandemic, Dan is assessing the Department’s monitoring and related policies and
procedures. He is also leading a team that will develop and implement an obligation and expense
strategy for the Department’s Emergency Support Function (ESF)-3 award. This strategy includes
determining the eligibility of programs, determining burn rates and program timelines, delegating team
responsibilities, and updating USVI leadership.
Grants Monitoring Specialist, Wichita (KS) ARPA (2023 – Present)
Dan provided the City with monitoring and compliance support for various economic development
programs funded by ARPA SLFRF and provided technical assistance and training to subrecipients and
City staff on ARPA SLFRF and Uniform Guidance.
Grants Specialist, Metropolitan Water District of Southern California (MWD), CA (2023 –
Present)
Dan is providing training regarding pre-award, application, and post-award phases of the grant
lifecycle. Witt O’Brien’s has held a grant consulting services contract with the MWD since 2022.
Grants Monitor, Kansas Department of Commerce, KS (2023)
Dan conducted monitoring reviews for the state’s Building a Stronger Economy (BASE) program, which
focuses on ARPA SLFRF economic development programs, including evaluation and monitoring.
ARPA Monitoring Team Lead, Harris County, TX (2021 – 2023)
As part of the project supporting Harris County’s $915 million ARPA SLFRF program, Dan led a team
that developed County monitoring and subrecipient monitoring programs. He provided technical
assistance to various County departments on compliance related to Uniform Guidance and SLFRF; Dan
also delivered training on various aspects of Uniform Guidance to improve the knowledge of County
staff and other subrecipients regarding Federal requirements for grant programs. Dan helped develop
tracking tools so the County could better understand the level of risk their funding programs face,
which helps enable them to avoid potential clawbacks from the Federal government or reductions in
future awards.
Grants Monitoring Team Lead, King County, WA (2020 – 2023)
Dan developed monitoring strategies for 14 programs funded by the CRF and assisted the County in
establishing a Grant Compliance Unit (GCU). For the latter role, he drafted policies and procedures for
the GCU related to department engagement, program monitoring, subrecipient monitoring, and
training. He also trained GCU staff on Unit policies and procedures, and general compliance
requirements of Uniform Guidance and SLFRF. Through a multi-year, renewable contract with the
County, Witt O’Brien’s is providing post-award management, audit, and closeout services.
Community Development Manager, City of Euclid Department of Planning and
Development, OH (2019 – 2020)
Dan was responsible for managing the City's CDBG Entitlement program administered by HUD. This
included determining project eligibility for CDBG funding, managing the CDBG annual budget,
compliance with 2 CFR 200 administration and procurement standards, and conducting drawdowns to
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request reimbursement from HUD. He was responsible for preparing environmental reviews for projects
receiving CDBG funding in accordance with 24 CFR Part 58. He wrote and submitted Annual Action
Plans and the Consolidated Annual Performance and Evaluation Report (CAPER).
Housing Coordinator, City of Euclid Housing Department, OH (2018 – 2019)
Dan maintained the City's inventory of single- to three-family rental units. He was responsible for
processing the annual rental registration payments and scheduled rental unit inspections, investigating
unregistered rental inquiries, and prosecuting rental units not in compliance with city housing code
chapter 1761.05 of the Euclid Code of Codified Ordinances.
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Kayla has five years of experience in grants pursuance
and management for state and local governments
administering Federally funded programs.
As a Grants Specialist at Witt O’Brien’s, Kayla provides guidance
and technical assistance to government agencies in pursuing and
managing federal grant programs. She conducts eligibility
reviews, monitors grant compliance, analyzes programmatic and
financial data, tracks the impact of federal legislation on state
and local funding, and creates tailored reports to support client
decision making. To date, she has led federal and state reporting
efforts for over $1 billion in COVID-19 funding, primarily under
the American Rescue Plan Act (ARPA). She also conducts on-site
monitoring visits focused on labor standards (Davis-Bacon) and
grant compliance.
Kayla’s responsibilities also include grants pursuance, including
researching funding opportunities, supporting grant application
development, and conducting training sessions to build grants
management capacity. In addition, she develops grant policies
and procedures covering compliance monitoring and reporting,
risk management, audit preparedness, and closeout processes.
Grants Compliance Specialist, Los Angeles Mayor’s Office of Public Safety (LA MOPS)
(2024 – Present)
Kayla supports LA MOPS by conducting grants compliance and monitoring activities under the Urban
Area Security Initiative (UASI). Her work includes reviewing subrecipient equipment and software
purchases, ensuring supporting documentation is sufficient, and performing on-site monitoring visits for
various projects.
