Agenda packet — Belmont City Council, August 26, 2025 (part 1 of 2)

1. CALL TO ORDER

2. ITEMS BEFORE 7:00 PM

3. PLEDGE OF ALLEGIANCE

4. REPORT FROM CLOSED SESSION

5. SPECIAL PRESENTATIONS

6. PUBLIC COMMENTS ON ITEMS NOT

ON THE AGENDA

7. COUNCILMEMBER ANNOUNCEMENTS

8. CONSENT BUSINESS

9. PUBLIC HEARINGS (none)

10. GENERAL BUSINESS

11. BRIEF VERBAL REPORTS FROM

MEMBERS AND STAFF

12. MATTERS OF

INTEREST/CLARIFICATION

13. ADJOURNMENT
City Council
Meeting Agenda
Tuesday, August 26, 2025 City Council Chambers
City Hall, One Twin Pines Lane, Belmont, California
General order of Business City Council
Julia Mates, Mayor
Robin Pang-Maganaris, Vice Mayor
Gina Latimerlo, Councilmember
Tom McCune, Councilmember
Cathy Jordan, Councilmember
Staff
Afshin Oskoui, City Manager
Scott Rennie, City Attorney
Kathy Kleinbaum, Assistant City Manager
Ken Stenquist, Police Chief
Grace Castaneda, Finance Director
Ann Ritzma, Interim Admin Services Director
Carlos deMelo, Community Development Director
Brigitte Shearer, Parks and Recreation Director
Nisha Patel, Public Works Director
Jozi Plut, City Clerk
MEETING ATTENDANCE:

Council meetings, unless otherwise noted, are broadcast live to Belmont residents on

1. Comcast Cable Channel 27

2. Streamed live via the City's website at www.Belmont.gov

3. ZOOM https://belmont-gov.zoom.us/ Meeting ID: 95745673035

4. Attend the meeting in the Council Chambers, Belmont City Hall 2nd floor PUBLIC COMMENT:

Public in the Council Chamber present the Clerk a request to speak slip found at the table at the rear of the chamber.

If participating virtually use the Raise Hand feature to request to speak.

For dial- in comments, call *67 1-(669) 900-6833 (your phone number will appear on the live broadcast if *67 is not dialed prior to the phone number) enter Meeting ID: 95745673035, and press *9 to request to speak All public comments are subject to a 3-minute time limit unless otherwise determined by the Chair.

Belmont City Council Meeting Agenda August 26, 2025
1 To submit a written public comment:

E-mail [email protected] before the Council discusses the item, noting the agenda topic or number in the subject line. Comments received up to three hours before the meeting will be distributed to the Council and included in the record but not read aloud during the meeting..

The Mayor has the authority to rule any speaker out of order, including speakers during the Public Comment period; If the subject raised is not within the subject matter jurisdiction of the City Council, during a public hearing or a general business item if the speaker is not presenting testimony or evidence relevant to the matter or if the speaker becomes disruptive to the proceedings and conduct of the meeting.

The Mayor also has the authority to order any person who willfully interrupts the meeting to be removed. All persons are expected to always conduct themselves with civility and courtesy. All persons giving comments shall speak directly to the Council and address issues, not individuals. Personal attacks, cursing and outbursts from the audience in support or opposition to a speaker are not tolerated to foster an environment where everyone feels welcome to speak.

LEVINE ACT:

The Levine Act (California Government Code Section 84308) limits campaign contributions that may be made to elected or appointed City officials (including councilmembers and the mayor) and certain candidates for elective city offices. The Act prohibits an agent of a party from contributing any amount to councilmember while a proceeding for a contract valued at $50,000 or more, permit, license, or other entitlement for use is pending that does not solely involve purely ministerial decisions. The Act also prohibits parties and participants in the above entitlement proceedings from contributing more than $500 during the proceeding and for 12 months after the proceeding and requires disclosure of the prohibited contributions. The Act prohibits certain officials, including local elected officials, from taking part in an entitlement proceeding if the official has received a contribution exceeding $500 from a party or participant in the proceeding within the preceding 12 months. An official is also prohibited from accepting, soliciting, or directing a contribution exceeding $500 from a party or participant in the proceeding for 12 months after a final decision is rendered in such a proceeding. The law is complex, and this brief description is not legal advice. If you or an agent have made any campaign contributions to a councilmember in the 12 months before a proceeding in which you have an interest or you are contemplating making a contribution within the 12 months after such a proceeding, you are urged to review the Levine Act and consider consulting an attorney. The California Fair Political Practices Commission (FPPC) is responsible for administering the Levine Act. More information about the Act and its implementing regulations can be found on the FPPC’s website here:
https://www.fppc.ca.gov/learn/pay-to-play-limits-and-prohibitions.html

ACCESSIBILITY
If you need assistance to participate in this meeting, please contact the City Clerk at (650) 595-7413. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.

AGENDA POSTING: I declare a copy of this agenda was posted at City Hall, One Twin Pines Lane, and the City's website www.Belmont.gov Date: Time: /s/:

Belmont City Council Meeting Agenda August 26, 2025
2 1. CALL TO ORDER

2. ITEMS BEFORE 7:00 PM

3. PLEDGE OF ALLEGIANCE

4. REPORT FROM CLOSED SESSION

5. SPECIAL PRESENTATIONS
A. National Night Out Recap
B. San Mateo Daily Journal 25th Anniversary Recognition

6. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA

7. COUNCILMEMBER ANNOUNCEMENTS

8. CONSENT BUSINESS
City of Belmont
City Council Regular Meeting Agenda
August 26, 2025
City Council Chambers
City Hall, One Twin Pines Lane, Belmont, California
Amended Agenda - Attachment to Agenda Item 10A

NOTICE REGARDING MEETING SCHEDULE
The City Council may meet prior to 7:00 PM for Study Sessions, Closed Sessions, or other Special Topics. All other business will commence at 7:00 PM as a time-certain agenda item.

Roll Call
A. CLOSED SESSION - 6:30 PM
Public Employee Performance Evaluation Government Code Section 54957(b) Titles: City Manager, City Attorney
B. STUDY SESSION (none)
The public will have an opportunity to address the City Council concerning this item.

C. SPECIAL SESSION/OTHER TOPICS (none)
ITEMS STARTING AT 7:00 PM
This portion of the meeting is reserved for persons wishing to address the Body on any City matter not on the agenda. The period for public comment at this point in the agenda is limited to 15 minutes, with a maximum of 3 minutes per speaker. Speakers who requested but did not receive an opportunity to speak during this comment period will be given an opportunity to address the Body later in the meeting. State law prohibits the Body from acting on non-agenda items.

Consent business items are considered to be routine in nature and will be enacted by one motion. There will be no separate discussion on these items unless a member or staf request specific items to be removed for separate action.

The City Attorney will read the title of ordinances to be adopted.

Belmont City Council Meeting Agenda August 26, 2025
3 A. Monthly Financial-May 2025
B. Belmont Library Interior Painting and Flooring Project Notice of Completion C. Senior Management Analyst Job Classification and Salary Range and Modification to Payroll Manager Salary Range
D. Ralston Avenue Adaptive Signal Control Technology System Project, Cabinet Relocation Project - Notice of Completion
E. Cycle 3 San Mateo County Transportation Authority (SMCTA) Measure A Alternative Congestion Relief (ACR) and Measure W Transportation Demand Management Program Funding
F. Service Agreement with MNS Engineers, Inc. for transportation engineering services for the O’Neill Avenue Railroad Undercrossing Feasibility Study Project Attachments:

Monthly Financial Report May 2025
Recommendation: Adopt a resolution accepting the construction work and authorizing the issuance of a Notice of Completion for the Belmont Library Interior Painting and Flooring Project, City Contract Number 2024-633, including release of retention 35 days after recording the Notice of Completion.

Attachments:

Staff Report
Resolution
Recommendation: Adopt a resolution approving the new Senior Management Analyst classification and salary range and adjusting the
Payroll Manager salary range.

Attachments:

Staff Report
Senior Management Analyst Job Description
Resolution
Master Employee Pay Schedule
Recommendation: Adopt a resolution accepting the work and authorizing the issuance of a Notice of Completion for Ralston Avenue Adaptive Signal Control Technology System Project, Cabinet Relocation, City Contract Number 2023-623.

Attachments:

Staff Report
Resolution
Recommendation: Adopt a resolution authorizing the City Manager to submit an application and execute other documents necessary for Cycle 3 San Mateo County Transportation Authority (SMCTA) Measure A Alternative Congestion Relief (ACR) and Measure W Transportation Demand Management Program Funding, making performance commitments, and authorizing expenditure of funds for the Belmont Transportation Demand Management Reform Project.

Attachments:

Staff Report
Resolution
Recommendation: Approve a motion authorizing the City Manager to negotiate and execute a Service Agreement with MNS Engineers, Inc., (MNS) for an amount not to exceed $374,895 Belmont City Council Meeting Agenda August 26, 2025
4 G. Caltrans Sustainable Transportation Planning Grant Agreement for City of Belmont Transportation Master Plan
H. Task Order with MNS Engineers, Inc. for professional engineering services for the 2026 Sanitary Sewer Rehabilitation Project
I. Agreement with Pavement Engineering, Inc. for civil engineering services for the 2026 Pavement Rehabilitation Project
J. Service Agreement with Alliant Insurance for Insurance Brokerage Services K. Service Agreement Amendment with George Hills Company to provide transportation engineering services for the O’Neill Avenue Railroad Undercrossing Feasibility Study Project.

Attachments:

Staff Report
Undercrossing Proposal MNS Engineers
Recommendation: Adopt a resolution authorizing the City Manager to negotiate and execute Caltrans Sustainable Transportation Planning Grant Agreement, and any amendments thereto within the limits of the approved budget and funds appropriated for that purpose, with the California Department of Transportation for the City of Belmont Transportation Master Plan.

Attachments:

Staff Report
Resolution
Restricted Grant Agreement
Recommendation: Approve a motion authorizing the City Manager to negotiate and execute an agreement with MNS Engineers, Inc. (MNS) for an amount not to exceed $228,720 to provide design, bidding, and engineering services during construction services for the 2026 Sanitary Sewer Rehabilitation Project.

Attachments:

Staff Report
Proposal from MNS
Recommendation: Motion authorizing the City Manager to negotiate and execute an agreement with Pavement Engineering Inc. to provide design and construction support services for an amount no to exceed $288,720 for the 2026 Pavement Rehabilitation Project.

Attachments:

Staff Report
Attachment A
Recommendation: Authorize the City Manager to negotiate and execute a five-year agreement with Alliant Insurance Services, Inc. for insurance brokerage services, consisting of a threeyear initial term at $85,733 annually for FY 2025–26 through FY 2027–28, with an option to extend for two additional years at a maximum annual increase of 2.5%.

Attachments:

Staff Report
Insurance Brokerage Services Agreement
Recommendation: Motion authorizing the City Manager to negotiate and execute Amendment No. 4 to the Service Agreement with George Hills Company for claims adjustment and administration services in an amount not-to-exceed $60,000 through June 30, 2026 for a total service agreement amount not-to-exceed $276,000.

Belmont City Council Meeting Agenda August 26, 2025
5 L. Fiscal Year (FY) 2025-26 California Highway Patrol Cannabis Tax Fund Grant Program

9. PUBLIC HEARINGS (none)

10. GENERAL BUSINESS
A. Your Voice, Your Belmont and Community Polling Results B. Long Range Planning Update

11. BRIEF VERBAL REPORTS FROM MEMBERS AND STAFF

12. MATTERS OF INTEREST/CLARIFICATION

13. ADJOURNMENT
Attachments:

Staff Report
GHC Fees
Recommendation: Adopt a resolution authorizing the city manager to submit a grant application for the FY 2025-26 California Highway Patrol Cannabis Tax Fund Grant for a total award of $77,503.62, making grant performance and funding commitments, and appropriating $77,504 grant revenue and associated expenditures in the current FY 2025-26 budget related to the Cannabis Tax Fund Program.

Attachments:

Staff Report
Resolution
General Business items are considered separately, typically in the order listed. The chair will call for public comment on each item when the body considers the item.

Recommendation: Receive a presentation on community polling results; no action required.

Attachments:

Staff Report
Exhibit A
Recommendation: Receive an update on the long-range planning efforts currently underway by the Community Development Department.

Attachments:

Staff Report
A. Verbal report from Councilmembers on Intergovernmental (IGR) and Subcommittee Assignments
B. Verbal report from City Manager
Items in this category are for discussion and direction to staf only. However, Council/Board may take final action on an item if there is no need for additional staf analysis.

Belmont City Council Meeting Agenda August 26, 2025
6 FISCAL YEAR 2024-25
MONTHLY FINANCIAL REPORT - MAY 31, 2025

HIGHLIGHTS

PERFORMANCE AT

A GLANCE REPORT
• General Fund balance increased
compared to prior YTD

FUND RECAP AT A GLANCE REPORT
Notable Fund Balance Increase compared to prior YTD:
•General Fund
•Belmont Fire Protection District
•Street Maintenance
• Sewer Collection System
• Facilities Management
Notable Fund Balance Decrease compared to prior YTD:
• Measure I
• Affordable Housing Successor

CASH DISBURSEMENTS &

PURCHASE ORDER

ACTIVITY REPORT
•Amounts equal to and above $50,000

BUDGET VARIANCE
REPORT
• Management Discussion & Analysis
• Tax Trends
This report contains financial information which has not been reviewed or audited by an independent auditor, does not reflect the application of generally accepted accounting principles in all instances and is subject to future revision. This report has not been prepared with a view to informing an investment decision in any of the City’s bonds, notes or other obligations. Any projections, plans or other forward-looking statements included in this report are subject to a variety of uncertainties that could cause any actual plans or results to differ materially from any such statement. The information herein is not intended to be used by investors or potential investors in considering the purchase or sale of the City’s bonds, notes or other obligations and investors and potential investors should rely only on information filed by the City on the Municipal Securities Rulemaking Board’s Electronic Municipal Market Access System for municipal securities disclosures and website, maintained on the World Wide Web at https://emma.msrb.org/ These financial reports are designed to provide a general overview of the City of Belmont’s interim finances. Questions concerning any information provided in 7 City of Belmont
Performance at a Glance
Results for the Period Ended May 31, 2025
(000's)
6/30/2015 2015 $9,049 Audited
6/30/2016 2016 $9,177 Audited
6/30/2017 2017 $11,128 Audited
6/30/2018 2018 $11,325 Audited
6/30/2019 2019 $14,846 Audited
6/30/2020 2020 $13,637 Audited
6/30/2021 2021 $13,398 Audited
6/30/2022 2022 $18,013 Audited
6/30/2023 2023 $26,586 Audited
6/30/2024 2024 $31,003 Audited
5/31/2025 2025 $36,383 Unaudited
* excludes Measure I
\ 0
Fund Balance - YTD Fund Deficits
As shown on the Fund Recap at a Glance (page 3) Recreation Fund has deficit fund balance and is expected to be eliminated in a future period.

The General Fund balance is $36.4 million, an increase of $5.4 million compared to the amount at the prior fiscal year-end. This is primarily due to the timing of the one-time Property Tax in-lieu of VLF and excess ERAF refund receipts. In addition, the remaining majority of our property tax revenues were received in April.

General Fund
General Fund Balance Trends*
$0 $20 $40 $60 $80 $100 $120 $140 $160 $180 $200
Budget
Expenditures
Actual
Expenditures
Budget
Revenues
Actual
Revenues
All Funds Revenues & Expenditures
YTD Comparison (in millions)
30%
64%
1%3%2%
Capital Improvement Plan
Streets
Sewer
Technology
Recreational Facilities
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
General Fund Balance Trend
(in million)
2 8
Audited Unaudited PY YTD
Fund Fund Balance YTD YTD PY YTD YTD YTD PY YTD Fund Balance Fund Balance Fund Name 06/30/24 Budget Actual (Under) % Actual Budget Actual Under % Actual 05/31/25 05/31/24 (1) (2) Over (3) (Over) (1)+(2)-(3)

GENERAL FUND
101 General $31,003 $30,444 $28,852 ($1,592) 95% $28,169 $29,340 $23,472 $5,868 80% $22,674 $ 36,383 32,081 102 Measure I 4,464 2,213 1,803 (410) 81% 1,898 7,366 3,268 4,098 44% 1,959 2,999 3,876

SPECIAL REVENUE FUNDS
205 Recreation 397 3,655 2,425 (1,230) 66% 2,279 3,745 3,444 301 92% 3,081 (623) (219) 206 Library Maintenance & Operation 777 313 331 18 106% 335 891 776 116 87% 353 332 796 207 Athletic Field Maintenance 391 151 184 34 122% 155 324 132 192 41% 105 443 416 208 City Tree 252 19 17 (2) 91% 41 125 40 85 32% 72 229 254 209 Senior Services Donation 96 10 12 3 129% 3 9 0 9 0% 0 108 95 210 Development Services 2,020 6,309 6,303 (7) 100% 6,189 6,601 5,974 627 91% 5,508 2,348 2,218 212 General Plan Maintenance 1,492 461 536 74 116% 836 1,302 950 353 73% 781 1,078 1,646 223 Belmont Fire Protection District 25,882 17,436 18,573 1,137 107% 18,197 13,188 13,158 30 100% 12,236 31,297 26,159 225 Police Grants and Donations 35 1 4 3 414% 5 8 5 3 61% 1 34 35 227 Supplemental Law Enforcement 71 160 209 49 131% 188 91 95 (4) 105% 117 185 78 231 Street Maintenance 1,365 2,456 1,280 (1,175) 52% 1,143 2,382 2,157 225 91% 2,261 488 (1,130) 232 RMRA Street Project 498 705 650 (55) 92% 610 1,535 441 1,093 29% 229 706 988 233 Measure W 2,295 449 382 (67) 85% 360 2,767 125 2,642 5% 0 2,553 2,169 234 Street Improvements 2,935 1,039 918 (121) 88% 1,107 3,145 798 2,347 25% 236 3,055 2,775 237 Traffic Impact 100 144 408 264 283% 3 0 0 0 N/A 0 508 99 239 Public Art 420 20 13 (7) 67% 11 9 0 9 0% 0 433 416
275 Affordable Housing Successor 6,056 208 (839) (1,046) -403% 301 1,443 1,318 125 91% 3,761 3,899 5,986 277 Inclusionary Housing 3,254 177 212 35 120% 609 0 0 0 N/A 0 3,466 3,181 Total Special Revenue 48,336 33,713 31,619 (2,094) 94% 32,372 37,565 29,413 8,152 78% 28,739 50,542 45,961

CAPITAL PROJECT FUNDS
308 General Facilities 621 26 19 (7) 72% 21 544 40 504 7% 139 600 615 310 Infrastructure 2,290 80 72 (8) 90% 67 2,991 (172) 3,163 -6% 191 2,534 2,272 312 Comcast PEG Program 421 14 13 (1) 93% 11 110 45 65 41% 0 389 416 341 Planned Park 1,084 84 63 (21) 75% 47 642 672 (31) 105% 675 474 1,073 342 Park Impact 680 41 414 373 1021% 31 608 20 588 3% 0 1,074 673 343 Open Space 104 3 3 (1) 79% 6 47 53 (6) 112% 0 54 102 399 Capital Improvement Projects 3,292 50,577 9,619 (40,958) 19% 8,500 53,899 9,993 43,906 19% 5,391 2,918 3,121 704 Special Assessment Districts 328 11 10 (1) 93% 9 0 0 N/A 0 338 324 Total Capital Projects 8,820 50,835 10,212 (40,623) 20% 8,692 58,840 10,650 48,190 18% 6,395 8,382 8,597

DEBT SERVICE & OTHER FUNDS
406 Library Bond Debt Service 320 639 692 54 108% 687 625 681 (56) 109% 666 331 307 501-505 Sewer Collection System 40,307 21,997 23,324 1,327 106% 17,934 34,751 18,678 16,072 54% 9,943 44,953 39,473 507 Sewer Treatment 28,834 3,033 3,505 472 116% 3,223 4,927 4,268 658 87% 2,724 28,071 27,890 525 Storm Drainage Enterprise 1,406 2,439 1,119 (1,320) 46% 1,223 2,865 1,670 1,194 58% 1,828 854 1,568 530 Solid Waste Management 2,110 632 620 (12) 98% 639 558 485 72 87% 511 2,245 1,997 570 Worker's Compensation 1,837 862 917 55 106% 932 781 764 17 98% 722 1,990 1,971 571 Liability Insurance 3,324 839 854 16 102% 317 1,277 1,012 265 79% 690 3,166 3,314 572 Self Funded Vision 0 0 0 0 N/A 0 0 0 0 N/A 0 0 0
573 Fleet & Equipment Management 8,241 4,881 4,862 (18) 100% 4,387 6,466 4,028 2,438 62% 4,094 9,075 8,686 574 Facilities Management 366 2,780 2,829 49 102% 2,676 2,908 2,245 663 77% 2,203 951 (129) 575 Benefit Prefunding 1,313 1,384 1,884 500 136% 1,351 1,454 1,483 (29) 102% 1,356 1,715 1,230 775 Successor Agency Trust Fund1 - 0 0 0 N/A 0 0 0 N/A 0 0 0 Total Debt & Other 88,058 39,486 40,607 1,121 103% 33,371 56,611 35,315 19,453 62% 24,736 93,350 86,307 Total All Funds $180,681 $156,691 $113,093 ($43,598) 72% $104,501 $189,722 $102,118 $85,761 54% $84,504 $191,656 $176,822 Fund Types:

General Fund - Used to account for and report all financial resources not accounted for and reported in another fund.

Special Revenue Funds - Used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for specific purposes other than debt service or capital projects.

Capital Projects Funds - Used to account for and report financial resources that are restricted, committed, or assigned to expenditure for capital outlays, including the acquisition or construction of capital facilities and other capital assets.

Debt Service & Other Funds - Includes funds used to account for and report financial resources that are restricted, committed, or assigned to expenditure for principal and interest; funds used to finance and account for special activities and services performed by a designated department for other departments in the City on a cost reimbursement basis; and funds to account for operations financed and operated in a manner similar to a private business enterprise with the intent that the cost of providing goods and services is primarily financed through user charges; and funds used to account for assets held by the City as an agent.

Variance
Revenues Expenditures
Variance
City of Belmont
Fund Recap at a Glance
Results for the Period Ended May 31, 2025
(000's)
3 9
City of Belmont
Budget Variance Report
General Fund / All Other Funds
Results for the Period Ended May 31, 2025
(000's)
General Fund All Other Funds
Year to Date (YTD) Annual PY YTD Year to Date (YTD) Annual PY YTD Budget Actual Variance % Budget Actual Budget Actual Variance % Budget Actual

REVENUES
Taxes $21,765 $21,519 ($246) 99% a $23,744 $20,332 $20,709 $21,251 $542 103% $22,592 $20,596 Licenses and permits 1,114 1,113 (1) 100% 1,215 1,007 2,186 2,988 801 137% 2,385 2,957 Intergovernmental 319 370 51 116% 348 450 11,907 2,215 (9,693) 19% e 12,990 6,036 Charge for services 3,958 3,746 (213) 95% b 4,318 3,742 35,477 38,216 2,739 108% 38,702 37,226 Fines and forfeits 132 95 (37) 72% 144 128 - - - N/A - - 1,757 1,868 111 106% 1,917 2,449 4,890 4,812 (77) 98% 5,334 4,555 Miscellaneous 294 141 (153) 48% c 321 61 25 1,019 994 4071% 27 402 Other financing sources - - - N/A - - - (1,017) (1,017) N/A f - 14 Operating transfers in 1,104 - (1,104) 0% d 1,205 - 51,053 14,756 (36,297) 29% g 55,694 4,546 Total Revenues 30,444 28,852 (1,592) 95% 33,212 28,169 126,247 84,241 (42,006) 67% 137,724 76,332

EXPENDITURES
General government 7,389 6,759 (630) 91% 8,060 6,049 8,287 7,019 (1,268) 85% 9,040 6,897 Public safety 14,746 14,197 (548) 96% 16,086 14,385 12,548 13,281 734 106% h 13,689 12,250 Streets and utilities - - - N/A 0 0 67,048 25,049 (41,999) 37% 73,143 17,873 Culture and recreation 2,668 2,516 (152) 94% 2,911 2,118 9,895 6,547 (3,347) 66% 10,794 6,401 Urban redevelopment - - - N/A 0 0 7,612 6,735 (877) 88% 8,304 8,490 Non departmental - - - N/A 0 0 1,898 363 (1,535) 19% 2,071 - Debt service - - - N/A 0 0 5,476 4,895 (580) 89% 5,973 5,497 Operating transfer out 4,538 - (4,538) 0% 4,950 122 47,620 14,756 (32,863) 31% 51,949 4,423 Total Expenditures 29,340 23,472 (5,868) 80% 32,007 22,674 160,382 78,646 (81,736) 49% 174,963 61,830 $1,104 $5,380 $1,205 $5,495 ($34,135) $5,595 ($37,238) $14,502 Management Discussion and Analysis
(Items with unfavorable budget variance more than $0.1 million) General Fund
Revenues
Other Funds
Revenues
Other Funds
Expenditures
e) Intergovernmental - Grant revenue will be received and reported in a future reporting period. h) Public Safety - Fourth quarter payment of $2.4M to San Mateo Consolidated Fire Department was made in March.

Trends
g) Operating Transfers In - Budgeted operating transfers are recorded at the end of the fiscal year based on actual results. f) Other Financing Sources - Accounting entry made to recognize property transfer to develop affordable housing.

Use of money and property
d) Operating Transfers In - Budgeted operating transfers are recorded at the end of the fiscal year based on actual results. c) Miscellaneous - The budget variance is primarily due to the timing of the annual Crystal Springs Uplands School (CSUS) Public Service Fee, which will be received in a future reporting period. b) Charge for services - The budget variance is primarily due to the quarterly fire prevention and protection fee, which will be received in a future reporting period.

EXCESS OF REVENUES OVER/
(UNDER) EXPENDITURES
a) Taxes - May Sales Taxes, May Transient Occupancy Taxes (TOT) and Property Taxes 2nd period remittances will be recorded in June and will be reported for that period. -$650
-$450
-$250
-$50
$150
$350
$550
$750
$950
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Thousands
Sales Taxes & TOT - Monthly Comparison
Sales Taxes FY 24 Sales Taxes FY 25 TOT FY 24 TOT FY 25 $0 $2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 Thousands
Major General Fund Taxes - 10-year Trends
Prop Tax Sales Taxes TOT
4 10
City of Belmont
Disbursements & Purchase Order Activity Report
Results for the Period Ended May 31, 2025
Vendor Description Date No. Amount
ADP TAX PPE 04/26/25 ADP TAX PPE 04/26/25 5/2/25 DAJ000009777 138,973.45 ADP TAX PPE 05/10/25 ADP TAX PPE 05/10/25 5/16/25 DAJ000009785 109,268.17 ADP TAX PPE 05/24/25 ADP TAX PPE 05/24/25 5/30/25 DAJ000009789 109,448.96 ADP WAGE PPE 05/10/25 ADP WAGE PPE 05/10/25 5/16/25 DAJ000009782 477,114.22 ADP WAGE PPE 05/24/25 ADP WAGE PPE 05/24/25 5/30/25 DAJ000009786 483,489.63 ADP WAGE PPE 4/26/25 ADP WAGE PPE 4/26/25 5/2/25 DAJ000009774 520,959.80 BEAR ELECTRICAL SOLUTIONS INC RALSTON ADAPTIVE SIGNAL 5/30/25 1205675 105,516.05 CALPERS CON CONTRIBUTION PPE 05/02/25 5/1/25 DAJ000009731 142,333.09 CALPERS CALPERS HEALTH PREMIUM-MAY 5/9/25 DAJ000009732 233,760.88 CALPERS COB CONTRIBUTION PPE 05/16/25 5/19/25 DAJ000009733 141,342.92 CALPERS COB CONTRIBUTION PPE 05/30/25 5/29/25 DAJ000009734 139,627.46 CASEY CONSTRUCTION INC PROGRESS PAY 2 5/23/25 1205659 1,000,904.80 EDD PAYROLL TAXES PPE 050225 5/1/25 DAJ000009727 52,221.25 MISSIONSQUARE DEF COMP ACCT# 302442 5/5/25 DAJ000009738 76,915.05 MISSIONSQUARE DEF COMP ACCT#302442 5/19/25 DAJ000009744 55,133.33 ONPOINT CONSTRUCTION LIBRARY CONSTRUCTION PROJECT 5/9/25 EFT00038684 328,382.67 SILICON VALLEY CLEAN WATER JUNE MONTHLY CONTRIBUTION 5/9/25 EFT00038669 399,366.00 Total Disbursements in Excess of $50,000 $ 4,514,757.73 Total Count 17
Vendor Description Date No. Amount
HANFORD ARC TPP CREEEK RESTORATION 5/12/25 25 00117 1,764,341.50 A&E SRVCS AGREEMENT HB CONSULTING GROUP INC 5/12/25 25 00118 73,280.00 Total Purchase Orders Issued in Excess of $50,000 $ 1,837,621.50 Total Count 2
Disbursements Amounts Equal to $50,000 and Above
Purchase Order Amounts Equal to $50,000 and Above
5 11
Beginning Balance Ending Balance
April 30, 2025 Receipts Disbursements May 31, 2025
City of Belmont $ 141,896,944.20 $ 4,910,517.13 $ (5,803,823.56) $ 141,003,637.77 Belmont Fire Protection District 29,846,816.20 1,519,629.50 (87,734.30) 31,278,711.40 Total $ 171,743,760.40 $ 6,430,146.63 $ (5,891,557.86) $ 172,282,349.17 -
Deposit Investments Pool Total
City of Belmont & Belmont Fire Protection District $ 19,166,388.26 $ 153,115,960.91 $ 172,282,349.17 -
Respectfully Submitted,
s/b Grace Castaneda
Grace Castaneda
City Treasurer
I certify that this report accurately reflects all investments of City of Belmont and Belmont Fire Protection District, and is in conformance with the adopted Investment Policy mandated by Government Code 53646. Furthermore, I certify to the best of my knowledge, sufficient investment liquidity and anticipated revenues are available to meet the Agency's budgeted expenditure requirement for the next six months.

