AGENDA

REGULAR MEETING OF THE LAKEPORT CITY COUNCIL

(ALSO MEETS AS THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT, THE LAKEPORT INDUSTRIAL
DEVELOPMENT AUTHORITY, THE MUNICIPAL FINANCING AGENCY OF LAKEPORT and THE SUCCESSOR
AGENCY TO THE FORMER LAKEPORT REDEVELOPMENT AGENCY)
Tuesday, January 19, 2021 6:00 p.m.
Location: See Teleconferencing Instructions Below

PUBLIC ADVISORY: THE CITY COUNCIL CHAMBERS WILL NOT BE OPEN TO THE PUBLIC

Pursuant to Section 3 of Executive Order N-29-20, issued by Governor Newsom on March 17, 2020, the regular
meeting of the City Council for January 19, 2021 will be conducted telephonically through Zoom. Please be advised
that pursuant to the Executive Order, and to ensure the health and safety of the public by limiting human contact
that could spread the COVID-19 virus, the Council Chambers will not be open for the meeting. Council Members will
be participating telephonically and will not be physically present in the Council Chambers.

If you would like to speak on an agenda item, you can access the Zoom meeting remotely:
Join from a PC, Mac, iPad, iPhone or Android device:
Please click this URL to join. https://zoom.us/j/97368201787?pwd=a2NvVnN6MEFjQ2Exc2pTZkpIdU1sQT09
Passcode: 477973
Or join by phone:
Dial (for higher quality, dial a number based on your current location):
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Webinar ID: 973 6820 1787
Passcode: 477973
International numbers available: https://zoom.us/u/abNyiaqY1I

The City wants you to know that you can also submit your comments by email to virtualhost@cityoflakeport.com.
To give the City Clerk adequate time to print out your comments for consideration at the meeting, please submit your
written comments prior to 3:30 p.m. on Tuesday, January 19, 2021.

Please indicate in the email Subject Line "FOR PUBLIC COMMENT" and list the item number you wish to comment on.
Comments that you want read to the Council will be subject to the three minute time limitation (approximately 350
words). Written comments that are only to be provided to Council and not read at the meeting will be distributed to
the Council prior to the meeting.

The City of Lakeport thanks you in advance for taking all precautions to prevent spreading the COVID-19 virus.
City Council Agenda of January 19, 2021 Page 2

AGENDA
REGULAR MEETING OF THE LAKEPORT CITY COUNCIL
(ALSO MEETS AS THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT, THE
LAKEPORT INDUSTRIAL DEVELOPMENT AUTHORITY, THE MUNICIPAL FINANCING
AGENCY OF LAKEPORT and THE SUCCESSOR AGENCY TO THE FORMER LAKEPORT
REDEVELOPMENT AGENCY)
Tuesday, January 19, 2021
I. CALL TO ORDER & ROLL CALL: 6:00 p.m.
II. PLEDGE OF ALLEGIANCE:
III. ACCEPTANCE OF AGENDA/ URGENCY Move to accept agenda as posted, or move to add or delete items.
ITEMS:
To add item, Council is required to make a majority decision that an urgency exists (as
defined in the Brown Act) and a 2/3rds determination that the need to take action
arose subsequent to the Agenda being posted.
IV. CONSENT AGENDA: The following Consent Agenda items are expected to be routine and noncontroversial. They will be acted upon by the
Council at one time without any discussion. Any Council Member may request that any item be removed from the Consent
Agenda for discussion under the regular Agenda. Removed items will be considered following the Consent Calendar
portion of this agenda.

A. Ordinances: Waive reading except by title, of any ordinances under consideration at this meeting
for either introduction or passage per Government Code Section 36934.
B. Minutes: Approve minutes of the City Council regular meeting of January 5, 2021.
V. PUBLIC PRESENTATIONS/REQUESTS:
A. Public Input: Any person may speak for 3 minutes about any subject within the authority of the City Council, provided that the subject is
not already on tonight’s agenda. Per Government Code §54954.3(a), the City Council cannot take action or express a
consensus of approval or disapproval on any public comments regarding matters which do not appear on the printed
agenda

B. Presentation: Dr. Gary Pace. MD, MPH, of the Lake County Health Department will present an
update on Covid-19 in Lake County.

B. New Employee Introduction: Introduction of new employee Kaitlyn Morfin, Police Officer Trainee.

VI. COUNCIL BUSINESS:

A. City Manager:

1. Department Goals Update: Receive an update on progress towards the fulfillment of FY 20/21 Departmental
Goals and discuss the prioritization of listed City Council Goals provided in the FY
20/21 budget.

B. Community Development Director

1. Contract Amendment: Approve and authorize the City Manager to execute the first amendment to the
Professional Services Agreement with Dude Solutions for SmartGov e-permitting.

C. Finance Director

1. Contract Award: Authorize the City Manager to execute a Professional Services Agreement with BCA
Architects for the completion of phase 1 of a recreation feasibility study contingent
upon obtaining a cost-sharing agreement with Lake County and the City of Clearlake
for equal shares of this study.

VII. CITY COUNCIL COMMUNICATIONS:

City Council Agenda of January 19, 2021 Page 3

A. Miscellaneous Reports, if any:

VIII. ADJOURNMENT:
Materials related to an item on this Agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s Office at 225
Park Street, Lakeport, California, during normal business hours. Such documents are also available on the City of Lakeport’s website, www.cityoflakeport.com, subject to
staff’s ability to post the documents before the meeting.
The City of Lakeport, in complying with the Americans with Disabilities Act (ADA), requests individuals who require special accommodations to access, attend and/or
participate in the City meeting due to disability, to please contact the City Clerk’s Office, (707) 263-5615, 72 hours prior to the scheduled meeting to ensure reasonable
accommodations are provided.

_______________________________________
Hilary Britton, Deputy City Clerk
City Council Minutes of January 5, 2021 Page 2

MINUTES
REGULAR MEETING OF THE LAKEPORT CITY COUNCIL
(ALSO MEETS AS THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT, THE
LAKEPORT INDUSTRIAL DEVELOPMENT AUTHORITY, THE MUNICIPAL FINANCING
AGENCY OF LAKEPORT and THE SUCCESSOR AGENCY TO THE FORMER LAKEPORT
REDEVELOPMENT AGENCY)
Tuesday, January 5, 2021
I. CALL TO ORDER & ROLL CALL: Mayor Parlet called the meeting to order at 6:01 p.m., with Council Members Froio,
Green, Mattina, Turner, and Mayor Parlet present.

Mayor Parlet asked for a moment of silence in honor of Clifford Ruzicka.

II. PLEDGE OF ALLEGIANCE: The Pledge of Allegiance was led by Mayor Parlet.
III. ACCEPTANCE OF AGENDA/ URGENCY A motion was made by Council Member Mattina, seconded by Council Member
ITEMS: Turner, and passed 5-0-0-0 by the following roll call vote: Froio – aye; Green – aye;
Mattina – aye; Turner – aye; Parlet – aye, to accept the agenda as posted.
IV. CONSENT AGENDA: The following Consent Agenda items are expected to be routine and noncontroversial. They will be acted upon by the
Council at one time without any discussion. Any Council Member may request that any item be removed from the Consent
Agenda for discussion under the regular Agenda. Removed items will be considered following the Consent Calendar
portion of this agenda.

A. Ordinances: Waive reading except by title, of any ordinances under consideration at this meeting
for either introduction or passage per Government Code Section 36934.
B. Minutes: Approve minutes of the City Council regular meeting of December 15, 2020.
C. Renew Emergency Resolution: Confirm the continuing existence of a local emergency for the COVID-19 Public Health
COVID-19 Emergency.

D. FY 2021-22 Recognized Obligation Approve ROPS 21-22 for the period of July 1, 2021 through June 30, 2022 for
Schedule (ROPS): presentation and adoption by the Lake County Redevelopment Oversight Board

Vote on the Consent Agenda: A motion was made by Council Member Turner, seconded by Council Member
Mattina, and passed 5-0-0-0 by the following roll call vote: Froio – aye; Green – aye;
Mattina – aye; Turner – aye; Parlet – aye, to approve the Consent Agenda, items A-D.
V. PUBLIC PRESENTATIONS/REQUESTS:
A. Public Input: There were no comments offered by the public.

B. New Employee Introduction: Introduction of new employee Mark Fetzer, Utilities Operator III by Paul Harris,
Utilities Superintendent.

C. Proclamation: Mayor Parlet presented a proclamation designating January, 2021 as Human

Trafficking Awareness Month in the City of Lakeport.

Sheri Young, Program Director, Family Resource Center thanked the City Council and
the City of Lakeport for participation in trafficking awareness.

VI. COUNCIL BUSINESS:

A. City Manager:

1. COVID-19 Response The staff report was presented by City Manager Ingram.
Efforts:
The Council received an update on the City of Lakeport’s current COVID-19 response
efforts. Staff was directed to keep a robust business outreach programs including
City Council Minutes of January 5, 2021 Page 3

education on grants and available programs. They were directed to continue with
enforcement efforts, educating first but utilizing administrative citations, focusing on
frequent violators. Finally, there was direction to leave the emergency resolution
without modification.

B. City Clerk

1. Appointments of Liaisons The staff report was presented by City Clerk Buendia.
to Community Boards &
Committees: 1. Mayor Parlet appointed Council Members as liaisons to various Boards,
Committees, and Commissions with the list of appointments attached to
these Minutes.

Note: An error was noted on the appointments list provided in the agenda packet –
the 2020 Lakefront Park Advisory Ad-Hoc Committee was made up of Mayor Pro Tem
Parlet and Council Member Turner.

2. A motion was made by Council Member Turner, seconded by Council

Member Mattina, and passed 5-0-0-0 by the following roll call vote: Froio –
aye; Green – aye; Mattina – aye; Turner – aye; Parlet – aye, to adopt a
resolution appointing Council Member Mattina and Council Member Turner
as the alternate and to represent and vote on behalf of the City at the
League of California Cities, Redwood Empire Division Business meetings; and
Council Member Turner and Council Member Mattina as the alternate to
represent the City and vote at Division Legislative Committee meetings.

C. Finance Director

1. Contract Award: The staff report was presented by Finance Director Walker.

A motion was made by Council Member Turner, seconded by Council Member

2. Budget Review and 1st
Quarter Financials:
D. Community Development Director
Mattina, and passed 5-0-0-0 by the following roll call vote: Froio – aye; Green – aye;
Mattina – aye; Turner – aye; Parlet – aye, to authorize the City Manager to execute a
PSA with Willdan Financial Services for the completion of a utility rate study.
The staff report was presented by Finance Director Walker.
A motion was made by Council Member Mattina, seconded by Council Member Froio,
and passed 5-0-0-0 by the following roll call vote: Froio – aye; Green – aye; Mattina –
aye; Turner – aye; Parlet – aye, to approve the amendments to the fiscal year 2020-
21 City budget as recommended by staff (Option 2 from staff report) and review and
file the First Quarter Financial report.

1. Contract Amendment: The staff report was presented by Community Development Director Byers.

A motion was made by Council Member Green, seconded by Council Member Turner,
and passed 5-0-0-0 by the following roll call vote: Froio – aye; Green – aye; Mattina –
aye; Turner – aye; Parlet – aye, to approve and authorize the City Manager to execute
the first amendment to the Professional Services Agreement with 4LEAF, Inc. for
Building Services.
VII. CITY COUNCIL COMMUNICATIONS:
A. Miscellaneous Reports, if any: Council Member Froio asked about the former Lunas Building at the corner of Third
and Main that does not look good. He also asked about status of a potential
storefront ordinance. Community Development Director Byers stated that the
City Council Minutes of January 5, 2021 Page 4

property owner was respectfully asked if the plywood in the windows could be
painted and that work is continuing in the building. She further stated that she can
bring back a goal for the Council to consider at the goal-setting workshop for tools to
set standards on empty properties.
Council Member Mattina complimented the Lakeport Police Department on their
proactive measures in patrol. She also congratulated Supervisor Rob Brown on
twenty years of service.
Mayor Parlet also commended Supervisor Brown for his public service.
Council Member Turner gave no report.
Council Member Green will be bringing back the idea of retail cannabis and a tribal
liaison ad hoc committee. He wanted to highlight a litigation between the City of
Clearlake and Lake County Tax Collector.
Administrative Services Director Buendia gave no report.
City Attorney Ruderman gave no report.
City Manager Ingram gave no report.
Community Development Director Byers gave no report.
Finance Director Walker gave no report.
Police Chief Rasmussen stated that we have a police officer trainee beginning
Monday. The Chief is working to get COVID vaccines for officers and received his shot
today.
Public Works Director Grider was absent.
VIII. ADJOURNMENT: Mayor Parlet adjourned the meeting at 8:12 p.m.