Grants Compliance Specialist, Eastern Municipal Water District (EMWD), CA (2023 –
Present)
Kayla provides grants compliance support for EMWD through labor compliance and monitoring for
various construction projects—including technical assistance and training, material development
(including contractor packets and tools for use/implementation), review of contractor (and
subcontractor) payroll reports and on-site wage interviews.
Grants Compliance Specialist, ARPA Program, Richmond, CA (2023 – Present)
Kayla is providing ad-hoc assistance to the City’s ARPA SLFRF program, which is distributing more than
$22 million in ARPA funds, including developing and reviewing subaward applications. Her support
focuses on supporting the City’s adherence to SLFRF grant reporting requirements.
Grants Management Specialist, Metropolitan Water District of Southern California (2022 –
Present)
Kayla is part of a team undertaking development of a grants management division for the largest water
district in the United States. Kayla has supported developing new policies and procedures for grants
management and a six-part training program to build staff understanding of the grants pursuance and
management process. Specifically, she facilitated external webinars and training for over 100
participants, while coordinating presentations, managing administrative and logistical needs, and
KAYLA ONES
GRANT WRITER AND RESEARCH
SPECIALIST
YEARS OF EXPERIENCE
5 Years
EDUCATION
BA, Public Policy, University of
Redlands
BA, Business Management, University
of Redlands
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developing supporting materials. She also provides support for grant application research and
development, including a recent application for a $950,000 Wildfire Prevention Grant from the
California Department of Forestry and Fire Protection (CalFire).
Grants Compliance Specialist and Data Analyst, Kansas Office of Recovery, KS (2020 –
Present)
In support of the Office of Recovery’s management of COVID-19 funding, Kayla reviews financial
reports, develops guidance and training, assists with eligibility guidance and reporting, and managed
fund and expenditure tracking. Specifically, she developed guidance, policies and procedures, and job
aids to support state and local agencies with grants management activities. She conducted monthly
review of program financial reports from 42 state agencies administering COVID-19 funding, with over
$1 billion of expenditure details approved by state auditors and the U.S. Treasury to date. She provided
compliance support to 105 counties, assisting with cost eligibility guidance and the reporting of $400
million in CRF direct aid. She previously managed multiple COVID-19 fund and expenditure tracking
processes to ensure compliance; supported audit preparation; and reviewed county program proposals
and expenditure reports, summarizing her analysis and findings through eligibility memos. She
designed and oversaw processes to monitor three Federal funding streams on behalf of a Governor’s
Office, ensuring the recurring collection, review, and guidance provision for program financial reporting
across 65 state agencies.
Grants Writing Specialist, Mid-Region Council of Governments (MRCOG), NM (2023)
Kayla provided research and application development for the MRCOG, an association of local
governments in central New Mexico developed to build grants capacity. She assisted Sandoval County,
NM, in applying for a $3.6 million competitive grant from the DHS Staffing for Adequate Fire and
Emergency Response (SAFER) program for additional firefighters.
Training Coordinator, California Office of Planning and Research (OPR), CA (2023)
Kayla served as the training coordinator for a four-part training webinar series for Cal OPR to support
the State’s efforts to help government entities in California navigate Federal funding opportunities.
Training sessions covered current grant management hot topics including Title VI Civil Rights
Compliance; Maximizing Federal Funds: ARPA and IIJA/BIL; ARPA Grant Implementation:
Administrative, Indirect, and Direct Costs; and ARPA Compliance Supplement Addendum.
Research Assistant, University of Redlands – Redlands, CA (2019 – 2020)
Kayla reviewed and curated previously undigitized primary sources, scholarly literature, and research
on women's global economic participation. Her work enhanced an updated edition of ProQuest’s
Women Social Movements Library research database.
Research Intern, Intelligent Transportation Society of America, Washington, D.C. (2019)
Kayla conducted legislative and public policy research to support project initiatives and advance the
safe deployment of smart infrastructure, sustainable urban mobility, and transportation technologies
within the public and private sectors. She contributed to the development of initiatives and projects by
conducting thorough research on relevant legislation and public policies. In her role, Kayla played a key
role in promoting the implementation of smart infrastructure and sustainable transportation solutions,
ensuring the safety and efficiency of urban mobility. Her research and findings supported the
advancement of these initiatives, benefiting both the public and private sectors.
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Emily is a grants management specialist with 10 years of
professional experience in grants management and
education, as well as a PhD and Grant Professionals
Certification (GPC).
Emily has provided grants writing and grants management
support to dozens of local government agencies seeking to
maximize funding opportunities under the IIJA/BIL and other
funding sources. She conducts grants research to identify right-fit
funding opportunities and provides advisory services for
application development. Specifically, in the past year, she has
been responsible for more than 40 grant applications ranging
from $1,000 to over $18 million. She also supports grants
management and compliance for COVID-19 related funding
programs.