CITY OF BELMONT

TREASURER'S REPORT
May 31, 2025
Balance Summary
Agency Receipts and Disbursements Summary
treasurer report 05-2025

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12 Investment Type Issuer
Maturity
Date Par Amount Current Market Value Interest Total
Investment
Period Rate
Pricing
Source Manager
Deposit
General Account Wells Fargo $ 19,166,388.26 $ 19,166,388.26 Bank Bank Investments:

L.A.I.F.-POOL State of California Daily 148,630,223.48 148,756,438.93 529,123.60 90 days 4.272% LAIF LAIF L.A.I.F.-BONDS State of California Daily 4,485,737.43 4,489,546.68 15,969.23 90 days 4.272% LAIF LAIF Total $ 172,282,349.17 $ 172,412,373.87 $ 545,092.82
s/b Grace Castaneda
S/B John Violet
Investment Detail

CITY OF BELMONT

TREASURER'S REPORT
May 31, 2025
May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 LAIF-POOL 147,950,443 148,650,443 138,672,002 138,272,002 132,972,002 131,234,515 132,734,515 145,434,515 145,434,515 148,989,576 148,989,576 148,630,223 148,630,223 LAIF-BOND 5,520,355 5,520,355 5,584,201 5,288,201 5,288,201 5,160,156 5,099,509 5,099,509 5,099,509 4,433,156 4,433,156 4,485,737 4,485,737 INTEREST RATE 4.332% 4.480% 4.516% 4.579% 4.575% 4.518% 4.477% 4.434% 4.434% 4.333% 4.313% 4.281% 4.272%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%
$0
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
$160,000,000
City of Belmont Investment Portfolio Trends

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Library Interior Painting & Flooring Notice of Completion - Staff Report

STAFF REPORT
Meeting Date: August 26, 2025
Agency: City of Belmont
Staff Contact: Brigitte Shearer, Parks and Recreation Director, [email protected] Agenda Title: Belmont Library Interior Painting and Flooring Project Notice of Completion Agenda Action: Resolution
Recommendation
Adopt a resolution accepting the construction work and authorizing the issuance of a Notice of Completion for the Belmont Library Interior Painting and Flooring Project, City Contract Number 2024-633, including release of retention 35 days after recording the Notice of Completion.

Strategic Focus Area
Infrastructure and Mobility
Background
The Belmont Library was rebuilt and opened in April 2006. The 20,000 square foot project was built with funds secured through a partnership between San Mateo County Libraries (SMCL) and the City of Belmont with substantial support from local businesses and non-profits including the Friends of the Belmont Library, the Taube Foundation, the Belmont Rotary Club, and Oracle. The project resulted in a beautiful facility that is a true asset to the community. The building and three-acre land parcel are owned and maintained by the City of Belmont with library operations managed by SMCL.

The Belmont Library is one of the most popular libraries in the SMCL network. Its diverse portfolio of services and proximity to Belmont schools makes it a popular destination. It is open 61 hours per week and has between 17,000 and 20,000 visitors per month.

To address the impacts of heavy foot traffic on the 18-year-old building, in late-2024, the Belmont City Council authorized contracting OnPoint Construction for $391,577 plus a 15% contingency for a total not to exceed of $450,313 for the Belmont Library Interior Painting and Flooring Project. SMCL engaged Noll & Tam Architects to develop a new flooring layout and color schemes; however, as the owner of the building, the City was responsible for executing these building improvements.

Analysis
OnPoint Construction has now completed the Belmont Library Interior Painting and Flooring Project on schedule and on budget, with work running from March to May 2025. Change orders were issued for additional site cleaning and floor leveling, resulting in a final construction cost of $415,569.06.

This project has given a well-used facility a refreshed look while preserving its charm. The carpet, inspired 14

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Library Interior Painting & Flooring Notice of Completion - Staff Report by the texture of bark, connects the space to its natural surroundings and updated paint, acoustical wallcoverings, and furnishings give the facility a modern feel. The project was paired with the facility's exterior painting (by another contractor), making it more welcoming from the inside out.

OnPoint Construction has completed the project, with a final inspection conducted by Parks and Facilities staff, deeming the project complete in accordance with the contract scope and requirements. To close out the project, staff now recommend that the City Council adopt a resolution accepting the construction work and authorizing the issuance of a Notice of Completion, including release of retention 35 days after recording the Notice of Completion.

Alternatives

1. Take no action

2. Refer back to staff for more information
Attachments
A. Library Photos
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

Funding for this project was budgeted under Capital
Improvement Program (CIP) Library Flooring Replacement
Project #8087, with funding coming from the Library
Maintenance and Operation Fund.

Source: Purpose: Public Outreach:

Staff Discretionary Action Posting of Agenda

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Library Interior Painting & Flooring Notice of Completion - Staff Report Photos of the Renovated Belmont Library
16 Page
4 of 4
Library Interior Painting & Flooring Notice of Completion - Staff Report 17

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RESOLUTION NO. 2025 –

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT

ACCEPTING THE CONSTRUCTION WORK AND AUTHORIZING THE ISSUANCE OF A NOTICE OF COMPLETION, AND RELEASE OF RETENTION 35 DAYS AFTER

RECORDATION OF THE NOTICE OF COMPLETION FOR THE BELMONT

LIBRARY INTERIOR PAINTING AND FLOORING PROJECT, CITY CONTRACT NUMBER 2024-633
WHEREAS, on November 26, 2024, the City Council authorized the City Manager to approve plans and specs and award a contract with OnPoint Construction for $391,577 plus a 15% contingency for a total not to exceed $450,313 for the flooring replacement and painting of the interior of the Belmont Library, City Contract Number 2024-633; and, WHEREAS, in May 2025, OnPoint Construction completed this work, with a final inspection conducted by City staff, deeming the project complete in accordance with the contract scope and requirements; and,
WHEREAS, the final cost of construction was $415,569.06 NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:

SECTION 1. Accepts the construction work for the Belmont Library Interior Painting and Flooring Project, City Contract Number 2024-633, as complete.

SECTION 2. Authorizes the City Clerk to issue a Notice of Completion to OnPoint Construction.

SECTION 3. Authorizes the City Clerk to file the Notice of Completion with the San Mateo County Clerk-Recorder’s office.
* * *
18

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ADOPTED August 26, 2025 by the City of Belmont City Council by the following vote:

Ayes:

Noes:

Absent:

Abstain:

ATTEST:

City Clerk Mayor
APPROVED AS TO FORM:

City Attorney
19

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New Job Classification and Pay Schedule Changes

STAFF REPORT
Meeting Date: August 26, 2025
Agency: City of Belmont
Staff Contact: Laura Kirby, Human Resources Management Analyst, [email protected] Agenda Title: Senior Management Analyst Job Classification and Salary Range and Modification to Payroll Manager Salary Range
Agenda Action: Resolution
Recommendation
Adopt a resolution approving the new Senior Management Analyst classification and salary range and adjusting the Payroll Manager salary range.

Strategic Focus Area
Fiscal and Organizational Sustainability
Background
As part of the City’s ongoing efforts to ensure its job classifications accurately reflect the work being performed, the Administrative Services Department regularly reviews and updates job classifications and corresponding salary ranges in partnership with the operating departments. This review helps maintain internal consistency, support workforce development, and align roles with operational needs.

Analysis
New Job Classification - Senior Management Analyst
The Senior Management Analyst is a city-wide classification intended for departments requiring advanced analytical or strategic support. Positioned between the Management Analyst II and Principal Management Analyst levels, it is well-suited for individuals handling complex projects, budgets, or policy work. See Exhibit A of the Resolution for the job description.

The initial need for this classification has been identified in the Finance Department, where the role will lead contract management and oversee risk management functions. This addition aligns with the departmental restructure outlined and approved in the FY 2025–26 budget.

Salary Range Adjustment - Payroll Manager
As part of the FY 2025–26 budget process, the Finance Department reviewed its classification and compensation structure to ensure alignment with current operational needs. A key outcome of this review is a recommended salary range adjustment for the Payroll Manager classification to bring it in line with the other manager classifications within Finance: Accounting Manager and Budget Manager. This change recognizes the comparable scope of responsibility in accounting, budget, and payroll functions. This 20

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New Job Classification and Pay Schedule Changes
adjustment promotes internal equity allowing for cross training and backfilling between the positions, supports retention, and reflects the department’s functional structure.

Master Employee Pay Schedule Updates
The City’s Master Employee Pay Schedule, included as Exhibit B of the Resolution, will be amended effective August 31, 2025, to reflect these changes:

New classification and monthly salary range:

Senior Management Analyst
Monthly Salary Range
$10,519.67 $11,045.65 $11,597,93 $12,177.83 $12,786.72 $13,426.06 Salary range change
Payroll Manager
Monthly Salary Range
$11,123.43 $11,679.60 $12,263.58 $12,876.76 $13,520.60 $14,196.63 Alternatives

1. Provide staff with alternative direction

2. Take No Action
Attachments
A. Resolution
a. Exhibit A – Senior Management Analyst Job Description b. Exhibit B – Revised Master Employee Pay Schedule – August 2025 Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

Funding for the new job classification and corresponding salary and benefits have been incorporated as part of the FY 2025-26 budget.

Source: Purpose: Public Outreach:

Staff Discretionary Action Posting of Agenda
21 Senior Management Analyst Page | 1
Senior Management Analyst

DEFINITION
Under general direction, provides high-level analytical and strategic support within an assigned department or for citywide functions; performs complex professional administrative work in support of City operations, programs, and projects including budget development, contract administration, policy research, and program evaluation; supports departmental goals and City initiatives; provides staff support to management and City leadership; and performs related duties as required.

DISTINGUISHING CHARACTERISTICS:

The Senior Management Analyst serves at an advanced professional level, distinguished from the Management Analyst II by the complexity of its assignments, increased responsibility for overseeing projects and programs, and the exercise of greater independent judgment. It is further set apart from the Principal Management Analyst, who typically assumes broader managerial or programmatic duties or functions as a departmental administrator.

This classification is designated as a senior-level position in the professional analyst series and is positioned between the Management Analyst II and the Principal Management Analyst.

SUPERVISION EXERCISED AND RECEIVED:

Receives general direction from a department head or assigned manager. May provide lead direction or mentorship to other professional, technical, or administrative staff.

EXAMPLES OF ESSENTIAL FUNCTIONS:

Essential and other important responsibilities and duties may include, but are not limited to, the following:
• Plans, organizes, and leads complex studies, programs, or projects across one or more City departments. • Develops and monitors department and project budgets; prepares budget forecasts and financial analyses. • Coordinates and oversees the preparation of City Council staff reports, presentations, and related materials. • Prepares and administers contracts and RFPs for services such as IT, engineering, maintenance, or consulting. • Conducts research and analysis on municipal policy, operational effectiveness, organizational structure, and legislation; provides recommendations for improvements.
• Supports strategic planning and performance measurement efforts. • Responds to inquiries from City staff, elected officials, and the public; provides guidance on City processes and policies. • Facilitates cross-departmental communication and collaboration. • Represents the City in meetings with consultants, regional agencies, and the community. • Maintains and updates records, databases, and analytical tools for tracking performance and efficiency. • Assist in human resources functions, risk management, or municipal code review. 22 Senior Management Analyst Page | 2

KNOWLEDGE/ABILITIES/SKILLS
(The following are a representative sample of the knowledge/abilities and skills necessary to perform essential duties of the position.) Knowledge of:
• Public sector budgeting, finance, and administrative principles. • Methods of program evaluation, policy analysis, and organizational improvement. • Municipal government structure and operations.
• Contract management and procurement regulations.
• Effective report writing and presentation practices.
• Public meeting procedures and Brown Act compliance (as applicable).

Ability to:
• Manage multiple complex projects and priorities.
• Develop and monitor budgets, contracts, and performance metrics. • Conduct research and prepare clear, concise reports and recommendations. • Build cooperative working relationships with City staff, elected officials, and the public. • Communicate effectively, both orally and in writing.
• Exercise independent judgment and maintain confidentiality as required.

QUALIFICATIONS: (The following are minimal qualifications necessary for entry into the classification) Education and/or Experience
Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way includes:
- Equivalent to a bachelor’s degree in public or business administration, economics, political science, or a related field. - Five (5) years of progressively responsible experience in municipal government, administrative analysis, or a related field. Master’s degree desirable but not required.

PHYSICAL, MENTAL AND ENVIRONMENTAL WORKING CONDITIONS:

The City of Belmont is an Equal Opportunity Employer. In accordance with the Americans with Disabilities Act, we provide reasonable accommodations to qualified individuals with disabilities. We encourage both applicants and employees to discuss any accommodation needs with us.

This position is primarily office-based and involves regular use of a computer. It requires the ability to hear and understand conversations and to communicate clearly, both verbally and in writing. The role also calls for multitasking and the flexibility to work outside of standard business hours when needed.

This job description is not a contract. The City may revise this job description at any time.

Adopted by City Council August 26, 2025
Revised by City Council
Bargaining Unit MMCEA
FLSA Exempt
DOT No
Pre-Employment Physical No
Safety Sensitive No
Form 700 Filer Yes
23

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RESOLUTION NO. 2025 –

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT

APPROVING THE NEW JOB CLASSIFICATION AND SALARY RANGE FOR

SENIOR MANAGEMENT ANALYST AND REVISION TO THE PAYROLL

MANAGER SALARY RANGE
WHEREAS, the Administrative Services Department regularly reviews and updates job classifications in collaboration with departments to ensure alignment with current organizational structure, operational needs, and the work being performed; and, WHEREAS, As part of the most recent classification review, the Human Resources Department, in consultation with the Finance Department, has identified the need for a new classification and a salary range revision to support clarity of roles, improved organizational function, and staff development.; and,
WHEREAS, the Senior Management Analyst classification is proposed as a citywide classification to provide higher-level analytical and strategic support across departments; and, WHEREAS, the Finance Department identified a need to adjust the Payroll Manager salary range to align with the Finance Manager classification. This change reflects comparable responsibilities, supports retention, and promotes internal equity; and, NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:

SECTION 1. Addition of the Senior Management Analyst Job Classification (Exhibit A) SECTION 2. Revisions to the Master Employee Pay Schedule updates as of August 31, 2025 (Exhibit B)
* * *
ADOPTED August 26, 2025 by the City of Belmont City Council by the following vote:

Ayes:

Noes:

Absent:

Abstain:
24

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ATTEST:

City Clerk Mayor
APPROVED AS TO FORM:

City Attorney
25 City of Belmont Master Employee Pay Schedule - Calendar Year 2025 Adopted August 26, 2025
Position Effective Date Labor Group Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Accountant I 1/5/2025 MMCEA $ 7,411.92 $ 7,782.52 $ 8,171.65 $ 8,580.23 $ 9,009.24 $ 9,459.70 Accountant II 1/5/2025 MMCEA $ 8,176.75 $ 8,585.59 $ 9,014.87 $ 9,465.61 $ 9,938.89 $ 10,435.83 Accountant III 1/5/2025 MMCEA $ 9,462.04 $ 9,935.14 $ 10,431.90 $ 10,953.50 $ 11,501.18 $ 12,076.24 Accounting Services Supervisor 1/5/2025 MMCEA $ 8,732.32 $ 9,168.94 $ 9,627.39 $ 10,108.76 $ 10,614.20 $ 11,144.91 Accounting Technician I 7/6/2025 AFSCME $ 5,936.70 $ 6,233.54 $ 6,545.22 $ 6,872.48 $ 7,216.10 Accounting Technician II 7/6/2025 AFSCME $ 6,530.54 $ 6,857.07 $ 7,199.92 $ 7,559.92 $ 7,937.91 Accounting Technician Ill 7/6/2025 AFSCME $ 7,334.22 $ 7,700.93 $ 8,085.97 $ 8,490.27 $ 8,914.79 Administrative Assistant 1/5/2025 MMCEA $ 6,318.22 $ 6,634.13 $ 6,965.84 $ 7,314.13 $ 7,679.84 $ 8,063.83 Administrative Services Director 7/6/2025 Unrep $ 16,242.30 $ 22,617.41 Assistant City Manager 7/6/2025 Unrep $ 18,821.57 $ 24,637.43 Assistant Civil Engineer 1/5/2025 MMCEA $ 8,736.15 $ 9,172.96 $ 9,631.61 $ 10,113.19 $ 10,618.85 $ 11,149.79 Assistant Planner 1/5/2025 MMCEA $ 7,768.70 $ 8,157.14 $ 8,565.00 $ 8,993.25 $ 9,442.91 $ 9,915.06 Assistant PW Director/City Engineer 1/5/2025 MMCEA $ 14,838.75 $ 15,580.69 $ 16,359.72 $ 17,177.71 $ 18,036.60 $ 18,938.43 Associate Civil Engineer 1/5/2025 MMCEA $ 9,922.88 $ 10,419.02 $ 10,939.97 $ 11,486.97 $ 12,061.32 $ 12,664.39 Associate Planner 1/5/2025 MMCEA $ 8,752.78 $ 9,190.42 $ 9,649.94 $ 10,132.44 $ 10,639.06 $ 11,171.01 Building Inspector I 7/6/2025 AFSCME $ 8,429.57 $ 8,851.04 $ 9,293.60 $ 9,758.28 $ 10,246.19 Building Inspector II 7/6/2025 AFSCME $ 8,941.44 $ 9,388.52 $ 9,857.94 $ 10,350.84 $ 10,868.38 City Attorney 10/13/2024 Unrep $ 25,767.41
City Clerk/Constituent Services Manager 7/6/2025 City Clerk $ 12,223.01 $ 12,834.16 $ 13,475.87 $ 14,149.66 $ 14,857.14 $ 15,600.00 City Manager 9/1/2024 Unrep $ 29,380.00
Chief Building Official 1/5/2025 MMCEA $ 12,131.18 $ 12,737.74 $ 13,374.63 $ 14,043.36 $ 14,745.53 $ 15,482.81 Code Enforcement Officer 7/6/2025 AFSCME $ 7,920.80 $ 8,316.83 $ 8,732.67 $ 9,169.31 $ 9,627.77 Community Development Director 7/6/2025 Unrep $ 16,892.00 $ 22,217.20 Community Engagement Specialist 1/5/2025 Unrep $ 9,239.70 $ 9,701.69 $ 10,186.77 $ 10,696.11 $ 11,230.92 $ 11,792.47 Community Service Officer 12/22/2024 BPOA $ 5,556.64 $ 5,834.48 $ 6,126.21 $ 6,432.51 $ 6,754.14 $ 7,091.84 Construction Inspector 7/6/2025 AFSCME $ 9,363.60 $ 9,831.78 $ 10,323.36 $ 10,839.54 $ 11,381.51 Deputy Planning and Comm Dev Director 1/5/2025 Unrep $ 14,786.72 $ 15,526.06 $ 16,302.36 $ 17,117.48 $ 17,973.35 $ 18,872.02 Deputy City Clerk 1/5/2025 MMCEA $ 6,674.94 $ 7,008.69 $ 7,359.12 $ 7,727.08 $ 8,113.43 $ 8,519.10 Deputy Finance Director 1/5/2025 MMCEA $ 13,095.27 $ 13,750.03 $ 14,437.53 $ 15,159.41 $ 15,917.38 $ 16,713.25 Electrician 7/6/2025 AFSCME $ 7,639.34 $ 8,021.30 $ 8,422.37 $ 8,843.48 $ 9,285.66 Engineering Technician 7/6/2025 AFSCME $ 7,580.60 $ 7,959.64 $ 8,357.62 $ 8,775.50 $ 9,214.28 Monthly Pay Rates
1 Exhibit B - Pending City Council Approval
26 City of Belmont Master Employee Pay Schedule - Calendar Year 2025 Adopted August 26, 2025
Position Effective Date Labor Group Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Equipment Operator 7/6/2025 AFSCME $ 6,716.16 $ 7,051.98 $ 7,404.57 $ 7,774.80 $ 8,163.54 Executive Assistant To City Manager 1/5/2025 MMCEA $ 7,352.26 $ 7,719.87 $ 8,105.86 $ 8,511.15 $ 8,936.71 $ 9,383.55 Finance Director 7/6/2025 Unrep $ 16,892.00 $ 22,276.33 Accounting/Budget Manager 1/5/2025 MMCEA $ 11,123.43 $ 11,679.60 $ 12,263.58 $ 12,876.76 $ 13,520.60 $ 14,196.63 GIS Coordinator I 1/5/2025 MMCEA $ 8,008.81 $ 8,409.25 $ 8,829.71 $ 9,271.20 $ 9,734.76 $ 10,221.50 GIS Coordinator II 1/5/2025 MMCEA $ 9,194.18 $ 9,653.89 $ 10,136.58 $ 10,643.41 $ 11,175.58 $ 11,734.36 GIS Coordinator III 1/5/2025 MMCEA $ 10,789.59 $ 11,329.07 $ 11,895.52 $ 12,490.30 $ 13,114.82 $ 13,770.56 Head Teacher 7/6/2025 AFSCME $ 4,956.32 $ 5,204.14 $ 5,464.35 $ 5,737.57 $ 6,024.44 Housing and Economic Development Manager 1/5/2025 MMCEA $ 11,123.43 $ 11,679.60 $ 12,263.58 $ 12,876.76 $ 13,520.60 $ 14,196.63 Housing Specialist 1/5/2025 MMCEA $ 8,752.78 $ 9,190.42 $ 9,649.94 $ 10,132.44 $ 10,639.06 $ 11,171.01 IT Business System Analyst 1/5/2025 Unrep $ 11,869.55 $ 12,463.03 $ 13,086.18 $ 13,740.49 $ 14,427.51 $ 15,148.89 Information Technology Manager 1/5/2025 Unrep $ 13,197.18 $ 13,857.04 $ 14,549.89 $ 15,277.38 $ 16,041.25 $ 16,843.31 Lead Police Dispatcher 12/22/2024 BPOA $ 8,585.32 $ 9,012.56 $ 9,465.51 $ 9,939.29 $ 10,435.08 $ 10,956.83 Maintenance Worker I 7/6/2025 AFSCME $ 5,553.22 $ 5,830.87 $ 6,122.42 $ 6,428.54 $ 6,749.96 Maintenance Worker II 7/6/2025 AFSCME $ 6,147.06 $ 6,454.41 $ 6,777.13 $ 7,115.98 $ 7,471.79 Management Analyst II 1/5/2025 MMCEA $ 9,087.29 $ 9,541.65 $ 10,018.73 $ 10,519.67 $ 11,045.65 $ 11,597.93 Management Anaylst I 1/5/2025 MMCEA $ 8,343.31 $ 8,760.48 $ 9,198.50 $ 9,658.43 $ 10,141.35 $ 10,648.42 Mechanic 7/6/2025 AFSCME $ 6,810.44 $ 7,150.96 $ 7,508.51 $ 7,883.94 $ 8,278.13 Office Assistant I 7/6/2025 AFSCME $ 5,270.22 $ 5,533.74 $ 5,810.42 $ 6,100.94 $ 6,405.98 Office Assistant II 7/6/2025 AFSCME $ 5,854.80 $ 6,147.54 $ 6,454.93 $ 6,777.67 $ 7,116.55 Parks & Recreation Director 7/6/2025 Unrep $ 16,855.66 $ 22,217.86 Parks and Facilities Maintenance Worker I 5 7/6/2025 AFSCME $ 5,553.22 $ 5,830.87 $ 6,122.42 $ 6,428.54 $ 6,749.96 Parks and Facilities Maintenance Worker II 5 7/6/2025 AFSCME $ 6,147.06 $ 6,454.41 $ 6,777.13 $ 7,115.98 $ 7,471.79 Parks and Facilities Manager 5 1/5/2025 MMCEA $ 10,891.69 $ 11,436.27 $ 12,008.08 $ 12,608.48 $ 13,238.90 $ 13,900.85 Parks and Facilities Supervisor 1/5/2025 MMCEA $ 8,763.87 $ 9,202.06 $ 9,662.16 $ 10,145.27 $ 10,652.53 $ 11,185.16 Payroll Manager 8/31/2025 Unrep $ 11,123.43 $ 11,679.60 $ 12,263.58 $ 12,876.76 $ 13,520.60 $ 14,196.63 Permit Technician 7/6/2025 AFSCME $ 7,183.16 $ 7,542.32 $ 7,919.43 $ 8,315.40 $ 8,731.17 Planning Technician 7/6/2025 AFSCME $ 7,183.16 $ 7,542.32 $ 7,919.43 $ 8,315.40 $ 8,731.17 Police Captain 1/5/2025 MMCEA $ 15,139.03 $ 15,895.98 $ 16,690.78 $ 17,525.32 $ 18,401.59 $ 19,321.67 Police Chief 7/6/2025 Unrep $ 18,821.57 $ 25,138.56
Police Corporal Advanced POST 7/6/2025 BPOA $ 10,968.77 $ 11,517.22 $ 12,093.07 $ 12,697.73 $ 13,332.61 $ 13,999.24 Police Corporal Basic POST 7/6/2025 BPOA $ 9,950.18 $ 10,447.68 $ 10,970.07 $ 11,518.57 $ 12,094.49 $ 12,699.22 Monthly Pay Rates
2 Exhibit B - Pending City Council Approval
27 City of Belmont Master Employee Pay Schedule - Calendar Year 2025 Adopted August 26, 2025
Position Effective Date Labor Group Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Police Corporal Intermediate POST 7/6/2025 BPOA $ 10,445.64 $ 10,967.93 $ 11,516.32 $ 12,092.13 $ 12,696.74 $ 13,331.58 Police Dispatcher 12/22/2024 BPOA $ 7,597.39 $ 7,977.25 $ 8,376.12 $ 8,794.92 $ 9,234.68 $ 9,696.41 Police Lieutenant 1/5/2025 MMCEA $ 13,653.84 $ 14,336.53 $ 15,053.36 $ 15,806.03 $ 16,596.33 $ 17,426.15 Police Officer Advanced POST 7/6/2025 BPOA $ 10,445.64 $ 10,967.93 $ 11,516.32 $ 12,092.13 $ 12,696.74 $ 13,331.58 Police Officer Basic POST 7/6/2025 BPOA $ 9,475.79 $ 9,949.58 $ 10,447.06 $ 10,969.41 $ 11,517.88 $ 12,093.77 Police Officer Intermediate POST 7/6/2025 BPOA $ 9,950.18 $ 10,447.68 $ 10,970.07 $ 11,518.57 $ 12,094.49 $ 12,699.22 Police Officer Recruit 12/22/2024 BPOA $ 7,013.44
Police Records Specialist I 12/22/2024 BPOA $ 5,628.87 $ 5,910.31 $ 6,205.83 $ 6,516.13 $ 6,841.93 $ 7,184.03 Police Records Specialist II 12/22/2024 BPOA $ 5,910.44 $ 6,205.96 $ 6,516.25 $ 6,842.07 $ 7,184.18 $ 7,543.39 Police Sergeant Advanced POST 7/6/2025 BPOA $ 12,299.69 $ 12,914.67 $ 13,560.40 $ 14,238.42 $ 14,950.35 $ 15,697.87 Police Sergeant Intermediate POST 7/6/2025 BPOA $ 11,711.99 $ 12,297.58 $ 12,912.45 $ 13,558.09 $ 14,235.98 $ 14,947.78 Principal Management Analyst 1/5/2025 Unrep $ 12,098.32 $ 12,703.24 $ 13,338.40 $ 14,005.32 $ 14,705.59 $ 15,440.87 Principal Planner 1/5/2025 MMCEA $ 12,368.54 $ 12,986.97 $ 13,636.32 $ 14,318.14 $ 15,034.05 $ 15,785.75 Public Works Director 7/6/2025 Unrep $ 17,798.81 $ 22,760.23 Public Works Field Supervisor 1/5/2025 MMCEA $ 8,763.87 $ 9,202.06 $ 9,662.16 $ 10,145.27 $ 10,652.53 $ 11,185.16 Public Works Services Manager 1/5/2025 MMCEA $ 12,097.90 $ 12,702.80 $ 13,337.94 $ 14,004.84 $ 14,705.08 $ 15,440.33 PW Lead Maintenance 7/6/2025 AFSCME $ 7,051.72 $ 7,404.30 $ 7,774.52 $ 8,163.24 $ 8,571.41 Recreation Manager 1/5/2025 MMCEA $ 10,003.37 $ 10,503.54 $ 11,028.72 $ 11,580.16 $ 12,159.17 $ 12,767.13 Recreation Program Coordinator 1/5/2025 MMCEA $ 6,318.24 $ 6,634.15 $ 6,965.86 $ 7,314.15 $ 7,679.86 $ 8,063.85 Recreation Specialist II 7/6/2025 AFSCME $ 4,388.80 $ 4,608.93 $ 4,839.47 $ 5,082.13 $ 5,335.20 Recreation Supervisor 1/5/2025 MMCEA $ 8,357.17 $ 8,775.03 $ 9,213.78 $ 9,674.47 $ 10,158.19 $ 10,666.10 Senior Civil Engineer 1/5/2025 MMCEA $ 12,203.42 $ 12,813.59 $ 13,454.27 $ 14,126.98 $ 14,833.33 $ 15,575.00 Senior Management Analyst 8/31/2025 MMCEA $ 10,519.67 $ 11,045.65 $11,597,93 $ 12,177.83 $ 12,786.72 $ 13,426.06 Senior Mechanic 7/6/2025 AFSCME $ 7,234.18 $ 7,595.88 $ 7,975.68 $ 8,374.46 $ 8,793.19 Senior Planner 1/5/2025 MMCEA $ 9,970.06 $ 10,468.56 $ 10,991.99 $ 11,541.59 $ 12,118.67 $ 12,724.60 Senior Permit Technician 7/6/2025 AFSCME $ 8,315.40 $ 8,731.17 $ 9,167.73 $ 9,626.12 $ 10,107.43 Sr Parks and Facilties Maintenance Worker 5 7/6/2025 AFSCME $ 7,051.72 $ 7,404.30 $ 7,774.52 $ 8,163.24 $ 8,571.41 Street Sweeper Operator 7/6/2025 AFSCME $ 6,423.83 $ 6,745.02 $ 7,082.28 $ 7,436.38 $ 7,808.21 Teacher 7/6/2025 AFSCME $ 4,309.91 $ 4,525.40 $ 4,751.67 $ 4,989.25 $ 5,238.72 Teacher's Aide 7/6/2025 AFSCME $ 3,773.47 $ 3,960.67 $ 4,158.27 $ 4,368.00 $ 4,586.40 Technology Specialist I 1/5/2025 MMCEA $ 7,889.46 $ 8,283.93 $ 8,698.13 $ 9,133.04 $ 9,589.69 $ 10,069.17 Technology Specialist II 1/5/2025 MMCEA $ 9,783.17 $ 10,272.33 $ 10,785.95 $ 11,325.25 $ 11,891.51 $ 12,486.09 Technology Specialist III 1/5/2025 MMCEA $ 10,790.50 $ 11,330.03 $ 11,896.53 $ 12,491.36 $ 13,115.93 $ 13,771.73 Monthly Pay Rates
3 Exhibit B - Pending City Council Approval
28 City of Belmont Master Employee Pay Schedule - Calendar Year 2025 Adopted August 26, 2025
Unrepresented Per Diem Positions
Position Effective Date Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Accounting Technician I 1 7/6/2025 $ 34.25 $ 35.96 $ 37.76 $ 39.65 $ 41.63 Accounting Technician II 1 7/6/2025 $ 37.68 $ 39.56 $ 41.54 $ 43.61 $ 45.80 Accounting Technician III 1 7/6/2025 $ 42.31 $ 44.43 $ 46.65 $ 48.98 $ 51.43 Administrative Assistant 1 1/5/2025 $ 36.45 $ 38.27 $ 40.19 $ 42.20 $ 44.31 $ 46.52 Associate Civil Engineer 1 1/5/2025 $ 57.25 $ 60.11 $ 63.12 $ 66.27 $ 69.58 $ 73.06 Building Attendant I 4** 1/1/2025 $ 19.22 $ 20.18 $ 21.19 $ 22.25 $ 23.36 Building Attendant II 4** 1/1/2025 $ 21.14 $ 22.20 $ 23.31 $ 24.48 $ 25.70 Dispatcher, Per Diem 3 12/22/2024 $ 49.53 $ 52.00 $ 54.61 $ 57.34 $ 60.20 $ 63.21 Electrician 1 7/6/2025 $ 44.07 $ 46.28 $ 48.59 $ 51.02 $ 53.57 Head Teacher 1 7/6/2025 $ 28.59 $ 30.02 $ 31.53 $ 33.10 $ 34.76 Intern 1/1/2025 $ 18.30 $ 19.22 $ 20.18 $ 21.19 $ 22.25 Lifeguard I 1/1/2025 $ 20.00 $ 21.00 $ 22.05 $ 23.15 $ 24.31 Lifeguard II 1/1/2025 $ 21.05 $ 22.10 $ 23.21 $ 24.37 $ 25.59 Maintenance Worker I 1 7/6/2025 $ 32.04 $ 33.64 $ 35.32 $ 37.09 $ 38.94 Nutrition Site Coordinator 1/1/2025 $ 24.35 $ 25.57 $ 26.85 $ 28.19 $ 29.60 Office Assistant I 1 7/6/2025 $ 30.41 $ 31.93 $ 33.52 $ 35.20 $ 36.96 Office Assistant II 1 7/6/2025 $ 33.78 $ 35.47 $ 37.24 $ 39.10 $ 41.06 Planning Technician 1 7/6/2025 $ 41.44 $ 43.51 $ 45.69 $ 47.97 $ 50.37 Police Officer (Advanced POST), Per Diem 2 7/6/2025 $ 57.39 $ 60.26 $ 63.28 $ 66.44 $ 69.76 $ 73.25 Police Officer (Basic POST), Per Diem 2 7/6/2025 $ 52.06 $ 54.67 $ 57.40 $ 60.27 $ 63.29 $ 66.45 Police Officer (Inter POST), Per Diem 2 7/6/2025 $ 54.67 $ 57.40 $ 60.28 $ 63.29 $ 66.45 $ 69.78 Police Records Specialist I, Per Diem 1 12/22/2024 $ 32.47 $ 34.10 $ 35.80 $ 37.59 $ 39.47 $ 41.45 Police Records Specialist II, Per Diem 1 12/22/2024 $ 34.10 $ 35.80 $ 37.59 $ 39.47 $ 41.45 $ 43.52 Recreation Leader 4 1/1/2025 $ 18.30 $ 19.22 $ 20.18 $ 21.19 $ 22.25 Recreation Program Coordinator 1 1/5/2025 $ 36.45 $ 38.27 $ 40.19 $ 42.20 $ 44.31 $ 46.52 Recreation Specialist I 4 1/1/2025 $ 22.14 $ 23.25 $ 24.41 $ 25.63 $ 26.91 Recreation Specialist II 4 1/1/2025 $ 24.35 $ 25.57 $ 26.85 $ 28.19 $ 29.60 Hourly Pay Rates
4 Exhibit B - Pending City Council Approval
29 City of Belmont Master Employee Pay Schedule - Calendar Year 2025 Adopted August 26, 2025
Unrepresented Per Diem Positions
Position Effective Date Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Senior Lifeguard 4 1/1/2025 $ 23.16 $ 24.32 $ 25.54 $ 26.82 $ 28.16 Senior Rec Leader 4 1/1/2025 $ 20.13 $ 21.14 $ 22.20 $ 23.31 $ 24.48 Street Sweeper Operator 1 7/6/2025 $ 37.06 $ 38.91 $ 40.86 $ 42.90 $ 45.05 Teacher 1 7/6/2025 $ 24.86 $ 26.11 $ 27.41 $ 28.78 $ 30.22 Teacher's Aide 1 7/6/2025 $ 21.77 $ 22.85 $ 23.99 $ 25.20 $ 26.46 Technology Specialist I 1 1/5/2025 $ 45.52 $ 47.79 $ 50.18 $ 52.69 $ 55.33 $ 58.09 Technology Specialist II 1 1/5/2025 $ 56.44 $ 59.26 $ 62.23 $ 65.34 $ 68.60 $ 72.04 Technology Specialist III 1 1/5/2025 $ 62.25 $ 65.37 $ 68.63 $ 72.07 $ 75.67 $ 79.45 Van Driver 4 1/1/2025 $ 22.14 $ 23.25 $ 24.41 $ 25.63 $ 26.91 Notes
Unrepresented per diem: A position having a workweek of fewer hours than the workweek established for full-time positions in the class ** Building Attendants I and II are eligilbe to receive a weekend differential of $1.00 per hour for work performed on Saturdays and Sundays 1 Hourly pay rates derived by multiplying full-time equivalent monthly rate by 12 (months in year) and dividing by 2080 (hours in work year) 2 Hourly pay rates derived by multiplying full-time equivalent monthly rate by 12 (months in year) and dividing by 2184 (hours in work year) 3 Hourly pay rates derived by multiplying full-time Police Dispatcher by 12 (months in year) adding 13% and dividing by 2080 (hours in work year) 4 Tied to Belmont minimum wage as follows:

Recreation Leader - Adjusted to Minimum Wage
Building Attendant I*- 5% Above Above Recreation Ldr
Building Attendant II*- 10% Above Building Attendant I
Lifeguard I - 5% Below Lifeguard II
Lifeguard II - 15% Above Rec Leader
Nutrition Site Coordinator - Tied to Recreation Specialist II Recreation Specialist I - 10% Above Sr. Rec Leader
Recreation Specialist II - 10% Above Rec Spec I
Sr Rec Leader - 10% Above Rec Leader
Sr. Lifeguard - 10% Above Lifeguard II
Van Driver - Tied to Recreation Specialist I 5
"Facilities" added to position title
Hourly Pay Rates
5 Exhibit B - Pending City Council Approval
30 City of Belmont Master Employee Pay Schedule - Calendar Year 2025 Adopted August 26, 2025
Revision History
Resolution 2018-04 Initial Adoption March 13,2018
Resolution 2019-019 Revised Adoption February 23,2021
Resolution 2022-093 Revised Adoption September 27,2022
Resolution 2022-109 Revised Adoption November 8, 2022
Resolution 2023-058 Revised Adoption June 27, 2023
Resolution 2023-074 Revised Adoption September 26, 2023 Resolution 2023-094 Revised Adoption November 28, 2023
Resolution 2024-02 Revised Adpotion January 9, 2024
Resolution 2024-19 Revised Adpotion March 26, 2024
Resolution 2024-53 Revised Adoption June 25, 2024
Resolution 2024-69 Revised Adoption September 24, 2024
Resolution 2024-80 Revised Adoption December 3, 2024
Resolution 2025-23 Revised Adoption March 25, 2025
Resolution 2025-52 Revised Adoption July 8, 2025
6 Exhibit B - Pending City Council Approval
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Ralston Avenue Adaptive Signal Control Technology System Project, Cabinet Relocation Notice of Completion - Staff Report.docx

STAFF REPORT
Meeting Date: August 26, 2025
Agency: City of Belmont
Staff Contact: Josh Sun, Public Works, (650) 595-7468, [email protected] Agenda Title: Ralston Avenue Adaptive Signal Control Technology System Project, Cabinet Relocation Project - Notice of Completion
Agenda Action: Resolution
Recommendation
Adopt a resolution accepting the work and authorizing the issuance of a Notice of Completion for Ralston Avenue Adaptive Signal Control Technology System Project, Cabinet Relocation, City Contract Number 2023-623.

Strategic Focus Area
Infrastructure and Mobility
Background
In partnership with the City/County Association of Governments (C/CAG) Transportation Fund for Clean Air program, San Mateo County, and Caltrans, the City completed the Ralston Avenue Adaptive Traffic Control Technology Update, coordinating signal operations from Hiller Avenue to Christian Drive. As part of the project, signal cabinets at Ralston Avenue/Belmont Canyon Road and Ralston Avenue/Cipriani Boulevard were relocated to improve safety and maintenance access. On March 28, 2023, the City Council awarded a $355,000 construction contract to Bear Electrical, plus a 10% contingency, for a total of $390,500, with an additional $103,350 later added to the budget through FY 2023–2025 mid-year adjustments.

Analysis
The project began in October 2024 and was completed in early May 2025. During construction, the contractor encountered unforeseen field conditions, including conflicting underground utilities, delays in PG&E design review, and scheduling impacts from holidays. These factors resulted in 11 change orders, bringing the final construction cost to $462,351. Bear Electrical has completed the work to the City’s satisfaction and in accordance with the approved plans and specifications. Staff recommends that the Council accept the completed project and authorize filing a Notice of Completion, with retention to be released 35 days after the notice is recorded.
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Ralston Avenue Adaptive Signal Control Technology System Project, Cabinet Relocation Notice of Completion - Staff Report.docx Cipriani Blvd / Ralston Ave Intersection
Before Construction
Belmont Canyon Rd / Ralston Ave Intersection
Before Construction
Alternatives

1. Take no action.

Attachments
A. Resolution
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

The construction cost of $462,351 was funded through the Capital Improvement Program (CIP) Traffic Signal
Improvements at Cipriani & Belmont Canyon Road Project
#3231, with funding coming from the Street Improvement
Fund.

Source: Purpose: Public Outreach:

Staff Statutory/Contractual Requirement Posting of Agenda After Construction
After Construction
33

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RESOLUTION NO. 2025 –

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT

ACCEPTING THE CONSTRUCTION WORK AND AUTHORIZING THE ISSUANCE OF A NOTICE OF COMPLETION, AND RELEASE OF RETENTION 35 DAYS AFTER

RECORDATION OF THE NOTICE OF COMPLETION FOR THE RALSTON

AVENUE ADAPTIVE SIGNAL CONTROL TECHNOLOGY SYSTEM PROJECT, CABINET RELOCATION, CITY CONTRACT NUMBER 2023-623.

WHEREAS, on March 28, 2023, the City Council approved awarding a construction contract to Bear Electrical Solution, Inc. for the relocation of two signal controller cabinets, with a base amount of $355,000 and a 10% contingency of $35,500, for a total not-to-exceed amount of $390,500; and,
WHEREAS, an additional $103,350 was later added to the project budget through the FY 2023–2024 and FY 2024–2025 mid-year budget adjustments; and, WHEREAS, due to several unforeseen field conditions, including conflicting underground utilities, delays in PG&E’s design review, and holiday-related scheduling impacts, the project required 11 change orders totaling $107,351; and, WHEREAS, the final cost of construction including change orders is $462,351.

NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:

SECTION 1. Accepts the construction work for the Ralston Avenue Adaptive Signal Control Technology System Project, Cabinet Relocation as complete.

SECTION 2. Authorizes the City Clerk to issue a Notice of Completion to Bear Electrical Solutions, Inc.

SECTION 3. Authorizes the City Clerk to file the Notice of Completion with the San Mateo County Clerk-Recorder’s office for the Ralston Avenue Adaptive Signal Control Technology System Project, Cabinet Relocation, City Contract Number 2023-623. * * *
ADOPTED August 26, 2025 by the City of Belmont City Council by the following vote:

Ayes:

Noes:

Absent:

Abstain:
34

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ATTEST:

City Clerk Mayor
APPROVED AS TO FORM:

City Attorney
35

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Support for SMTCA Cycle 3 TDM Program - Staff Report.docx

STAFF REPORT
Meeting Date: August 26, 2025
Agency: City of Belmont
Staff Contact: Josh Sun, Public Works, (650) 595-7468, [email protected] Agenda Title: Cycle 3 San Mateo County Transportation Authority (SMCTA) Measure A Alternative Congestion Relief (ACR) and Measure W Transportation Demand Management Program Funding
Agenda Action: Resolution
Recommendation
Adopt a resolution authorizing the city manager to submit an application and execute other documents necessary for Cycle 3 San Mateo County Transportation Authority (SMCTA) Measure A Alternative Congestion Relief (ACR) and Measure W Transportation Demand Management Program Funding, making performance commitments, and authorizing expenditure of funds for the Belmont Transportation Demand Management Reform Project.

Strategic Focus Area
Infrastructure and Mobility
Background
In 2017, the City of Belmont adopted several long-range planning documents—including the 2035 General Plan, Belmont Village Specific Plan, and Climate Action Plan—along with updated zoning ordinances and a certified Final Environmental Impact Report. These documents introduced Transportation Demand Management (TDM) policies to reduce single-occupancy vehicle trips and encourage sustainable travel options such as walking, biking, and public transit.

To implement these policies, the City adopted a citywide TDM Program and Guidebook in 2020, establishing requirements for new development projects to incorporate features that reduce vehicle miles traveled (VMT) and support state, regional, and local climate goals. The program’s point-based system set clear expectations for applicants while promoting mobility, improving air quality, reducing congestion, and advancing transportation equity.

In 2022, the City/County Association of Governments (C/CAG) adopted its TDM Policy Implementation Guide as part of the San Mateo County Congestion Management Program. Under this policy, developments generating at least 100 Average Daily Trips (ADT) must comply with C/CAG’s TDM requirements. As a result, new development projects in Belmont are now subject to both City and County TDM standards, creating duplicative processes and increasing administrative burdens for applicants. In addition, the City’s existing TDM Program lacks clear enforcement, monitoring, and long-term compliance procedures, limiting its effectiveness in achieving transportation and sustainability goals.

In June 2025, the San Mateo County Transportation Authority (SMCTA) launched Cycle 3 of the Measure 36

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Support for SMTCA Cycle 3 TDM Program - Staff Report.docx A Alternative Congestion Relief (ACR) and Measure W TDM Program, which provides funding for bicycle and pedestrian improvements and the development or refinement of TDM policies. In response, staff intends to initiate a comprehensive review and update of Belmont’s TDM Program to streamline requirements, align with countywide policies, and establish clear, enforceable procedures for monitoring and compliance. The City has applied for SMCTA Cycle 3 funding to support this effort.

Analysis
The Belmont Transportation Demand Management (TDM) Reform Project will evaluate the City’s existing TDM program, review best practices from peer cities, engage stakeholders, and deliver an updated TDM ordinance and implementation framework. The work will include community and stakeholder outreach, the development of goals and performance metrics, and the creation of a TDM Strategy Playbook to guide future implementation. The updated ordinance will be designed to be user-friendly, enforceable, and consistent with regional and state mandates, with the goal of requiring only one comprehensive TDM program per development for compliance. The project is expected to be completed over an 18-month period.

If grant funding is secured, the project is anticipated to begin in early 2026. The total estimated cost is $260,000, with $200,000 requested through the San Mateo County Transportation Authority (SMCTA) grant and a $60,000 local match to be provided by the City. Measure A funds are available to support the local match, which would be presented to the City Council for approval upon award of the grant.

As part of the grant application process, SMCTA requires a resolution of support from the City Council authorizing submittal of the application and demonstrating the City’s commitment to the project.

Alternatives

1. Do not support project and grant fund application submittal.

2. Refer back to staff for additional information.

Attachments
A. Resolution
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

The total estimated project cost is $260,000, with $200,000 requested through the SMCTA grant and a $60,000 local match from Measure A funds. The local match would be presented to the City Council for approval upon award of the grant and incorporated into the budget and Capital Improvement Program.

Source: Purpose: Public Outreach:

Staff Council Vision/Priority Posting of Agenda
37

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RESOLUTION NO. 2025 –

A RESOLUTION SUPPORTING THE BELMONT TRANSPORTATION DEMAND

MANAGEMENT REFORM PROJECT AND SUBMITTING AN APPLICATION FOR THE CYCLE 3 SAN MATEO COUNTY TRANSPORTATION AUTHORITY

MEASURE A ALTERNATIVE CONGESTION RELIEF AND MEASURE W

TRANSPORTATION DEMAND MANAGEMENT PROGRAM FUNDING
WHEREAS, the City of Belmont (Sponsor) has identified Belmont’s current Transportation Demand Management (TDM) program duplicates C/CAG requirements, lacks clear enforcement and monitoring, and does not adequately support the City’s transportation and sustainability goals; and,
WHEREAS, the Sponsor has developed the Belmont Transportation Demand Management Reform Project (Project) to review current policies, assess best practices, conduct public and stakeholder engagement, and develop a clear, enforceable ordinance and strategy playbook, ensuring alignment with regional and state mandates while consolidating TDM requirements into a single, streamlined program per development; and, WHEREAS, it is anticipated that it will cost $260,000 to implement the Project scope; and,
WHEREAS, the Sponsor seeks $200,000 for the Project; and, WHEREAS, the San Mateo County Transportation Authority (SMCTA) issued a Call for Projects for the Measure A Alternative Congestion Relief & Measure W Transportation Demand Management (ACR/TDM) Program on June 5, 2025; and, WHEREAS, the SMCTA requires the Sponsor’s governing board to adopt a resolution:

1. Supporting the Project and application for $200,000 in SMCTA TDM Program funds for the Project;

2. Committing the Sponsor to the completion of the Project, including the commitment of matching funds in the amount of $60,000 needed for implementation;

3. Certifying that any funds awarded by the San Mateo County Transportation Authority will be used to supplement existing funds for program activities, and will not replace existing funds or resources;

4. If funds are awarded, authorizing the City Manager, or designee, to sign a project supplement with the SMCTA for TDM Program funding for the Project and to take any other actions necessary to give effect to this resolution; and

5. Committing to commence work on the Project, if awarded, within one year of the SMCTA Board of Directors allocating 2025 Cycle 3 TDM Program funding.

NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:
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1. The city manager is authorized to submit an application for SMCTA TDM Program funds for $200,000 for the Belmont Transportation Demand Management Reform Project.

2. The city manager is authorized to negotiate and execute a project supplement agreement with the San Mateo County Transportation Authority to encumber any TDM Program funds awarded.

3. The City commits to complete the Project, including the commitment of $60,000 of matching funds needed for implementation, if awarded the requested SMCTA funds.

4. The City certifies that any funds awarded will be used to supplement existing funds for the Project, and will not replace existing funds or resources.

5. The City commits to commencing work on the Project, if awarded, within one year of the SMCTA Board of Directors allocating the 2025 Cycle 3 TDM Program funds.

6. The city manager is authorized to take any other implementing actions necessary to give effect to this resolution within the scope of the approved budget and funds allocated for this purpose.
* * *
ADOPTED August 26, 2025 by the City of Belmont City Council by the following vote:

Ayes:

Noes:

Absent:

Abstain:

ATTEST:

City Clerk Mayor
APPROVED AS TO FORM:

City Attorney
39

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Service Agreement with MNS Engineers, Inc. for Implementation of the O’Neill Avenue Railroad Undercrossing Feasibility Study Project - Staff Report - Service Agreement with MNS Engineers – O’Neil Ave

STAFF REPORT
Meeting Date: August 26, 2025
Agency: City of Belmont
Staff Contact: Josh Sun, Public Works, (650) 595-7468, [email protected] Agenda Title: Service Agreement with MNS Engineers, Inc. for transportation engineering services for the O’Neill Avenue Railroad Undercrossing Feasibility Study Project Agenda Action: Motion
Recommendation
Approve a motion authorizing the City Manager to negotiate and execute a Service Agreement with MNS Engineers, Inc., (MNS) for an amount not to exceed $374,895 to provide transportation engineering services for the O’Neill Avenue Railroad Undercrossing Feasibility Study Project.

Strategic Focus Area
Infrastructure and Mobility
Background
The Belmont Village Specific Plan (BVSP) was adopted by the City Council on November 14, 2017.

Together with the adopted 2035 General Plan, the BVSP outlines a vision for future growth in Belmont’s core downtown area. The BVSP provides a framework to guide development, foster vibrant public spaces, and cultivate a strong sense of community and social connectivity in the heart of Belmont.

A key recommendation of the Belmont Village Specific Plan (BVSP) is the construction of a railroad undercrossing at O’Neill Avenue to provide for bicycle and pedestrian paths with a direct connection to the El Camino Real bike and pedestrian corridor along its eastern frontage. This improvement would greatly enhance connectivity between the east and west sides of Belmont Village and strengthen links between the Village Center and the Harbor Industrial Area—both central to the Plan’s economic development and land use strategy.

O’Neill Avenue is envisioned as a “Main Street” corridor, featuring sidewalks, on-street parking, and one travel lane in each direction. It will serve as the southern link in the Belmont Village Loop and act as an alternate route to Ralston Avenue for bicycles and pedestrians once the O’Neill Ave Railroad undercrossing has been completed.

In May 2025, the City issued a Request for Proposals (RFP) for a qualified professional firm to complete the O’Neill Avenue Railroad Undercrossing Feasibility Study. After a thorough evaluation of qualifications, experience, and past performance, staff selected MNS Engineers, Inc. to conduct the study.

Funding for the project has been secured through a contribution from the 250-unit Artisan Crossings 40

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Service Agreement with MNS Engineers, Inc. for Implementation of the O’Neill Avenue Railroad Undercrossing Feasibility Study Project - Staff Report
apartment development. In 2019, the City and the project developer entered into a Development Agreement (DA) and associated entitlements. As part of that agreement, $400,000 was allocated to support engineering design services for the O’Neill Avenue Railroad Undercrossing.

Analysis
The O’Neill Avenue Railroad Undercrossing Feasibility Study will evaluate the potential for constructing a grade-separated crossing at the Caltrain tracks along O’Neill Avenue. The study will assess engineering feasibility, traffic impacts, utility constraints, and conceptual design alternatives, while actively engaging community members and key stakeholders throughout the process.

City staff has negotiated a Service Agreement with MNS Engineers, Inc. to complete the study for an amount not to exceed $374,895. The scope of work includes the following major tasks:

1. Project Initiation and Background Review

2. Existing Conditions and Site Assessment

3. Caltrans and Caltrain Coordination & Design Criteria

4. Conceptual Design Alternatives

5. Drainage and Utility Assessment

6. Environmental and Right-of-Way Screening

7. Property Impact Assessment

8. Construction Feasibility Assessment

9. Planning-Level Cost Estimate

10. Funding and Implementation Strategy

11. Stakeholder and Community Engagement Support

12. Final Feasibility Report
The project is expected to begin upon execution of the Service Agreement in late September 2025 and will take approximately 10 months to complete, with an anticipated completion date of July 2026.

Alternatives

1. Take no Action.

2. Refer back to staff for more information.

Attachments
A. MNS Engineers Proposal
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

The $374,895 total not-to-exceed cost for the feasibility study is budgeted under Capital Improvement Program (CIP) O’Neill Avenue Railroad Undercrossing Project No. 3228 (Account No. 399-3-730-3228-8331) which is funded by a $400,000 developer contribution received in 2019.