_______________________________________
Kenneth Parlet, II, Mayor
Attest:

__________________________________
Kelly Buendia, City Clerk
 CITY OF LAKEPORT
City Council 
City of Lakeport Municipal Sewer District 
Lakeport Redevelopment Successor Agency 
Lakeport Industrial Development Authority 
Municipal Financing Agency of Lakeport 

STAFF REPORT
RE: Mid-Year Citywide Goals Update MEETING DATE: 01/19/2021

SUBMITTED BY: Kevin M. Ingram, City Manager

PURPOSE OF REPORT:  Information only  Discussion  Action Item

WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:

Receive an update on progress towards the fulfillment of FY 20/21 Departmental Goals and discuss the
prioritization of listed City Council Goals provided in the FY 20/21 budget.

BACKGROUND/DISCUSSION:
The development of citywide and departmental goals is a critical component of the City’s strategic plan and
budget process. Adopted goals form the foundation of departmental work programs and link policy direction
with the budget document. Normally, staff provides City Council with a report on accomplishments from the
previous fiscal year and provide a list of proposed goals for the Council’s consideration for the upcoming fiscal
year. In turn the City Council as a part of its review of departmental goals also provides staff budgetary direction
by establishing overall City Council goals that are significant in establishing policy direction to staff. For purposes
of this discussion, we will be only reviewing goals for this fiscal year; goals for the FY 21/22 budget year will be
discussed in the spring ahead of the draft budget preparation.
The economic uncertainties resulting from the COVID-19 pandemic pushed the City Council into a non-
traditional budget process for FY 20/21. City Council adopted a “low thrills” working budget that consisted
mainly of personnel costs, operating costs and only capital improvement projects that are grant funded. All
other capital improvement projects were placed on hold as it was unclear how the COVID-19 pandemic would
truly affect City revenues. Staff continues to monitor revenue projections very closely and provide quarterly
updates to the City Council.
In the developing the FY 20/21 budget, City Council did not propose any new Council Goals, but instead made
the decision to carry-over the adopted goals from FY 19/20 and further review their adequacy at mid-year. The
carryover goals from FY 19/20 are presented here:
1. Public Safety
2. Road improvement
3. Amending sidewalk and right-of-way improvement ordinance to reduce costs of improvements and
ensure infrastructure is being constructed in high priority areas.
4. Enhance the historic downtown and lakefront area through the adoption and consideration of:
amendments to the Zoning Ordinance expanding visitor and recreational use types, increasing visibility
of local businesses on social media, and improving wayfinding signage downtown, transform the former
B of A into a community center, pursuing agreement with LUSD on use of Natural High property, and
strengthening the programs with LMSA, such as Dickens Faire.
5. Downtown mural art project
Meeting Date: 01/19/2021 Page 1 Agenda Item #VI.A.1.
249717.1
 6. Continue park improvements
7. Pursue full-time project manager
8. Complete annexation
9. Implement records management software.
10. Succession Planning
11. Recruit and maintain staffing, equipment, and special programs to accomplish community policing goals.
12. Continue marketing efforts outlined in the hotel feasibility study to attract national brand lodging
facility.
13. Improve public relations and education
Per City Council direction, staff is seeking input on the adequacy of these presented goals at the mid-point of the
fiscal year. Despite the budget uncertainties, significant progress has been made on almost all of the stated
goals. The Lakefront Park design is nearly completed and the project is expected to be put out to bid for
construction this spring with construction set to begin shortly thereafter. The City submitted its application for
the annexation of the South Lakeport area to the Lake County Local Area Formation Commission (Lake LAFCO)
and is working cooperatively with the County in the development of a mutually beneficial tax sharing
agreement. The annexation project on whole remains on track for action by Lake LAFCO this calendar year. The
Police Department together with Administration staff have had very notable success in retention and
recruitment efforts for law enforcement officers through its local recruitment and training program.
Unfortunately, despite more favorable revenue projections than originally anticipated at the beginning of the
COVID-19 pandemic, economic uncertainty still exists and staff has not been able to recommend the re-
allocation of monies to more capital improvement projects or other economic development efforts. Staff
continues to monitor revenue projections very closely. Following the review of the First Quarter financials staff
was able to recommend and the City Council approved the allocation of funds to expand the North Main Street
pavement rehabilitation project. Staff will conduct additional analysis throughout the year and hopefully will be
able to recommend funding for additional capital improvement projects.
To aid in the City Council’s review of its citywide goals, staff has also prepared a review of progress made thus
far on departmental goals this fiscal year. This information is provided in Attachment A to this report. Following
the review of departmental goals and the receipt of input from the public, staff is looking for direction from City
Council on the adequacy and prioritization of the currently listed Council goals within the FY 20/21 budget. It
should be noted that we are already half way through the fiscal year and the inclusion of new goals or drastic
changes within the current budget could be challenging given the still remaining budget uncertainty of City
revenues at this time.

OPTIONS:
1. Following discussion provide additional direction to staff.
2. Take no action.
Alternatively, the City Council could provide other direction.

FISCAL IMPACT:
 None $ Budgeted Item?  Yes  No
Budget Adjustment Needed?  Yes  No If yes, amount of appropriation increase: $
Affected fund(s):  General Fund  Water OM Fund  Sewer OM Fund  Other:
Comments: N/A

SUGGESTED MOTIONS: None

 Attachments: 1. FY 20/21 Department Goals Progress Report

Meeting Date: 01/19/2021 Page 2 Agenda Item #VI.A.1.

249717.1
 FY 20/21 Department Goals Progress Report

Administrative Services

Goal Update on 2020-21 Near-Term Goals

1) Prepare for 2020 Elections and subsequent Council Elections complete with four candidates for three seats.
Appointments Commissions and Committees recruited and seated with two
committees temporarily suspended in favor of new Ad Hoc
committees for the Lakefront Park and frontage improvement
ordinance/program.

2) Digitize city records through LaserFiche Implemenation
beginning with HR, Clerk, Risk Management Divisions, then
moving to Police Department:Complete a document input plan
for Administrative Services and Police, adopt legally compliant
policy and procedure, naming conventions and indexing
standards.
• Develop naming conventions
• Complete a document input plan
• Set-up Security
• Adopt legally compliant policies and procedures
• Train users
Primary focus has been on learning the system and getting a
basic set-up in place. The software is not turn-key and has had
a learning curve. Consultant retained to assist with a
document input plan. Permanent Clerk's office records
digitized, which included developing naming conventions and
indexing documents to maximize the search engine. The
repository continues to be updated in conjunction with
automation.
Policy adopted to support use of electronic signatures.
Software to utilize E-signatures purchased and implemented.
Records Management Program/Policy adopted for and in
compliance with trusted system requirements.

3) Update Personnel Rules and Regulations for compliance Updated Drug & Alcohol Free Workplace Policy. Initial
with new laws and rulings. research conducted on Return to Work Policy.

1
Economic Development
Goal
1) Create a comprehensive inventory of al vacant
commercial properties within the City and make information
available on the City’s website.
2) Expand retail opportunities throughout the City with
emphasis on clothing and general retail.
3) Continue efforts outlined in the Hotel Feasibility Study
and Lakeport Lakefront Revitalization Plan to attract a full-
service lodging facility with dining and conference amenities.
4) Enhance the historic downtown and lakefront area
through the adoption and consideration of: Amendments to
the Zoning Ordinance expanding visitor and recreations use
types, increase the visibility of local businesses on social
media, improving wayfinding signage downtown, upgrade
Community Center to include ADA restrooms and
commercial kitchen, develop lakefront park (Natural High),
and strengthen the programs and outreach to businesses of
LMSA.
Update on 2020-21 Near-Term Goals
Through a partnership with the Lake County Economic Development
Corporation (Lake EDC) the City worked with a consultant to develop a
GIS interactive countywide inventory of vacant commercial properties
throughout the City. Unfortunately, due to concerns with the local Real
Estate community the continuance of this program did not turn out to be
sustainable. The City is currently exploring other options for the
development and maintenance of an easily accessible database of
vacant commercial properties.
City has contracted with consultant to aid in retail recruitment efforts. A
detailed study of the existing retail market has been completed along
with an analysis of existing gaps and opportunities. A listing of best fit
retailers has also been completed and active solicitation of these
providers is ongoing. Progress has been limited as the ongoing COVID-19
pandemic has stalled formal commitments by perspective retailers.
City continues to solicit perspective hotel providers. Staff continues to
work with perspective hotel developers. Progress has been limited as
the ongoing COVID-19 pandemic has stalled formal commitments by
perspective retailers.
LEDAC efforts this year have pivoted from formal recommendations in
the City's adopted Economic Development Strategic Plan to COVID-19
business assistance efforts. Notable progress has been made on some of
the listed objectives nonetheless, including but not limited to: 1)
Ongoing development of the Lakefront Park through the SPP Prop 68
Grant allocation; 2) The construction of commercial kitchen facilities
within the Community Center through the CDBG Cares Act program; and,
3) The establishment of a countywide Tourism Improvement District.
2
Finance & Information Technology
Goal
1) Continue implementing streamlined budget and financial
statement preparation process.
2) Develop long-term CIP financing strategy.
3) Identify and register short-term rentals within the City.
4) Update Emergency Operations Plan.
Update on 2020-21 Near-Term Goals
On Hold: Requires a budget appropriation that was not
granted for 20-21.
Allocation for utility rate study included in 20-21 budget.
Consultant has been selected and rate study in process.
Working closely with management staff in the development
of a more comprehensive CIP. Department heads have
compiled lists of projects and new user-friendly format for
CIP document in progress.
The City has entered into a contract with a service provider
to identify short-term rentals within the City. Finance staff is
also working actively with Community Development Staff to
update the short-term rental land use provisions to be more
reflective of the technological advancements of this sector.
Consultant hired to revise existing EOP Plan. Revised EOP
has been drafted and has been reviewed by Department
Heads. Project on track for completion this fiscal year.
3
Community Development (Building, Planning & Housing Services)
Goal
1) Complete required updates to the Lakeport General Plan
Housing and Safety Elements consistent with State housing law
and the City’s Local Hazard Mitigation Plan.
2) Amend the current sidewalk and right-of-way improvement
ordinance to reduce costs of improvements and ensure
infrastructure is being constructed in high priority areas.
3) Continued implementation of the Lakefront Revitalization
Plan including the development of a new Lakefront Park
(Natural High property), revisions to the Resort/Residential (R-
5) zoning district regulations and improved design guidelines
for the downtown and lakefront areas.
4) Update City Stormwater program to be fully compliant with
State Water Board Time Schedule Order.
5) Update Building Division policies and procedures concerning
Flood Plain Management, Stormwater and Landscape
Efficiency to be consistent with revised State Mandates.
Update on 2020-21 Near-Term Goals
The 6th cycle Housing Element was adopted on July 7, 2020.
Utilizing LEAP and REAP funds, an RFP was released for compliance
with State housing law and contract will be underway soon. Staff
anticipates an item will be ready for council approval by April for
updating the Safety Element for consistency with the City's Local
Hazard Mitigation Plan.
City Council established an Ad-Hoc Committee to review proposed
changes to the current Right-of-way ordinance. The Ad-hoc
committee will meet to consider proposed amendments with the
objective of providing recommendations to the entire Council for
consideration by the end of the calendar year.
The Park design is almost completed and should be under
construction soon. Revisions to R-5 zoning have been delayed as
SB 330 was recently adopted, which limits a jurisdictions ability to
remove residential without replacement elsewhere. Business
outreach efforts related to the development of downtown design
guidelines has been delayed by the COVID-19 pandemic.
Partnered with County of Lake and City of Clearlake to ensure the
timely completion of mandated reporting requirements. Working
on obtaining a consultant for the completion of technical reporting
requirements. Expect to be fully complaint with State Order by
September of 2021.
Working with County of Lake on LID, anticipate ready for adoption
by BOS and Council by August 2021. The manual also addresses
Stormwater and flood Plan Management as part of the permitting
process.
4
Police
Goal
1) Provide quality Community Policing Services
while continuing to face difficult recruiting and
retention challenges and additional changes in
laws and litigation affecting policing;
• Implementation of De-escalation and
Crisis Intervention Training to enhance
quality of service;
• Continuance of improved Records
Management and Transparency.
2) Increase and maintain staffing, equipment, and
special programs to accomplish community
policing goal.
• Hiring and retaining officers, re-
structuring supervision, evidence and
parking enforcement positions;
• Public Safety Camera systems and
additional Patrol and Administration
Vehicles (2);
Continue succession planning and advanced
training to accomplish community policing goals;
• Legislative and Policy updates;
• Training.
Update on 2020-21 Near-Term Goals
The attraction and recruitment of law enforcement officers remains a
local and nationwide challenge. For almost a full year the department has
been functioning with an average of four unfilled positions. Police
management staff has worked closely with Administration staff in the
development of a local citizens attraction program that includes training
incentives. This program is still has in progress but has had some notable
success. Department still has two unfilled positions and will likely stay
that way for the remainder of this budget year due to long timeframes in
the hiring and training process. Despite these noted recruitment
challenges the goal of getting the entire current department 8 hours of
POST crisis intervention and de-escalation training was completed. We
also re structured our records and evidence and worked through changes
in laws and litigation, although now we have more to work through.
We were successful in only losing one officer the past year and recruited
another local trainee as well as started on recruiting a second local
resident. We are working on the sergeant promotions to get a full
supervision team in place. Security camera system installation and
purchase of two patrol administration vehicles have been placed on hold
due to budget uncertainties related to the COVID-19 pandemic.
We have continued succession planning with police management and
supervision (supervisor in training program). We are still maintaining the
required level of training but extra training has been reduced due to the
ongoing COVID-19 pandemic. We will complete our yearly policy update
this month.
5
Public Works (Roads & Parks Division)

Goal Update on 2020-21 Near-Term Goals

1) Close out all of the FEMA flood 2017 and 2019 Progressing. 2017 storm damage projects over 95% complete. This includes
projects the completion of the Sea Wall project. Bid documents the completion of
engineering for 2019 ER project design scheduled to be completed in the next
couple of months.