Emily is a University lecturer for a Masters-level class on
Grantsmanship, which covers all aspects of grants, including
compliance and federal grant requirements.
Prior to joining the firm, was a grant writer for the United Way of
Greater Charlotte and the U.S. Climate Action Network. She was
also a grants manager and educational specialist with the
Littlejohn Community Center’s TRIO Educational Opportunity
Center. In this role, she managed several educational support
and community development grants ranging from $5,000 to
$5,000,000.
Deputy Project Manager, North Carolina League of
Municipalities (NLCM) (2023 – Present)
Emily is supporting the NCLM project to provide technical assistance to municipalities across the state
on maximizing Federal and state grant funding opportunities. She leads a sever-person grant writing
team that is providing nearly 50 municipalities with one-on-one assistance to develop grant
applications. To date, her team has supported development of about 45 applications totaling more
than $40 million in grant funding; Emily was lead writer for more than half of those applications.
Subject Matter Expert (SME), National League of Cities (NLC), Multiple Clients (2023 –
present)
Emily is working as a SME for two of NLC Local Infrastructure Hub Bootcamps: Clean Water State
Revolving Fund (CWSRF) Bootcamp and the Railroad Crossing Elimination (RCE) Bootcamp. Both of
these federal opportunities are important resources for small towns and municipalities, who are
Bootcamp attendees. Through her role as SME, Emily developed and delivered presentations, provided
1:1 consultations, and lead participants through coaching exercises to develop their own strong
applications.
Lecturer on Grantsmanship, Clemson University, SC (2023 – Present)
Emily teaches an online class on Grantsmanship, focused on the grant management lifecycle, including
compliance with 2 CFR 200. Her course includes a section on compliance and how to achieve
compliance with federal grant requirements.
EMILY INBURN H
GRANTS WRITING QC AND RESEARCH
SPECIALIST
YEARS OF EXPERIENCE
10 Years
EDUCATION
PhD, International Family and
Community Studies, Clemson
University
BS, Spanish and International Health,
Clemson University
CERTIFICATIONS
Grant Professionals Certification
(GPC), Grant Professionals
Association
LANGUAGES
Spanish, Bilingual
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ARPA Grants Management Specialist, Wichita, KS (2023 – Present)
Emily is on the Witt O’Brien’s team supporting the City of Wichita with subrecipient monitoring for 22
ARPA awards allocations. Her support includes training, technical assistance, and capacity building
regarding Uniform Guidance 2 CFR 200 and related requirements.
Grant Writer, Harris County, TX (2023 – Present)
Emily is providing grant writing services and support to Harris County for various grant applications
needed to cover multiple topics (law enforcement, construction, road and bridge, energy conservation,
public health, etc.). Her support includes analyzing needs for grant funding, conducting research to
identify funding opportunities, and developing the full grant application, including narrative and budget.
She was instrumental in the County’s successful application to the DOE BIL Consumer Electronics
Battery Recycling Programs program for more than $4.8 million.
Grants Management Specialist, Multiple Clients, AL (2023 – Present)
Emily is providing end-to-end grants management support for ARPA, IIJA/BIL, and other grant funded
projects for the following Alabama government entities: St. Clair County and the cities of Alabaster,
Ashville, Irondale, Opelika, and Trussville.
Grants Management Specialist, City of Alpharetta, GA (2023 – 2024)
Emily identified right-fit grant opportunities for specific transportation and pedestrian walkability projects
for the City and completed two grant applications totaling almost $5 million.
Grants Management Specialist, Kansas Department of Transportation (DOT), KS (2023)
Emily was part of the team supporting the Kansas DOT Infrastructure Hub, which is a multi-agency
body of Kansas state agencies designed to assist Kansas agencies and municipalities to maximize
opportunities available through the IIJA/BIL. Emily has assisted in identifying right-fit IIJA/BIL funding
opportunities, developed grant applications, and facilitated community collaboration for large-scale
project and grant application success.
Grant Writer, United Way of Greater Charlotte (UWGC), NC (2022 – 2023)
As a Grant Writer, Emily identified grant opportunities that aligned with UWGC’s mission and goals
through research utilizing GPA database and skills; maintained grant database and possible grant
opportunities database. She wrote grant narrative and budget for grants that align with UWGC’s
mission and goals, including research process. Emily also managed grants to include reporting of
metrics, communication with the team about needed metrics, and detailed reporting to foundation,
private, or government sponsors.
Grants Manager & Educational Specialist, Littlejohn Community Center TRIO Educational
Opportunity Center, Clemson, SC (2017 – 2020)
Emily was responsible for managing several educational support and community development grants
ranging from $5,000 to $5,000,000. She also coordinated community events to meet needs of hunger,
housing, health, and other needs for at-risk families and implemented tutoring plans and workshop-
development for specific student academic needs.