Source: Purpose: Public Outreach:
41

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Service Agreement with MNS Engineers, Inc. for Implementation of the O’Neill Avenue Railroad Undercrossing Feasibility Study Project - Staff Report
Staff Council Vision/Priority Posting of Agenda
42 August 8, 2025
O'Neill Avenue
Railroad Undercrossing
Feasibility Study
Proposal for

CITY OF

BELMONT
CIBLM.250295
401 Grand Avenue, Suite 200 | Oakland, CA 94610 | 805.692.6921 Office | mnsengineers.com 43

CONTENTS
Cover Letter 1
Section 1. Project Team 3
Section 2. Experience 7
Section 3. Approach 15
Section 4. Agreement for Service 29
Section 5. References 31
Section 6. Schedule and Level of Effort 33
Appendix A. Resumes A-1
0 Contents
44 THIS PAGE INTENTIONALLY BLANK 45
> PLANNING > ENGINEERING > CONSTRUCTION MANAGEMENT > LAND SURVEYING RE: Proposal for O’Neill Avenue Railroad Undercrossing Feasibility Study Dear Mr. Sun:

MNS Engineers, Inc. (MNS) appreciates the opportunity to submit this proposal to provide a feasibility study for the O’Neill Avenue Railroad Undercrossing for the City of Belmont (City). Since 1962, MNS has provided quality infrastructure consulting services to the transportation, water resources, and government markets throughout California.

We specialize in the core services of planning, engineering, construction management, and land surveying and have provided pedestrian and bicycle improvements for several cities and counties. MNS has extensive experience in designing and delivering similar projects on schedule, and in providing community outreach, public engagement, and utility coordination. MNS is pleased to present our qualified team to provide these key advantages:

Our Team's Core Benefits
Professional and Qualified Team
Leading the MNS team is Shawn Kowalewski, PE, with over 30 years of experience specializing in the design and management of transportation improvement projects.

A seasoned, award-winning Principal Engineer, Shawn is a natural leader known for completing fast-paced projects on time and on budget.

Our specialty subconsultants, whom we have worked with on similar projects, include Albion Environmental, Inc. (Albion) for cultural resources and Central Coast Aerial Mapping (CCAM) for aerial mapping and imagery.

Proven Experience
Similar team projects include:
• Santa Claus Lane Class I Bike Path, Santa Barbara County Association of Governments • On-Call Construction Management Services, Caltrain – Peninsula Corridor Joint Powers Board
• Pennsylvania Avenue Underpass, City of Beaumont
• Cary-Haas Pedestrian Bridge, City of San Leandro
• Interstate 15 Freight Corridor, San Bernardino County Transportation Authority • On-Call Construction Management, City Engineer Support, and Engineering Design Consultant Services, City of Emeryville
City of Belmont Public Works Department
Attention: Mr. Josh Sun, PE, Senior Civil Engineer
One Twin Pines Lane, Suite 385
Belmont, CA 94002
August 8, 2025
MNS

DETAILS
Legal Name
MNS Engineers, Inc.

Firm Ownership Type
C-Corporation
Year Firm Established
1962
California Department of
Industrial Relations (DIR)
No. 1000003564
Corporate Office
201 N. Calle Cesar Chavez
Suite 300
Santa Barbara, CA 93103
805.692.6921 Office
www.mnsengineers.com
Local Office
401 Grand Avenue, Suite 200
Oakland, CA 94610
805.692.6921 Corporate
Dispatch
Project Manager
Shawn Kowalewski, PE
Project Manager
805.896.8462 Mobile
skowalewski@
mnsengineers.com
Authorized Signature
Brandon Reyes, PE
Vice President, Transportation
951.532.4510 Mobile
[email protected]
1 Cover Letter
46 2 > PLANNING > ENGINEERING > CONSTRUCTION MANAGEMENT > LAND SURVEYING In summary, you are in good hands with us and we are confident our uniquely experienced and qualified team will provide quality services, ensuring a successful project delivery to meet the City’s expectations and goals. We look forward to working with the City. Please contact me at 951.532.4510 or [email protected] with any questions you may have about our submittal. Thank you for your consideration.

Sincerely,
MNS Engineers, Inc.

Brandon Reyes, PE
Vice President, Transportation
47 SECTION 1. Project Team 3
1 Section 1. Project Team
Professional and Qualified Team
The key to a successful project is a highly qualified and well-managed team. We offer the City a cohesive, talented team of licensed and certified professionals and support staff. We work with the following key objectives in mind— quality service and project deliverables, time and budget efficiency, adherence to quality assurance standards, constant communication, and application of technical and practical expertise. This section summarizes proposed key staff experience and qualifications. MNS understands the project manager will remain for the duration of the project.

Full resumes for all team members are in Appendix A.

Organization Chart

TEAM RESOURCES
Bridge & Structures
Kyle Turner, PE
Chad Harden, PE, SE
Lead Engineers
Hector Salcedo, PE
Tony Salas
Senior Engineers
Natalia Bijak, PE
Charlotte Wu, PE, ENV SP, STP
Caltrain Coordinator
Michael Chan, PE
Constructability Review
James Wilcenski, PE
Thom Fresquez, PE
Grant Writing and Funding
Administration
Greg Jaquez, PE
Environmental Planning
Peter Minegar, AICP
Debra Einstein Leight
Surveying
Shane Sobecki, PLS, EIT
Chris Vandrey, PLS, CFedS
Cultural Resources
Albion Environmental, Inc.

Aerial Mapping and Imagery
Central Coast Aerial Mapping
MNS ENGINEERS, INC.

Project Manager
Shawn Kowalewski, PE
Principal-in-Charge
Brandon Reyes, PE
LEGEND
MNS
KEY
48 4 SECTION 1. Project Team
Key Team Members
Our team members are not just experts, they are
also excellent communicators. We know keeping you
informed at every step of the way is vital to the success of our projects.

Shawn Kowalewski, PE Yrs. Exp. 30
Role Project Manager
License/
Certifications Professional Civil Engineer, CA No. 59539 Education • BS, Civil Engineering, Syracuse
University, NY
Mr. Kowalewski is a multi-skilled
Principal Engineer with a broad range of
experience in engineering analysis and
design as well as construction
management and inspection of a variety of public
infrastructure projects. At MNS, Shawn’s responsibilities include civil engineering project management, quality
assurance/quality control, structural design and
analysis, contract administration, cost estimating and
tracking, plan and specification review, and report
preparation.

Contributing to the success of your project.

Shawn has over 30 years of transportation
design experience. He recently completed the
award-winning Santa Claus Lane Bikeway project. He
enjoys working on these types of multi-modal
transportation projects. Shawn will serve as the main
point-of-contact with the City and oversee all work.

Kyle Turner, PE Yrs. Exp. 20
Role Structures Lead
License/
Certifications
Professional Civil Engineer, CA No. 86211;
FHWA NHI Certified Bridge Inspection
Team Leader
Education • MS, Structural Engineering, University of
California, San Diego, CA
• BS, History, United States Naval
Academy, Annapolis, MD
With 20 years of professional
experience, Mr. Turner leads the MNS
Bridge and Structures Practice. He is a
proven strategic and technical leader.

Having served in leadership roles across industries, he understands the importance of teamwork. Kyle has
produced and led design for bridges throughout
California and some of the most complex bridges in the
world. He understands the key to tackling big technical challenges is to maintain focus on the fundamentals. At MNS, our Bridge and Structures Practice is dedicated to developing complete engineers. A complete engineer is
technically competent, understands project challenges
beyond their task, communicates effectively, is open to ideas, and is decisive. Complete engineers lead teams
that deliver quality products on-time and on-budget in
service to our clients and communities.

Contributing to the success of your project.

Kyle will be responsible for developing
structural alternatives and associated impacts
based on his experience working on design of both rail
and pedestrian crossings.

Michael Chan, PE Yrs. Exp. 41
Role Caltrain Coordinator
License/
Certifications Professional Civil Engineer, CA No. 40575 Education • BS, Civil Engineering, University of
California, Berkeley, CA
Mr. Chan has over 40 years of
experience in the management of
design, construction, operational
support, and third-party oversight
activities for highway, bridge, rail, and other
transportation projects. Michael has been involved in the construction of over 80 projects ranging in value from
$40K to $900M. These contracts have included new
alignments, retrofits of freeways, widenings, interchange modifications, roadbed maintenance, slide repairs,
landscaping, safety improvements, traffic signal
improvements, Caltrain station improvements, highway
grade crossings upgrades, new track and signal
improvements, replacement and seismic retrofit of
railroad bridges, grade separations, and rehabilitation of existing track infrastructure.
49 SECTION 1. Project Team 5
Contributing to the success of your project.

Michael possesses extensive expertise with
Caltrain, the Peninsula Corridor Joint Powers
Board (PCJPB), and the associated rail corridor. He will advise the team on Caltrain’s institutional requirements and procedural intricacies to ensure alignment with
agency standards and expectations.

James Wilcenski, PE Yrs. Exp. 36
Role Constructability Review
License/
Certifications Professional Civil Engineer, CA No. 49874 Education • BS, Civil Engineering, University of
California, Davis, CA
Mr. Wilcenski has broad construction
management and bridge engineering
experience, including new construction
and seismic retrofit of concrete and
steel bridges (highway, pedestrian, railroad, and utility pipelines). James is also experienced with new
construction, remodel, and modernization of public
works, residential, and light commercial structures such as parking structures and buildings. He has provided
construction management for several structures
projects within the railroad right-of-way (R/W) and
projects built directly for rail agencies including Bay Area Rapid Transit (BART), Peninsula Corridor Joint Powers
Board (PCJPB) and Union Pacific Railroad (UPRR). James
has extensive experience in constructability review of
plans and specifications, construction dispute and
claims analysis and resolution, and critical path method (CPM) scheduling. Formerly a Senior Bridge Construction Engineer for Caltrans District 4, James also successfully completed a wide range of projects during his tenure.

Contributing to the success of your project.

Leveraging his recent experience with Caltrain
and 36 years of expertise as a construction
manager, James will conduct a comprehensive
constructability review of the project, with a particular emphasis on value engineering to optimize design
efficiency and cost-effectiveness.

Greg Jaquez, PE Yrs. Exp. 38
Role Grant Funding Lead
License/
Certifications Professional Civil Engineer, CA No. 68182 Education • BS, Civil Engineering, University of
California, Berkeley, CA
Mr. Jaquez specializes in public works
staff augmentation, infrastructure
project management, and grant writing.

Greg’s additional experience includes
transportation planning, bikeway and pedestrian facility planning and project management, public infrastructure
coordination with railroads, traffic engineering and
community traffic calming, stormwater management
planning, water resources policy, legislative
management, grants management, and federal
advocacy. He is also the founder of the Los Angeles
County Flood Control District’s first ever study on climate change effects in partnership with the Bureau of
Reclamation, the Los Angeles Basin Stormwater
Conservation Study.

Contributing to the success of your project.

Greg will research and identify grant
opportunities and develop strategies to
position the project competitively for external funding.

Subconsultant Team
MNS has supplemented our in-house expertise with the
addition of the following highly qualified subconsultants.

Albion Environmental, Inc.

Role Cultural Resources
Project Office 3563 Sueldo Street, Suite P
San Luis Obispo, California 93401
Contact Sarah Nicchitta, MA
805.592.2222
[email protected]
Incorporated in 1997, Albion
Environmental, Inc. (Albion) is a
C-Corporation and registered as a public works
contractor (DIR No. 1000015675), USDOT Certified
Disadvantaged Business Enterprise (DBE) through the
Santa Clara Valley Transportation Authority (CUCP
50 6 SECTION 1. Project Team
50805), a California Certified Micro/Small Business, and a certified Women Business Enterprise (WBE) through the Supplier Clearinghouse for the Utility Supplier Diversity Program of the California Public Utilities Commission
(VON 22000095). Albion has grown over the past 25
years from a core group of three senior scientists to a firm of 25+ professionals and support staff. They provide high-quality archaeological services, specializing in
cultural resource inventories and assessments, impact
analyses and mitigation planning, data recovery,
construction monitoring, reporting, public interpretation, and compliance monitoring, along with Native American
and project stakeholder consultation. Albion has
experience in all phases of state and federal regulatory compliance including the California Environmental
Quality Act (CEQA), the National Environmental Policy Act (NEPA), the Native American Graves Protection and
Repatriation Act (NAGPRA), Section 106 and 110 of the
National Historic Preservation Act (NHPA), and Assembly Bill 52 (AB 52).

With offices in San Luis Obispo and Santa Cruz, Albion
enjoys working closely with clients to provide highquality and cost-effective strategies for cultural resource management and technical analyses. Albion has
conducted environmental services throughout California
including the following counties: San Luis Obispo, Santa Clara, San Mateo, San Francisco, Contra Costa, Alameda, Monterey, San Benito, Santa Cruz, Santa Barbara, Shasta, Kern, Kings, Inyo, and Tulare.

Central Coast Aerial Mapping
Role Aerial Mapping and Imagery
Project Office 710 Fiero Lane No. 24
San Luis Obispo, CA 93401
Contact Robert Lafica, ASPRS Certified
Photogrammetrist
805.543.4307
[email protected]
CCAM specializes in high quality
topographic mapping and
seamless color digital
orthophotos. The company has over 35 years of
experience in the field of photogrammetry and was
founded in 1977 by Carlos Arriagada, a Certified
Photogrammetrist. In 1995, the San Luis Obispo office
began operation under the supervision of Robert Lafica, a Certified Photogrammetrist by the American Society
for Photogrammetryand Remote Sensing.

CCAM remains on the cutting edge of computer
mapping technology and offers seamless color digital
orthophotos and 3D Digital Terrain Modeling (DTM). The
company maintains fully computerized facilities and
the latest stereo softcopy compilation technology and
equipment. CCAM provides in-house analytical bridging
for any type of project: from strip mapping to block
adjustment to Airborne GPS and can produce digitized
translation into any engineering program. Services
include:
• Digital Photogrammetry
• Digital Terrain Model (DTM)
• Autocad/Microstations
• Seamless Color Orthophotos
• Aerotriangulation
• Photogrammetric Scanning
• Civil 3D Surface Format
• Aerial Photography
• Airborne GPS (ABGPS)
CCAM performs photogrammetric mapping, analytical
bridging, and digital orthophotography in-house. The inhouse photogrammetric scanner provides the highest precision and resolution for mapping and orthophotos.

The company is Caltrans-certified and performs
numerous projects for the State of California. During
the course of CCAM’s operations, the firm has had the
opportunity to work with numerous State, County, and
City agencies including the LA County Transportation
Commission, LA Metro Rail, and the Counties of San
Luis Obispo, Santa Barbara, and Ventura. The firm
complies with map accuracy standards as set forth
by the American Society for Photogrammetry and
Remote Sensing under the supervision of Robert Lafica, a Certified Photogrammetrist.
51 SECTION 2. Experience 7
2 Section 2. Experience
Firm Background
Established in 1962 as a C-Corporation, MNS provides
quality infrastructure consulting services to the
transportation, water resources, and government
service markets. Specializing in the core services of
engineering, construction management, planning, and
land surveying, MNS' reputation has been built on clear and direct communication and quality services. We
understand the technical, environmental, and regulatory aspects required for this contract.

Engineering Expertise
Our engineering approach is unique in the way
we incorporate expertise from our other core
services—planning, land surveying and construction
management—into our engineering products. We
use in-house experts to develop concise plans
and specifications to minimize changes during the
construction phase. The MNS team always includes
construction staff to review the Design Engineer’s
product from the contractor’s and Construction
Manager’s points of view. MNS is experienced in the
following areas:

Planning. Preparation of early planning documents such
as advance planning studies (APS); project study reports (PSRs); project reports; preliminary design reports (PDR); traffic and parking studies; structure type selection
(STS) reports; and public outreach presentations
and exhibits to the major project stakeholders and
community groups. The planning effort for this project is not as intense as these formal Caltrans processes, but
we attack each planning and conceptual design task
the same way—with the goal to accurately identify the
opportunities and constraints and create a pragmatic
design that balances the technical needs with the
community expectations.

Environmental Documents. Most projects require
environmental review prior to full development. Our
experience with environmentally sensitive and culturally significant projects enables us to effectively guide this process. Our environmental team does not expect this
project to qualify for a CEQA Categorical Exemption or
NEPA Categorical Exclusion.

Design. Preparation of construction documents is our
strength. We develop our transportation projects per
Caltrans, Federal Highway Administration (FHWA),
Manual of Uniform Traffic Control Devices (MUTCD),
Greenbook, American Association of State Highway
and Transportation Officials (AASHTO), Americans with
Disabilities Act (ADA), Public R/W Access Guidelines
(PROWAG), National Association of City Transportation
Officials (NACTO) and City design standards, guidelines, and specifications. The actual work product—typically
plans, specifications, and estimated (PS&E)—will be
compatible with the City’s standards and contract
boilerplate.
52 8 SECTION 2. Experience
Internally, MNS offers a wide range of professional design capabilities including:
• Transportation and traffic engineering
• Traffic signal and lighting design
• Drainage design and green infrastructure
• Complete street design and multi-modal
• Maintenance of traffic (traffic control and staging)
Value Analysis. We develop innovative strategies to
optimize cost and schedule efficiency by reducing
custom fabrication and skilled labor demands.

Constructability. Our in-house construction
management team will review our work product for
constructability. This ensures project constructability is considered and incorporated early and throughout
project development. Our plans and specifications are
clear and concise. We understand how projects are
constructed and work to create plans and specifications that increase construction productivity while minimizing costs and remaining on schedule.

External Grant Funding. MNS has successfully delivered
numerous public works projects involving external
funding. Federal and State funding requires a project to be designed and administrated per Chapters 10 through
15 of the Caltrans Local Assistance Procedures Manual
(LAPM). Regional and local funding sources have their
own, often similar, requirements. This project includes an Alameda County Transportation Commission (ACTC)
Measure BB grant. We understand the importance of
having detailed and accurate contract administration
for the agency to receive 100% reimbursement.
53 SECTION 2. Experience 9
Demonstrated Project Success. As every project has unique challenges in addition to routine tasks, the MNS project team identified the most critical project elements that must be managed effectively from the onset to deliver a successful project. Our team has had extensive experience with these elements and similar challenges on previous projects. Our lessons learned from our prior projects will benefit the O’Neill Avenue Railroad Undercrossing Feasibility Study Project. Table 1 demonstrates our proposed team's extensive experience on similar previous MNS projects and offers assurance of our proven ability to successfully deliver the City's project.

PROJECT ELEMENTS
Caltrans CoordinationUPRR CoordinationFeasibility StudyStructure DesignPedestrian Facility

PROJECT TITLE/OWNER

REFERENCE PROJECTS
Santa Barbara County Association of Governments (SBCAG) Santa Claus Lane Class I Bike Path
Caltrain - PCJPB
On-Call Construction Management Services
City of Beaumont
Pennsylvania Avenue Underpass
City of San Leandro
Cary-Haas Pedestrian Bridge
San Bernardino County Transportation Authority (SBCTA)
Interstate 15 Freight Corridor
City of Emeryville
On-Call Construction Management, City Engineer Support, and Engineering Design Consultant Services
TABLE 1
Project Experience Summary
54 10 SECTION 2. Experience
Relevant Project Experience
Our team’s relevant project examples are included
below. References for the three most applicable projects are included in Section 5.

Santa Claus Lane Class I Bike Path
Client Santa Barbara County Association of
Governments (SBCAG)
Contact
Fred Luna, Director of Project Delivery
and Construction
805.961.8926 | [email protected]
Dates 2013–2023
Key Team
Members
Involved
Shawn Kowalewski, PE
The new 0.8 mile, Class I bikeway and multipurpose
path connects Santa Claus Lane to Carpinteria Avenue
and provides a crucial link as part of the California
Coastal Trail network. The $12.5M concrete bike path
runs adjacent to the southbound lanes of US 101 between Estero Street near the Carpinteria Avenue off-ramp
in the City of Carpinteria and Sand Point Road in the
County. It is located on the beach side of US 101 between the freeway and the railroad tracks. This bike path also meets a US 101 High-Occupancy Vehicle (HOV) project
requirement.

Pedestrians and bicyclists can now walk and ride
between the City of Carpinteria and Santa Claus Lane, a popular beach and local business area in the County of
Santa Barbara.

In addition to providing a critical link for bicyclists and pedestrians, other wheeled vehicles such as scooters
and skateboards are able to make the journey from
Carpinteria to Santa Claus Lane and back. Biking
groups said they are happy to see the transportation
connection and especially the commitment to make a
safe route through the area.

Improvements were also made to the intersection of
Estero Street and Carpinteria Avenue with updates for
the multipurpose path connections and crosswalks.

A new vehicular turnaround was built at the northern
terminus of the bike path to improve access to the
bikeway and to provide a safe and legal location for
Santa Claus Lane traffic to turn around without entering the freeway. This feature was brought into the bike path project early due to the close coordination needed with Caltrans for construction, and to reduce construction
and traffic impacts during construction.

SBCAG led the project with extensive collaboration and
multi-jurisdictional coordination with many stakeholders including Caltrans, County of Santa Barbara, City of
Carpinteria, State of California, UPRR, Land Trust for
Santa Barbara County, California Coastal Commission,
California Department of Fish and Wildlife, and Army
Corp of Engineers.

MNS provided project management, transportation
engineering, development of alternatives, alternatives
analysis, project report, and design standard decision
document (DSDD), traffic safety system guidance (TSSG)
exception approval, intersection control evaluation
(ICE) and many other design documents to support the
project. MNS also provided survey services.

Relevance to your project. The Santa Claus
Lane Bike Path was constructed within State
R/W (US 101), directly adjacent to the UPRR.

To facilitate coordination and expedite the approval
process, the project team designed key components
with UPRR interface considerations in mind. A critical
element of the design was a 12-foot-high sheet pile
retaining wall constructed along the R/W boundary.

This solution eliminated the need for temporary access
rights; however, it remained subject to review by UPRR
Engineering to assess potential impacts on railroad
operations during both construction and long-term
maintenance.
55 SECTION 2. Experience 11
On-Call Construction Management Services
Client Caltrain – PCJPB
Contact Alice Cho, Manager of Procurement
650.508.6442 | [email protected]
Dates 2019–current
Key Team
Members
Involved
Michael Chan, PE
Relevance to your project. MNS has prior
experience working with Caltrain, primarily in
a construction management capacity. While
this contract focused on construction oversight, the
current feasibility study demands a comprehensive
understanding of Caltrain’s expectations, technical
standards, and procedural requirements, as well as
deep expertise in constructability and rail-adjacent
infrastructure development.

On-call construction management services are needed
to support the Joint Power Board (JPB)’s Capital Program Construction Projects. Professional services to be
provided may include, but are not limited to construction management, quality assurance, drawing review and
management, estimating, scheduling, test engineer/
material testing, project controls, construction change order management, claim avoidance and mitigation,
and project closeout. Projects for this on-call contract include:

Marin and Napoleon Street Bridges Replacement. This
$8.8M project provides construction management for
the Marin and Napoleon Street Bridge Replacement
Project.

The bridges are located near the base of Islais Creek,
under Interstate 280, in San Francisco’s Bayview
neighborhood. The Napoleon Street Bridge will need
to be fully replaced for safety and structural integrity purposes, whereas minor safety improvements will be
made to the Marin Street Bridge. Additional track work
will occur from Cesar Chavez to Jerrold Street.

The Marin Street Bridge needs concrete crack and
spall repairs, replacement of deficient walkway, and
restoration of eroded slopes. The project objective is to improve safety and security, maintain the bridge at a
state of good repair, and improve worker safety.

The work at the Napoleon Street bridge entails concrete crack and spall repairs, removal of four short bridge
spans not located over box culvert and replacement
with earth berm, replacement of the main span steel
girders and timber decking with new steel girders to
address timber fire damage and long-term steel fatigue
concern and converting main span piers to abutments
by adding micro piles and new wing walls. The scope
will also include track replacement at Napoleon Bridge, weekend shut-down/bus-bridge program.

Constructability Review and Construction
Management for Bayshore Station Painting. This project
will repaint the existing pedestrian steel overpass at the Caltrain Bayshore station.

South San Francisco Station and 25th Avenue Grade
Separation Project Assessments. MNS staff was brought
on to provide independent assessments of these two
ongoing Caltrain construction projects.
25th Avenue Grade Separation. MNS provided personnel
to act as the construction manager for this project
to provide support to the project manager and to
provide guidance and recommendations for the project
construction management staff.

Bayshore Station Repainting Project. MNS provided
constructability review and construction management
services for this $1.3M project.
56 12 SECTION 2. Experience
Pennsylvania Avenue Underpass
Client City of Beaumont
Contact Dustin Christensen, PE, Principal Engineer
951.572.3192 | [email protected]
Dates 2024–current
Key Team
Members
Involved
Kyle Turner, PE; Brandon Reyes, PE
Relevance to your project. This project involves
a Railroad Grade Separation (undercrossing)
providing a railroad bridge at existing grade
and a road depressed beneath the tracks using topdown construction techniques. Our role involves leading coordination with UPRR, Caltrans, CPUC, the city, and
other partner agencies and stakeholders.

MNS is providing structural engineering guidance and
oversight on behalf of the city to the project consulting engineers. Their role includes supporting the design
of the UPRR grade separation bridge, as well as the
Interstate 10 Undercrossing retaining walls. These
retaining walls were critical for supporting excavation activities along existing bridge abutments related to
lowering the Pennsylvania Avenue roadway profile.

Cary-Haas Pedestrian Bridge
Client City of San Leandro
Contact Jayson Imai, PE, QSD/QSP, City Engineer
510.577.3431 | [email protected]
Dates 2024–current
Key Team
Members
Involved
Kyle Turner, PE; Shawn Kowalewski, PE; James
Wilcenski, PE
Relevance to your project. This project
involves a pedestrian facility in an urban
Bay Area environment that incorporated a
feasibility analysis.

MNS provided feasibility analysis comparing one
alignment that would rehabilitate and reuse the existing abutments and another alignment that would construct
new abutments. The analysis considered environmental
and permitting, R/W constraints, cost, structure types, and public interest.

Interstate 15 Corridor Freight
and Express Lanes
Client SBCTA
Contact Sal Chavez, PE, Project Delivery Manager
909.884.8276 | [email protected]
Dates 2021–2024
Key Team
Members
Involved
Kyle Turner, PE; Brandon Reyes, PE
Relevance to your project. This 10-lane mile
project added express lanes along the freeway
median. The improvements encompassed all
core cross-disciplinary engineering elements typical
of a major highway infrastructure project, including
multiple undercrossings and three bridges spanning
the UPRR R/W. These components necessitated
construction activities within the UPRR R/W and required extensive coordination with the railroad. A comparable
level of technical coordination and procedural
understanding will be essential for the current project.

Additionally, the previous project was subject to
Caltrans oversight and involved R/W acquisition,
further demonstrating the team’s capability to manage
complex, multi-agency interfaces.

Brandon managed the daily operations of the contract
to ensure successful project delivery with SBCTA. His role involved direct communication with Caltrans District 8, Riverside County Transportation Commission (RCTC),
and various rail authorities. He was responsible for
57 SECTION 2. Experience 13
selecting and assigning staff, reviewing invoices from
subconsultants, handling invoices and progress reports
for SBCTA, and overseeing all project performance
related to schedule and budget. Brandon led a team
of over 50 engineers across multiple design disciplines during the traditional PS&E delivery phase, including
roadway, traffic, drainage, landscape, maintenance of
traffic (MOT), intelligent transportation systems (ITS), electrical, structures, and broadband.

Serving as lead bridge engineer, Kyle developed
type selection reports along with final design plans,
calculations, special provisions, and estimates for
widening and retrofitting four Interstate 15 undercrossing bridges. This work also included over 13,000 linear feet of retaining walls as well as all overhead signs and toll gantries throughout the corridor to accommodate new
express lanes. Kyle was also the Design Engineer for
the two-span Interstate 15/State Route 60 separation
bridge widenings (SB: 56-0691 L; NB: 56-0691 R). Bridges under his management included the single-span
Riverside Avenue undercrossing median-connecting
bridge widening (56-0693 R/L) as well as the twospan Interstate 15/State Route 66 Separation medianconnecting bridge widening and seismic retrofit (54- 0922 R/L). Chad led efforts on project-wide structure
special provisions and prepared structure engineer’s
estimates. Services provided prior to joining MNS.

On-Call Construction Management, City
Engineer Support, and Engineering Design
Consultant Services
Client City of Emeryville
Contact Mohamed Alaoui, PE, TE, Public Works Director
510.596.4300 | [email protected]
Dates 2024–current
Key Team
Members
Involved
Shawn Kowalewski, PE
Relevance to your project. This award-winning
project exemplifies MNS’ ability to navigate
complex rail requirements within an active
corridor, ensuring that all project activities consistently adhered to agency expectations and operational
constraints.