2) Complete the 2nd Street Paving Project from Project complete. Awaiting completion of work related to master irrigation
Main St. to Park St. controller prior to the issuance of a formal Notice of Completion.

3) Complete the Library Park Parking Lot Paving Project in design. Construction bid documents scheduled to be sent out by the
Project from 3rd St. to 5th Street end of the fiscal year.

4) Complete the design and construction of the Project engineering and design nearly 90% complete. Construction bid
Hartley ATP Project documents scheduled to be completed and sent out by end of the fiscal year.
Construction set to begin this summer.

5) Complete the construction concept & design This project was originally put on hold due to budget uncertainties associated
on North Main from 5th St. to Clearlake Ave. with the ongoing COVID-19 pandemic. Council reallocated FY 19/20 surplus
funds back to this project and engineering staff is beginning to initiate project
design.

6) Continue small paving projects in residential Proposed projects placed on hold due to budget uncertainties associated with
areas as funding allows. the ongoing COVID-19 pandemic.

7) Begin the construction phase of the 2 E.R. Progressing. Projects were on hold for several months awaiting the allocation
Projects, Hartley & Forbes Creek of additional emergency funds by the State. Project design scheduled to be
completed in the next couple of months and placed out for bid shortly
thereafter.

6
Utilities (Water & Sewer Divisions)
Goal
1) Convert all facilities utilizing gas chlorine to sodium
hypochlorite to minimize risk and reduce the associated
stringent regulatory requirements.
2) Complete a rate study for water and wastewater enterprise
funds.
3) Update GIS base maps of utility underground infrastructure.
4) Continue work on I&I investigation and mitigation.
Update on 2020-21 Near-Term Goals
An RFP is currently being prepared for the design of the
wastewater conversion. We anticipate construction to begin in
July and completion by October. The water conversion will be
completed by internal resources and expected to be complete in
June.
We are currently in contract with Willdan Financial to perform
the study. A final report is scheduled for the end of March.
Mapping updates are in progress. We utilizing CivicSpark to
assist with this process.
Inspections are conducted regularly which helps us identify our
required infrastructure improvements.
7
 CITY OF LAKEPORT
City Council
City of Lakeport Municipal Sewer District
Lakeport Redevelopment Successor Agency

STAFF REPORT
RE: Professional Services Agreement for SmartGov Software MEETING DATE: 1/19/2021
Purchase, Amendment #1

SUBMITTED BY: Jennifer M. Byers, Community Development Director

PURPOSE OF REPORT: Information only Discussion Action Item

WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:

The City Council is being asked to authorize the City Manager to sign an amendment to the professional services
agreement with Dude Solutions for additional capacity of the SmartGov permit management software for the use
of the Community Development Department.

BACKGROUND/DISCUSSION:

In March of 2019, Dude Solutions was engaged to provide SmartGov permit management software system, which
has been incorporated. It was anticipated that the City at a future date would implement additional components
to the system that would include the ability to accept permits and payments on-line.

On June 16, 2020, the Lakeport City Council adopted Resolution 2761 authorizing staff to submit a Local Early
Action Planning Grant (“LEAP”) application. One of the items identified in the grant application was to activate an
e-permitting system that would reduce processing time, paper waste and accelerate housing development.

On October 16, 2020, the Department of Housing and Community Development notified the City of the successful
grant application. The total contract “not to exceed” amount would be increased from $55,929.25 to $67,641.25
to continue with the e-permitting configuration. It therefore requires council review and approval. This task would
be paid for through the LEAP grant.

OPTIONS:
1. Approve and authorize the City Manager to sign the attached amendment to the professional services
agreement with Dude Solutions for the SmartGov e-permitting function of the existing software.
2. Do not approve but provide direction to staff.

FISCAL IMPACT:
None Budgeted Item? Yes No
Budget Adjustment Needed? Yes No If yes, amount of appropriation increase: $11,712.00
Affected fund(s): General Fund Water OM Fund Sewer OM Fund Other: LEAP Grant
Comments:

Meeting Date: 1/19/2021 Page 1 Agenda Item #VI.B.1.

SUGGESTED MOTIONS:
Approve and authorize the City Manager to execute the first amendment to the Professional Services Agreement
with Dude Solutions for SmartGov e-permitting.
1. Resolution 2761
Attachments:
2. Professional Services Agreement, Amendment #1

Meeting Date: 1/19/2021 Page 2 Agenda Item #VI.B.1.

 Professional Services Agreement
City of Lakeport / Dude Solutions, Inc.

AMENDMENT NO. # 1 TO PROFESSIONAL SERVICES AGREEMENT

(City of Lakeport and Dude Solutions, Inc.)

This Amendment No. #1 (“Amendment”) to Professional Services Agreement

(“Agreement”) is made on this 19th day of January, 2021 at Lakeport, California, by and
between the City of Lakeport, a municipal corporation, 225 Park Street, Lakeport,
California 95453 (“City”) and Dude Solutions, Inc., 11000 Regency Parkway #110, Cary,
NC 27518. (“Consultant”).

This Amendment modifies the original Agreement between the City and the Consultant
commencement date of March 25, 2019 in the following fashion:

A. City and Consultant desire to amend the Agreement by modifying the total
compensation and costs payable to Consultant under this Agreement to a not-to-exceed
sum of $67,941.25.

B. City and Consultant desire to amend the Agreement by adding to the Scope of Services
those services included in the attached Amendment to the City of Lakeport Contract
for Services terminating on March 25, 2021.

TO EFFECTUATE THIS AGREEMENT, the parties have caused their duly

authorized representatives to execute this Agreement on the dates set forth below.

“City” “Consultant”
City of Lakeport Dude Solutions, Inc.

By: ________________________ By:______________________________

Kevin M. Ingram, City Manager [President, Vice President or Chairman]

Date: _______________ Date: __________________

Attest:

By: _________________________ By:______________________________

Kelly Buendia, City Clerk [Corp. Secretary, CFO, or Assistant Treasurer]

Date: _______________ Date: __________________

Approved as to form:

By:__________________________
David J. Ruderman, City Attorney

Date: _______________

Page 1 of 1
172043.2
PREPARED FOR
City of Lakeport, CA
Bonnie Sharp
Permit Tech
225 Park Street
Lakeport, CA 95453

PREPARED BY
Dude Solutions, Inc.

PUBLISHED ON
December 15, 2020

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 Q-191374

This SOW has been defined to leverage DSI's experience, while optimizing the use of resources, thereby
maximizing cost efficiencies on behalf of Client.

Based on our current understanding of the complexity and scope of this effort and the expected involvement of
the DSI team resources, the current estimated Fixed Price for this engagement is shown in the Investment
table. This estimated cost breakdown is as follows:

Pricing is based on...

Solutions - Subscription
SmartGov Connector Merchant
SmartGov - Enterprise
- SmartGov Permitting
- SmartGov Code Enforcement
- SmartGov Business License
Subscription Term: 3 months
Subtotal: $0.00
3 months included at no additional cost

Implementation & Services

Custom Services

Merchant Connector Configuration

Project Management

Data Migration

Portal Configuration

Subtotal: $11,712.00

Total Initial Investment $11,712.00 USD

Pricing for the First Renewal Term is $16,427.00

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The above level of effort and associated pricing is based on the SMARTGOV package selected by City of
Lakeport, CA and is subject to change based on defined client requirements that may be discovered during
project delivery. Any identified project scope or requirements changes will be addressed via DSI Change Control
Authorization ("CCA") process.

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4
Introduction
Dude Solutions, Inc. ("DSI") is pleased to submit this Statement of Work ("SOW") to City of Lakeport, CA for
SmartGov Professional Services. SmartGov streamlines permitting, planning/zoning, Inspections, code
enforcement, and business licensing, providing efficiency for your jurisdiction and enhanced customer service
for your citizens. The package City of Lakeport, CA has chosen for implementation of SmartGov will be
implemented using proven processes and methodologies managed by an experienced project manager
dedicated to delivering a successful project.

DSI looks forward to the opportunity to deliver these services and the ever-lasting development of a strong
business partnership.

Definitions
In addition to the terms defined elsewhere in this SOW, the following terms have the following meanings:

"Change Control Authorization" or "CCA" means any request by the client to modify the scope of work,
schedule, or costs will require preparation of a Change Control Authorization ("CCA" or "change order") form
detailing the work to be performed, as well as the associated costs and schedule impact. Additional work will be
performed only after both parties have duly executed the CCA. Scope of work changes will impact the project
schedule which will be updated to reflect such changes upon CCA approval.

"Closing Phase" means the phase that represents the completion of a project where all metrics are finalized,
all deliverables are complete and accepted by client, and all remaining billing/invoicing takes place prior to
project closure and acceptance.

"Deliverable Acceptance Form" means the form that is a standard PMO form used for client to agree to
accept a deliverable as complete and final.

"Escort" means the client provided resource/person to take Dude Solutions, Inc. ("DSI") resources around client
facilities and provide access to restricted areas agreeable between client and DSI as needed.

"Executing Phase" means the phase of the project where deliverables are developed and completed.

"Fixed Price/Fixed Fee/Fixed Price Project" means the project pricing includes all services, tasks, and
expenses associated with the client project.

"Monitoring and Controlling Phase" means the phase for measuring project progression and performance
and ensuring that everything happening aligns with the project management plan.

"Onsite Services Completion" means onsite services have been completed and when necessary, the
Deliverable Acceptance form will be used to document the completion of deliverables provided during the
onsite services visit.

"Orientation Call" or "Project Kick-Off Call" means the call/meeting which begins the project and proper
expectations are set between DSI and the client.

"Output Documents" standard or custom documents generated from SmartGov "e.g. permits, Certificates of
Occupancy, violation letters, business licenses, receipts"

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"Orientation Call Completion" means the Orientation Call or Project Kick-Off Call has been completed and the
project has begun and proper expectations have been set between DSI and the client.

"Professional Services or Services" means professional, technical, consulting and/or other services.

"Project Completion" means the project completion occurs when all deliverables of the project have been
completed and accepted by the client via the Project Completion Acceptance Form.

"Project Completion Acceptance Form" means the form that is a standard PMO form used for client to agree
to accept a project as complete and final.

"Project Management Methodology" means the manner and process used to deliver services projects.

"Project Management Office" or "PMO" means the office that provides the oversight and standardized
processes to consistently deliver projects in a concise, consistent, and standardized manner. The PMO manages
and maintains the processes and standard templates utilized to manage DSI projects.

"SmartGov Modules" means the Permitting Module (permits for all departments), the code Enforcement
Module, the Business Licensing Module, and the Recurring Inspection module.

"Software Component Configuration" means the components within the software have been configured per
client specifications.

"Statement of Work Acceptance" means the signing and accepting of the terms of the Statement of Work
document by client.

"Support Engagement" means the point in the project where implementation services end and product
support begins.

"System Configuration Completion" means the configuration items within the software have been configured
per client specifications.

"System Level Configuration Items" standard configurable items that are applied across departments and
case templates.

"Training Completion" means the onsite or virtual training has been completed and when necessary, the
Deliverable Acceptance form will be used to document the completion of deliverables provided for completion
of the onsite or virtual training services.

"User Acceptance Testing – UAT" means that after the system is configured the client will have an opportunity
to perform user level testing based on client developed test scripts. DSI will correct issues as documented and
presented during this process.

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Project Scope and Approach
Implementation Process Overview

In order to successfully implement the SmartGov application, DSI will work with City of Lakeport, CA to
understand requirements necessary to configure and set up the SmartGov application to streamline processes
related to permitting, planning/zoning, inspections, code enforcement and business licensing for your
jurisdiction and citizens. Once the City of Lakeport, CA has reviewed, and approved these requirements and
processes, DSI will configure and setup the application to support the City of Lakeport, CA's unique business
rules.