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Chelsea is a Certified Floodplain Manager (CFM) with 12
years of experience in mitigation grants management,
community assistance, and program management and
implementation.
Chelsea joined Witt O’Brien’s after six years with the New Mexico
Department of Homeland Security and Emergency Management,
where she served as the State Hazard Mitigation Officer (SHMO)
for three years. Chelsea has led the development and overseen
the completion of nearly 120 hazard mitigation plans (HMPs) and
projects for state, local, and tribal governments as well as large
universities, quasi-governmental entities, and special districts
through FEMA closeout. She is proficient in project planning,
coordination, and timeline management.
Project Manager, District 3 and District 5, Mississippi
Emergency Management Agency (2025-Present)
Chelsea is managing the development of these two regional
Updates. District 3 includes 9 counties and 62 total jurisdictions.
District 5 includes 5 counties and 23 total jurisdictions.
Project Manager, City of Bell, CA (2025-Present)
Chelsea is leading the development of the City’s first Hazard
Mitigation Plan.
Floodplain SME, North Carolina Leage of Municipalities
(2025-Present)
Chelsea is providing advisory services related to interpretation of
FEMA flood maps, the 44 CFR, and other NFIP and insurance
related questions related to the impacts of Hurricane Helene.
FEMA Mitigation SME, City of Tampa, FL (2024 - Present)
Chelsea is providing Mitigation technical support to the City
following Hurricanes Ian, Idalia, Helene, and Milton, including project development and formulation,
development of NOI’s, and coordination across multiple city departments.
FEMA Mitigation SME, City of Newberry, SC (2025 – Present)
Chelsea is providing Mitigation technical support to the City as they work though recovery from the
impacts of Hurricane Helene, which included damage to electrical and fiber infrastructure.
BRIC Project Manager, City of Bend, OR (2025)
Chelsea managed the development and wrote two of the City’s BRIC sub-grant applications for the
2024 cycle, totaling $50 million. This included an innovative “Project Guide” that would have helped
reviewers better understand the complicated water treatment process and proposed mitigation.
CHELSEA ORGANTI
EMERGENCY MANAGEMENT GRANTS
SUBJECT MATTER EXPERT
YEARS OF EXPERIENCE
12 Years
EDUCATION
BA, English, Minor - Latin, University
of New Mexico
CERTIFICATION
CFM since 2019, Association of State
Floodplain Managers – New Mexico
Chapter
FEMA Professional Development
Series Certificate
TRAINING
FEMA: L-273, G-318, G-557, IS-100,
IS-120, IS-200, IS-230, IS-235, IS-
240, IS-241, IS-242, IS-244, IS-276,
IS-280, IS-319, IS-321, IS-329, IS-
922, IS-546, IS-547, IS-700, IS-702,
IS-703, IS-706, IS-800, IS-1100, IS-
1102, IS-1103, IS-1113, IS-2900
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Deputy Project Manager, Nevada Department of Emergency Management, NV (2024 –
Present)
Chelsea provides technical assistance on hazard mitigation project application development to
jurisdictions across the State of Nevada. She assists in the review and development of HMPs and Sub-
grant applications for annual and disaster-related mitigation grants, including HMGP post-fire grants.
She is also developing and delivering statewide training for state staff and Sub-grantees to increase
capabilities at all levels.
Project Manager, Fresno County, CA (2023 – 2025)
Chelsea provided administrative support in the development of the multi-jurisdictional HMP through a
community-informed, bilingual public outreach process, and facilitating activity support and compliance
with the National Flood Insurance Program’s (NFIP) Community Rating System (CRS). The Fresno
County Plan includes 17 jurisdictions.
Project Manager, Union, Dickinson, and Polk Counties, IA (2023 – 2024)
Chelsea provided administrative support in the development of the three separate multi-jurisdictional
HMPs, one that included NFIP CRS Activity 510 compliance. The counties include Union County (12
jurisdictions), Dickinson County (10 jurisdictions), and Polk County (34 jurisdictions). Two of these
counties – Dickinson and Union – are highly rural in character, while Polk is more urban and home to
Des Moines, the capital of the State of Iowa. Each of the plans were approved by FEMA.
Project Manager, City of Carson, CA (2023 – 2025)
Chelsea led the city’s first HMP update since 2013. Originally profiling only three hazards – Earthquake,
Flood, and Windstorm – the plan included significant updates and received FEMA APA in January 2025.
Plan Update Project Manager, Counties of Lehigh Valley and Northampton, PA (2023 –
2024)
Chelsea served as Project Manager for this HMP Update covering 67 jurisdictions - 2 counties, 3
regional authorities, and 62 municipalities. Multi-jurisdictional collaboration was of utmost importance.