MNS is actively providing on-call professional services in support of numerous infrastructure projects for the
city. The work encompasses tasks such as construction
management and oversight in compliance with Caltrans
procedures, plan development and review for capital
improvement projects, engineering design for civil
projects including paving and active transportation
facilities. Additionally, MNS is providing support in
regulatory compliance, risk mitigation, and coordination with utility companies and outside agencies to ensure
successful project execution. To date, projects have
included:

Sustainable Streetscapes 2024 Project. This $5M project includes traditional street maintenance activities with the implementation of the city’s transit, bicycle, and
pedestrian improvement plans.

Marina Park and Powell Street Lighting. This $1M project includes the reconstruction of the existing street light system on Powell Street from Frontage Road to the
cul-de-sac at the Marina. The project also includes the reconstruction of the existing pedestrian lighting system at Marina Park. The street light poles on Powell Street will be replaced with a similar style head pole and LED fixture including new foundation, conduit, wiring, and metered
service pedestal to save on energy. MNS is providing
ongoing construction management and inspection
services.

Sanitary Sewer Rehabilitation Program - CIP Sewer
Spot Repairs. MNS is providing design and construction
management services of the city’s sanitary sewer
mains and manholes as part of their annual sewer
rehabilitation program. The City of Emeryville, along
with other East Bay jurisdictions, is under a Stipulated Order with the EPA to improve its sanitary sewer
collection system to reduce infiltration and inflow during 58 14 SECTION 2. Experience
wet weather. MNS is providing ongoing project and
construction management services in compliance with
the EPA’s order.

Hollis Street Transit and Pedestrian Improvements.

MNS is providing land surveying and design services
along the Hollis Street corridor between 40th and Powell Street. The project removed a channelized right-turn
lane and required traffic signal modification. The design consists of removing two existing signal poles, installing new signal poles and push button posts, and confirming
ADA compliance of pedestrian push button locations.

Additional elements include bicycle and pedestrian
improvements such as bulbout sidewalks, bus pads,
dedicated loading areas to improve transit safety and
efficiency, and pavement and utility upgrades.

Additional task orders for this on-call contract include:
• Shellmound Bridge over Temescal Creek. MNS
provided plan check services associated with new
development.
• Sherwin Williams Traffic Calming. MNS is providing
construction management and inspection services
associated with new development.
• Bay Street Cycletrack. MNS is providing construction
management and inspection services associated with
new development.
• BMR Off-Site Improvements. MNS is providing
construction management and inspection services
associated with new development.
• Shellmound Street, Doyle Street and Adeline Street
Class IV Bikeways. MNS provided transportation
engineering services from conceptual design and final
plans for new Class IV Separated Bikeways on these
three streets.
59 SECTION 3. Approach 15
3 Section 3. Approach
Project Understanding
Adopted on November 14, 2017, the Belmont Village
Specific Plan (BVSP)—in conjunction with the 2035
General Plan—establishes a comprehensive vision for
future growth in the core of Belmont. These plans provide a strategic framework to:
• Guide thoughtful development;
• Enhance public spaces; and
• Strengthen community identity and social
connectivity.

By focusing on placemaking, mobility, and a vibrant
mixed-use environment, the plans aim to transform the
heart of Belmont into a dynamic, walkable, and inclusive urban village.

A key recommendation of the BVSP is the construction
of a grade-separated pedestrian and bicycle
undercrossing at the Caltrain railroad tracks, known
as the O’Neill Avenue Railroad Undercrossing
(Undercrossing). This facility will provide a safe and
direct connection to the El Camino Real Bike/Pedestrian Way along Old County Road, significantly improving
east-west connectivity for non-motorized users.

The Undercrossing will help overcome a major barrier by linking the east and west sides of Belmont Village, while also enhancing access between two key areas identified
for economic development and land use intensification:
the Belmont Village Center and the Harbor Industrial
Area (HIA).

Belmont Village Specific Plan – Draft Circulation Plan
O’Neill Avenue is envisioned as a “Main Street” corridor that supports multi-modal accessibility and a vibrant
public realm. Planned improvements include wide
sidewalks, on-street parking, and one travel lane in each direction, establishing a walkable, pedestrian-friendly 60 16 SECTION 3. Approach
environment that encourages community activity and
supports local businesses.

Upon completion, the O’Neill Avenue Railroad
Undercrossing will serve as the southern link in
the Belmont Village Loop, providing an important
alternative to Ralston Avenue for local circulation. This transformation directly aligns with the BVSP’s broader
goals of enhancing connectivity, reducing vehicle
dependence, and activating Belmont’s civic core.

Belmont General Plan - Mobility Element
O’Neill Avenue Railroad Undercrossing
Significant external stakeholders for the Undercrossing project include Caltrain, which operates the active
railroad corridor to be crossed, and Caltrans, which
has jurisdiction over State Route 82 (El Camino Real).

Coordination with both agencies will be critical to the success of the project, particularly regarding R/W
access, design approvals, and construction phasing.

Early engagement with these stakeholders will help
identify potential constraints and streamline the
permitting and review processes.

The City has developed a scope of work for the project
that is clear and appropriate. We agree with this scope and will provide more details on how our team will
accomplish the work efficiently. The scope of work
includes the following tasks:
• Task 1: Project Initiation and Background Review
• Task 2: Existing Conditions and Site Assessment
• Task 3: Caltrans and Caltrain Coordination and Design Criteria
• Task 4: Conceptual Design Alternatives
• Task 5: Drainage and Utility Assessment
• Task 6: Environmental and R/W Screening
• Task 7: Property Impact Assessment
• Task 8: Construction Feasibility Assessment
• Task 9: Planning-Level Cost Estimate
• Task 10: Funding and Implementation Strategy
• Task 11 Stakeholder and Community Engagement
Support
• Task 12: Final Feasibility Report
Besides project funding, our experience tells us that
the critical elements of a project like this will be R/W clearance (construction encroachments, and property
rights acquisitions), and Caltrans and Caltrain process management.

The City of Menlo Park’s Middle Avenue Pedestrian and
Bike Rail Crossing project is a few stages and many
years ahead of the Undercrossing, but it serves as an
excellent resource. We expect to use it as a reference to guide the planning, design approach, and coordination
strategy for this project, drawing on the lessons learned, and best practices established through its development.

Overall, we are uniquely qualified to prepare the
feasibility study due to the broad and complementary
expertise of our in-house team. By conducting much of
the work internally, we maintain greater control over the project’s schedule, quality, and budget. This integrated approach enhances coordination, reduces delays,
and ensures a more efficient and responsive project
delivery—key advantages that set us apart.

Project and Management
Approach
Based on our current understanding and experience with
similar projects near active and busy railroad corridors, our project approach prioritizes:
• Enhancing pedestrian and bicyclist safety;
• Minimizing impacts to private property; and
• Reducing utility conflicts.
61 SECTION 3. Approach 17
To meet these objectives, we have developed the
following project-specific approach to determining the
initial project scoping and the feasibility of the proposed project.

Existing Conditions and Site Assessment
Understanding the “lay of the land”—including prior
work completed in the area—is critical to developing a
focused, well-informed, and comprehensive feasibility
study. Key elements of our approach to establishing a
strong project foundation include:

Comprehensive Site Reconnaissance
We will conduct thorough field investigations to
document existing conditions, identify physical and
operational constraints, and verify the accuracy of
existing data. This will include visual inspections, photo and video documentation, and environmental condition
assessments.

Collection of Existing Data
Our team will gather and review all available data
relevant to the project area, including survey records, utility maps, drainage infrastructure, and R/W information.

Aerial Topographic Mapping
Aerial imagery will be acquired and processed to
develop topographic mapping that will serve as the
base condition for conceptual design. The aerial
survey will collect topographic and visual data in
areas inaccessible by traditional means to ensure
comprehensive site coverage. This approach will
greatly expedite mapping of areas under Caltrans and
Caltrain control by reducing or eliminating the need
for encroachment permits for surveying activities. MNS
can also deploy survey drones, if needed. As an added
benefit, this mapping will be utilized in the future phases of the project as well—this is not “throwaway” work.

Review of Existing Plans and Studies
We will conduct a detailed review of applicable planning documents and technical studies, including the Belmont
Village Specific Plan, Caltrain design guidelines, and any prior transportation/traffic or infrastructure assessments.

Caltrans and Caltrain Coordination
and Design Criteria
Caltrain has established their “Corridor Crossing
Development Guide,” which outlines the technical
requirements, design criteria, and review process for
projects that propose new grade-separated crossings of
its rail corridor. This guide will serve as a critical blueprint for advancing the Undercrossing, ensuring that the
design aligns with Caltrain’s operational standards and safety protocols. Adhering to this guide will facilitate a smoother project delivery process by clarifying
expectations and minimizing design revisions during
agency coordination and permitting.

Caltrain’s process has nine phases. For this initial effort, the City anticipates the selected consultant will prepare a feasibility study under Caltrain’s Phase 1.

Caltrain Corridor Crossing Development Guide
Additionally, Caltrans has well-defined project
development processes that vary based on the
complexity and estimated cost of the project. Given
the nature of this project, it will be subject to the Quality Management Assessment Process (QMAP)—commonly
referred to as Caltrans Oversight—and must comply with
both the Caltrans LAPM and the Project Development
Procedures Manual (PDPM).

Caltrans generally develops projects in four phases:
• Phase 1: Project Initiation Document (PID)
– Project Study Report – Project Development Support
(PSR-PDS) or similar
62 18 SECTION 3. Approach
• Phase 2: Project Approval and Environmental
Documentation (PA&ED)
– Project Report
– Environmental Document (ED)
• Phase 3: Final Engineering
– Plan
– Specifications
– Estimate
• Phase 4: Construction
It is currently unclear whether the City has carried out a Cooperative Agreement with Caltrans or if the PID
phase has been completed. Typically, Caltrans requires
a Cooperative Agreement to be in place before formally
engaging in project development activities. Furthermore, completion of the PID is generally a prerequisite, as it defines the project scope, outlines the development
process, and identifies the anticipated level of Caltrans involvement and support.

We anticipate developing alternatives that might
route this project through any of these three processes described. Any coordination with Caltrans would be at
a high level until a Cooperative Agreement is executed
and/or a QMAP process is selected and approved.

The nature and scope of the anticipated work within
Caltrans R/W (State Route 82/El Camino Real) are
well within our team’s experience. We understand
Caltrans’ processes, expectations, and design criteria, and are well-equipped to meet them—even when their
participation is limited during the early feasibility study phase. Our familiarity with Caltrans procedures allows us to proactively address key requirements and keep the
project moving efficiently through review milestones.

Caltrans Project Development Process Decision Tree
End
Start
Does the project have an approved
environmental document?
Is the project Categorically Exempt by
CEQA and/or NEPA and does not require
additional studies or public outreach?
Does the proposed project involve any of the following:
• R/W conveyances (e.g., dedication, relinquishments, modifications to R/W limits, etc.) • New earth retaining structures that are not in compliance with Caltrans’ Standard Plans • Conduits 60 inches or greater in diameter installed by trenchless methods or tunneling (30 inches or greater in diameter) with a depth of cover less than 15 feet
• High priority utilities or liquid and/or gas lines on or through a bridge • Modifications of Caltrans’ structures
• New permanent stormwater treatment facilities or create 5,000 square feet or more of new non-highway impervious surface or one acre or more of new highway impervious surface
• Known slip/slide prone areas
• Using non-standard agreement templates
• Non-standard roadway design features requiring a Design Standard Decision Document (e.g., lane width, super elevation, etc.) • A California Transportation Commission’s action other than for funding • New or modifications to existing sound walls on bridges • Highway capacity increase or converting the operation nature of highway travel lanes (e.g., converting to High Occupancy Travel or toll lanes, etc.)
Is the project’s design complete (at 100%) and the application package includes all supporting documents/reports?
Are the project’s construction costs within the existing or future state highway R/W $1M or greater?
Complete remaining
design work
Process through the Encroachment
Permits Office Process
End
Is it feasible for the applicant
to submit a complete
application package without
Caltrans’ guidance and can
Caltrans approve or deny
the package within the
statutory 60-day clock?
Process through
the Project Delivery
Quality Management
Assessment Process
Yes
No
Yes
No
Yes
No
Yes
Yes
No
Yes
No
No
63 SECTION 3. Approach 19
Conceptual Design Alternatives
Interestingly, this may prove to be one of the more
straightforward aspects of the project, given the limited number of viable alternatives. We will explore innovative ideas during the concept development phase and we
have already identified several key constraints and
preliminary considerations that will likely shape the
undercrossing design.

Since the electrification of the Caltrain corridor, any option involving an overhead crossing is no longer
feasible. As a result, the only practical alternatives
involve a grade-separated undercrossing.

Per Caltrain’s design requirements, a pedestrian and
bicycle undercrossing must meet the following minimum
criteria:
• A vertical clearance of at least 5 feet from the bottom of the rail ties to the top of the structure;
• An interior height of at least 10 feet at the center and 8 feet minimum along the sidewalls; and
• An interior width of at least 20 feet.

Our initial field observations revealed that the top of the Caltrain embankment wall is approximately 11 feet
above the adjacent parking lot on the west side of the
tracks (the east side was not accessible during this
assessment). The bottom of the rail ties are roughly 2 feet below the top of the wall, leaving an estimated 9 feet of vertical separation between the rail ties and the parking lot surface. Given the required 5-foot clearance below
the rail ties, this places the profile of the travel way path at least 7 feet below the level of the adjacent parking lot. Consequently, all feasible alternatives will require the undercrossing to implement ramps and potentially
stairs to meet accessibility standards. These facilities could possibly require retaining wall structures to support the adjacent buildings and/or Caltrain Mechanically
Stabilized Earth (MSE) walls.

Caltrain Structure Height Above Parking Lot
Further complicating matters, the existing railroad
embankment is constructed using counter-tied MSE
walls. These structures rely on the integrity of the
backfill to maintain their strength. Excavating behind
or removing portions of the MSE walls could present a
stability risk, potentially destabilizing both the wall and the embankment, especially under active rail service.

Therefore, in addition to analyzing the alternative that minimizes excavation and places the undercrossing
no deeper than the Caltrain design criteria allows, the study will also examine a design approach whereby
the undercrossing is placed entirely beneath the
embankment and MSE walls, without disturbing the
existing structural elements.
64 20 SECTION 3. Approach
Minimizing interruption to railroad operations is a key consideration. Structurally, this means utilizing as many precast or prefabricated bridge and wall components
as possible. Accelerated Bridge Construction
(ABC) techniques will also be explored, e.g. Slide-In
Construction whereby the entire bridge is constructed
adjacent to the railroad and slid into place during an
extended maintenance window. There are several
ABC techniques that could be employed at this site.

Superstructure, substructure, and foundation types and
construction methodology will all be explored as part of the alternatives analysis.

We propose to develop two feasible alternatives for the undercrossing structure. Our goal is to produce the most effective, cost-efficient, practical, and constructible solution for the undercrossing considering all the
known variables related to engineering, environmental,
permitting, and R/W. At this stage, the primary
differentiating factors between alternatives are expected to include:
• Location and potential R/W requirements.
• Structure type and architectural treatment.
• Ramp and stair alignment, including access design for pedestrians and cyclists.
• Strategies to minimize utility conflicts and address
drainage challenges.

These factors will guide the concept development and
alternative evaluation process, forming the foundation
for a feasible and constructible solution.

Drainage and Utility Assessment
Our in-house team will assess the impact of drainage
and utilities on the project.

Drainage
We recognize that drainage will be a critical component of the project design, particularly given the site’s location entirely within a FEMA 500-year floodplain and adjacent to a 100-year floodplain. Notably, the 100-year floodplain in this area has been studied in detail, and Base Flood Elevations (BFEs) have been established, which will
inform both hydraulic design and risk assessment.

Our team brings direct, relevant experience to this issue.

We are currently providing construction management
services for a nearby Caltrain storm drain pump
station, giving us firsthand knowledge of the drainage
challenges in the area. This insight will help us anticipate and address potential flood risks during both the design and construction phases.

The elevation of the proposed undercrossing relative
to its surroundings will be a key factor in the drainage strategy. The lower the undercrossing lies, the greater the risk of periodic flooding or the potential need for an active drainage system, such as pump infrastructure.

Our team will thoroughly evaluate drainage options—
including passive and active systems—to ensure longterm operational reliability and regulatory compliance.

The City currently operates two pump stations—one at
the Old County Road and Ralston Avenue—and is aware
of the potential technical challenges regarding drainage in this area.

FEMA Flood Mapping
Project Location
Under the San Francisco Bay Region Municipal Regional
Stormwater NPDES Permit—of which Belmont is a
participant through the San Mateo Countywide Water
Pollution Prevention Program—public projects that
reconstruct one acre or more of impervious surface
are required to incorporate Green Infrastructure (GI)
to the maximum extent practicable. The extent of this
requirement will depend on the final project concept and the amount of impervious surface replaced. However,
based on our experience, many agencies choose to
incorporate GI features, such as bioretention areas in
the parkway, even when not strictly required. We will
65 SECTION 3. Approach 21
coordinate with the City to assess feasibility and identify appropriate locations for such elements.

Utilities
Understanding the location and type of existing utilities within the project limits is essential for evaluating design alternatives and identifying potential risks. Leveraging our in-depth knowledge of local utility providers, MNS will initiate coordination by using Underground Service Alert (USA) Engineering Support to identify all utility owners within the project footprint.

We will collect all available utility data and overlay
it onto the topographic base map to identify and
document existing utility infrastructure. A preliminary utility base map will be prepared and distributed to
utility owners for verification. As part of this verification process, MNS will request additional records—such
as as-built drawings, utility atlas sheets, and facility function documentation—from utility owners.

The verified utility base map will incorporate the
best available data, including field markings (USA),
interpretation of record documents, and potholing data
where applicable. This comprehensive map will serve as
a foundation for evaluating potential utility conflicts and informing the design process.

To support risk management and decision-making, our
team will prepare a Drainage and Utility Assessment
Memorandum summarizing our findings and
documenting the potential impacts and associated
project risks related to existing drainage and utility
infrastructure.

Fiber Optic Utility Witness Post at Caltrain Structure
Environmental and R/W Screening
MNS will prepare an Environmental and Permitting Memo
describing the environmental constraints of up to three pedestrian undercrossing alternatives developed as part of Phase I of the project. A constraints-level screening analysis of pedestrian undercrossing alternatives would involve evaluating different concepts for providing safe and efficient pedestrian undercrossing under O’Neill
Avenue. This analysis would consider factors like safety, mobility, and community impact, in addition to various
environmental impacts, like biological resources,
cultural resources, land use, noise, air quality, and other environmental impacts completed at a constraints level
for the R/W needed for a proposed underpass. Our team
will summarize anticipated impacts for each alternative by reviewing key environmental resource topics and
comparing any differentiators among the alternatives to help the City select the most suitable solution for project implementation in later phases. We will also summarize
any permitting requirements and our findings in the
Environmental and Permitting Memo. Compliance with
CEQA and NEPA will not be included during this phase of the project.

Biological Resources
MNS will conduct an evaluation of potential biological
and environmental impacts. In particular, potential
for impacts to nearby Belmont Creek will be assessed.

Potential impacts to nesting migratory birds and
species of special concern will be assessed. All specialstatus species tracked by the California Department of Fish and Wildlife, the California Native Plant Society, and the US Fish and Wildlife Service and identified as
having occurred within the nine USGS 7.5-minute quads
including and surrounding the project area will be
assessed for their potential to occur within the project site. MNS will provide an assessment of risks to any
special-status species or features, outline strategies
to avoid or mitigate the risks of impacts, and identify a permitting pathway for the project with respect to
biological resource impacts. MNS would provide this
assessment, avoidance and mitigation strategies, and
permitting pathways in a memo-style report.
66 22 SECTION 3. Approach
Cultural Resources
We have included Albion to provide a high-level
cultural resources records search to identify any cultural resources within the project area. They will conduct a
review if existing archaeological records within the within

0.5-mile of the project area and will provide a memo of their findings.

Preliminary R/W Impact Exhibit
Our surveying team will prepare a R/W exhibit
incorporating recorded parcel boundaries and R/W
data. In close collaboration with our engineering team, they will analyze this information to identify optimal
alignments and configurations for project elements that minimize impacts to private and public properties. The
outcomes of this coordination will directly inform the
development of conceptual design alternatives and will
be clearly depicted on the R/W impact exhibits.

Property Impact Assessment
Analyzing and assessing the potential impacts on
properties adjacent to the project site will require a
multidisciplinary approach. MNS brings together a
team of transportation engineers, structural engineers, construction managers, and land surveyors, each
contributing specialized expertise to ensure a
comprehensive evaluation:

Transportation Engineers will develop the design
alignment, vertical profile, and cross-sectional geometry.

Their work establishes the spatial footprint of the project and identifies areas where the proposed improvements
may interface with private property.

Structural Engineers will design the undercrossing and
associated structures. In addition to the structural design itself, they will assess how construction activities could affect nearby land, buildings, and infrastructure. This includes evaluating settlement risks, vibration impacts, and lateral loading on adjacent properties.

Construction Managers will analyze potential
construction methods and assess the associated risks.

Their real-world construction experience enables them
to recommend alternative methods or sequencing
strategies that can reduce risks and minimize disruption to adjacent properties. They often bring forward
innovative solutions to mitigate temporary or permanent impacts during construction.

Land Surveyors will quantify the permanent R/W
acquisitions and temporary easements, as well as the
estimated costs associated with them.

Our property impact assessment will compile and
distill the input from these teams into a clear, concise, and actionable summary that identifies potential
impacts, recommended mitigation measures, and
associated R/W requirements. This assessment will
support informed decision-making by the City and help
streamline coordination with property owners, regulatory agencies, and other stakeholders. It will also serve as a foundational document for environmental review, design
refinement, and cost estimation.

Construction Feasibility Assessment
Our construction team brings extensive experience in
performing constructability reviews and will conduct
a comprehensive evaluation of the developed
alternatives to assess their construction feasibility. The proposed staff have a proven track record in managing
construction projects involving both undercrossings and overcrossings of railroad R/W, including those of UPRR, BART, and Caltrain.

Over the past 20 years, they have provided
construction management services on numerous
rail grade crossing projects, demonstrating their
ability to navigate the complexities of working in
rail-adjacent environments.

Specifically, our team has direct experience with
Caltrain, having served under its On-Call Construction
Management contract. As a result, they are not only wellversed in general construction methodologies, but also intimately familiar with Caltrain’s operational constraints and procedural requirements. For instance, Caltrain does not permit construction activities beneath active rail lines during operating hours. However, construction may be
allowed during non-revenue service windows, typically
overnight when trains are not in operation.

Our constructability review process will begin with a
comprehensive collection and analysis of all available
67 SECTION 3. Approach 23
project documentation. This will be followed by an indepth site investigation to verify that existing conditions and utility information are accurately represented in the design documents. The field investigation will also help identify potential conflicts not currently depicted in the plans.

Throughout the review, we will focus on identifying
potential coordination challenges, missing design
details, and constructability constraints. Field
reconnaissance will play a critical role in validating
site conditions and ensuring their consistency with
the project documentation. Upon completion of the
review, we will produce a detailed report outlining the construction feasibility of each alternative. Based on
our extensive experience with Caltrain, we anticipate
that the most significant constraint will be the feasibility of executing the work within Caltrain’s stringent track shutdown requirements.

The Caltrain non-revenue windows when trains are not
operating is very short. Typically, construction can only be performed when the tracks are shut down during
non-revenue hours. Based on the current Caltrain
schedule effective January 27, 2025, the last northbound train arrives at the Belmont Station at 1:39 a.m. while the last southbound train arrives at the Belmont station at 12:41 a.m. So, the tracks cannot be shut down until
after 1:39 a.m. The first northbound train in the morning arrives at the Belmont Station at 5:24 a.m. while the first southbound train arrives at Belmont at 7:01 a.m. This
means an approximate shutdown duration of less than
four hours. However, JPB typically requires the tracks
to be re-opened approximately 30 minutes before the
arrival of the first train in the morning. This means the actual work window will likely be less than 3.5 hours.

During the weekend, the last northbound train
arrives at the Belmont Station at 12:12 a.m. while the
last southbound train arrives at 12:42 a.m. The first
northbound train arrives at the Belmont Station at
7:38 a.m. while the first southbound train arrives at the Belmont Station at 8:32 a.m. This gives approximately
a little less than 6.5 hours. This means any construction activity to construct an undercrossing must be
performed during that time frame during weeknights
and weekend windows.

It is highly unlikely that Caltrain will permit the
construction of an underpass using an open-cut
method, given the presence of MSE walls and the
overhead catenary system installed as part of
the corridor’s electrification. As a result, any viable construction approach will need to incorporate
trenchless methods, such as tunneling or jacking of a
precast concrete box structure, to avoid disruption to
existing infrastructure and maintain rail operations.

Our construction team will pay particular attention to
railroad operations and structure elements.

Planning-Level Cost Estimate
MNS routinely utilizes the Caltrans, “11-page Preliminary Cost Estimate Templates” for large, complex, and
long-range planning projects. These templates—or
comparable formats—will be prepared for each of
the concept alternatives. While they incorporate unitprice estimating methods for significant work items, their primary value lies in capturing the broader cost
implications and overall project scope, making them
especially effective for early-stage planning and
comparison of alternatives.

While Caltrans preliminary cost estimate templates
are a valuable tool for capturing capital costs, they
do not adequately address long-term maintenance
and operational expenses. To ensure a more holistic
evaluation of each alternative, our team will supplement these templates with anticipated operations and
maintenance (O&M) cost projections.

These estimates will be developed for each major
project component and tailored to reflect the specific
requirements of the proposed design. By incorporating
O&M costs into the planning phase, we can help the
City make more informed decisions, particularly where
design alternatives have significantly different longterm maintenance obligations. This forward-thinking approach supports fiscal sustainability and ensures
that life-cycle costs are considered early in project
development.

An additional strength of our team is our comprehensive understanding of construction costs. In addition to
referencing the Caltrans Construction Contract Cost
Database and leveraging insights from our recent
68 24 SECTION 3. Approach
design projects, we benefit from the real-world
experience of our in-house construction management
team, who consistently monitor market trends and
maintain a current pulse on the construction industry’s cost climate. This integration of design and construction perspectives enables us to deliver accurate and realistic cost estimates that reflect current conditions and
anticipate future fluctuations.

Stakeholder and Community
Engagement Support
Stakeholder and community engagement for public
infrastructure projects is a deliberate, structured process that ensures transparency, fosters public trust, and
integrates a broad range of perspectives into project
development and decision-making. This process
involves identifying, informing, consulting, involving, and collaborating with stakeholders—ranging from agency
partners to community members—throughout the
project lifecycle.

In collaboration with the City, our team will identify
key external stakeholders and special interest groups
seeking to actively participate in the project. These
entities will provide valuable insights and perspectives that will inform project development and foster broader community support.

We will also work closely with the City to develop a
comprehensive communication and engagement
strategy. This strategy will define project goals, key
messages, stakeholder groups, outreach methods, and a
schedule of engagement activities to ensure consistent
and effective communication.

Our outreach approach will include the facilitation
of two public engagement events—such as
community meetings, pop-ups, or workshops—
designed to inform, consult, and gather input
from the broader public. These events will be
supported by professionally prepared materials,
including visual exhibits, presentation boards,
and informational handouts or flyers. Additionally,
surveys and questionnaires will be distributed
to capture community needs, concerns, and
preferences.

The feedback collected through these efforts will be
systematically analyzed and, where appropriate,
integrated into the project’s planning and design.

We will maintain transparency by reporting back to
the community on how public input influenced the
project—clearly demonstrating the connection between
community contributions and project outcomes (“you
said, we did”).

Final Feasibility Report
A feasibility study is an essential early-phase planning tool that helps project stakeholders make informed
decisions before significant investments are made.

For complex infrastructure projects—particularly those
involving multiple agencies, regulatory frameworks,
and technical constraints—a well-structured feasibility study is invaluable for exploring a range of alternatives and selecting the most practical, cost-effective, and
community-supportive solution.

Why a Feasibility Study Matters
Informed Decision-Making: A feasibility study
provides a structured approach to identifying
and evaluating multiple alternatives based on
a set of objective criteria. These often include
constructability, cost, environmental impacts,
community benefits, long-term operations and
maintenance, and agency coordination. This helps
decision-makers weigh trade-offs and understand the
implications of each option.

Risk Reduction: By identifying constraints
early—such as utility conflicts, R/W impacts, or
regulatory challenges—a feasibility study helps
reduce unknowns that could affect scope, schedule, or
cost later in project development.