Following the configuration and modeling work, DSI will train the City of Lakeport, CA's team using its
jurisdiction-specific configuration. After training, DSI will work with City of Lakeport, CA to test the work
performed and provide the necessary updates to successfully implement the solution. The system will then be
ready to go live in production. If the City of Lakeport, CA purchases "Go-Live Support" packages, DSI will provide
support for the period of time defined in the statement of work.

Customer Implementation Engagement Sessions ("CIES")

Client project team representatives and DSI project team representatives will dedicate time to meet in person
or via teleconference to maintain communication and conduct coordination of project activities and tasks.

Deliverables

Dude Solutions will provide the following task deliverables:

• Project Management Meeting Schedule

• Data Migration and Technical Design Meeting Schedule
• Configuration Meeting Schedule
• Meeting notes or recordings for all scheduled meetings

The client will provide the following resources or task deliverables:

• A complete project team roster, including email addresses, phone numbers, and roles / titles
• Necessary communication / information to allow all project schedules to be finalized
• Timely response to task-related emails or phone calls to enable on-time completion of all assignments
• A minimum of 24-hour notice if all minimum required members for any scheduled meeting cannot
attend the meeting. This will allow the meeting coordinator sufficient time to cancel or re-schedule the
meeting as necessary

Assumptions and Constraints

• Initial proposed meeting plans from DSI will reflect the minimum recommended frequency, duration,
participants (by job title or role), topics, and action items to address the full SOW
• Final meeting plan will be approved by the client key sponsor(s)
• Coordination and integration of the PM meeting, data migration, technical design meeting, and
configuration meeting will align with the scope of the project, client organizational structure, and
assigned resources
• The Client will provide dedicated knowledgeable technical resource available for questions

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 • The Client will provide a dedicated knowledgeable resource for mapping analysis
• The Client will provide read only access and screen shots for various permits/case types to provide
context to DSI data migration specialists
• The Client will provide resources for validation throughout the process
• Client will provide side-by-side data entry for 2 weeks prior to go-live
• Response time for questions is one business day
• DSI may require up to 3 backups of data for each database throughout the process

Portal Configuration Setup

Configuration of required elements to enable in-scope functionality associated with the SmartGov online portal,
as stated in the Configuration Plan.

Deliverables

Dude Solutions will provide the following task deliverables:

• A Portal Validation site to demonstrate and test Portal configuration

• Information regarding Portal set up options
• A Portal set up workbook template

The client will provide the following resources or task deliverables:

• A fully completed and approved Portal Set up workbook

• Any written content to be visible in portal that is not configurable
• Resources to test Portal configuration

Assumptions and Constraints

• The client will be responsible for taking steps to integrate the SmartGov portal into existing online sites
• Online payments will not be enabled without also purchasing the Merchant Services connector
• The client will be able to determine the level of online integration with their business processes, within
existing product design
• Portal configuration will occur along with configuration of module case templates.
• Validation tasks will include distinct tasks to approve Portal set up
• Portal user security will be defined using existing product functionality
• Super Admin training will include information about options for the client to maintain / update portal
configuration

Merchant Service Connector Setup

SmartGov's public portal can be configured to interface with 3rd party payment gateways to accept credit card
transactions. SmartGov does not store any credit card information or other sensitive information relating to
credit card transactions processed via the portal. Most payment gateway providers will transition the user from
the SmartGov site to their own secure site in order to complete the transaction before redirecting the user back
to SmartGov. This allows the payment gateway provider to maintain the secure information and pass only
necessary information, such as a confirmation or transaction reports, to SmartGov.

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The first step to implement the connector is for DSI to build the interface between SmartGov and the selected
payment provider. If the provider is new, DSI will first need to build the technical backend process to enable
electronic transactions to/from SmartGov. Once the initial backend setup is complete, SmartGov can be
configured to process payments.

Each payment gateway provider has different sets of specifications that they require to be sent to their system
to authenticate payment information. When DSI builds a connector to a payment gateway provider, a new
option will become available in the Payment Vendor drop down menu on the Administration Portal Payment
Configuration page. If a payment gateway provider does not have a connector to SmartGov, no option will be
available in the drop down menu. The payment gateway provider should provide the necessary information to
the Jurisdiction in order to complete the setup process. Administrators may be asked to provide additional
URLs to SmartGov pages for navigation purposes.

Deliverables

• Configure the Merchant Service connector to process payments for client services and transactions
processed in SmartGov

• Configure the 3rd party payment gateway to accept credit card transactions

Assumptions and Constraints

• SmartGov does not store any credit card information or other sensitive information relating to credit
card transactions processed via the portal
• Merchant Services Gateway Payment Provider Partners include:
• ACI Universal (Official Payments) – Integrated Level 1 Payment Process - Postback v2.4
• Authorize.NET Service Integration method (SIM)
• BridgePay
• ETS Corporation – Hosted E-Com Payment Page Service v1.50<
• First Data Global Gateway Connect v1.3
• First Data Global Gateway E4
• FISGlobal – PayDirect Web
• GovPay
• PACE Technology Engine
• PayPal – Pay Flow Pro
• Point & Pay – Parameter Passing v3.0
• PayGov
• Paymentus
• Reliant Pay
• TransFirst
• US Bank – E-Payment Service v12.1 (Elavon)
• Wells Fargo
• XpressBillPay

Data Migration
Data Migration can be a complex process and demands that solid requirements are well defined in order to
prepare for the data migration process. Many clients start out with "we want everything" migrated to SmartGov.
However, experience has shown that once the requirements of data to be utilized in SmartGov have been

9
reviewed, this often reduces the need for all information in legacy systems. Dude Solutions will help the client
determine the real needs for data to be migrated from the legacy system to SmartGov. Decisions will be made
jointly via a thorough analysis of the legacy system data and how or if the legacy data should be targeted to be
migrated to SmartGov.

The consulting team will ask a series of questions, such as:

• What is the reason you want to migrate your data?

• What are your public data request requirements?

• What is the required retention period?

• What elements are required to meet the need? Once determined, this can expand or
lessen the scope to include or eliminate other data points that need to be tracked moving
forward

• Are legacy systems still available to extract data from?

• Do you need to report on this data?

• Do you need to be able to search for this data? What is the Search criteria? These
questions will help us determine where to store data within SmartGov

The data migration process will include the following steps:

1. Define requirements

2. Map data elements

3. Extract data

4. Transform data

5. Load data

6. Perform data validation with client

7. Resolve data issues

8. Validate resolution

9. Obtain fresh copy of data

10. Add migrated data to configuration

11. Validate data and system configuration

12. Perform end to end testing

13. Perform final data migration

14. Move to Production/Training environments

15. Migration sign-off

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Deliverables

• Dataset assessment and set priorities with client

• Evaluate data quality

• Work with client to cleanse data prior to extract

• Map data elements

• Determine migration pre-requisites and sequencing

• Define migration approach based on requirements definition

• Create and execute validation checklists

Assumptions and Constraints

• Client will provide information related to:

• Data Source

• Database/Source Type (SQL Server, Access, Oracle, etc...)

• Type of Data (tabular, documents, permits, financial, etc...)

• Active data usage

• Point of Contact who know the data structure and content usage

• Provide data validation and testing resources

Custom Services / Professional Services

SmartGov baseline implementation includes incorporate of best practice approaches. This task should be
included in the project when it is identified during the sales process that the client wishes to participate in on
site business process analysis activities. The result of these focused on-site observation and information
gathering activities would be utilized to optimize details of configuration.

Deliverables

The client will provide resources needed to engage in the assessment

Dude Solutions will provide the following task deliverables:

• Information about how the assessment will be completed, including required resources from client
• An executive summary documenting key findings from the assessment
• A LOE Quote and Change Control Authorization form reviewed and approved by client

Assumptions and Constraints

• Requirements for professional services will be documented using the DSI CCA form as a part of the sales
process. The CCA form will be used to estimate the level of effort and cost for the sales order. Once the
project has been kicked off, the DSI Project Manager and client Project Manager will sign and approve
the scope of the CCA for inclusion into the project.

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Standard Reports (70 Reports Included)
DSI will provide the client reports (reports and output documents) that includes 70 standard reports. Normal
modifications to these reports to entail updating client specific information and logos not related to data
output.

• Custom Reports: SmartGov comes with 70 standard reports and output documents. Using tools in
SmartGov, client staff can add the client's logo and modify header and footer information.

Deliverables

• 70 standard reports
• Edits will be made to add client specific logo and information i.e. company name, address, phone

Assumption and Constraints

• Modification to standard reports will be related to Client branding and logos

Post Go-Live Support

DSI will provide the client with "Post Go-Live Support" which includes additional training, configuration support,
reporting assistance, transaction based support, and work with the client on basic production related issues or
questions for utilizing the system.

Deliverables

Provide production related post go-live support for 30 days after go-live date.

Assumptions and Constraints

• System configuration and all implementation tasks have been completed and client is using the
SmartGov system in production

User Acceptance Testing "UAT"

DSI will work with the client to conduct User Acceptance Testing ("UAT") upon the completion of configuration
and development tasks to confirm SmartGov functionality using the client's UAT Test scripts, developed by the
client. The client will execute their test scripts and communicate the results of the test scenario as either pass
or fail. DSI will review the UAT test log for issues and will assign these issues to the appropriate resource for
resolution. DSI will have up to ten (10) days to correct any functional item that fails a test, or provide a mutually
acceptable written explanation of when the failed item will be corrected. In the event a bug is identified, the bug
issue will be assigned to the DSI Engineering Team for assessment. DSI Engineering will then provide an
estimated time frame for resolution. The client has the right to conduct additional UAT Testing for items within
project scope.

Deliverables
DSI will provide the following task deliverables

• SmartGov Validation environment ready for system User Acceptance Testing

• Review any discrepancies found by the client during UAT Testing

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 • Correct any functional item that fails a test within 10 days, or provide a mutually acceptable written
explanation of when DSI will correct the failed item
• Identified software bugs will be addressed by DSI Engineering for assessment. DSI Engineering will then
provide an estimated time frame for resolution
• Provide tools for documenting UAT test scripts in the UAT testing Plan and issue tracking log as needed,
client may use their own UAT Testing Plan document if available

The client will provide the following resources or task deliverables

• Create a User Acceptance Test Plan with scenario based test scripts to include end-to-end system and
client business process functionality, system workflow, system configuration, data migration, interfaces,
reports, etc
• Execute UAT Testing Plan
• Track and document test results
• Written acceptance of System User Acceptance Testing complete via the DSI Deliverable Acceptance
Form

Assumptions and Constraints

• The client will develop a UAT Test Plan
• The client will provide resources for User Acceptance Testing throughout the process
• The client will track and document test results in a mutually agreed format
• DSI will provide resources to address discrepancies

Upon successful completion of UAT Testing, Client will sign a DSI Deliverable Acceptance form, provided by the
DSI Project Manager, to document their acceptance of UAT Testing and acknowledgement that UAT Testing has
been completed successfully

Project Management / Engagement Management

The Project Manager's primary goal is to deliver the project within defined constraints through planning,
scheduling, and controlling those activities required to achieve the project's objectives and meet customer
expectations. The Project Manager strives to deliver on schedule, within budget, within scope, and at the
desired performance level.

DSI assigns a professional Project Manager and/or a professional Engagement Manager for every consulting
engagement. DSI's Project Management Office ("PMO") and Project Management Methodology provides Project
Managers with a formal framework that is used in initiating, planning, managing (executing, monitoring, and
controlling), and closing DSI's customer projects. DSI's Project Manager will have the primary responsibility for
coordinating all activities for this SOW including scheduling resources, confirming project activities and that all
project deliverable and defined activities are executed within the scope of this SOW. DSI's Project Manager will
serve as the single point of contact for the project related to this SOW.

DSI's Project Management Methodology provides a defined set of phases and deliverables per Project
Management Institute Best Practices which include a series of planning phase activities, including initial
alignment meetings to prepare for the kickoff meeting to enable all project participants to understand the
project scope, project plan, and objectives. The project kickoff meeting will allow all participants to be
introduced, review and understand the delivery methodology, define team roles and responsibilities, review the

13
communications and risk management plans, review documentation templates, review the SOW and project
schedule. The Executing phase allows DSI Project Managers to direct and manage project progress through task
execution, distribute project related information per the Communications plan, Quality Assurance per the SOW
guidelines, project team development and coaching, and checkpoint meetings to review project progress during
each work week, and weekly status meetings. The Monitoring and Controlling phase provides the DSI PM with
the toolset to manage the triple constraint triangle of scope, cost, and schedule through integrated change
control, quality assurance, deliverable validation, risk monitoring and control, performance monitoring to plan
and schedule, and initiating corrective action measures. In the Closing phase, the Project Manager will verify
product and deliverable acceptance, perform final financial audits, lessons learned, project archive delivery and
updates, and formal project completion acceptance from the customer.