In total, Chelsea delivered two virtual kickoffs, four hybrid capability workshops, two in-person Threat
and Hazard Identification and Risk Assessment (THIRA) /Stakeholder Preparedness Review workshops,
two four-hour long in-person participation “office hours,” two in-person THIRA meetings, a hybrid
Mitigation Strategy meeting, three 2-hour Action Development workshops, 12 one-on-one coaching
sessions, and a virtual town-hall.
Subject Matter Expert, National League of Cities (NLC) (2022 – 2025)
Chelsea led the development and delivery of content and provided one-on-one municipal technical
assistance through the NLC’s Local Infrastructure Hub. She has presented FEMA’s Building Resilient
Infrastructure & Communities (BRIC) and Flood Mitigation Assistance grant programs, Clean Buildings,
and the U.S. Environmental Protection Agency’s Climate Pollution Reduction Grant. She provided
support to FEMA Region VI in Denton, TX and additional cities throughout Texas.
Plan Update Project Manager, Montgomery County, MD (2022 – 2024)
Chelsea served as Project Manager for the Local HMP update, while other staff from Witt O’Brien’s
update the County’s Emergency Operations Plan. This allows for enhanced collaboration and plan
integration. This HMP will be Emergency Management Accreditation Program compliant. Montgomery
County includes 20 jurisdictions.
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Project Manager / Lead Planner, City of Carnation, King County, WA (2022 – 2023)
Chelsea served as Project Manager and Lead Planner in the development of the city’s inaugural annex
to the County’s HMP. Witt O’Brien’s was tasked with supporting the utilization of expiring grants funds
and facilitating plan development after another jurisdiction declined to fulfill their agreement.
Grants Development Specialist, Cochise County, AZ (2022)
Chelsea wrote the County’s BRIC sub-grant application for the 2022 cycle. The project was ranked #2
and awarded under the State of Arizona’s allocation.
Plan Update Project Manager, District 7, Mississippi Emergency Management Agency
(2022 – 2024)
Chelsea served as Project Manager/Mitigation Planner updating the Mississippi Regional HMP, which
included an extensive file conversion and updates to include climate change. District 7 includes 9
counties and 32 total jurisdictions. This plan was approved in January 2024.
Deputy Planner, Colorado Department of Homeland Security and Emergency Management,
Denver, CO (2022 – 2023)
Chelsea served as Deputy Planner updating the Colorado Enhanced State HMP. She facilitated meetings
with all 28 state agencies, presented access and functional need and underserved population
considerations, and profiled state agency mitigation activities. Witt O’Brien’s was a sub-consultant on
this project.
Hazard Mitigation Subject Matter Expert (SME), Alabama Emergency Management Agency
(2022)
As a Hazard Mitigation SME, Chelsea was tasked with providing technical assistance on hazard
mitigation project applications to jurisdictions across the State of Alabama. She assisted in the review
and development of 528 sub-grant applications across four disaster grants, totaling $147 million in
project funds. Chelsea also delivered Benefit-Cost Analysis training to state staff to increase their
capabilities.
SHMO, New Mexico Department of Homeland Security and Emergency Management,
Santa Fe, NM (2019 – 2022)
As SHMO, Chelsea managed 17 disaster and non-disaster Hazard Mitigation Assistance (HMA) grants
and facilitated 113 mitigation plans and projects through all sub-grant stages, from application through
closeout. She supervised the Mitigation Unit, which included three Mitigation Specialists and the State
Floodplain Coordinator who oversaw the state’s NFIP compliance. She contributed to the 2018 NM
SHMP and overhauled the state’s Administrative Plan in 2017 and 2021, updating the Mitigation
Standard Operating Guidelines, Sub-Grant Orientation Packet, and funding methodology. During the
2021 funding application cycle she processed 48 project Notices of Interest totaling more than $100
million in requested funds. She regularly represented the agency at local, state, and national
conferences.
Mitigation Specialist, New Mexico Department of Homeland Security and Emergency
Management, Santa Fe, NM (2016 – 2019)
As a Mitigation Specialist, Chelsea provided individually tailored technical assistance to state agencies,
local jurisdictions, tribal nations, and special district/quasi-governmental applicants under the HMA
program. She reviewed and approved all procurement, contracts, and invoicing associated with sub-
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grant agreements. She drafted Scopes of Work, budgets, and schedules for New Mexico HMA grants
and sub-grants. She has firsthand experience preparing wildfire applications for award under the
HMGP, HMGP-Post Fire, BRIC, and Pre-Disaster Mitigation and managing and monitoring all awarded
projects through to closeout, ensuring completion occurred in compliance with all federal, state, and
local requirements. Chelsea also served in the State’s Emergency Operations Center during activations,
deployed to post-fire jurisdictions to provide mitigation technical assistance, and conducted numerous
site visits for all project types.