Alignment with Stakeholders and Agencies:

Many public infrastructure projects involve
coordination with multiple stakeholders,
including transit agencies, state departments of
transportation, utility companies, and the public. A
feasibility study creates a shared foundation of facts
and analysis that can be used to align expectations,
roles, and priorities early on.
69 SECTION 3. Approach 25
Efficient Resource Allocation: With budget
limitations and competing priorities, a feasibility
study ensures that public funds are directed
toward alternatives that are technically feasible,
financially realistic, and aligned with long-term planning goals.

Roadmap for Next Steps: A good feasibility
study does more than select a preferred
alternative – it also outlines what is needed to
move forward, such as environmental documentation,
agency approvals, or funding opportunities. This gives
cities and agencies a clear path for implementation.

Ultimately, a feasibility study helps transform an idea into a well-vetted concept. It lays the groundwork for
a successful project by turning unknowns into knowns,
enabling proactive decision-making, and building
confidence among stakeholders. It’s not just about
choosing an option—it’s about choosing the right one for the community, the environment, and the future.

Our team’s key strength is communicating
complex technical issues and solutions clearly
and simply, so you don’t need to be an engineer
to fully understand the project.

The feasibility study will synthesize previously completed work alongside new findings into a comprehensive, wellorganized report. This document will summarize existing conditions, conceptual alternatives, environmental and
R/W constraints, Caltrain coordination, cost estimates
(including O&M), and final recommendations. Our goal is to provide a document that is technically sound, visually clear, and decision-maker friendly – supporting the City in confidently advancing to the next project phase.

The major sections of the feasibility report will closely follow the work tasks with some modifications. The
anticipated study outline is:

1. Executive Summary

2. Introduction

3. Existing Conditions

4. Project History

5. Coordination with Caltrain and Caltrans

6. Conceptual Design Alternatives

7. Structural and Geotechnical Engineering

8. Utility and Drainage

9. R/W and Private Property

10. Environmental and Permitting

11. Constructability

12. Engineer’s Cost Estimates

13. Preferred Alternative and Evaluation Matrix

14. Schedule and Next Steps

15. Project Personnel
Feasibility Exhibit Examples
Alternatives Analysis Evaluation Matrix Example
70 26 SECTION 3. Approach
Funding and Implementation Strategy
This will be an expensive project and obtaining external funding is a critical component for its success.

The context for understanding the purpose of the
proposed Undercrossing is explained in the BVSP as part of an active transportation system of routes referred to as the Village Loop. The Village Loop is envisioned as a complete streets concept that will provide low-stress
pedestrian and bicyclist mobility options in support of the Specific Plan’s economic development goals. The
Village Loop is further intended to implement strategies that help the City meet ABAG’s Plan Bay Area Vehicle
Miles Traveled (VMT) reduction targets for the year
2035. This context will serve to develop and support a
comprehensive strategy for pursuing grant funding
for the Undercrossing and the Village Loop as a whole.

It is important to note that a grant funding strategy
will encompass the entire context of the proposed
Village Loop while seeking grants to ultimately fund the Undercrossing as the highest-cost element of the Village Loop concept.

Our approach to developing a grant funding strategy will include analyzing existing conditions on the proposed
Village Loop routes, conditions on routes interior to the Village Loop, pedestrian and bicycle crash history for the past 5- and 10-year periods, and the functionality and
safety enhancement potential that aligns with various
grant programs. In particular, the Undercrossing will be given focus on its critical purpose in the success of the proposed Village Loop concept. Grant programs that to
date are forecasted to be available over the next two
years include as follows:
• USDOT Railroad Crossing Elimination (RCE) Grant
• USDOT Reconnecting Communities Grant
• Active Transportation Program (ATP) – Cycle 8
• Highway Safety Improvement Program – Cycle 13
• MTC One Bay Area Grant Call for Projects
Type
Village Loop
Routes Interior Routes
Pedestrian 6 5
Bicycle 4 10
Some of these grant programs have the potential to fund the Undercrossing directly and others can be supportive to funding the Village Loop concept as a whole. Process elements for developing a comprehensive grant funding
strategy include the following:
• Pedestrian/bike undercrossing funding and
infrastructure development history along the Caltrain
corridor;
• Applicant and project eligibility for various grant
funding programs and potential actions needed,
• Competitiveness analyses of various grant funding
programs based on program selection criteria,
project scoping alignment, and potential scoping
recommendations;
• Evaluation and recommendation of additional study
work needed, outside of the scope of work for the
Feasibility Study, to support grant funding pursuits (e.g. economic impact analysis, benefit-cost analysis, VMT
and air quality analyses, etc.);
• Guidance on environmental documentation status
and timing necessary for grant funding pursuits;
• Stakeholder and community engagement needs in
conjunction to support pursuit of grant funding;
• Funding request targets for respective programs;
• Matching funds and cost-share amount targets
relative to respective programs;
• Required City Council and administrative actions such as resolutions and plan amendments;
• Precise scheduling and coordination of grant funding
pursuits with an associated plan for necessary
preliminary preparatory actions to be taken in
advance of grant application.

A funding strategy memorandum will be prepared
incorporating, at a minimum, all of these process
elements with a recommended action plan, grant
pursuit budget analysis, and decision matrix.

Understanding the requirements for each grant
proposal, in association with the various funding
71 SECTION 3. Approach 27
deadlines, will be a significant planning tool for the City as the project progresses.

Why Chose MNS?
MNS is a multidisciplinary firm specializing in engineering design, planning, construction management, and land
surveying for public agencies throughout California. Our substantial client base comprises primarily of public
sector clients, and our focus is and has always been on serving their needs. This deep experience provides us
with a robust informational foundation and enables us to offer practical, value-driven solutions.

Our teams in transportation, water, and development
services work closely together to share lessons learned and insights from different fields. This collaboration helps us improve the quality of our work. We are dedicated,
responsive professionals focused on delivering
high-quality products and services. We take pride in
offering excellent service and value to our clients. Your satisfaction is our greatest reward.

We believe our work speaks for itself, but we realize a host of factors determine the firm you ultimately choose.

Experts in Our Fields: Our staff includes
specialists across market sectors, allowing us to
address challenges with informed, innovative
solutions that keep projects on time and within budget.

Client-Focused: We emphasize clear,
consistent communication and tailor our
services to align with your goals and vision—
going the extra mile to ensure satisfaction.

Community-Driven: We live and work in the
communities we serve, and we take pride in
delivering infrastructure that has lasting value
for future generations.

The Best of Both Worlds: As a mid-sized firm,
we combine the resources and expertise of a
large company with the flexibility and
personalized service of a small one—delivering quality
without compromise.
72 THIS PAGE INTENTIONALLY BLANK 73
SECTION 4. Agreement for Service 29
4 Section 4. Agreement for Service
MNS reviewed the City's Sample Agreement for Services. We confirm the project team can accept the terms of the contract and has the required insurance, or can acquire insurance that meets minimum standards. 74 THIS PAGE INTENTIONALLY BLANK 75
SECTION 5. References 31
5 Section 5. References
MNS References
Sponsoring
Agency Contact Information Services Performed Dates Project Budget Key Staff/Role
Santa Barbara
County
Association of
Governments
Fred Luna
Director of Project
Delivery and
Construction
805.961.8926
[email protected]
Santa Claus Lane Class I Bike
Path
MNS provided project
management, transportation
engineering, development
of alternatives, alternatives
analysis, project report, and
DSDD, TSSG exception approval,
ICE and many other design
documents to support the
project. MNS also provided
survey services.
2013–
2023 $1.1M
Shawn Kowalewski,
PE, was Principal-inCharge and Project
Manager
City of San
Leandro
Jayson Imai, PE, QSD/QSP
City Engineer
510.577.3431
[email protected]
Cary-Haas Pedestrian Bridge
MNS is providing environmental
clearance, preliminary
engineering, final design,
and design support during
construction for a pedestrian
bridge over San Leandro Creek.
2024 –
current $407K
Kyle Turner, PE, is
Project Manager;
Shawn Kowalewski,
PE, is Principal Civil
Engineer; James
Wilcenski, PE, is QC
and Constructability
Reviewer
City of
Emeryville
Mohamed Alaoui, PE, TE
Public Works Director
510.596.4300
mohamed.alaoui@
emeryville.org
On-Call Construction
Management, City Engineer
Support, and Engineering
Design Consultant Services
MNS is actively providing on-call
professional services in support
of numerous infrastructure
projects for the city. The work
encompasses tasks such as
construction management
and oversight in compliance
with Caltrans procedures, plan
development and review for
capital improvement projects,
engineering design for civil
projects including paving
and active transportation
facilities. Additionally, MNS is
providing support in regulatory
compliance, risk mitigation,
and coordination with utility
companies and outside
agencies to ensure successful
project execution.
2024 –
current $1.1M
Shawn Kowalewski,
PE, is Principal-inCharge and Project
Manager
76 THIS PAGE INTENTIONALLY BLANK 77
SECTION 6. Schedule and Level of Effort 33
6 Section 6. Schedule and Level of Effort
ID Task Name Duration Start Finish
1 Notice to Proceed 0 days Mon 9/1/25 Mon 9/1/25
2 Task 1: Project Initiation & Background Review 9 days Mon 9/15/25 Thu 9/25/25 3 Kickoff Meeting 1 day Mon 9/15/25 Mon 9/15/25
4 Refine Scope and Schedule 8 days Tue 9/16/25 Thu 9/25/25 5 Task 2: Existing Conditions & Site Assessment 35 days Fri 9/26/25 Thu 11/13/25 6 Field Visits 2 days Fri 9/26/25 Mon 9/29/25
7 Aerial Topographic Survey and Right of Way Mapping 30 days Fri 9/26/25 Thu 11/6/25 8 Review Existing Plans and Studies 20 days Fri 9/26/25 Thu 10/23/25 9 Prepare Project Base Map 5 days Fri 11/7/25 Thu 11/13/25 10 Task 3: Caltrans and Caltrain Coordination and Design Criteria 47 days Fri 11/14/25 Mon 1/19/26 11 Initial Meeting (Upcoming State Projects, Contacts, Process) 2 days Fri 11/14/25 Mon 11/17/25 12 Followup Meeting (Design Criteria, Agreements) 2 days Fri 1/9/26 Mon 1/12/26 13 Caltrans and Caltrain Coordination and Design Memo 5 days Tue 1/13/26 Mon 1/19/26 14 Task 4: Conceptual Design Alternatives 90 days Fri 11/14/25 Thu 3/19/26 15 Concept Plans 40 days Fri 11/14/25 Thu 1/8/26
16 Alternatives Matrices 10 days Fri 12/26/25 Thu 1/8/26 17 Refinement of Concept Plans and Matrices 20 days Fri 2/20/26 Thu 3/19/26 18 Task 5: Drainage and Utility Assessment 20 days Fri 1/9/26 Thu 2/5/26 19 Task 6: Environmental and Right-of-Way Screening 40 days Fri 1/9/26 Thu 3/5/26 20 Environmental and Permitting Memo 40 days Fri 1/9/26 Thu 3/5/26 21 Preliminary Right of Way Impact Exhibit 10 days Fri 1/9/26 Thu 1/22/26 22 Task 7: Property Impact Assessment 20 days Fri 1/9/26 Thu 2/5/26 23 Task 8: Construction Feasibility Assessment 20 days Fri 1/9/26 Thu 2/5/26 24 Task 9: Planning-Level Cost Estimate 10 days Fri 1/9/26 Thu 1/22/26 25 Task 10: Funding and Implementation Strategy 20 days Fri 1/9/26 Thu 2/5/26 26 Task 11: Stakeholder and Community Engagement Support 68 days Tue 11/18/25 Thu 2/19/26 27 Initial Community Engagement Event (What Do You Want?) 10 days Tue 11/18/25 Mon 12/1/25 28 Second Community Engagement Event (You Said, We Did) 10 days Fri 2/6/26 Thu 2/19/26 29 Task 12: Final Feasibility Report 65 days Fri 3/20/26 Thu 6/18/26 30 Draft Report 30 days Fri 3/20/26 Thu 4/30/26
31 City Review 15 days Fri 5/1/26 Thu 5/21/26
32 Final Report 20 days Fri 5/22/26 Thu 6/18/26
9/1
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Qtr 4, 2025 Qtr 1, 2026 Qtr 2, 2026 Qtr 3, 2026
Task
Split
Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
External Tasks
External Milestone
Deadline
Critical
Critical Split
Progress
Manual Progress
O'Neill Avenue Railroad Undercrossing
Project: O'Neill PUC Schedule
Date: Fri 8/8/25
78 T

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79 SECTION 6. Schedule and Level of Effort 35
Principal-in-Charge
Brandon Reyes, PE
Sr Project Manager and
Principal Engineer
Shawn Kowalewski, PE
Grant Writing & Funding
Principal Engineer
Greg Jaquez, PE
Bridge & Structures
Principal
Kyle Turner, PE
Bridge & Structures
Technical Lead
Chad Harden, PE, SE
Lead Engineer
Senior Engineer
Associate Engineer
Environmental Principal
Peter Minegar, AICP
Environmental Planning
Practice Lead
Debra Leight
Senior Biologist
Senior Planner
Associate Planner
Assistant Planner / GIS
Specialist
Principal Surveyor
Shane Sobecki, PLS, EIT or
Chris Vandrey, PLS, CFedS
Associate Surveyor
Party Chief
Prevailing Wage
Chainperson
Prevailing Wage
Principal Construction
Manager
Mike Chan, PE
Principal Rail &
Transit Manager
James Wilcenski, PE
Principal Construction
Manager Structures
Thom Fresquez, PE
Billing Rate1 $385 $350 $295 $335 $290 $290 $250 $205 $265 $230 $215 $185 $155 $135 $295 $200 $200 $170 $365 $365 $365 Task Descriptions2
Task 1: Project Initiation and Background Review 2 10 2 12 2 2 2 32 $9,910 Task 2: Existing Conditions and Site Assessment 10 6 10 36 58 18 14 18 38 32 28 2 2 $3,950 272 $69,740 Task 3: Caltrans & Caltrain Coordination & Design Criteria 4 4 16 24 36 6 8 4 4 106 $29,690 Task 4: Conceptual Design Alternatives 4 14 8 24 60 100 60 270 $70,780 Task 5: Drainage and Utility Assessment 2 6 40 20 2 70 $17,270 Task 6: Environmental and Right-of-Way Screening 2 8 2 12 8 30 28 8 10 20 2 2 $3,500 132 $30,590 Task 7: Property Impact Assessment 2 2 2 16 8 4 8 4 46 $14,430 Task 8: Construction Feasibility Assessment 2 2 4 4 4 4 16 16 52 $17,830 Task 9: Planning-Level Cost Estimate 2 2 2 4 6 28 18 62 $15,730 Task 10: Funding and Implementation Strategy 24 10 34 $9,580 Task 11: Stakeholder and Community Engagement Support 16 24 40 40 4 8 132 $33,660 Task 12: Final Feasibility Report 4 10 8 10 60 60 40 2 2 2 198 $52,940 Total Staff Hours 12 74 24 34 70 248 394 196 16 46 8 30 28 8 28 58 32 28 12 36 24 Total Staff Cost $4,620 $25,900 $7,080 $11,390 $20,300 $71,920 $98,500 $40,180 $4,240 $10,580 $1,720 $5,550 $4,340 $1,080 $8,260 $11,600 $6,400 $4,760 $4,380 $13,140 $8,760 Other Direct Costs (ODCs) - -
Subconsultant Management Markup (10%) - -
TOTALS
1 Includes annual rate escalation of 4% per year per standard fee schedule. Work over 2 years. 2 Subtask and deliverable hours are summarized to the Task-Level.

Cultural Resources
Albion

TEAM SUMMARY
$3,950 1,406
MNS Engineers Summary
$364,700
MNS Engineers, Inc. Team Resource Estimate
City of Belmont - O'Neill Avenue Railroad Undercrossing Feasibility Study (Revised 8/8/2025) Engineers
MNS Engineers TEAM TOTAL
Environmental Planners Surveyors Construction Manangers Aerial Mapping & Imagery
Central Coast Aerial Mapping
Estimated Hours by
Task and Deliverable
Subconsultants
Estimated Cost by
Task and Deliverable
$3,500
$374,895
$372,150
$2,745
$7,450
$2,000
$745
80 T

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81 SECTION 6. Schedule and Level of Effort 37
20 2 5 STANDARD SCHEDULE OF FEES

PROJECT/PROGRAM MANAGEMENT
Principal-In-Charge.............................. $375
Senior Project/Program Manager .....340
Project/Program Manager ...................290
Assistant Project/Program Manager 265
Senior Project Coordinator..................210
Project Coordinator................................175

ENGINEERING
Principal Engineer.................................$325 Lead Engineer........................................... 285 Supervising Engineer............................. 270
Senior Project Engineer ........................ 245
Project Engineer ...................................... 220 Associate Engineer ................................. 200 Assistant Engineer .................................. 185

SURVEYING
Principal Surveyor.................................$295 Lead Surveyor........................................... 285 Supervising Surveyor............................. 245
Senior Project Surveyor ........................ 220
Project Surveyor ...................................... 195 Associate Project Surveyor.................. 185
Assistant Project Surveyor................... 170
Party Chief (PW)....................................... 200 Chainperson (PW)................................... 170 One-Person Survey Crew (PW)........... 240

TECHNICAL SUPPORT
CADD Manager......................................$210
Supervising Technician ......................... 185
Senior Technician.................................... 175 Engineering Technician......................... 140

CONSTRUCTION MANAGEMENT
Principal Construction Manager......$355
Senior Construction Manager............ 305
Senior Resident Engineer..................... 295
Resident Engineer................................... 285 Structure Representative...................... 280
Construction Manager.......................... 245
Assistant Resident Engineer................ 225
Sr. Construction Inspector (PW) ....... 210
Construction Inspector (PW) ............. 195
Office Administrator .............................. 155

PLANNING
Planning Director..................................$250 City Planner/Planning Manager......... 230
Principal Planner...................................... 215 Senior Planner.......................................... 200 Associate Planner.................................... 170 Assistant Planner..................................... 140 Planning Technician............................... 120

ADMINISTRATIVE SUPPORT
Senior Management Analyst ............$210
Management Analyst ............................ 180
IT Technician............................................. 150 Graphics/Visualization Specialist....... 160
Administrative Assistant....................... 110

GOVERNMENT SERVICES
City Engineer ..........................................$280 Deputy City Engineer............................. 250
Assistant City Engineer ......................... 235
Plan Check Engineer.............................. 195
Permit Engineer....................................... 185 City Inspector ........................................... 175 Senior City Inspector (PW) ................. 210
City Inspector (PW)................................. 195 Principal Stormwater Specialist ......... 240
Senior Stormwater Specialist.............. 210
Stormwater Specialist............................ 180
Stormwater Technician ......................... 160
Building Official ....................................... 275 Senior Building Inspector..................... 210
Building Inspector................................... 185 Senior Grant Writer................................ 200 Grant Writer.............................................. 190 Associate Grant Writer.......................... 170
Assistant Grant Writer........................... 155

DIRECT EXPENSES
Use of outside consultants as well as copies, blueprints, survey stakes, monuments, computer plots, telephone, travel (out of area) and all similar charges directly connected with the work will be charged at cost plus fifteen percent (15%). Mileage will be charged at the current federal mileage reimbursement rate.

PREVAILING WAGE RATES
Rates shown with Prevailing Wage “(PW)” annotation are used for field work on projects subject to federal or state prevailing wage law and are subject to increases per DIR.

ANNUAL ESCALATION
Standard fee rates provided for each classification are subject to 5% annual escalation or the most recent US Bureau of Labor Statistics Consumer Price Index, whichever is higher.

OVERTIME
Overtime for non-exempt employees will be charged at 1.5 x hourly rate; overtime for exempt employees and other classifications will be charged at 1 x hourly rate.

Rev. 1/21/2025
82 THIS PAGE INTENTIONALLY BLANK 83
APPENDIX A: RESUMES A-1
A Appendix A. Resumes
Name Firm Role PG
Brandon Reyes, PE MNS Principal-in-Charge A-3
Shawn Kowalewski, PE MNS Project Manager A-5
Kyle Turner, PE MNS Bridge & Structures Lead A-7
Chad Harden, PE, SE MNS Bridge & Structures Support A-9 Hector Salcedo, PE MNS Lead Engineer – Transportation A-11 Tony Salas MNS Lead Engineer – Electrical and Lighting A-13 Natalia Bijak, PE MNS Senior Engineer A-15
Charlotte Wu, PE, ENV SP, STP MNS Senior Engineer A-17
Michael Chan, PE MNS Caltrain Coordinator A-19
James Wilcenski, PE MNS Constructability Review A-21
Thom Fresquez, PE MNS Structures Constructability A-23
Greg Jaquez, PE MNS Grant Writing and Funding Administration A-25 Peter Minegar, AICP MNS Environmental Planning Lead A-27 Debra Einstein Leight MNS Environmental Planning Support A-29 Shane Sobecki, PLS, EIT MNS Principal Surveyor – Mapping A-31 Chris Vandrey, PLS, CFedS MNS Principal Surveyor – R/W A-33 84 THIS PAGE INTENTIONALLY BLANK 85
APPENDIX A: RESUMES A-3
Brandon Reyes, PE | RESUME PG 1
RESUME
Brandon Reyes, PE
Principal-in-Charge
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Multidisciplinary team management
 Project management
 Design strategy
 Complex project scheduling
 Third-party coordination
 Caltrans
Years of Experience
 17
Licensing
 Professional Civil Engineer, CA No. 79226
Certification
 Caltrans Temporary Pedestrian Access
Routes
Education
 BS, Civil Engineering, California State
Polytechnic University, Pomona, CA
Affiliation
 American Society of Civil Engineers,
Riverside/San Bernardino, Past President
Mr. Reyes has over 17 years of experience in large
transportation projects involving a breadth of staffing disciplines, Caltrans, agencies, and local governments
throughout California. Having managed projects worth
nearly $500M in construction dollars, Brandon is a
solutions-based professional engineer who is actively
involved in design strategies, schedule and cost
adherence management, and quality assurance. From a
project’s inception, he applies a big-picture methodology, allowing him to have a broader project understanding of potential risks and solutions, impacts to project
stakeholders, and creative design approaches.

Brandon’s project involvement ranges from conceptual
design through to Project Initiation Document (PID),
Project Approval/Environmental Documents (PA/ED),
and plans, specifications, and estimate (PS&E) phases
throughout his experience on multiple significant
Southern California projects. His experience includes:

Pennsylvania Avenue Grade Separation Project, City
of Beaumont, CA. Program Manager. Brandon
represents the city in the management of the consultant teams preparing environmental and engineering plans for the grade separation. Caltrans, Union Pacific Railroad, and various third-party utility owners are involved on this project.

Interstate 15 Corridor Freight and Express Lanes,
San Bernardino County Transportation Authority
(SBCTA), CA. Project Manager. Brandon managed daily
operations of the contract and ensuring successful
project delivery with SBCTA. This involved direct
communication with Caltrans District 8, Riverside County Transportation Commission (RCTC), and various rail
authorities. His responsibilities included selecting and assigning staff, reviewing invoices from subconsultants, handling invoices and progress reports for the SBCTA,
and overseeing all project performance in relation to both schedule and budget. Brandon oversaw a team of over
50 engineers from various design disciplines during the traditional PS&E delivery phase, which included
roadway, traffic, drainage, landscape, maintenance of
traffic (MOT), intelligent transportation systems (ITS), electrical, structures, and broadband.
86 A-4 APPENDIX A: RESUMES
Brandon Reyes, PE | RESUME PG 2
Brandon Reyes, PE | RESUME PG 2
RESUME
Infrastructure Improvements, SBCTA, City of Ontario,
CA. Principal-in-Charge. The project entails multimodal infrastructure improvements at multiple sites to connect future affordable housing developments with nearby
transit, public amenities, and pedestrian and bicyclist infrastructure. MNS is providing comprehensive design
services to assist SBCTA and the city in completing all necessary pre-construction activities including concept development for a proposed cross-section that will show bicycle and sidewalk enhancements that are most
feasible for the existing conditions and R/W. Services
also include environmental studies and permitting
including a fully approved CEQA document, a feasibility study to assess the implementation of bicycle facilities along Adobe Road, and final PS&E.

Infrastructure Improvements, SBCTA, City of
Twentynine Palms, CA. Principal-in-Charge. The project
entails multimodal infrastructure improvements at
multiple sites to connect future affordable housing
developments with nearby transit, public amenities, and pedestrian and bicyclist infrastructure. MNS is providing comprehensive design services to assist SBCTA and the
city in completing all necessary pre-construction activities including concept development for a proposed crosssection, environmental studies and permitting including a fully approved CEQA document, a feasibility study to
assess bicycle and pedestrian facilities along North Allyn Avenue and Bon View Avenue and final PS&E.

Interstate 10/Cherry Valley Interchange, County of
Riverside, Calimesa, CA. Project Manager. Brandon is
responsible for the day-to-day management of the PS&E
phase of the project, after managing both the PID and
P&ED phases. Brandon led the multidisciplinary team,
solving key environmental issues associated with the
project, including biological resources, noise, cultural, and air quality. He also led the design of Geometric
Approval Drawings (30%) of a DDI type interchange
working with the Caltrans District 8 oversight team.

Brandon and team are currently developing the final
design plans for the interchange.

Interstate 10/Jefferson Street Overcrossing County
of Riverside, CA. Project Manager. Brandon managed
the daily operations of the contract during the
construction phase of the project. Additionally, he
provided design support and represented a
multidisciplinary design team. Brandon, the design team, and the construction manager worked closely with the
Caltrans Resident Engineer and Inspection team on the
complex interchange construction. Key modifications
included the replacing and relocating the Jefferson
Street/Interstate 10 overcrossing, adding loop on-ramps, and realigning Jefferson Street. During the PA&ED
phase, he coordinated the alternative analysis and
design, roadway design, traffic studies, drainage studies, and advance planning studies for structures. Additionally, Brandon coordinated the revisions to all project
documents and facilitated circulation of the
environmental document in coordination with the Federal Highway Administration (FHWA), Caltrans, the County of
Riverside, and the City of Indio.

State Route 60/Archibald Avenue Interchange,
SBCTA, CA. Project Manager (PA/ED AND PS&E) and
Project Engineer (PSR/PDS). Brandon managed the
daily operations of the contract, developed the PSR-PDS deliverable, and executed the PA&ED phase and the
PS&E deliverable package. He coordinated and
collaborated with Caltrans throughout all project phases to carefully plan construction staging that would allow local businesses along Archibald Avenue to continue
their daily operations. The project faced several utility conflicts, requiring careful coordination and design in collaboration with Southern California Edison (SCE),
SoCalGas (SCG), Frontier, and Charter. Brandon
collaborated closely with the City of Ontario on
aesthetics, lighting, and traffic circulation impacts. He led the project team from the PA/ED phase through
construction support.

Project Initiation Document On-Call I Riverside
County, Caltrans District 8, CA. Task Order Manager.