Project Management activities include:

• Project planning and kickoff meetings

• Project schedule developed per SOW tasks, deliverables, and resource assignments
• Status reporting and status meeting
• Continuously communicating, planning, and scheduling updates
• Schedule and budget monitoring, and scope management
• Risk Management planning to continuously identify, analyze, and mitigate risks
• Action Item and decision tracking, as well as resolving and escalating issues
• Quality Control
• Change control management
• DSI project resource management
• Work product completion and deliverable acceptance management
• Project Completion Acceptance execution

Project Timeline

DSI anticipates commencing this project on a mutually agreeable start date upon receipt of an executed
SOW acceptance page ("Acceptance") found at the conclusion of this document. Within two weeks of the
Orientation Call, the DSI Project Manager will schedule a mutually agreeable date and time for the project kick-
off meeting. As a deliverable of the kick-off meeting, the DSI Project Manager will develop a project schedule to
be shared with the clients' project manager for review and agreement. As a deliverable of the kick-off meeting,
the DSI Project Manager will develop a project schedule to be shared with the clients' project manager for
review and agreement.

The following generic process will be followed for the implementation of this project. Below is a depiction of the
generic process the DSI Project Manager/Engagement Manager will follow for the implementation, DSI reserves
the right to modify this process to reflect the scope of this project.

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Professional Services Invoicing / Billing

Invoicing Terms
DSI will generate project invoices when the above product codes are completed for the value of the product
code as shown in the Investment table.

Travel Expenses
Travel expenses are inclusive in Dude Solutions pricing for your project.

DSI understands there are extenuating circumstances that require a change in scheduling. DSI will make every
attempt to accommodate cancellation/rescheduling requests on an as-needed basis. Rescheduling requests will
be subject to resource availability and every attempt will be made to meet requested timeframes and timelines,
however, no guarantee can be made for requested dates or times. Client accepts that DSI will reschedule based
upon our resources' next availability that meets the project duration requirement to complete the scope of
work.

Cancellation Policy
Cancellation and Rescheduling requests will be managed per the below policy:

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Cancellation/Rescheduling Fees: In the event that the Client requests to reschedule their onsite work date(s),
Client must reschedule 14 days in advance of the scheduled onsite work. Any requests for rescheduling onsite
work within the 14-day window prior to the scheduled onsite date, will require the Client to reimburse DSI the
full cost of any Cancellation Fees and Re-booking Fees incurred.

Definitions:

• Cancellation Fees: Any actual fees incurred by DSI from its travel providers which are the result of the
Client canceling work for scheduled date(s) which are not immediately rescheduled, including, but not
limited to fees charged for airfare, train, rental car, and hotel.

• Re-booking Fees: Any change fees associated with changing travel arrangements to accommodate a
rescheduled date requested by Client including, but not limited to, any difference in reasonable travel
costs (airfare increase, hotel increase, rental car increase) incurred when re-booking for requested
dates.

• Force Majeure: Client will not be held liable for Cancellation or Re-booking Fees incurred by DSI as a
result of an act of God, such as an earthquake, hurricane, tornado, flooding, winter super storm, winter
weather that shuts down a facility, or other natural disaster, or in the case of war, action of foreign
enemies, terrorist activities, labor dispute or strike, government sanction, blockage, embargo, or failure
of electrical service within a facility's power grid.

DSI Project Team Roles and Responsibilities

The roles listed below comprise the DSI team supporting this project. The team brings a wealth of experience
and knowledge that will provide you with the highest caliber of expertise, thought leadership, and project
management. Due to the size and scope of the project, one person may play multiple roles, to be determined by DSI
as appropriate.

• Senior Implementation Consultant: The Senior Technical Consultant ("STC") will develop and deploy
the solution and ensure that it meets the business requirements for the project. The STC's goal is to
deliver a responsive system that complies with the functional specification. The STC defines, designs,
and implements the features or products that meet the client's functional expectations.

• Implementation Consultant: The Implementation Consultants ("IS") primary role is to provide project
implementation support by setting up a client's account, performing system configuration as defined in
the scope of the project, creating/modifying templates as defined in the scope of the project, and
creating or modifying standard or custom reports as defined in the scope of the project or requirements
discovered during requirements gathering sessions.

• Project Manager / Engagement Manager: The Project Manager's ("Project Manager" or "PM") /
Engagement Manager's ("Engagement Manager" or "EM") primary role is to deliver the project within the
project's defined constraints through planning, scheduling, monitoring progress, controlling scope, and
managing client expectations. The PM/EM manages the process to release the correct product on
schedule and within budget.

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Project Assumptions and Constraints
DSI has made the following general assumptions in this SOW to derive the estimated cost for this project. It is
the responsibility of City of Lakeport, CA to validate these assumptions and responsibilities before signing the
Acceptance. Deviations from these assumptions may impact DSI's ability to successfully complete the project
and will be addressed via a CCA process, as appropriate. Any changes in scope, schedule, or costs will be
documented via the CCA process, whether there is a cost impact or not. Zero dollar CCA's will be used as
mutual agreement documentation for scope and schedule changes.

Project Assumptions
• Client business stakeholders must be available for onsite visits and working phone conversations.

• DSI resources will be onsite as planned and scheduled.

• Prerequisite data gathering, related to an orientation call or requirements gathering session onsite,
must be completed prior to scheduled onsite or orientation call date in order to maximize onsite
consulting time and resource productivity.

• DSI is not responsible for delays caused by missing data or other configuration information that is
required to be available prior to the onsite visit. Having the requested data and configuration
information available prior to the onsite visit may minimize delays so progress can be made quickly.

• Regarding requested enhancements or new feature development, the request will be fully documented
and delivered to the DSI software engineering team for review for product inclusion, definition,
development, prioritization, and sprint release development and confirmation.

General, Administrative, and Cost

• DSI must be in receipt of this SOW, signed by an authorized Client representative, prior to initiation of
services including orientation calls or onsite visits.

• As applicable, designated deliverables must be approved in writing using the DSI Deliverable Acceptance
form.

• Upon satisfactory completion of project, Client must provide project sign-off using the DSI Project
Completion Acceptance form.

• DSI is not responsible for delays caused by Client, its contractors, or any third party vendors or third
party service providers.

• All project documentation will be prepared in DSI standard format in Microsoft Word, Excel, PowerPoint,
Project, Visio, and/or PDF.

• This document could include technical inaccuracies and/or typographical errors.

17
 • Any request by City of Lakeport, CA to modify the scope of work, schedule, or costs will require
preparation of a CCA form detailing the work to be performed, as well as the associated costs. Additional
work will be performed only after both parties have duly executed the CCA. Scope of work changes will
impact the project schedule which will be updated to reflect such changes upon CCA approval.

• All on-site work will be conducted at Client's physical location. As required, appropriate Client personnel
will be made available either at that location or via alternate means (e.g., conference call) for in-person
meetings, tours, and ad-hoc meetings with appropriate personnel for additional fact finding, data
gathering, and reiteration demos.

Client's Support
• Client will provide the needed input, resources, and documentation to support the tasks contained
herein.

• Client will assign a project manager/leader to coordinate activities, reviews, and the collection of
information in support of this project and to act as a point of contact.

• Client team members will be identified and be part of the decision-making process as it relates to
changes in process, applications, technology, etc.

• Client will provide assistance in the development of functional requirements and will confirm those
requirements meet the project's overall business objective.

• Client business and technical staff must be available for team workshops, requirements gathering, data
gathering, and/or consulting sessions.

• Client will be responsible for scheduling and coordinating all meetings and interviews involving other
teams, departments, jurisdictions, management teams, or other necessary resources required for the
success of this project.

• Client will provide access to resources in a manner consistent with the proposed schedule and provide
suitable designees in the absence of required resources.

• Client will provide adequate working facilities (i.e., desk, computer, telephone, contractor identification,
access badge, parking pass, etc.) for DSI to perform any portion of this project that must be conducted
at Client's facility and access to all applicable software, databases, tools, and systems at their facilities.

• Client will ensure that the consultant(s) are granted access to the facilities and/or systems required to
conduct the necessary work defined in this SOW.

• Client will provide a knowledgeable Escort for data gathering, requirements gathering, tours, and access
to restricted personnel as necessary.

• A minimum of 24-hour notice if all minimum required members for any scheduled meeting cannot
attend the meeting. This will allow the meeting coordinator sufficient time to cancel or re-schedule the
meeting.

18
 • Advance notice if there is to be any additional incurred travel expenses above and beyond the contract.
DSI will confirm approval of all travel dates and expenses in email from the appropriate project sponsors
prior to being on site.

Client Engagement Responsibilities

The below table demonstrates the anticipated client engagement responsibilities and level of effort
involvement to ensure the success of the project.

Time
Role Responsibilities
(% FTE)
• Serve as primary Person of Contact
• Work with Dude PM to plan and schedule client
resources
• Manage the scope of the paid services in SOW
• Coordinate Client staff assignments
• Manage Client activities to meet schedule
commitments
Implementation Project Lead 30-40% • Mitigate all implementation risks
• Define requirement/layouts of reports
purchased
• Identify requirements for any connectors
purchased
• Sign-off on completion of all implementation
services delivered

• Attend Implementation/configuration meetings

• Define and provide input into configuration

Subject Matter Experts (Multiple) 40-60% • Attend User Acceptance and validation Training
• Validate data and configuration
• Develop UAT Test Scripts

• Manage infrastructure changes to support

SmartGov
• Provide the data to be migrated from systems

IT Lead 5-10% • Mitigate any technical issues

• Coordinate technical assignments required to
implement
• SMARTConnectors, including GIS and parcel data

19

Data Validator / UAT Testing
• Validate all data migrated
• Comprehend the data in the prior system and
how it translates to Community Development
20-30%
• Verify the data that was validated
• Participate in UAT Testing, execute test scripts and
provide feedback

• Manage SmartGov Configuration

• Create user accounts
• Handle user access/privileges
• Reset passwords

System Administrator 10-15% • Supervise organization information changes

• Regulate system values
• Customize attributes
• Generate ad hoc reports
• Support internal usage of SmartGov

• Manage data within SmartGov, specifically:

• Accreditations
• Task lists
• Training Tracks
Training Coordinator 10% • Assessments
• Training Items
• Training Location (conference room, off-site,
etc.)

• Participate in SmartGov training

User Case-by-Case • Participate in UAT Testing, execute Test Scripts

Change Control Authorization Process

In order to maintain a positive relationship with our clients and to complete all services and deliverables of a
project on a timely basis, all facets of the project must be agreed upon, and any changes to the project must be
requested and evaluated for impacts. Change control is an essential mechanism to monitor and document all
project changes and deviations from the original scope and objectives of the project. All project changes must
be requested via the project CCA process. The basic steps for a change are:

• The client team or DSI team discovers a need to change the project.

• The authorized client project manager or DSI Project Manager is notified and a CCA is initiated.

20
 • The written project change request is reviewed by all necessary parties and either accepted or rejected.

• If rejected, the change request is maintained in the project file for reference purposes.

• If the written change request is accepted, then:

• All necessary signatures are recorded on the change request

• All affected documentation is revised to reflect the change(s)

• Any adjustments to schedule, scope, and/or cost are made to the overall project plan

• Signatures are required for all change requests

• Copies of the official approved and signed CCA are forwarded to the customer project manager and DSI
Project Manager for the documentation archive. DSI will forward a copy to the Project Accounting Team
in the office to update the project information and budget (if necessary).

Change Control Authorizations Process Steps

Step Type Description

A request is made for a change to the agreed upon scope baseline. The request
may be internally or externally generated, must be formally written and
1 Request
communicated to the project manager, and may have been prompted by any
number of reasons or events.

The project manager facilitates an evaluation to confirm that the requested

2 Evaluate change is in fact a change to the agreed upon scope baseline. If so, the project
manager implements the request as described below.

If the request is in fact a change to the scope baseline, the project manager
assesses the impact on project schedule, budget and work products, using a
3 Assess
similar approach as the original project planning process, utilizing team member
expertise as needed.

The project manager documents the project impact and other critical
information in a CCA form. A summary of the change is recorded in a change
4 Document
order log. This log is required, and is a very useful tracking tool, and is included
in the project status report.

The change order is presented to the project's governing authority, typically a

steering committee, stakeholder's, or equivalent. In some cases, the project may
have a separate change management board to process change requests. The
5 Decide
governing authority decides whether or not to implement the change, and
obtains approval for any needed additional resources (if it does not itself have
the authority to authorize resource changes).

21
 The project manager incorporates changes into the project's scope baseline in
6 Incorporate the form of such artifacts as contracts, statements of work, project plans,
requirements and design documents per the approved CCA document.