Disaster Recovery Analyst, City Of New Orleans, LA (2015)
For the City’s Code Enforcement, Chelsea facilitated 383 FEMA conditionally approved demolition
properties through the code enforcement, local historic, and FEMA Environmental and Historic
Preservation processes. She advocated for legal judgments of ‘blight’ at hearings; in city council
meetings; and at local, state, and federal coordination meetings. She created and managed databases
to track over $16 million in grants. She inspected damaged properties, identified historic elements for
preservation, and oversaw safe remediation and salvage of residential and commercial demolitions.
Site Supervisor, St. Bernard Project/Americorps, LA (2013 – 2014)
Chelsea managed and trained up to 40 staff and volunteers per site, per day, in the construction and
renovation of Hurricane Katrina-damaged homes. She executed all construction phases, enforced
quality control, and maintained a safe, OSHA-compliant worksite. Chelsea was responsible for
accurately projecting Scope of Work timelines, budgets, and workforce needs.
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Karen is a community development and housing
specialist with 40 years of professional experience,
including nearly 20 years managing large, complex
Federally funded disaster recovery and housing grant
programs.
As a thought leader and program design specialist, Karen assists
state, local, and territorial governments with the development
and implementation of streamlined and compliant programs
using U.S. Housing and Urban Development (HUD) and COVID-
19 related Federal funding streams.
Since joining the firm, she has guided both USVI and Puerto Rico
Electric Power Authority (PREPA) in leveraging CDBG-DR and
CDBG-MIT funding for recovery from Hurricanes Irma and Maria
recovery activities. Specifically, she led the development of the
USVI $1.8 billion CDBD-DR Action Plan and program guidelines
for the USVI housing rehabilitation, multi-family development,
public housing, infrastructure, and economic revitalization
programs territory-wide. She has also provided technical
assistance for eligibility reviews, subrecipient monitoring,
procurement compliance, and closeout for COVID-19 related grant funded programs.
Prior to joining Witt O’Brien’s, she was a Section Chief at California’s Department of Housing and
Community Development, responsible for oversight and management of agency funded programs. She
was responsible for program implementation of the State’s annual HUD allocations, as well as the $230
million Neighborhood Stabilization Program (NSP), making an acute and timely impact for households
affected by the housing and financial crisis.
Prior to her 14-year tenure with a state housing agency, Karen honed her financial acumen in the
mortgage industry where her career began. She has more than 20 years of mortgage lending
experience with the last 15 years of those as an operations manager in large lending organizations.
Grants Management Compliance Specialist, Sonoma County, CA (2023 – Present)
Karen has been supporting development of training for subrecipients on Uniform Guidance and internal
controls; prevention of fraud, waste, and abuse; financial management and separation of duties;
allowable uses, costs, and program delivery; suspension and debarment; and procurement and
debarment.
Community Development Block Grant – Disaster Recovery (CDBG-DR), Subject Matter
Expert (SME), Puerto Rico Electric Power Authority (PREPA), San Juan, PR (2023 –
Present)
Karen is part of the Witt O’Brien’s team assisting PREPA in using Federal funding (FEMA Public
Assistance and Hazard Mitigation Grant Program funding and Community Development Block Grant –
Disaster Recovery [CDBG-DR] funding) to support repair of the Puerto Rico power system. As the
project’s CDBG-DR SME, Karen provides guidance on using the HUD disaster funds in conjunction with
FEMA programs.
Grants Management Specialist, Sedgwick County, KS (2020 - 2021)
For the County’s COVID-19 grants programs, Karen led a team in all phases of Federal grant
management, including providing guidance on program design, conducting project eligibility reviews,
KAREN ATTERSON
GRANTS MANAGEMENT SUBJECT MATTER
EXPERT
YEARS OF EXPERIENCE
39 Years
EDUCATION AND TRAINING
IBM Management Training program
California Manager Training
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providing training on procurement compliance, assisting with documentation for payroll eligibility,
providing subrecipient training on closeout, and supporting closeout activities.
Grants Management Specialist, King County, WA (2020 - 2021)
Karen was part of the Witt O’Brien’s team providing post-award grant management, audit, and closeout
support for King County’s $1.3+B COVID-19 grant programs. Karen supported the development of
policies and procedures, including a fraud handbook and best practice for payment methods.
Project Manager, Minnesota Housing Finance Authority (MHFA), MN (2021)
Karen was the Project Manager of Witt O’Brien’s team of over 150 personnel, supporting Minnesota’s
successful $289 million Emergency Rental Assistance (ERA) Program. In addition to providing program
design feedback, overall management, application, and payment processing service management,
Karen also assisted the State of Minnesota as they created their online ERA Program grant portal.