Under this on-call contract, Brandon was responsible for managing several task orders, including Task Orders 6
(SBD- 18 Drainage), 9 (PIR for Bridge Scour Mitigation), and 10 (PIR for Asset Management Mobility on
Interstates 15 and 215 and State Routes 60, 63, 91, and 111). He oversaw each task order and led the
multidiscipline teams that prepared various reports,
including the PSR-PDS, Preliminary Environmental
Assessment Report (PEAR), as part of the PIO phase to
scope and program projects through planning, design
and construction. He successfully completed these tasks by leading Project Development Teams (PDTs), directing
multidisciplinary teams, and coordinating with various
Caltrans units to gather feedback on various project
elements and assumptions.
87 APPENDIX A: RESUMES A-5
Shawn Kowalewski, PE | RESUME PG 1
RESUME
Shawn Kowalewski, PE
Project Manager
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Roadway and bridge design
 Geometrics
 Water and sewer lines
 Project management
 Caltrans
Years of Experience
 30
Licensing
 Professional Civil Engineer, CA No. 59539
 Professional Civil Engineer, WA No. 41537
Certification
 California Emergency Management Agency (OES) Safety
Assessment Program
Education
 BS, Civil Engineering, Syracuse University, NY
Professional Development
 Caltrans Resident Engineer Academy
Affiliations
 American Public Works Association
 American Society of Civil Engineers
 American Society for Testing and Materials, Technical Committees: A01-Steel, Stainless Steel and Related
Alloys; D07-Wood; F17-Plastic Piping Systems
 American Water Works Association
Awards
 2024 APWA Central Coast Chapter, Silver Project of the Year, Santa Claus Lane Class I Bike Path
 2020 APWA Central Coast Chapter, Project of the Year, Transportation $2M-$5M Category, Old Town Sidewalks
 2020 ASCE Santa Barbara/Ventura Chapter, Project of the Year, Transportation $2M-$5M Category, Old Town
Sidewalks
 2015 APWA Southern California Chapter BEST Award, in
the Under 50,000 Population division of the Traffic,
Mobility, and Beautification category, Las Flores Canyon Creek Pedestrian Bridge and Park Improvements
 2012 APWA Project of the Year, Honorable Mention,
Ortega Street Bridge Replacement
 2006 APWA Project of the Year, Project under $1M,
Avenue of the Flags Park and Ride Facility
Mr. Kowalewski is a multi-skilled Principal Engineer with a broad range of experience in engineering analysis and design as well as construction management and
inspection of a variety of public infrastructure projects. At MNS, Shawn’s responsibilities include civil engineering project management, quality assurance/quality control,
structural design and analysis, contract administration, cost estimating and tracking, plan and specification
review, and report preparation. His experience includes:

Santa Claus Lane Class I Bike Path, Santa Barbara
County Association of Governments, CA. Principal-inCharge/Project Manager. A new 0.8 mile, Class I bikeway and multipurpose path connects Santa Claus
Lane to Carpinteria Avenue and provides a crucial link as part of the California Coastal Trail network. The $12.5M concrete Santa Claus Lane Class 1 Bike Path runs
adjacent to the southbound lanes of US 101 between
Estero Street near the Carpinteria Avenue off-ramp in the City of Carpinteria and Sand Point Road in the County. It is located on the beach side of Highway 101 between the freeway and the railroad tracks. The project must meet
the requirements of Local Coastal Plans from both the
City of Carpinteria and the County of Santa Barbara.

Unique, environmentally sensitive design alternatives are required. The project involves coordination with the
Santa Barbara County Association of Governments
(SBCAG), City, County and permitting agencies; design
exception fact sheets; project report; stormwater data
report; and final design.
40th Street Transit-Only Lanes and Multimodal
Enhancements, City of Emeryville, CA. Principal-inCharge. The project is a new major transit-oriented corridor at 40th Street/San Pablo Avenue that includes a two-way separated bikeway on the north side of 40th
Street, an additional eastbound transit-only lane,
conversion of a westbound travel lane into a transit-only lane, and project limits that extended to a commercial
business entry. As a subconsultant, MNS is providing
field survey and mapping and final design services
including geometrics, intersection design, signing and
striping, construction staging and traffic handling. The overall project scope includes:
• Multimodal Treatments (two-way separated Class IV
bikeway, East/West Transit-only Lanes, multimodal
intersection improvements, and transit stop
improvements)
• Streetscape improvements and public art
opportunities
88 A-6 APPENDIX A: RESUMES
Shawn Kowalewski, PE | RESUME PG 2
RESUME
Quiet Zone Safety Engineering Measures on 65th,
66th, and 67th Streets, City of Emeryville, CA. Project Manager. This $6.48M project established a Quiet Zone
at 65th, 66th, and 67th Streets. The project installed fourquadrant gates, raised medians, sidewalks, and other safety measures to restrict pedestrians, bicycles, and
automobiles from entering the three highway-rail
crossings at the wrong time, thereby negating the need
for trains to blow their horns. The improvements
significantly reduce the risk of collisions at the project railroad crossings. MNS provided design and land
surveying services.

Dockweiler Road Extension, City of Santa Clarita,
CA. Principal-in-Charge/Technical Advisor. This $30M
Secondary Arterial—Dockweiler Drive from Sierra
Highway to Railroad Avenue—will provide an important
north-south connection for the City, a new entrance to
the Master’s University, and a secondary emergency
access point for the Placerita Canyon community. The
roadway extension and widening will go through an
existing railroad crossing, business district, hilly terrain, and the Master’s University property. MNS provides
preliminary and final design engineering services.

Preliminary engineering services include traffic modeling, roundabout analysis and simulation, intersection, and
roadway and bikeway alternatives. Final engineering
services include roadway, bikeway and roundabout
design, traffic calming, railroad crossing and permitting, traffic signals, street lighting, landscaping, drainage and stormwater treatment, mass grading, environmental
permitting, and extensive public outreach.

US 101/Holly Street Interchange and Pedestrian
Overcrossing (POC) Project, City of San Carlos, CA.

Principal Engineer. This $25.8M project modifies the
existing interchange on US 101 at the Holly Street
overcrossing (OC) and adds a pedestrian overcrossing
(POC) over US 101. The interchange modification will
remove the northeast and southwest loop ramps from the
existing full cloverleaf (Type L-10) interchange and
create a partial cloverleaf (Type L-9) interchange to US 101. Diagonal on- and off-ramps will be modified to
create more bicycle- and pedestrian-friendly crossings.

Holly Street will be widened to provide a third through lane for limited sections at on-ramp approaches. The
existing deck drains, electroliers, concrete median, and concrete barriers will be modified on the existing Holly Street OC. The POC will provide a new 12-foot-wide
multi-use path approximately 430 feet south of the Holly Street OC. As an alternate route for non-motorists, the POC will provide cross-freeway access without the need
to traverse ramp termini and entrances. Other key
features of the project include ramp widening, ramp
metering improvements, drainage improvements, stormwater retention basins, retaining walls, bicycle roundabouts at either end of the multi-use pathway,
signing and striping improvements in Redwood City on
the east side of US 101, signal improvements at the
Industrial Road/ Holly Street intersection, and fiber optic modifications along Industrial Road on the west side of US 101.

Goleta Train Depot and La Patera Road, City of
Goleta, CA. Principal-in-Charge. The project will
construct a multi-modal Train Depot just south of the
existing City of Goleta Amtrak train platform site. The project will include access improvements along South La Patera Lane between Hollister Avenue and the proposed
depot, a depot building, a new parking facility, and
accommodations for buses, vanpools, and bicycles. The
depot building and parking will be located on a parcel of land owned by the City of Goleta located immediately
adjacent to the existing platform. The Train Depot
building will be approximately 8,000 square feet. It will include a lobby, electronic ticketing area, waiting room, café, community meeting room, restrooms/
shower/changing facilities, bike storage and baggage
storage lockers. In addition, the design of the depot will accommodate opportunities for public art projects both
inside and outside the building. MNS is providing design engineering and surveying services as a subconsultant to Anil Verma Associates.

Olive Mill Road and San Ysidro Road at US 101
Interchanges, Santa Barbara County Association of
Governments, CA. Principal-in-Charge/Project
Manager. In coordination with the County of Santa
Barbara and the City of Santa Barbara, SBCAG is in the
preliminary design phases of a roundabout at the San
Ysidro Road intersection and at the Olive Mill
intersection. The new intersection configuration will
enhance traffic operations and safety for motor vehicles, bicyclists, and pedestrians. The project is related to the completion of the proposed improvements included in the US 101 HOV Widening and Rehabilitation project that will add an additional lane in both directions of travel for high occupancy vehicles during rush hour.

Shawn Kowalewski, PE | RESUME PG 2
89 APPENDIX A: RESUMES A-7
Kyle Turner, PE | RESUME PG 1
RESUME
Kyle Turner, PE
Bridge & Structures Lead
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Structure design, inspection, retrofit, and
rehabilitation
 Seismic design and analysis
 Transportation structures
 Water and flood control structures
Years of Experience
 20
Licensing
 Professional Civil Engineer, CA No. 86211
 Professional Civil Engineer, AK No. 213148
Certification
 FHWA NHI Certified Bridge Inspection
Team Leader
Education
 MS, Structural Engineering, University of
California, San Diego, CA
 BS, History, United States Naval Academy,
Annapolis, MD
Award/Patents
 Sacrificial Energy Dissipation Mechanism,
US Patent No. 10253837
 ENR 2021 Top 25 under 40, California,
Oregon, Washington, Alaska, Hawaii
Mr. Turner is a leader, communicator, and technical
problem solver with a diverse set of professional
experiences. A US Naval Academy graduate, Kyle began
his professional career leading US Marines in the combat zone. He began his engineering career with an MS
Structural Engineering from UC San Diego, including
laboratory research and coursework. Kyle worked on the
design team for the Atlantic Crossing of the Panama
Canal, a world record-setting concrete segmental cablestayed bridge. He founded Structural Fuse and was awarded a Small Business Innovation Research grant
from the National Science Foundation to conduct
research and development for a unique sacrificial seismic energy dissipation device he co-invented, resulting in a US patent. Kyle has inspected bridges all over the
country and was performing a rope-access inspection of
the Hernando de Soto Bridge over the Mississippi River
when his team found a crack in the tie-girder forcing an emergency closure of Interstate 40 and the river. Kyle
founded and led a Structures Department for an ENR
Top 4 Bridge Firm focused on Riverside and San
Bernardino Counties. Kyle launched and leads the Bridge and Structures Practice for MNS Engineers and is based
in Riverside, CA. His project experience includes:

Pennsylvania Avenue Underpass (Program
Management), City of Beaumont, CA. Bridge Engineer.

Responsible for providing structural engineering
guidance and oversight on behalf of the city to the project consulting engineers for the design of the Union Pacific Railroad (UPRR) grade separation bridge and the
Interstate 10 Undercrossing retaining walls supporting
excavation along existing bridge abutments for the
lowered Pennsylvania Avenue roadway profile.

Cary-Haas Pedestrian Bridge (Proposal, PS&E), City
of San Leandro, CA. Project Manager. Responsible for
leading the project team in the design and delivery of a 110-foot-long prefabricated steel truss pedestrian bridge over the San Leandro Creek in the City of San Leandro,
CA. The project rehabilitated and reused existing
abutments and foundations built for the previous
structure and constructed new pedestrian approaches.

Interstate 15 Corridor Freight (Proposal, TSR, PS&E),
SBCTA, Riverside and San Bernardino Counties, CA.

Lead Bridge Engineer. Responsible for design and
development of type selection reports, final design plans, calculations, special provisions, and estimates for the widening and retrofit of four Interstate 15 undercrossing bridges, over 13,000 linear feet of retaining walls, and all 90 A-8 APPENDIX A: RESUMES
Kyle Turner, PE | RESUME PG 2
RESUME
overhead signs and toll gantries through the corridor to accommodate new express lanes. Kyle served as the
Design Engineer for the two-span Interstate 15/State
Route 60 separation SB (56-0691 L) and NB (56-0691 R)
bridge widenings. Bridges under Kyle’s management
include the single-span Riverside Avenue undercrossing
(56-0693 R/L) median-connecting bridge widening and
the two-span Interstate 15/State Route 66 Separation (54 0922 R/L) median-connecting bridge widening and
seismic retrofit.

Entry Road Overhead – Conceptual and Final Design
PS&E, InSite Property Group, Pico Rivera CA. Lead
Bridge Engineer. Responsible for design and
development of plans, specifications, estimates, and
structural calculations for a 125-foot single-span precast girder bridge over three UPRR track lines.

State Route 91 Improvements (vicinity of State Route
55 to State Route 57) (PA/ED), OCTA, Orange County,
CA. Bridge Engineer. Responsible for conceptual design, structural alternative development, preliminary plans,
cost estimates, and Advance Planning Study reports for
the widening of State College Boulevard undercrossing,
replacement of Kraemer Boulevard overcrossing,
replacement of La Palma Avenue overcrossing, new
State Route 91 WB to State Route 57 SB ramp, and new
State Route 91 WB to State Route 57 NB tunnel. Kyle
also oversaw the development of similar studies for a
reinforced concrete box widening, two sub-horizontal
ground anchor walls, and a host of non-standard
retaining walls.

State Route 91 Improvements (vicinity of Interstate
605) (PA/ED), LA Metro, Los Angeles County, CA.

Bridge Engineer. Responsible for conceptual design,
structural alternative development, plans, cost estimates, and Advance Planning Study reports for the widening of
Studebaker Road undercrossing, the replacement of
Gridley Avenue overcrossing, and the widening of State
Route 91 WB to Interstate 605 connector over
Studebaker Road.

Interstate 405 Corridor Express Lanes Design/Build
(Construction Support), OCTA, Orange County, CA.

Bridge Engineer. Responsible for providing structural
engineering support services for construction NonConformance Reports (NCR) related to construction of bridges, walls, and ancillary structures across the 16-mile corridor, notably including an assessment of the inservice capacity of the 405-73 Separation HOV Connector (Bridge No. 55-1129E).

Atlantic Crossing over Panama Canal (PS&E),
Panama Canal Authority, Colón, Panama. Bridge
Engineer. Responsible for the independent design check
of the precast segmental-concrete box-girder, balancedcantilever approach viaducts – (11) 82m spans, two

62.5m spans, and a 125m span. Kyle also provided
miscellaneous element designs for the main crossing; a
world record-setting (530m center-span, 1050m total
length), cast-in-place segmental-concrete, twin-pylon,
cable-stayed bridge spanning the Atlantic mouth of the
Panama Canal, including stay-cable proportioning,
superstructure post-tensioning anchorages, in-span
shear keys, viscous damper anchorage blocks, and utility supports.

Interstate 10 Corridor Express Lanes Design/Build
(Proposal, TSR, PS&E, Construction Support),
SBCTA, San Bernardino County, CA. Bridge Engineer.

Responsible for conceptual design, plans, and
development of design-build pursuit deliverable,
calculation package, type selection report, and final
design plans and calculations for the replacement of the Vineyard Avenue Overcrossing, a 2-span, 222-feet, 8-
inch long, 110-foot variable width, curved, 28.73°
skewed, precast, pretensioned bridge with a unique
integral seismic bent connection over Interstate 10 in
Ontario, CA. Kyle also provided Construction Support
Engineering for many of the six OC replacements, two
UC replacements, seven UC widenings, five bridge
widenings over channels, 81 retaining walls of various
types, and special structures throughout the project.

Interstate 10/Monroe Street Interchange Replacement
(APS, TSR, PS&E), Indio, CA. Lead Bridge Engineer.

Responsible for conceptual design, alternative
development, advance planning study, type selection
report, final design plans, structural calculations, special provisions, and cost estimates for a 3-span 489-foot, 9- inch by 140-foot post-tensioned concrete box girder
bridge over the Whitewater River (Coachella Valley
Stormwater Channel). Peak ground acceleration exceeds

0.7g. Column heights exceed 40 feet and are founded on
oversized drilled shafts. Channel scour depths exceed 24 feet. Bridge ends are supported by seat-type abutments
founded on driven steel piles and accommodate the CV
Link path.

Kyle Turner, PE | RESUME PG 2
91 APPENDIX A: RESUMES A-9
Chad Harden, PE, SE | RESUME PG 1
RESUME
Chad Harden, PE, SE
Bridge & Structures Support
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Structure design, inspection, retrofit, rehab
 Seismic design and analysis
 Soil-structure interaction
 Transportation structures
 Retaining wall, water and flood control structures
Years of Experience
 23
Licensing
 Professional Structural Engineer, CA No. 5232
 Professional Structural and Civil Engineer, WA No.
20119552
 Professional Civil Engineer, CA No. 67648
Certifications
 FHWA-NHI-130092 Load and Resistance Factor Rating
of Highway Bridges
 FHWA-NHI-130056 Safety Inspection of In-Service
Bridges for Professional Engineers
 Cal-OES Safety Assessment Program (SAP) Evaluator
Certification, No. 92718
Education
 MS, Structural Engineering, University of California, Irvine, CA
 BS, Civil Engineering, University of California, Irvine, CA Affiliations
 Transportation Research Board (TRB) Committees:
o Secretary, Seismic Design and Performance of
Bridges (AKB50)
o Friend, Foundations of Bridges and Other
Structures (AKG70)
o Member, GeoSeismic Subcommittee (AFF50(1))
o Friend, Standing Committee on Culverts, Buried
Bridges and Soil Structure Interaction
Publications
 Harden, C. W., and Lozano, A. (2022). Compatible
Swarm Intelligence Model and Construction Method to
Satisfy Bridge Design and Load Rating Requirements
and Considering Geotechnical Variability. Transportation Research Record.

Mr. Harden has over 20 years of experience in the
industry and has served as a Structural Engineering
Project Engineer and Project Manager. Chad’s
background includes the design of a myriad of structure types and public improvement projects including bridges, industrial facilities, flood control, water and wastewater structures, retaining walls, and special foundation
systems. As a Project Engineer/Project Manager, he is
responsible for the preparation of existing structure
evaluation; structural analysis, PS&E; and construction administration.

Chad’s background in academic research and structural
engineering-specific advanced study, as well as his role in numerous standing Transportation Research Board
(TRB) further enhances his depth of knowledge in
structural design. His involvement in the advancement of structural and transportation design includes his active involvement in solving the challenges of our generation.

Chad’s engagement is advancement is demonstrated
through his active participation on the GeoSeismic and
Foundations of Bridges and Other Structures
committees. Further, he is actively involved in the
Subsurface Soil-Structure Interaction and the Seismic
Design and Performance of Bridges committee. His
experience includes:

Interstate 10 Corridor Contract 1 Project DesignBuild, San Bernardino County Transportation Authority (SBCTA), Los Angeles/San Bernardino
County, CA. Task Manager. The Interstate 10 Express
Lanes project was a comprehensive undertaking aimed
to enhance mobility and alleviating congestion along a
critical transportation corridor. The scope encompassed constructing two new express lanes in each direction,
spanning from the Los Angeles/San Bernardino County
line to the Interstate 10/15 interchange. This endeavor involved adding 10.5 lane miles of new roadway and
restriping 11.5 miles of existing lanes in both directions.

To integrate the additional express lanes seamlessly, the project necessitated significant infrastructure
modifications, including the widening or the replacement of 20 bridge structures. Specifically, six overcrossings required full replacement, while two undercrossings
demanded reconstruction, complemented by seven
undercrossing widenings and five bridge widenings over
channels. Moreover, the project mandated the extension
of a protection system for an existing 152-inch diameter Metropolitan Water District (MWD) aqueduct.

Additionally, approximately 81 retaining walls of various types, such as sub-horizontal ground anchor walls,
92 A-10 APPENDIX A: RESUMES
Chad Harden, PE, SE | RESUME PG 2
Chad Harden, PE, SE | RESUME PG 2
RESUME
soldier pile walls, soil nail walls, standard walls, and sound wall barriers, were proposed to accommodate the
expanded roadway.

State Route 55 (Interstate 405 to Interstate 5)
Widening, Orange County Transportation Authority
(OCTA), Santa Ana, CA. Task Manager. As part of
OCTA's State Route 55 widening project from Interstate
405 to Interstate 5, which aimed to provide an additional HOV and general-purpose lane, Chad served as the
Task Manager overseeing the design of the Expanded
Polystyrene (EPS) Lightweight Fill Embankment and
distribution slab. These elements were situated adjacent to Retaining Wall No. 502, located between the Edinger
Avenue undercrossing and South Tustin overhead, as
well as Retaining Wall No. 506, situated north of the
South Tustin overhead. The inclusion of the EPS
embankment was a strategic decision within the project
improvements, intended to minimize ground settlement in the nearby existing facilities, capitalizing on the
significantly lower density of EPS compared to soil.

Chad's design for the load distribution slab ensured the effective distribution and limitation of loading on the EPS material. Furthermore, he engineered the EPS
embankment fill to accommodate a range of fill heights, from 2 feet to 28 feet, as well as varying embankment
widths and live load arrangements, including HL-93,
Tandem, and P-15. The EPS design adhered to the
guidelines outlined in NCHRP Report 529, "Guideline
and Recommended Standard for Geofoam Applications
in Highway Embankments."
Interstate 15 Corridor Freight and Express Lanes
PS&E Project, San Bernardino County Transportation
Authority (SBCTA), Ontario, CA. Senior Bridge
Engineer. SBCTA, in collaboration with California
Department of Transportation (Caltrans), Riverside
County Transportation Commission (RCTC), Metrolink
and UPRR rail authorities, and other agencies to deliver the Interstate 15 Corridor Express Lanes design-bid-build project which will reduce traffic congestion, increase
throughput and enhance regional mobility. Chad served
as Senior Bridge Engineer responsible for structures
special provisions for all 16 bridge widenings for the
PS&E project phase.

Rancho California Road Bridge over Murrieta Creek
Phase 28, Riverside County Flood Control District,
Temecula, CA. Project Manager, Bridge Lead. MNS
provided structural engineering services for the County of Riverside and USACE to evaluate long-term stability and load rating of the existing Rancho California Bridge under construction conditions and ultimate improvements
following modifications to Murrieta Creek which lowered the channel grade by approximately four feet. MNS
proposed an innovative casing solution to uncouple
seismic concerns from project improvements, ultimately
reducing scope of the project and accelerating delivery of the analysis required to meet funding milestones.

Wheeler Canyon Road Bridge Improvements, Santa
Paula, CA. Project Manager. Chad served as Project
Manager to deliver Environmental and all Civil and
Structural PS&E services, including preparation of the
Exhibit 6A HBP Application, to repair and protect the
existing Wheeler Canyon Road Bridge in the City of
Santa Paula, for the County of Ventura Transportation
Department. The bridge was originally constructed in
1937. Improvements include concrete repair and
treatment, extension and repair of existing bridge railing, and construction of rip rap in the channel. Preliminary engineering services included a Bridge Condition
Analysis and Advanced Planning Study (APS) Report,
hydraulic and Preliminary Environmental Study, and
concrete testing and analysis for Alkali-Silica Reactivity (ASR). Special attention was required to consider
construction easements, channel access and existing
property lines.

Pedestrian OH and Aliso Creek Pedestrian Bridges,
Riverside County Santa Ana River Trail (SART)
Phase 6 – Green River Golf Course, Riverside County
Transportation Commission (RCTC), Riverside
County, CA. Bridge Task Manager. Bridge Task
Manager responsible for the type selection and final
design and PS&E of two pedestrian bridges which will be an integral part of the Santa Ana River Trail (SART). The Pedestrian Overhead Bridge is a Precast, California
Wide Flange Girder Bridge with a single 180-ft span over BNSF to replace an existing at-grade crossing. The
superstructure will be constructed with a field splice and is supported on high cantilever abutments. The bridge
will provide public access across three BNWF tracks, a
future track and future access road. The Aliso Creek
Pedestrian bridge will be a prefabricated steel truss
bridge; Chad prepared a project-specific bridge design
criteria to reasonably balance the constraints for scour protection, seismic design, bridge use and performance, and the project budget.
93 APPENDIX A: RESUMES A-11
Name | RESUME PG 1
RESUME
Hector Salcedo, PE
Lead Engineer – Transportation
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Caltrans
 Transportation design
 Design-build projects
 Plans, specifications, and estimates (PS&E)
Years of Experience
 10
Licensing
 Professional Civil Engineer, CA No. 90382
Education
 BS, Civil Engineering/Transportation, California State Polytechnic University, Pomona, CA
Affiliations
 Institute of Transportation Engineers (ITE)
 Women's Transportation Seminar (WTS)
Mr. Salcedo is a well-rounded engineer who understands
the key aspects of all Caltrans project phases. He has
experience working on all three phases of Caltrans
project delivery phases which include the Project
Initiation Documents (PID), Project
Approval/Environmental Document (PA/ED), and plans,
specifications and estimates (PS&E). His vast project
experience includes review and preparation of technical reports and preliminary geometric designs in the planning and development of major interchanges throughout
Southern California, environmental technical studies,
utility coordination, and project coordination. His recent project experience includes design on the Interstate 10 Design-Build Project where he was responsible for a
three-mile segment of roadway modeling and preparation
of over 100 roadway plans complying to the Caltrans
HDM, Standard Plans and Plan Preparation Manual.

Hector uses his vast experience to ensure the most
practical, and safe designs on his projects with a full understanding of the Caltrans delivery process. He has
technical experience with AutoCAD/Civil 3D and
MicroStation/Inroads platforms. His experience includes:

First Street Feasibility Study, City of Beaumont, CA.

Project Manager. MNS developed a feasibility study
along First Street from Beaumont Avenue to
Pennsylvania Avenue analyzing the impacts, cost and
improvements needed to upgrade First Street to fourlane facility with sidewalks. Survey and existing R/W mapping were also included as part of the feasibility
study.

Interstate 10/Cherry Valley Boulevard, City of
Calimesa, CA. Assistant Project Manager. This project
develops plans, specifications, and estimates (PS&E) for the upgrade and reconfiguration of the existing diamond interchange to a diverging diamond interchange (DDI) at the Interstate 10/Cherry Valley Interchange, which is a major thoroughfare of the South end of the City of
Calimesa and the City of Beaumont. The traffic volume in the intersection has increased in the surrounding area
due to the combination of newer and established
residential/housing, the Marketplace at Calimesa, and
the Cherry Valley Logistics Center. The interchange was recently upgraded with traffic signals and minor turning lane additions. These additions have provided some
relief, but will not support long-term regional growth. 94 A-12 APPENDIX A: RESUMES
Name | RESUME PG 2
RESUME
Hollis Street Transit and Pedestrian Improvements,
City of Emeryville, CA. Assistant Project Manager. MNS
is actively providing land surveying and design services along the Hollis Street corridor between 40th and Powell Street. Project improvements include bicycle and
pedestrian improvements such as bulbout sidewalks, bus
pads, and dedicated loading areas to improve transit
safety and efficiency. Pavement and utility upgrades are also key design elements of the corridor improvement
project.

PS&E for Interstate 10/Jackson Street Interchange
Project, City of Indio/Caltrans, CA. Project Manager.

This project developed plans, specifications, and
estimates (PS&E) for the upgrade of the existing
interchange along Interstate 10 and Jackson Street for
the City of Indio. Improvements included new ramps, two new bridges and local street widening. Hector’s
responsibilities included coordinating with Caltrans on the review and approval of engineering reports; preparing
and receiving approval on PS&E packages; leading and
developing monthly Project Development Team (PDT)
meeting material and meeting minutes; and managing
and coordinating the project schedule for PS&E.

Calle Contento and La Serena Way Roundabouts
along Rancho California Road, Riverside County
Transportation Department, CA. Project Manager.

Hector negotiated and established an approved contract
of over $1M, managed and reviewed sub-consulting
invoices and project deliverables, was responsible for
overseeing the project schedule to achieve
environmental clearance (CEQA) and final design
approval, communicated monthly with the County,
oversaw the project design of the roundabouts to ensure meeting roundabout design standards and
constructability, and provided design oversight on the
roundabout performance analysis and plan and profile
exhibits.

Interstate 10 Design-Build, San Bernardino County
Transportation Authority/Caltrans, CA. Civil Engineer.

This project widened approximately 6 miles of Interstate

10. Hector was responsible for the design/oversight of 25 ramps, 5 bridges, 10+ walls and 20+ curb ramps. Hector
coordinated with drainage, traffic, structures, and the contractor to provide proposed surfaces. He also
prepared and reviewed 100+ roadway plan sheets
including layouts, profiles, and superelevations,
construction details, grading, and typical sections. Hector coordinated with Caltrans and the contractor design
decisions through weekly Technical Working Group
meetings and over-the-shoulder reviews.

Salt Creek Trail, Riverside County Transportation
Department/Caltrans/City of Menifee/City of Hemet,
CA. Assistant Project Manager. Hector managed and
maintained the project schedule, deliverables, and action items; coordinated with Caltrans Local Assistance on
reviews of technical reports and permits; reviewed and
prepared final design plans, including plan, profile, typical sections, construction details, horizontal control, and grading; coordinated with county and cities on the plan check requirements and overall design; and developed
public outreach material for open house meetings.

Ethanac Expressway, Riverside County
Transportation Department, CA. Roadway Lead.

Hector designed preliminary alternatives for the Nichols Road using Quantm software, which can produce
multiple alignments simultaneously by establishing inputs such as cost, geometric, and object parameters;
reviewed and assisted in the developments of the traffic forecast analysis and corridor vision; prepared exhibits and a video for multiple open house meetings with
various cities; managed and coordinated the project
schedule; and developed meeting material and meeting
minutes for bi-monthly PDT meetings.

PSR/PDS for State Route 60/Redlands Boulevard,
City of Moreno Valley/Caltrans, CA. Roadway Lead.

Hector designed three interchange alternatives,
coordinated with the city on choosing a locally preferred alternative, reviewed and coordinated the TEPA and
PEAR reports, prepared exhibits for a Caltrans kick-off meeting to introduce alternatives and the schedule, and developed preliminary cost estimates.