7 Implement The project team implements the changes.

22
Proposal terms

• Proposal has been prepared for City of Lakeport, CA ("Subscriber")

• Proposal expires in sixty (60) days
• Initial Term: 3 months

Order Form terms

• This Order Form and its Services are governed by the terms of the Dude Solutions, Inc. Subscription
Agreement found at https://www.dudesolutions.com/terms (https://www.dudesolutions.com/terms)
("Terms"), unless Subscriber has a separate written agreement executed by Dude Solutions, Inc. ("DSI")
for the Services, in which case the separate written agreement will govern. Acceptance is expressly
limited to these Terms. Any additional or different terms proposed by Subscriber (including, without
limitation, any terms contained in any Subscriber purchase order) are objected to and rejected and will
be deemed a material alteration hereof.
• Acceptance of this Order Form on behalf of a company or legal entity represents that you have authority
to bind such entity and its affiliates to the order, terms and conditions herein. If you do not have such
authority, or you do not agree with the Terms set forth herein, you must not accept this Order Form and
may not use the Service.
• The Effective Date of the Agreement between Subscriber and DSI is the date Subscriber accepts this
Order Form.

Additional information

• DSI fees do not include any taxes, levies, duties, or similar government assessments for which
Subscriber may be responsible. Tax exemption certifications can be sent to
accountsreceiveable@dudesolutions.com (mailto:accountsreceiveable@dudesolutions.com).
• Billing frequency other than annual is subject to additional processing fees.
• Please reference Q-191374 on any applicable purchase order; address purchase order to: Dude
Solutions, 11000 Regency Parkway, Suite 400, Cary, NC 27518
• Dude Solutions, Inc. maintains the necessary liability coverage for its products and professional services.
Proof of insurance can be provided upon request.

23
Signature
Presented to:
Q-191374
December 15, 2020, 8:08:42 PM

Accepted by:

Printed Name

Signed Name

Title

Date

24
 CITY OF LAKEPORT
City Council 
City of Lakeport Municipal Sewer District 
Lakeport Redevelopment Successor Agency 
Lakeport Industrial Development Agency 
Municipal Financing Agency of Lakeport 

STAFF REPORT
RE: Recreation Feasibility Study MEETING DATE: 1/19/2021

SUBMITTED BY: Nicholas Walker, Finance Director

PURPOSE OF REPORT:  Information only  Discussion  Action Item

WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:

The City Council is being asked to authorize the City Manager to execute a PSA with Bunton, Clifford &
Associates, dba: BCA Architects (BCA) for the completion of a recreation feasibility study up to $20,000
contingent upon obtaining a cost-sharing agreement with the County and the City of Clearlake.

BACKGROUND/DISCUSSION:
Approximately 18 months ago a group of interested parties began meeting regularly to discuss the possibilities
of improving recreational opportunities in Lakeport. Through the challenges posed by COVID 19, the group
continued to meet virtually and the interest expanded to include interested parties county-wide. This group has
become the Lake County Recreation Task Force (LCRTF).
After many discussions it became apparent professional services would be necessary to thoroughly evaluate the
regions recreation opportunities.
Last October, the City assisted the LCRTF in issuing a Request for Proposal (RFP) from qualified consulting firms
to conduct and prepare a needs assessment and feasibility study so the LCRTF can determine whether to
proceed with planning, funding and creating an indoor/outdoor Multi-generational Recreation Center or
Centers.
The objectives for the study are as follows:

1. Engage the community and conduct necessary research and analysis to identify and evaluate community
need for a recreation facility, including evaluating current recreational facilities in and around the
Westshore communities and determining the geographic draw area of the Center(s); (engagement to
include but not be limited to: review of survey results on this issue, interviews with local stake holders,
key staff, a community open house, and/or other alternative engagement as proposed and
recommended);
2. Assess partnership opportunities, including identification of collaborative partners in the public, private
and not-for-profit sectors, and how such partnerships impact the funding and operation of the facility;
3. If a recreation facility is needed, determine several scoping options regarding facility and program
scope, size, features and amenities, and prepare an initial cost estimate for each option, broken down
by facility features and amenities; (scoping options should include a comprehensive
community/recreation center and a minimal center as “book-ends” along with two or three other
scoping options in between)

Meeting Date: 01/19/2021 Page 1 Agenda Item #VI.C.1.

249712.1
 4. Prepare an operating pro forma detailing anticipated center programming issues and costs for several
programming options, considering viable partnership opportunities;
5. Prepare an operating pro forma detailing anticipated operational and maintenance issues and costs for
several operations and maintenance options, considering viable partnership opportunities. The pro
forma should also include an analysis of attendance estimates, fee structures (drop in, annual passes,
rentals, etc.), revenue generation projections, operation cost projections, and long-term capital
replacements/improvements;
6. Evaluate the potential site(s) and provide recommendations for site characteristics and options.
7. Recommend and detail possible funding mechanisms and partnerships to build, operate and maintain
the facility.
8. A final report to the Committee, including a joint work session with key staff.

The scope of services for this project is limited to performing a needs assessment and determining whether the
facility is feasible for the Lake County community, and, if so, the size and amenities to include in such a facility
and how the Center(s) may be funded and operated. The project is not expanded beyond the need’s assessment
and feasibility study; thus, at this point, there is no request for architectural renderings or other information
beyond a feasibility study as detailed herein. At this time, there is no commitment by the Committee to build a
facility/facilities.
The RFP generated six proposals. A five-person selection committee made up of City staff and other LCRTF
members reviewed the proposals and selected BCA as the top consultant. A copy of the proposal is attached for
reference.
The study will be conducted in two phases. The first phase includes performing a project overview, market
analysis, generating a citizen participation plan, determining partnerships and reviewing findings with the LCRTF.
If determined feasible, the second phase could include more technical, location specific tasks, including
conceptual layout and design, project capital cost estimates, operational analysis and an all-inclusive report.
While the total cost of the proposal is $150,535, we will only be initially engaging the consultant for phase 1. On
January 11, 2021, in a meeting of the LCRTF, the County of Lake Community Services Department and the City of
Clearlake verbally committed to partner with the City of Lakeport to equally share in the cost of phase 1 which is
$58,740.
The City of Lakeport will contract the consultant, collect contributions from the partners and track contributions
as equity sharing in the development of this project. Staff feels confident that if the project is determined
feasible additional partners will contribute in the equity sharing to fund phase 2.

OPTIONS:
1. Authorize the City Manager to execute a PSA with BCA.
2. Do not authorized and provide staff direction.

FISCAL IMPACT:
 None  $20,000 Budgeted Item?  Yes  No
Budget Adjustment Needed?  Yes  No If yes, amount of appropriation increase: $
Affected fund(s):  General Fund  Water OM Fund  Sewer OM Fund  Other:
Comments:

SUGGESTED MOTIONS:

Meeting Date: 01/19/2021 Page 2 Agenda Item #VI.C.1.

249712.1
Move to authorize the City Manager to execute a PSA with BCA for the completion of phase 1 of a recreation
feasibility study contingent upon obtaining a cost-sharing agreement with Lake County and the City of Clearlake
for equal shares of this study.

 Attachments: 1. BCA Proposal

Meeting Date: 01/19/2021 Page 3 Agenda Item #VI.C.1.

249712.1
 CITY OF LAKEPORT & THE LAKE COUNTY
RECREATION TASK FORCE
Proposal for Recreation Center Feasibility Study

Submitted by: BCA Architects

October 26, 2020
a. Cover Letter
COVER LETTER
a
October 26, 2020

Nicholas Walker
Finance Director
City of Lakeport
225 Park Street
Lakeport, CA 95453

Subject: Proposal for Recreation Center Feasibility Study

Dear Mr. Walker and Members of the Selection Committee,

On behalf of BCA Architects, it is with great enthusiasm that we share our qualifications and proposal
for the City of Lakeport and Lake County Recreation Task Force’s Recreation Center Feasibility Study. As
one of the top public works architects in the State of California, we pride ourselves in assisting our clients
in the process of developing successful visions for their projects. Indelibly this starts with feasibility. Is
the project vision marketable, and can the design be funded and operated in an efficient manner?

For this project, BCA Architects is partnering with Aquatic Design Group, the premier aquatics design
team in the State, to help develop a concept for the recreation and aquatics projects. We are also
partnering with Shellito Training & Consulting, which is lead by Mike Shellito - the former parks and
recreation director for the City of Roseville — to generate a detailed operational analysis of the study.
Cumming Corporation, a professional cost estimator, will provide construction estimates based on
the concept design. This team was responsible for the successful North Natomas Community Center
and Aquatics Complex Feasibility Study first developed in 2014, which has led to the funding and
construction of the project for the City of Sacramento and is planned to be occupied in June of 2021. As
an aside, BCA Architects developed needs assessments and helped Lakeport USD to pass their general
obligation bond in 2014. Because of this experience, we are very familiar with the community and the
surrounding amenities.

We believe our detailed approach to this project, coupled with the experience and knowledge we bring
in recreation and aquatics facilities is second to none. This will provide a firm foundation under which
the City and County can make educated decisions as to the future potential for this project. We welcome
your positive review of our qualifications and proposal and look forward to the opportunity to making
this dream a reality.

Sincerely,

Brian P. Whitmore, AIA, LEED® AP

Principal-in-Charge, President & CEO
c: 916.626.1303
BrianW@BCAarchitects.com

980 9th Street, Suite 2050, Sacramento, CA 95814 BCAarchitects.com

p: 916.254.5600 | f: 408.588.3805 san jose | sacramento | irvine
b. Company Profile
bCOMPANY PROFILE
b | COMPANY PROFILE
BCA’s Office | Sacramento, CA
FIRM HISTORY
Established in 1989, Bunton, Clifford & Associates,
Inc. (dba: BCA Architects) has extensive experience
in the master planning, design, funding and
construction administration of civic, commercial
and educational projects. With offices in
Sacramento, San Jose and Irvine, we are located
in close proximity to the State regulatory agencies
and local jurisdictions that govern public projects.
Our expertise in the design of public facilities
has been developed over the firm’s 31 years of
history with successful delivery of over $3 billion in
projects. BCA’s experience encompasses projects
of all types and sizes, from modernization and
expansion projects to new buildings and campuses.
BCA’s comprehensive approach to architectural
design includes programming, master planning and
project implementation.
EXECUTIVE SUMMARY
BCA is a full service architecture firm providing
architectural design, master planning and interior
design for public clients throughout California.
Our services are traditionally broken up into
design phases including, but not limited to,
master planning/conceptual design, schematic
design, design development, construction
documentation, agency approval, construction
administration and close-out.
City of Lakeport/The Lakeport County RTF 2
SERVICES
BCA provides comprehensive architecture,
programming/planning and interiors services that
go beyond building design, creating environments
where people learn, play, work, collaborate and
thrive. Our award-winning designs are a reflection
of the vision of the owners and users we work with
throughout the project development process.
Programming & Planning
ƒ Bond Program Management
ƒ Community Outreach
ƒ Design Workshops & Guidelines
ƒ Design Standards
ƒ Facilitating Public-Private Partnerships
ƒ Facilities Existing Conditions/Needs Assessments,
Master Planning, Planning & Programming
ƒ Feasibility/Scoping Studies
ƒ Property Acquisition, Development & Entitlements
ƒ Professional Development
Architecture
ƒ Agency Approvals & Coordination
ƒ Bidding & Pre-construction Assistance
ƒ Budgeting, Cost Estimating & Scheduling
ƒ Comprehensive Design (pre-design through
construction documents)
ƒ Delivery Method Evaluation
ƒ Funding & Cash Flow Management & Guideance
ƒ Life Cycle Analysis
ƒ Project Management & Construction Administration a growing presence in public agencies and non-
ƒ Quality Assurance & Quality Control
ƒ Site Analysis & Selection
ƒ Specifications
ƒ Sustainable Design/LEED Building Design
ƒ Value Engineering
Interior Architecture
ƒ BOMA Calculations & Leasing Exhibit Assistance
ƒ Furnishings, Fixtures & Equipment Procurement
ƒ Furniture, Equipment, Finishes & Technology
Selections
ƒ Interior Design Concepts & Renderings
ƒ Space Planning & “Test Fit” Space Layouts
ƒ Tenant Improvements
AQUATIC DESIGN GROUP, INC.
Aquatics Designer
Since 1984, Aquatic Design Group (ADG) has
worked with clients from around the globe to
help bring their dreams to reality. This experience
results in quality, efficient design solutions.
ADG has set the standard for quality design and
consulting services within the aquatics industry and
is focused on swimming pool and water feature
design services, specializing in all types of water,
including: recreation, leisure, therapy, competition
and ornamental/natural water features.
SHELLITO TRAINING & CONSULTING
Business Plan & Operations Advisor
Shellito Training & Consulting is a small firm with
profit organizations. Mike Shellito has great depth
of operational experience with over 40 years as an
aquatics supervisor, park development manager,
director of parks and recreation and city manager
for the City of Roseville. He has served the park and
recreation profession as a trainer and consultant for
over 100 parks & recreation associations and public
agencies throughout California.
CUMMING CORPORATION
Cost Estimator
Cumming is a privately held corporation founded in
California in 1996 and a leader in providing project
consulting services to the A/E/C industry. They focus
on one goal: to assist their clients in managing the
critical issues of time and cost from conception
through close-out. Cumming has completed more
than 1,500 projects for city- and county-operated
facilities, including parks, public spaces, offices,
community centers, operations and maintenance
facilities, among others. Their experience with
park facilities has involved community/recreation
centers, gathering spots, passive recreation areas,
sports fields/courts, children’s playgrounds, water
features, restrooms, maintenance, parking lots and
landscaping projects.