Grants Management Specialist, Various Counties in the State of KS (2020 – 2021)
Karen provided grants management support to counties across Kansas, including Franklin, Geary,
Shawnee, Riley, Rooks, Kingman, Graham, and Johnson. She provided technical assistance on program
design, subrecipient and contractor management, conducted beneficiary eligibility reviews,
determinations for reimbursement payment, and program and project closeouts.
CDBG-DR Expert, Disaster Recovery, U.S. Virgin Islands (USVI) Housing Finance Authority
(VIHFA), St. Thomas, USVI (2019 – 2021)
Karen supported the Witt O’Brien’s disaster recovery effort in the US Virgin Islands, which included
assisting with the effort to plan and manage approximately $1.8 billion in HUD CDBG-DR funds for
Housing, Infrastructure, and Economic Revitalization projects throughout the territory. She engaged in
planning, program design, program management, compliance, policy, environmental, and financial
management. She made key contributions to the CDBG-DR program by assisting VIHFA with program
design and implementation technical documents, policies, and procedures, and by providing training
and technical assistance.
Section Chief, Grant Management Section, California Department of Housing and
Community Development (DHCD), Sacramento, CA (2007 – 2019)
Karen ended her tenure at CA DHCD as the Chief of the State’s Grant Management Section. In this
position, she administered the federal and state CDBG-DR programs (exclusive of the HOME Program’s
multi-family housing development activities). She started her 12-year career at CA DHCD as the
manager of the State’s $230 million NSP where she managed program development and
implementation and the NSP award of $155 million. She was responsible for managing the state’s
National Disaster Resiliency Competition award of over $70 million. Since beginning with the CDBG-DR
program, the State successfully expended over $230 million NSP grant and program income funds,
making a significant impact for households affected by the financial crisis. Karen also served as a
trainer for the Council of State Community Development Agencies, delivering CDBG training courses
from 2016 through 2018.
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T: +1 281 320 9796
F: +1 281 320 9700
818 TOWN & COUNTRY BLVD
SUITE 200, HOUSTON TX 77024
24/7 EMERGENCY
+1 985 781 0804
wittobriens.com
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Weighted Criteria Matrix
Approach to Scope of Services 25%8 2 6 1.5 8 2 7 1.75 7 1.75 9 2.25 7 1.75 10 2.5
Proposal Schedule and Costs 25%8 2 7 1.8 8 2 8 2 6 1.5 8 2 6 1.5 8 2
Staff Qualifications and Experience 25%7 1.8 7 1.8 8 2 7 1.75 8 2 9 2.25 8 2 9 2.25
Organization and Staffing 15%7 1.1 6 0.9 8 1.2 8 1.2 7 1.05 9 1.35 7 1.05 9 1.35
Quality Control 10%9 0.9 8 0.8 8 0.8 9 0.9 8 0.8 8 0.8 7 0.7 8 0.8
Total Final Scores 100%
RFP On-Call Grant Management Services
Scoring Sheet
B&A California
Consulting ESS Evans
Brooks NCB Villa Civil Witt
O'Brien's
Criteria Value
Raw
Score
(0-10)
Final
Score
Raw
Score
(0-10)
Final
Score
Raw
Score
(0-10)
Hout
Final
Score
Raw
Score
(0-10)
Final
Score
Raw
Score
(0-10)
Final
Score
7.7 6.7 8.0 7.6 7.1 8.7 7.0 8.9
Final
Score
Raw
Score
(0-10)
Final
Score
Raw
Score
(0-10)
Final
Score
Raw
Score
(0-10)
F -1
City of Rancho Palos Verdes Grant Management Tracker (Since 2016)
Submittal
Date Grant Name
Granting
Agency Description
Funding
Type Funding Use
Amount
Requested
Match
Requirement
Application
Status
Jun-26
BRIC 25
Bend Landslide
Complex landslide Hazard
Appropriations Earmark request for Hazard
Appropriations Earmark request for Hazard
FY 27
Appropriations
Emergency Operations
Center at the Ken
Appropriations
- Storm Drain
Earmark request for
Citywide storm drain
HMGP -
Voluntary
Property
Buyout (Round
Buyout Program
Round 3 to acquire
approximately 8
homes in landslide
area for hazard
mitigation and
conversion to open Hazard
HMGP -
Voluntary
Property
Buyout (Round
Property Buyout
Program Round 2 to
acquire approximately
5 homes in landslide Hazard
$10.16 million
(originally
requested $29
million in May Selected
G -1
2
Submittal
Date Grant Name
Granting
Agency Description
Funding
Type Funding Use
Amount
Requested
Match
Requirement
Application
Status
mitigation and
conversion to open
Regional
Response Plan
(RPV lead
agency on
behalf of Area Homeland
Regional emergency
response plan for
cross-jurisdictional
support for immediate
emergency operations Hazard
$300,000
(Selected for
Habitat
Restoration
and Trails LA County
repair trails in and
adjacent to areas
impacted by landslide
Measure A -
Connector Trail LA County
a trail and bridge
project connecting the
Filiorum Reserve to
the Three Sisters
$500,000
Portuguese
Bend Landslide
Bend Landslide
Complex landslide Hazard
$48.7 million
(originally $40
Landslide stabilization efforts, Hazard Awarded $4
CalFire Wildfire
Prevention -
Mass Care and
compressive mass care
and evacuation plan to
support mass care Hazard
$200,000
G -2
3
Submittal
Date Grant Name
Granting
Agency Description
Funding
Type Funding Use
Amount
Requested
Match
Requirement
Application
Status
evacuations for the
Peninsula.