North Natomas Community Center & Aquatics Complex | Sacramento, CA

City of Lakeport/The Lakeport County RTF 3

 c. Project Understanding &
Approach
PROJECT UNDERSTANDING
& APPROACH
c
c | PROJECT UNDERSTANDING & APPROACH

Cañada College Kinesiology & Wellness Center | Redwood City, CA

PROJECT UNDERSTANDING COMPREHENSIVE APPROACH

BCA Architects, Aquatic Design Group and
Shellito Training & Consulting had the pleasure of
talking with Wayne Yahnke, Parks & Recreation
Commissioner, in the Spring of 2020 and learning
about the goals and objectives of this project.
We understand the community desires a center
for health, fitness and wellness that can be
conveniently accessed and used by a variety of
stakeholders. Partnerships with the local school
district, senior organizations, private swim teams
and other extracurricular organizations, as well
as other revenue-generating opportunities, will
be explored and assessed. We discussed the
Our team is comprised of firms and individuals
with the necessary expertise to compile a sound
Feasibility Study to assist in your decision-making
process. BCA has brought together the greatest
minds when it comes to understanding operations,
logistics and design implications of recreation
center amenities.
With experience on similar facilities statewide,
BCA Architects will lead the feasibility and master
planning effort. Expertise in operations and business
structure of parks and recreation facilities will
come from Mike Shellito. He recently retired from
the City of Roseville after 28 years serving as their

“
possibility of renovating the existing facilities at
Westside Community Park and Quail Run Fitness
Center to meet these needs, but understand
extensive modernization would be necessary to
serve the community in a viable capacity.
I have found BCA’s team to be a valuable partner
City Manager and is now a consultant for projects
just like this one all over California. Lastly, Aquatic
Design Group, a nationally-recognized leader in the
programming, design and operations of aquatics
facilities, will bring their experienced perspective to
bear on the City of Lakeport’s project.

“
for me and staff at the City of Sacramento. In
particular, BCA has many strengths, including: the
development of multiple creative design solutions
for the proposed aquatic complex and community
center; locating and evaluating alternative funding
sources; consideration of all aspects of capital and
operational costs; successfully building consensus
with multiple stakeholders to create a primary
design that appeals to the City, while considering
influencing factors of the community at large; and
providing outstanding professional service and
Our approach is centered on engaging your
stakeholders and understanding their needs. We
will collaborate with and discern varying inputs
from the project stakeholders, including the City of
Lakeport, County of Lake, Lake County Recreation
Task Force, potentially the City of Clearlake and
the community. The BCA Team will facilitate
information-gathering workshops, document and
discern their input, analyze available data, perform
financial analyses and prepare an operating pro
forma for the project. Ultimately, our team will
value from all aspects of their project including fee,
deliver a report that provides the data, research
scope, and staffing.
and analysis to the City and the Task Force to make
Camille Wise, Superintendent an informed decision with which to move forward.
Parks & Recreation, City of Sacramento
City of Lakeport/The Lakeport County RTF 4
 d. Work Plan
WORK PLAN
d
d | WORK PLAN
The BCA, ADG, Shellito Team is well versed
in the ability to provide a myriad of services,
including but limited to feasibility study, master
planning, design, construction management
and construction administration. Most recently,
this team came together on the North Natomas
Community Center and Aquatics Complex for
the City of Sacramento. This project, which
began in 2014 as a feasibility study not unlike
your own, is now under construction and is
planned to be complete in June 2021. From that
experience, we have many lessons learned and
have crafted an approach that will help the City
of Lakeport and Lake County make educated
decisions as to the feasibility of this project. In
particular, we recognize the need to create a
strong vision, analyze the opportunities and risks
that influence that vision, create a conceptual
design, determine the estimated cost of both
building and operating the proposed facilities
and perhaps, most importantly, understanding
how to fund that vision. The following tasks,
responsible parties, schedule and deliverables
reflect our approach for delivering these services:
PHASE 1
Task 1: Perform the Project Overview
3 weeks (up to 3 meetings)
In order to begin the process, our team will meet
the team of constituents (City, County and other
invested parties) and their representatives (i.e.
Committee) to discuss the goals for the project
and begin the visioning process. This includes
understanding the reasons why the jurisdiction(s)
are pursuing the project, like facilities that may
be considered as a model and any project site(s)/
existing facilities that may be good candidates for
adaptation. If they exist, the Team will review any
existing as-built documentation for like facilities or
possible sites.
Deliverables: Meeting agendas and minutes
including a programmatic or visioning document
Responsible:
City of Lakeport/The Lakeport County RTF 5
Task 2: Market Analysis
3 weeks
Perhaps one of the most important first steps is
to understand what the market offers currently in
the region as it pertains to fitness, recreation and
aquatics to tell us what facilities might compete with
what the City and County have envisioned and/or a
gap in current facilities offerings and amenities that
this project could provide. Likewise, understanding
of the demographics and what is needed to support
the population will help define the vision.
Deliverables: Demographic analysis document,
survey/research of like facilities/amenities
Responsible:
Task 3: Citizen Participation Plan
4 weeks (up to 2 interview meetings)
The team will generate an electronic survey with
questions vetted by the client and team, as well as
identify key stakeholders to conduct interviews.
This might include strategic partners, but certainly
community members and users to further refine
the vision and needs of the project.
Deliverables: Survey and interview results
Responsible:
Task 4: Partnerships
1 week
The Team will identify potential partners, including
user groups, financial and educational partners,
developers and community groups.
Deliverables: Partner list with contact information
Responsible:
Task 5: Review Preliminary Findings
with the Committee
2 weeks (up to 2 meetings)
The team will present preliminary findings of
Tasks 1-4 to the committee, solicit and incorporate
feedback.
Deliverables: Preliminary findings report
Responsible:
PHASE 2 Task 9: Draft Report
4 weeks (up to 2 meetings)
Task 6: Conceptual Layout & Design
Based upon the findings of Phases 1 and 2, the
6 weeks
Team will generate a draft report, present that
Depending upon the optimum location/ potential report and solicit and incorporate findings.
for re-use, the Team will develop conceptual plans
Deliverables: Draft report
(site plan, floor plan(s) and renderings) in order to
depict enough information to appropriately estimate Responsible:
the probable cost of construction for the project.
This would include possible phasing, as well as an Task 10: Final Report
understanding of potential sustainable elements for 2 weeks (up to 1 meeting)
the project. This concept design would be informed
by the vision defined in Phase 1. Assuming the draft report is accepted, based upon
any feedback, the Team will finalize the report and
Deliverables: Site plan, floor plans, renderings, present to the City of Lakeport and County of Lake
phasing plan, sustainable features narrative presumably at a public meeting of the two entities.
Responsible: The Team will then package the final report for
distribution (electronic and printed, if necessary).
Task 7: Project Capital Cost Estimate Deliverables: Final report
4 weeks Responsible:
The Team will work with a professional cost
estimator to determine the probable cost of SCHEDULE
construction for the project, including phasing and
The total timeframe for the project is anticipated
determine factors for contingency, escalation and
to take no less than approximately 8 months (32
“soft” costs.
weeks) and comprise a total of up to 10 meetings
Deliverables: Project hard and soft cost estimate in person or by video conference call.
Responsible:
Tasks
Task 8: Operational Analysis Phase 1 Phase 2
3 weeks 1 2 3 4 5 6 7 8 9 10
Based upon the Team’s long history of managing 2020 NOV
parks and recreation projects, particularly Mike
Shellito and his history at the City of Roseville,
the Team will develop an operational analysis to DEC
include possible scenarios for operation (year 2021 JAN
round versus seasonal), potential costs and
revenue targets which would inform staff and
operational plans as well as goals for generating FEB
revenue by use.
MAR
Deliverables: Operational analysis
Responsible: APR

MAY

JUN

JUL

City of Lakeport/The Lakeport County RTF 6

 e. Pricing
PRICING
e
e | PRICING
Principal- Client Project Project
Design Leader
Owner Leader Designer II Admin I
Rachel
Task Brian Michele To Be To Be Total
Clemente
Whitmore Gargano Decided Decided
$160/hr
$375/hr $200/hr $100/hr $75/hr
Phase 1
1. Perform
12hr = $4,500 6hr = $1,200 - - 3hr = $225 $5,925
Project Overview
2. Market
16hr = $6,000 8hr = $1,600 - - 2hr = $150 $7,750
Analysis
3. Citizen
8hr = $3,000 16hr = $3,200 - - 2hr = $150 $6,350
Participation Plan
4. Partnerships 8hr = $3,000 4hr = $800 - - 1hr = $75 $3,875
5. Review
Findings with 8hr = $3,000 16hr = $3,200 - - 4hr = $300 $6,500
Committee
Phase 2
6. Conceptual
8hr = $3,000 16hr = $3,200 80hr = $12,800 40hr = $4,000 2hr = $150 $23,150
Layout/Design
7. Project Capital
2hr = $750 4hr = $800 - - 1hr = $75 $1,625
Cost Estimate
8. Operational
2hr = $750 4hr = $800 - - 1hr = $75 $1,625
Analysis
9. Draft Report 8hr = $3,000 4hr = $800 - - 2hr = $150 $3,950

10. Final Report 8hr = $3,000 16hr = $3,200 16hr = $2,560 8hr = $800 4hr = $300 $9,860
Sub Totals $30,000 $18,000 $15,360 $4,800 $1,650 $70,610
Consultant Fees (Actual Fee + 15%) Sub Total Total
Aquatic Design (Aquatic Design Group) - Phases 1 & 2 $25,000 $28,750
Operational Analysis (Shellito Consulting) - Phases 1 & 2 $25,000 $28,750
Professional Cost Estimating (Cumming) - Phase 2 Only $7,600 $8,740
Reimbursibles
Reimbursible Expense Budget $13,685
Totals
Phase 1 $58,740
Phase 2 $91,795
TOTAL $150,535

Exclusions
Work not listed in Tasks 1-10; Topographic Survey
and Boundary Survey; Economic Impact Study;
As-Built documentation – surveys, title reports,
geological or hazardous materials reports, etc;
Multiple Site Designs
Assumptions
The cost of scanning existing plans and
documentation shall be reimbursed by the City;
Travel costs, including driving mileage and flight
costs, shall be reimbursed by the City.

City of Lakeport/The Lakeport County RTF 7

f. Distinguishing Features
g. Deviations
DISTINGUISHING FEATURES

DEVIATIONS
g
f
f | DISTINGUISHING FEATURES
North Natomas Community Center & Aquatics Complex | Sacramento, CA
The unique characteristics of the BCA Team
are three-fold: knowledge of this project, our
comprehensive approach to project delivery and
our extensive portfolio of related experience (both
as a team and individually). Section c. Project
Understanding & Approach highlights our project
knowledge and comprehensive approach.
EXTENSIVE RELATED PORTFOLIO
BCA Architects, Aquatic Design Group and Shellito
Training & Consulting have an abundance of
experience with similar projects, as highlighted
throughout this proposal. Our most recent work
together is with the City of Sacramento on the
development of the North Natomas Community
Center & Aquatics Complex. We started with
the development of a Feasibility Study in 2014,
which served as a tool for City Councilwoman
Angelique Ashby to garner excitement from her
fellow councilmembers and community to support
(financially and otherwise) this new project in her
district of Sacramento. Ms. Ashby was successful in
“selling” the project to her peers and constituents,
and the team of BCA Architects, Aquatic Design
g | DEVIATIONS
BCA Architects does not propose any deviations from the requested scope at this time.
City of Lakeport/The Lakeport County RTF 8
Group and Shellito Training & Consulting was
selected through a competitive process to
continue with design and construction oversight
of the project in 2017. She and the City were also
successful in bringing other partners to the table.
The Natomas Unified School District and Los Rios
Community College District, both of whom have
educational campuses adjacent to the project site,
have entered into joint-use agreements to share in
the financing and regular operations expenses of
the facility. Now, six years later, the project is under
construction and is expected to open by June
2021. The $40 million complex features the only
50-meter, Olympic-size pool in the Sacramento
region and will attract visitors and athletes from
throughout the State.
The team members’ other projects of particular
relevance include the Cañada College Kinesiology
& Wellness Center in Redwood City, the Alga Norte
Community Park & Aquatic Center in Carlsbad, CA
and the Roseville Aquatics Center & Mike Shellito
Indoor Pool in Roseville, CA, which are highlighted
on the following pages.
h. References
hREFERENCES
h | REFERENCES
NORTH NATOMAS COMMUNITY CENTER & AQUATICS COMPLEX
City of Sacramento | Sacramento, CA

The North Natomas Community Center and Aquatics

Complex brings the combination of new Community
Center, Aquatics Complex and High School Aquatics
programs together in one master facility that rivals
any in the Sacramento region and will be home to the
only Olympic size pool in Sacramento. The $40 million
complex, which is part of the 220-acre North Natomas
Regional Park, features a 350-seat community center,
a 50-meter competition pool, a 25-yard recreational
pool, splash down pads, on-site parking and support
facilities. The design features a community center that
is integrated into the aquatics program by connecting
the indoors to outdoors and features strategic vistas
similar to the relationship of a grand living room with
a beautifully landscaped backyard and pool.

The Natomas area of Sacramento is home to

approximately 55,000 residents and has experienced
rapid population growth over the last 10 years. This
project will be an asset to the Natomas community
and the greater Sacramento region, as well as
Northern and Central California. The complex is also
the home to Inderkum High School’s aquatics program
and will host a variety of regional meets.

The BCA Team originally conducted a feasibility study,

which included a cost-benefit analysis of planning,
financing, constructing and operating the proposed
aquatic facility. The project was presented to the City
Council in May 2017 where it was favorably received,
thus approving funding to start on implementation
and construction of the facility which is planned to be
complete by early 2021.

ƒ Contact: Kirk Thompson, Project Manager/

Architect, 916.808.8431
ƒ Type: New Community Center & Aquatics Complex
ƒ Dollar Value of Project: $40 million
ƒ Dates: 2017 -­ 2021 (est.)

City of Lakeport/The Lakeport County RTF 9

CAÑADA COLLEGE KINESIOLOGY & WELLNESS CENTER
San Mateo County Community College District | Redwood City, CA

This project consists of a new 85,000 square foot

recreational facility that replaces Cañada College’s
existing gymnasium facility which was constructed
in the 1960’s. This $57 million new state-of-the-
art facility merges the academic needs of the
College’s athletics programs as well as providing a
membership-based community gym facility designed
to serve approximately 2,500 residents in the
surrounding community.

The facility was designed to be integrated into the

sloped hillside to lower the height and take advantage
of the dramatic views of the hills surrounding the
College. Sustainability has been woven into the nearly
all glass facility, allowing the users to experience their
physical fitness while viewing the outdoor aquatics
center and rolling hills.

The placement of the basketball courts on the lower

level allows two-story volume spaces to be viewed
during workouts. The lower level directly connects
the locker rooms to the outdoor aquatics center,
which consists of two 25-meter by 30-yard pools (one
competitive pool and one warm-up pool).

ƒ Contact: Jose Nunez, Vice Chancellor of Facilities

Planning, Maintenance & Operations, 650.358.6836
ƒ Type: New Physical Education/Kinesiology &
Aquatics Center
ƒ Dollar Value of Project: $57 million
ƒ Dates: 2015 - 2017 (criteria design only)

City of Lakeport/The Lakeport County RTF 10

MARGUERITE AQUATICS COMPLEX RENOVATION
City of Mission Viejo | Mission Viejo, CA

ADG worked with the City of Mission Viejo to support

in the renovation of its 46-year-old Marguerite Aquatics
Complex into a world-class facility with a 45-foot-tall
dive tower with doublewide platforms that required
over 1 million pounds of concrete, an Olympic-sized
pool, a dive pool, a shallow pool where children can
learn to swim, new dive and swim school offices,
another restroom building, scoreboards, sound system
and closed-circuit TVs and dryland training areas.

Since opening in 1972, the City’s iconic facility has

hosted world-class swimming and diving meets,
putting Mission Viejo on the international stage.
The extensive renovation ushered in a new tradition
of excellence for the Nadadores and Mission Viejo
community, which has even more access to this
pristine facility. Having the Marguerite Aquatics
Complex in the City provides easy access to learn-
to-swim programs and Olympic-level training for
swimmers and divers.

ƒ Contact: Keith Rattay, Assistant City Manager,

Director of Public Services, 949.470.3014
ƒ Type: Aquatics Center Renovation
ƒ Dollar Value of Project: $9 million
ƒ Dates: 2014 - 2018

City of Lakeport/The Lakeport County RTF 11

ROSEVILLE AQUATICS CENTER & THE MIKE SHELLITO INDOOR POOL
City of Roseville | Roseville, CA

Roseville Aquatic Center Design,

Construction & Business Plan
Mike Shellito was responsible for the design,
construction and operation of the Roseville
Aquatic Complex. He oversaw the development
and implementation of the business plan to guide
the operation and programming of the facility. The
Roseville Aquatic Complex was the first 50-meter
pool in the Sacramento/Placer County area. It serves
over 300,000 visitors each year and has received
numerous national and state awards for both
its design and operation. The Roseville Aquatics
Complex is operated as a joint-use facility with
Roseville Joint UHSD for the adjacent high school.
The facility operates at a 70% cost recovery through
admission and program fees, joint-use funding
contributions and rents from CA Capital Aquatics.

Mike Shellito Indoor Pool Design,

Construction & Business Plan
Mike Shellito was responsible for the design,
construction and successful operation of the Central
Park Indoor Pool. Mike oversaw the development of
the business plan to guide the facility’s operation.
The facility includes an eight lane competitive
and recreation pool, a teaching pool and two
multipurpose meeting rooms. In 2010, the Roseville
City Council renamed the pool the Mike Shellito
Indoor Pool. The pool currently operates with
revenues from programs that offset nearly 100%
of the facility operating costs. This year-round
facility has an annual attendance of nearly 200,000
visitors and provides aquatic programs, including
public swim, swimming lessons, fitness classes, lap
swimming and special events.

ƒ Contact: Kathy Barsotti, Parks & Recreation,

916.774.5955
ƒ Type: Aquatic Design, Construction & Business Plans
ƒ Dollar Value of Project: $12 million
ƒ Dates: 2009

City of Lakeport/The Lakeport County RTF 12

 i. Staffing Organization &
Qualifications
STAFFING ORGANIZATION &
QUALIFICATIONS
i
i | STAFFING ORGANIZATION & QUALIFICATIONS
BCA Architects’ team was composed specifically to meet the services and needs of City of Lakeport and
The Lakeport County Recreation Task Force. Each individual being proposed brings a unique expertise and
skill set that will benefit the development of your feasibility study.

CITY OF LAKEPORT & THE LAKEPORT COUNTY RECREATION TASK FORCE

OVERALL LEADERSHIP PROJECT & TEAM MANAGEMENT

Brian Whitmore, AIA, LEED® AP Michele Gargano, AIA, LEED® AP BD+C, CDT
Principal-in-Charge Senior Project Manager

SUPPORT RESOURCES SUBCONSULTANTS

Aquatic Design Group Shellito Training & Cumming
Rachel Clemente, Consulting
Assoc. AIA, Dennis Berkshire Ryan Zuehlke
LEED® AP, CDT Aquatics Designer Mike Shellito Cost Estimator
Senior Designer Business Plan &
Operations Advisor

BRIAN WHITMORE, AIA, LEED® AP, Principal-in-Charge, President & CEO

22 Years of Experience | B.Arch—CALPOLY SLO | Architect, CA No. C30345
As President & CEO, Brian manages the firm’s public works market. He is heavily involved
in the early design, master planning and programming phases, providing leadership and
bringing stakeholders to consensus in the design of comprehensive new construction and modernization
projects. Brian has an expertise in assisting clients in defining contemporary environments, including a
focus on collaboration, flexibility, sustainability and technology.

MICHELE GARGANO, AIA, LEED® AP BD+C, CDT, Senior Project Manager, Client
Leader & Associate | 20 Years of Experience | B.Arch, B.S. Architecture—Washington
State University | Architect, CA No. C32550
Michele brings 20 years of architectural experience in the design of major public works
projects. Her expertise includes assisting clients in securing funding; creation of feasibility studies,
facilities master plans and facilities needs assessments; estimating construction costs; project
management; and convening with stakeholders for collaboration in defining facilities needs.

RACHEL CLEMENTE, aAIA, LEED® AP, CDT, Senior Designer | 21 Years of Experience
| B.S. Architecture—University of Santo Tomas | Architect, Philippines
A senior designer with more than 21 years of experience, Rachel offers leadership and
influence to the design of several of BCA’s projects. She establishes design parameters,
architectural vocabulary and direction for all of the firm’s projects. She brings a broad background in
educational, commercial and institutional facilities and offers a well-rounded perspective to projects.

DENNIS BERKSHIRE, Principal of Aquatic Design, Aquatic Design Group

40 Years of Experience | Business Administration—San Jose State University
Dennis has over 40 years of aquatics industry experience, specifically with swimming pool
design, construction, operation and training. During the planning, programming and design
stages, Dennis will serve as the main point of contact and lead for ADG. He will facilitate different trends
in aquatics programming with the City, community members and design team to help finalize the aquatic
needs for City of Lakeport & The Lakeport County Recreation Task Force.
City of Lakeport/The Lakeport County RTF 13
 MICHAEL SHELLITO, Business Plan & Operations Advisor, Shellito Training &
Consulting | 40 Years of Experience | B.S. Parks & Recreation Admin.—CSU
Sacramento; Graduate Executive Education—Harvard University
Mike has received numerous awards for his progressive approach to management,
including the National Recreation & Park Association’s Distinguished Service and the CA Park &
Recreation Society’s Hall of Fame. He is the past President of the CA Parks & Recreation Society and has
served as the US Commissioner to the International Federation of Parks & Recreation Association.

RYAN ZUEHLKE, LEED® AP, Associate Director of Cost Estimating | 16 Years of

Experience | B.S. Construction Management—CSU Chico
Ryan is a construction management professional with more than 16 years of experience in
estimating, project management support, scheduling and contracts. He is a hard-working,
dedicated and client-focused associate director. He has worked on both the consulting and construction
sides of the industry, bringing a unique perspective to each of his projects.

RELEVANT PROJECT EXPERIENCE ƒ Parks Division Maintenance Management

Plan—City of Davis, CA
BCA Architects
ƒ North Natomas Community Center & Aquatics ƒ Parks & Community Services Parks & Facilities
Complex—City of Sacramento, CA Master Plan Update—City of Davis, CA

ƒ Cañada College Aquatics Complex & Wellness ƒ Emerald Glen Aquatic Center Business Plan—
Center—San Mateo CCCD, Redwood City, CA City of Dublin, CA

ƒ Aquatics Building Replacement—Fremont Hills ƒ Parks & Recreation Department Business Plan—
Country Club, Fremont, CA City of Dublin, CA

ƒ Skyline College Recreational & Indoor Aquatics
Complex—San Mateo CCCD, San Bruno, CA
Aquatic Design Group
ƒ North Natomas Community Center & Aquatics
Complex—City of Sacramento, CA
ƒ Cañada College Aquatics Complex & Wellness
Center—San Mateo CCCD, Redwood City, CA
ƒ Elk Grove Aquatics Center—City of Elk Grove, CA
ƒ East Oakland Sports Center—City of Oakland, CA
ƒ Dolores Bengtson Aquatic Center—City of
Pleasanton, CA
ƒ Roseville Aquatics Complex—City of Roseville, CA
ƒ Balboa Park Pool Renovation—City of San
Francisco, CA
ƒ Recreation Swim Complex Master Plan—City of
South Lake Tahoe, CA
ƒ Antelope Aquatics Complex—Sunrise Recreation
& Park District, Antelope, CA
Shellito Training & Consulting
ƒ North Natomas Community Center & Aquatics
Complex—City of Sacramento, CA
ƒ Parks, Recreation & Community Services
Operational Assessment, Cost of Service Study
& Revenue/Cost Recovery Fee Policy—City of
Redwood City, CA
ƒ CV Starr Community & Aquatic Center
Operational Efficiency Study—Mendocino Coast
Recreation & Park District, Fort Bragg, CA
ƒ Simpkins Family Swim Center Business Plan—
Santa Cruz County, Santa Cruz, CA
ƒ Parks Master Plan for Jackson Township—
Sacramento County, Sacramento, CA
Cumming
ƒ Roseville Aquatics Complex—City of Roseville, CA
ƒ Multi-Sports Complex Concept—City of
Fairfield, CA
ƒ Community & Aquatics Center—City of San
Carlos, CA
ƒ Reed & Grant Sports Park with Gym, Sport Fields
& Community Building—City of Santa Clara, CA
ƒ Recreation Center Rehabilitation/Replacement
Feasibility Study—City of South Lake Tahoe, CA
ƒ Central Park Development with Sports Park/
Aquatic Center—City of Indio, CA

City of Lakeport/The Lakeport County RTF 14

 3. Insurance Certificate
INSURANCE CERTIFICATE
3
3 | INSURANCE CERTIFICATE
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City of Lakeport/The Lakeport County RTF 15

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