Aug-25
CalFire Wildfire
Prevention -
Fuel
Modification
fuel modification
activities using hand-
operated machinery in
approximately 112 Hazard
$948,000
FY 26
Appropriations Earmark request for Hazard
($1,145,144
requested by Rep.
by Rep. Lieu
and funded
FY 26
Appropriations Earmark request for Hazard
$4,023,225
($1,145,144
requested by Rep.
Lieu and Sen.
by Rep. Lieu
and Sen.
Schiff and
funded by
Appropriations
- City EOC
Emergency Operations
Center at the Ken
FY 26
Appropriations
- DDW Power
permanent power
source for landslide
area deep dewatering Hazard
SHSGP - Mass
Care and Homeland
compressive mass care
and evacuation plan to
support mass care Hazard
$300,000
(Selected for
G -3
4
Submittal
Date Grant Name
Granting
Agency Description
Funding
Type Funding Use
Amount
Requested
Match
Requirement
Application
Status
evacuations for the
Peninsula.
Nov-24
HMGP -
Voluntary
Property
Buyout (Round
Buyout Program
Round 1 to acquire 22
homes in landslide
area for hazard
mitigation and
conversion to open Hazard
Supervisor
Hahn Landslide LA County
financial assistance
grants for landslide-
impacted residents
and $2.2 million for
City's landslide
Financial
assistance/hazar
FY 25
appropriations Earmark request for Hazard
by Rep. Lieu
but not
FY 25
Appropriations Earmark request for Hazard
by Rep. Lieu
but not
Linda charging Ladera Linda
HMGP -
Generator
at four crucial City of
Rancho Palos Verdes Hazard
G -4
5
Submittal
Date Grant Name
Granting
Agency Description
Funding
Type Funding Use
Amount
Requested
Match
Requirement
Application
Status
Jan-23
BRIC 22
Bend Landslide
Complex landslide Hazard
Pano AI
Wildfire
Camera State
Budget State
Implementation of the
Peninsula-wide
network of wildfire Hazard
USFW - Wildlife
US Fish and
Wildlife
acquisition of Lower
Filiorum and Plumtree
properties for Wildlife Habitat
WCB - Wildlife
Wildlife
Conservatio
acquisition of Lower
Filiorum and Plumtree
properties for Wildlife Habitat
Wildfire
Detection
Peninsula-wide
network of wildfire Hazard
Appropriations
- Landslide
Portuguese Bend
Landslide Remediation Hazard
$16.5 million ($2
million requested
HMGP - Fuel
Modification
fuel modification
activities using goat Hazard
G -5
6
Submittal
Date Grant Name
Granting
Agency Description
Funding
Type Funding Use
Amount
Requested
Match
Requirement
Application
Status
Jun-21
HMGP -
Undergroundin
overhead electrical
utility lines located in
the Portuguese Bend Hazard
Apr/May-
Appropriations
- Landslide
Portuguese Bend
Landslide Remediation Hazard
LEAP Planning
overlay control district
as part of 6th Cycle
Housing Element
Safety
Improvement
Guardrail
improvements along
Measure M -
Western Ave
Traffic
Improvements
and recurring
congestion along
Western Avenue
during peak periods
and when schools are
$4,980,000
(increased from
SB 2 Planning
overlay control district
as part of 6th Cycle
Housing Element
Grant Program Peninsula-Wide Safe
G -6
7
Submittal
Date Grant Name
Granting
Agency Description
Funding
Type Funding Use
Amount
Requested
Match
Requirement
Application
Status
Jan-16
SWRCB Prop 84
-Catch Basin
Inserts (RPV,
pipe screen units in
existing catch basins
draining into Santa
$708,514
($600,000 $412,163
G -7