Hector Salcedo, PE | RESUME PG 2
95 APPENDIX A: RESUMES A-13
Tony Salas | RESUME PG 1
RESUME
Tony Salas
Lead Engineer – Electrical and Lighting
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Caltrans
 Traffic design
 Traffic control
 Signal improvements
 Roadway lighting
 Plans, specifications, and estimates (PS&E)
 Design-build projects
 Photometric analysis.

Years of Experience
 14
Licensing
 Professional Civil Engineer, WA No. 20101200
 Professional Civil Engineer, CO No. PE.0057443
Education
 BS, Civil Engineering/Transportation, California State Polytechnic University, Pomona, CA
Affiliations
 Institute of Transportation Engineers (ITE)
 Orange County Traffic Engineering Council (OCTEC)
Mr. Salas is a well-rounded engineer who understands
the key aspects of traffic engineering design for the
PS&E phase. His responsibilities include design
management of all areas of traffic engineering design for Caltrans and local agencies. His expertise is composed
of design in pavement delineation, signing, overhead
sign design, traffic control, traffic handling, stage
construction, traffic signal design, traffic signal
communication, ITS, Tolling, Middle Mile Broadband
Network, ramp metering, roadway lighting, street lighting, and photometric analysis. Furthermore, he has general
knowledge of traffic signal synchronization before and
after studies, signal timing, traffic signal warrants, speed surveys, trip generation tech memos, synchro analysis,
thru-traffic analysis, and sight distance analysis. His experience includes:

West Street Road Diet Traffic Signal Improvements,
City of Soledad, CA. Task Lead. As part of a road diet, the city is looking to add bike lanes and reconfigure the lanes to include a buffer. The lane configuration impacts the traffic signal vehicle detection and vehicle heads. The design consists of converting from vehicle loops to video detection on all legs of the intersection, and relocation of vehicle heads to line up to the new lane configuration. As part of an on-call contract, Tony was the lead on this task order.

Hollister Avenue H.A.W.K Signal, County of Santa
Barbara, CA. Project Manager. The H.A.W.K signal will
provide a safer way for pedestrians to cross Hollister
Avenue. The project includes survey and mapping for
ramp re-design, utility coordination, SCE coordination for new service pedestal and meter, and signing and
striping.

Interstate 10/Cherry Valley Interchange, City of
Calimesa, CA. Signing and Pavement Delineation Lead.

This project develops PS&E for the upgrade and
reconfiguration of the existing diamond interchange to a diverging diamond interchange (DDI) at the Interstate
10/Cherry Valley Interchange, which is a major
thoroughfare of the South end of the City of Calimesa
and the City of Beaumont. The traffic volume in the
intersection has increased in the surrounding area due to the combination of newer and established
residential/housing, the Marketplace at Calimesa, and
the Cherry Valley Logistics Center. The interchange was recently upgraded with traffic signals and minor turning lane additions. These additions have provided some
relief but will not support long-term regional growth.
96 A-14 APPENDIX A: RESUMES
Tony Salas | RESUME PG 2
RESUME
Orgeta Hill – North Jameson Lane Bike Path Lighting,
County of Santa Barbara, CA. Project Manager. This
project is developing plans, specifications, and (PS&E) for the extension of an existing bicycle path in Montecito.

Tony’s responsibilities include project management for
the lighting along the bicycle path. He is overseeing
technical work from photometric analysis; voltage drop
calculations to plan development and SCE coordination
as well as identifying state of the art lighting technology that is efficient and aesthetically pleasing.

PS&E for Interstate 10/Jackson Street Interchange
Project, City of Indio/Caltrans, CA. Traffic Lead. This project developed plans, specifications, and estimates
PS&E for the upgrade of the existing interchange along
Interstate 10 and Jackson Street for the City of Indio.

Improvements included new ramps, two new bridges and
local street widening. Tony’s responsibilities included coordinating with Caltrans and local agencies and
providing design oversight for Signing, pavement
delineation, maintenance of traffic, traffic signals, ramp, etering, lighting, ITS and all temporary electrical
elements PS&E packages.

PS&E for Interstate 10/Monroe Street Interchange
Project, City of Indio/Caltrans, CA. Traffic Lead. This project developed PS&E for the upgrade of the existing
interchange along Interstate 10 and Monroe Street for
the City of Indio. Improvements included new ramps, two new bridges and local street widening. Tony’s
responsibilities included coordinating with Caltrans and local agencies and providing design oversight for signing, pavement delineation, maintenance of traffic, traffic
signals, ramp metering, lighting, ITS, and all temporary electrical elements PS&E packages.

PS&E for State Route-60/World Logistics Center
Parkway Interchange Project, City of Moreno Valley,
CA. Traffic Lead. This project developed PS&E for the
upgrade of the existing interchange along State Route 60 and World Logistics Center Parkway for the City of
Moreno Valley. Improvements included new ramps, two
new bridges and local street widening. Tony’s
responsibilities included coordinating with Caltrans and local agencies and providing design oversight for signing, pavement delineation, maintenance of traffic, traffic
signals, ramp metering, and roadway lighting.

Interstate 10 Design-Build, San Bernardino County
Transportation Authority/Caltrans, CA. Traffic Design
Lead. Provided design and engineering services on the
Interstate 10 Corridor Express Lanes Project. This
project widened approximately 6 miles of Interstate 10.

Responsible for design and oversight for all Caltrans ITS and SBCTA tolling infrastructure for the 15-mile stretch of Interstate 10. The project included the installation of a new fiber optic communication plan, CCTVs,
TMS,wWeigh-in-motion system, ramp metering, irrigation
controller cabinets, and data nodes at each intersection.

In addition, a separate fiber communication system with redundancy for the toll collection system as well as the design of the toll pads and lighting for toll pads and toll zones. The toll collection system included CCTVs, count stations, 16 tolling CMS, and 8 toll collection points.

Coordination with Caltrans was also essential for
developing the Temporary ITS concept (PTP/PTMP
wireless communication plan) and the final ITS
equipment location.

Highway Safety Improvement Program (HSIP) Cycle 9
Traffic Signal Modifications, City of Indio, CA. Task
Manager. Lead the design of traffic signal modifications.

The project involved 15 signalized intersections and
development of final design plans to address dilemma
zone-related accidents. Implemented advanced dilemma
zone detection systems and signal modification plans,
and updated signal timing. Prepared specifications
(SSPWC and city template). Assisted the city with
Caltrans Local Assistance procedures and successfully
received E-76 for construction.

Middle-Mile Broadband Network (MMBN), Caltrans
District 3. Deputy Project Manager. This project provides broadband infrastructure in rural parts of northern
California, District 3. Responsible for overseeing an
aggressive project schedule and final design approval,
communicated biweekly with all active functional Caltrans Units and subconsultants, oversaw the project design of the fiber optic conduit installation methods and location of fiber optic, pull vaults and splice vaults to ensure meeting MMBN design guidelines and constructability for 285
miles of state routes.

Tony Salas | RESUME PG 2
97 APPENDIX A: RESUMES A-15
Natalia Bijak, PE | RESUME PG 1
RESUME
Natalia Bijak, PE
Senior Engineer
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Roadway designs
 Interchanges
 Roundabouts
 Pedestrian path
 Bridges
 Caltrans Highway Design Manual
Years of Experience
 8
Licensing
 Professional Civil Engineer, CA No. 97324
Education
 BS, Civil Engineering, San Jose State University, CA
Ms. Bijak is an accomplished Project Engineer with over eight years of experience. Specializing in optimizing
roadway designs to fulfill project goals, Natalia
possesses advanced experience in designing
interchanges, roundabouts, pedestrian paths, and
bridges, which she leverages to improve traffic flow and safety for all users. Having worked on Caltrans projects, she is experienced in maintaining compliance and
alignment with the Caltrans Highway Design Manual
while also addressing project objectives, purpose, and
needs. As a seasoned leader, she effectively
communicates and builds robust working relationships
with clients, subconsultants, and team members. Her
experience includes:

Multimodal Transportation Project, City of Modesto,
CA. Project Engineer. As Project Engineer for a $100M
multimodal transportation project, Natalia developed
detailed documentation and comprehensive reports to
support the PID and PA&ED phases while effectively
coordinating with all stakeholders and team members to
ensure the project was on schedule.

Interstate 80 Eastbound Cordelia Tuck Inspection
Facility, Solano County, CA. Drainage Engineer.

Natalia served as lead drainage engineer for this large truck scale project in Solano County. She managed
system calculations, design, and produced detailed plan profile and detail plan sets while ensuring Caltrans
compliance.

Various Projects, Solano County and City of
Modesto, CA. Senior Staff Engineer. Natalia’s
responsibilities included creating horizontal, vertical and superelevation road alignments; designing interchanges, roundabouts, pedestrian paths and bridges; identifying
ways to improve roadway designs for traffic flow and
safety; organizing Project Development Team (PDT)
meetings; coordinating with clients and stakeholders;
managing system calculations; creating detailed plans,
profiles, and detail sheets for projects; complying to
Caltrans manuals and standards; and providing
mentorship and supervision to a team of junior
engineers. Some notable projects include:
• Westbound Interstate 80 California Commercial
Vehicle Enforcement Facilities (CCVEF) Project,
Solano Transportation Authority, CA. This project
proposed highway improvements along with the
construction of a new California Commercial Vehicle
Enforcement Facility (CCVEF). It included mapping
of truck turns and site design to accommodate all
98 A-16 APPENDIX A: RESUMES
Natalia Bijak, PE | RESUME PG 2
RESUME
types of vehicles entering the facility. Additionally, the location is situated within a floodplain and faces
numerous drainage challenges.
• Multimodal Transportation Project, City of
Modesto, CA. This project proposed a new freeway
interchange to provide direct access to a popular
mall. The design included improvements to both the
freeway and local streets. The city was interested in
incorporating roundabouts and grade-separated
pedestrian crossings. Managing R/W impacts was a
critical part to the design.

Various Projects, Contra Costa Transportation
Authority and Alameda County Transportation
Commission, Sacramento, CA. Staff Engineer.

Natalia’s responsibilities included producing high-quality PS&E deliverables for complex transportation and
infrastructure projects. She also was responsible for
creating 3D models on MicroStation Inroads, calculating quantities, and preparing exhibits for freeway
improvement and multimodal projects and proposals.

Some notable projects include:
• Interstate 680/State Route 84 Interchange Project,
Contra Costa Transportation Authority, CA. This
project widened and improved freeways to enhance
safety and increase traffic capacity. It also included
the design of new flyover ramps, which needed
emphasis on structures, staging, and grading design.
• Southbound Interstate 680 GAP Project, Alameda
County Transportation Commission, CA. This
project widened and improved Interstate 680 through
cold-planning and rehabilitation. The project focused
on pavement and materials, as well as improvements
made to the median and proposed retaining walls.

LAX Automated People Mover Project, Los Angeles,
CA. Engineering Intern. Natalia was responsible for
creating AutoCAD documents for this project.

Caltrans Materials Engineering and Testing Services,
San Jose State University, CA. Research Assistant. As
a Research Assistant at San Jose State University,
Natalia launched a Caltrans training and certification
program. While there, she conducted CTM and AASHTO
tests on soils, aggregates, and HMA with alignment and
adherence to industry standards.

Various Projects, City of Hayward, CA. Civil
Engineering Intern. Natalia assisted in the design of
grading, stormwater management, and utility plans for
various commercial and residential land development
projects. Her responsibilities included researching city regulations for site development and producing internal documentation.

Natalia Bijak, PE | RESUME PG 2
99 APPENDIX A: RESUMES A-17
Charlotte Wu, PE, ENV SP, STP | RESUME PG 1
RESUME
Charlotte Wu, PE, ENV SP, STP
Senior Engineer
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Roadways
 Utilities
 Design alternatives
Years of Experience
 11
Licensing
 Professional Civil Engineer, CA No. 85646
Certifications
 Greenroads Sustainable Transportation Professional
(STP), No. 0000287
 ISI Envision Sustainability Professional (ENV SP), No. 17003
Education
 BS, Civil Engineering, California State Polytechnic
University, Pomona, CA
Ms. Wu has over a decade of experience in
transportation engineering. Charlotte specializes in final design for roadways and utilities, as well as preliminary engineering design to assess different alternatives and their impacts. Her expertise also extends to utilizing
sustainability practices to evaluate transportation
projects, leading her to successfully secure two projects as the lead sustainability expert. Additionally, she is a licensed Civil Engineer in the State of California and
holds certificates in STP and ENV SP. Her experience
includes:

State Route 91 Multi-Asset, Segment 1, Caltrans
District 12, Orange County, CA. Lead Engineer.

Charlotte was responsible for designing final plans set, preparing quantities, and specifications for pavement
delineation. Project engineer responsible for designing 65% plans, preparing quantities, and specifications for drainage improvements. The project scope included 8.5
miles of pavement rehabilitation, drainage improvement, sign replacements, electrical upgrades, and operational improvement from Orange County/LA County Line to N
Acacia Street.

Interstate 405 Sepulveda Pass Express Lanes
Project, Los Angeles County Metropolitan
Transportation Authority, Los Angeles County, CA.

Project Engineer. Charlotte was responsible for
designing project alternatives. Developed project
alternative design using Caltrans HDM and Managed
Lane Guide. Analyzed widening impacts to roadways,
structures, and right-of-ways associated with the addition of a weave lane. Documented nonstandard design items
for existing conditions and proposed optimized
alternatives. This project studies alternatives including addition of one or two high-occupancy toll HOT lane(s)
and a second high-occupancy vehicle (HOV) lane along
the Interstate 405 corridor from Interstate 10 to US 101, a total of more than ten miles in west Los Angeles area.

High-speed Rail CP1, California High-Speed Rail
Authority (CHSR), Fresno and Madera, CA. Project
Engineer. Responsibilities included the final design of an underground telecommunication system infrastructure.

Charlotte performed a Quality Assurance/Quality Control (QA/QC) review for utility relocation design plan
deliverables to CHSR Authority. Led and coordinated
utility design coordination meetings between third-party agencies, design-builder, and CHSR Authority to resolve design review comments. She oversaw the design of
third-party facilities for compliance with project
100
A-18 APPENDIX A: RESUMES
Charlotte Wu, PE, ENV SP, STP | RESUME PG 2
RESUME
requirements and integration with internal design efforts.

The scope of the design tasks included coordination
between utilities, other design disciplines, contractors, and the owner. Charlotte also designed 11 miles of an
underground infrastructure system for AT&T fiber optic
facilities in Fresno. The project scope included 29 miles of new rail corridor through urban and agriculture
development involving relocations of 12 dry, five wet, and three high-risk utilities.

State Route 210 Mixed Flow Lane Addition and
Baseline Interchange, San Bernardino County
Transportation Authority, San Bernardino County,
CA. Project engineer. Charlotte was responsible for
drafting and writing Supplemental DSDD for the
extended portion of the project. She was also responsible for finalizing project specifications and developing project construction details such as connection to the existing edge drain system, ramp transition, and curb ramps.

Charlotte was also responsible for quality checks of
roadway estimates, plans, and specifications. The project widens approximately six miles of State Route 210 by
adding one new mixed-flow lane and shoulder in each
direction within the freeway median. The project also
adds an auxiliary lane, an acceleration lane, several
sound walls, and retaining walls.

Southwest Corridor Light Rail Project Phase I, TriCounty Metropolitan Transportation District of Oregon, Washington County, OR. Project Engineer.

Charlotte provided a re-alignment design of an existing cross street and optimization of profile design to minimize impacts and project cost due to light rail expansion in Section C of the project. She worked closely with the
owner, other project consultants, and third-party
agencies including the City of Tigard. The project, if
secured funding, will extend the existing Metropolitan
Area Express (MAX) green line south into the City of
Tualatin. The project included a total of 11 miles of new light rail, 13 stations, five park-and-ride lots, 10 miles of new sidewalks, six miles of improved bike facilities, and

1.6 miles of transit-only lanes.

US 395 Phase 2 Freight Mobility and Safety Project,
San Bernardino County Transportation Authority,
San Bernardino County, CA. Project Engineer.

Charlotte was responsible for preparing the final design typical cross sections, layout sheets, and coordinating with other disciplines on design coordination. The project will widen US-395 from two lanes to four lanes, with a
continuous median from just north of Interstate 15 to
State Route 18, approximately seven miles.

Interstate 405 Auxiliary Lanes, Los Angeles County
Metropolitan Transportation Authority, Los Angeles
County, CA. Project Engineer. Charlotte developed and
finalized Life-Cycle-Cost Analysis (LCCA) report using
the Caltrans-developed pavement design life-cycle cost
analysis, RealCost. The analysis studied two pavement
alternatives for the auxiliary lane, three pavement
alternatives for mainline outside shoulder, and two
pavement alternatives for the ramps. The purpose of the analysis is to determine the most cost-effective pavement alternative. The proposed build project alternative
includes construction of auxiliary lanes on northbound
and southbound Interstate 405 and construction of a lane extension on southbound Interstate 405. The 3-mile
project is an improvement project for Metro, in
cooperation with Caltrans District 7 and the South Bay
Cities Council of Governments.

South County Traffic Relief Effort Project Study
Report and Project Development Support,
Transportation Corridor Agencies, Various
Locations, CA. Project Engineer. Responsibilities
included developing an alternative horizontal alignment, preparing alternative preliminary cost estimates, and
developing alternative exhibits for the PSR-PDS report.

The project studies multiple alternatives to improving the south Orange County transportation system, which
includes improvements to local roads, extension of toll roads, and improvements to the existing freeway
facilities. The longest alternative of this study covers from Irvine to as far as San Clemente.

State Route 241/State Route 91 Express Lanes
Connector Project, Transportation Corridor
Agencies, Orange County, CA. Project Engineer.

Charlotte’s responsibilities include reviewing the
Greenroad’s Assessment report to ensure the project can achieve Silver Level in the Greenroads rating system.

She also assisted in developing an implementation plan
for the project to incorporate Greenroads credits to obtain certification. The design scope of this project included a new median-to-median connector between State Route
241 and the tolled lanes in the median of State Route 91.

Greenroads is a sustainability rating system focusing on rates on transportation projects for its sustainable design and construction practices.

Charlotte Wu, PE, ENV SP, STP | RESUME PG 2
101
APPENDIX A: RESUMES A-19
Michael Chan, PE | RESUME PG 1
RESUME
Michael Chan, PE
Caltrain Coordinator
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Construction Management
 Caltrans
 Caltrain
 Roadways and bridges
Years of Experience
 41
Licensing
 Professional Civil Engineer, CA No. 40575
Certification
 Caltrain Advanced Roadway Worker
Protection
Education
 BS, Civil Engineering, University of
California, Berkeley, CA
Professional Development
 Environmental Laws and Regulations, UC
Extension
Mr. Chan has over 40 years of experience in the
management of design, construction, operational
support, and third-party oversight activities for highway, bridge, rail, and other transportation projects. Mike has been involved in the construction of over 80 projects
ranging in value from $40K to $900M. These contracts
have included new alignments, retrofits of freeways,
widenings, interchange modifications, roadbed
maintenance, slide repairs, landscaping, safety
improvements, traffic signal improvements, Caltrain
station improvements, highway grade crossings
upgrades, new track and signal improvements,
replacement and seismic retrofit of railroad bridges,
grade separations, and rehabilitation of existing track infrastructure.

Mike’s years of construction, project management, and
claims avoidance experience in the Bay Area, make
him a valuable resource for constructability reviews and claims avoidance. He has also used his diverse
construction experience to instruct hundreds of
Caltrans Engineers in various courses such as the
Caltrans Resident Engineers Academy, Office Records
and Procedures course, District 4 Assistant Resident
Engineer course, District 4 Construction Safety
Orientation course, and the Introduction to PC in
Construction Administration course. Mike is certified to teach the Caltrain Basic Roadway Worker Protection
class.

Mike is an experienced Project Manager, having
handled staff of up to 100 on multiple concurrent
contracts. He is thoroughly familiar with cost
accounting procedures and has extensive experience
with coordinating work between multiple agencies
during all project phases. His experience includes:

On-Call Construction Management Services,
Caltrain/Peninsula Corridor Joint Powers
Board/Caltrain (PCJPB), CA. Construction Manager.

MNS provided on-call construction management
services to support the Joint Power Board (JPB)'s
Capital Program Construction Projects. Professional
services included construction management, quality
assurance, drawing review and management,
scheduling, material testing, project controls,
construction change order management, claim
avoidance and mitigation, and project closeout.

Projects for this on-call contract included:
102
A-20 APPENDIX A: RESUMES
Michael Chan, PE | RESUME PG 2
RESUME
• Marin and Napoleon Street Bridges Replacement
• Constructability Review and Construction
Management for Bayshore Station Painting
• South San Francisco Station and 25th Avenue
Grade Separation Project Assessments
• 25th Avenue Grade Separation
• Bayshore Station Repainting
Caltrain/Peninsula Corridor Joint Powers Board
(PCJPB) Capital Improvement, San Carlos, CA.

Program Manager. Mike oversaw the development and
implementation of this $900M, 10-year, capital
improvement program with a staff of three senior-level
project managers and the support of several
engineering consultant firms. Challenging projects
included the rehabilitation of the existing Caltrain
infrastructure (tracks, stations, signal system, and
structures, etc); the Caltrain Express project, which
was part of the Governors 2000 Transportation
Improvement Plan; electrification of the Caltrain
System; construction of a new Rolling Stock
Maintenance Facility; and track and platform
improvements at the new Millbrae Intermodal Joint
BART/Caltrain station constructed on the SFO Airport
BART Extension.

Interstate 80 Traffic Operations System (TOS)
Project, City of Oakland/Contra Costa County, CA.

Construction Manager. Mike was involved with three of
the seven projects included in this contract. The
contract was administered by the Alameda County
Transportation Commission (ACTC).
• Project 2 involved management of the procurement
of Adaptive Ramp Metering (ARM) systems
installed along the Interstate 80 corridor.
• Project 3 installed traffic operation systems to
improve mobility along the Interstate 80 corridor
between the City of Oakland and the Carquinez
Bridge. The construction work consisted of
installation of vehicle detection stations, highway
advisory radio, variable message signs, a
communication system, and multiple electrical
connections. All work was contained within
Caltrans freeway right-of-way and through the
Cities of Oakland, Berkeley, Albany, Richmond, El
Cerrito, San Pablo, Pinole, and Crockett.
• Project 6, the San Pablo Avenue Corridor Arterial
and Transit Improvement Project, provided
improvements along San Pablo Avenue and major
connecting arterials to the Interstate 80 corridor.

This 22-mile-long project extends along San Pablo
Avenue between West Grand Avenue in the City of
Oakland, Alameda County to Pomona Street in
Crockett, Contra Costa County. The construction
work consisted of upgrading traffic signal
controllers and electrical systems, and the
installation of the following devices: traffic signals, video detection equipment, pedestrian push button
and countdown signals, speed feedback signs,
closed-circuit television cameras, trailblazer signs,
and arterial changeable message signs.

Interstate 880 Integrated Corridor Management,
North Alameda Segment, Metropolitan
Transportation Commission, CA. Project Manager.

This $14.3M project extends for approximately nine
miles between the Interstate 880/Interstate 980
interchange and the Interstate 880/Davis Street
interchange within the cities of Oakland and San
Leandro, including the parallel arterials of 12th Street, International Boulevard (State Route 185), San
Leandro Boulevard/Street and East 14th Street along
with the crossing arterials of 23rd Avenue, 29th
Avenue, Fruitvale Avenue, 42nd Avenue (State Route
77), High Street, 66th Avenue, Hegenberger Road,
98th Avenue, Doolittle Drive (State Route 66), and
Davis Street (State Route 112). The Interstate 880
Corridor Management Project aims to alleviate
community impacts resulting from increased traffic on
local streets during freeway incidents between the
Interstate 880/Interstate 980 interchange and the
Interstate 880/Davis Street interchange within the cities of Oakland and San Leandro. The project aims to
minimize the burden on local streets when an incident
occurs along this nine-mile stretch of Interstate 880 by installing Intelligent Transportation System (ITS)
equipment on key arterial streets to redirect motorists safely and efficiently back onto Interstate 880. When
completed, the project will have approximately 19 miles of fiber optic lines, 45 trailblazer signs, 26 closed-circuit TV cameras, 22 microwave vehicle detection systems,
and 35 upgraded traffic signals. The Interstate 880
Corridor Management Project is a collaborative effort
led by the Metropolitan Transportation Commission,
together with Caltrans District 4, City of Oakland, City of San Leandro, and Alameda-Contra Costa Transit
District (AC Transit), to develop an enhanced arterial
incident management strategy for the Interstate 880
Corridor. Responsibilities included contract
administration; reviewing and tracking submittals;
supervising the field inspectors; identifying and
resolving field issues; preparing correspondence,
responses to requests for information (RFIs), and
progress payments; negotiating and preparing change
orders; conducting weekly coordination meetings;
SWPPP review and oversight; traffic control review.

Michael Chan, PE | RESUME PG 2
103
APPENDIX A: RESUMES A-21
James Wilcenski, PE | RESUME PG 1
RESUME
James Wilcenski, PE
Constructability Review
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Construction management and inspection
 Constructability review
 Claims analysis and resolution
 Bridge, highway, interchange improvements
 Pedestrian bridges
 Building/parking structures
 Railroad coordination (BART, UPRR, VTA)
 CPM scheduling
 Caltrans
 Procedures of the Federal Railroad
Administration (FRA), American Railroad
Engineers and Maintenance of Way Association
(AREMA), Union Pacific Railroad (UPRR), and
California Public Utilities Commission (CPUC)
Years of Experience
 36
Licensing
 Professional Civil Engineer, CA No. 49874
Certification
 ProCPR Adult CPR/AED and First Aid, No.
1642643473762
Education
 BS, Civil Engineering, University of California,
Davis, CA
Affiliations
 American Concrete Institute
 American Segmental Bridge Institute
 American Society of Civil Engineers
 International Conference of Building Officials
Mr. Wilcenski has broad construction management and
bridge engineering experience, including new
construction and seismic retrofit of concrete and steel bridges (railroad, highway, pedestrian, and utility
pipelines). James is well versed with the procedures of the Federal Railroad Administration (FRA), American
Railroad Engineers and Maintenance of Way Association
(AREMA), Union Pacific Railroad (UPRR), and California
Public Utilities Commission (CPUC). He has provided
construction management for projects within the railroad right-of-way and projects built directly for rail agencies.

He has experience in constructability review of plans and specifications, construction dispute and claims analysis and resolution, and critical path method (CPM)
scheduling. Formerly a Senior Bridge Construction
Engineer Caltrans, James successfully completed a wide
range of projects during his tenure. His experience
includes:

On-Call Construction Management Services,
Caltrain/Peninsula Corridor Joint Powers
Board/Caltrain (PCJPB), CA. Resident Engineer. MNS
provided on-call construction management services to
support the Joint Power Board (JPB)'s Capital Program
Construction Projects. Professional services included
construction management, quality assurance, drawing
review and management, scheduling, material testing,
project controls, construction change order management, claim avoidance and mitigation, and project closeout.

Projects for this on-call contract included:
• Marin and Napoleon Street Bridges Replacement
• Constructability Review and Construction
Management for Bayshore Station Painting
• South San Francisco Station and 25th Avenue Grade
Separation Project Assessments
• 25th Avenue Grade Separation
• Bayshore Station Repainting
State Route 9 San Lorenzo River Bridge and Felton
Sidehill Viaduct. Santa Cruz and Felton Viaduct
Extension, Caltrans District 5, Boulder Creek, CA.

Structure Representative This $7.4M project consisted of two sidehill viaduct which widens State Route 9 and
stabilized slide areas. The 130-foot and 300-foot bridges consisted of steel beam soldier pile retaining walls, and 36-in diameter CIDH piles drilled through 20,000psi.
104
A-22 APPENDIX A: RESUMES
James Wilcenski, PE | RESUME PG 2
RESUME
Warm Springs Bay Area Rapid Transit (BART) West
Access Bridge and Plaza Project, City of Fremont,
CA. Resident Engineer. This $23.1M project provides
pedestrian access to the new Warm Springs BART
station. The project consists of a 112-feet-long cablestayed and 244-feet-long steel truss bridge over the UPRR tracks and yard; bridge circulation elements
(staircase, escalators with canopy, and elevator);
plumbing, lighting, security, and communication systems to support the operation of the bridge; and an
approximately one-acre City amphitheater style plaza to provide the landing point and circulation area for the
pedestrian bridge. The new steel truss bridge crosses
over the UPRR yard into the new BART Warm Springs
station and the steel cable stay bridge over the UPRR
siding track. Coordination was needed with BART and
UPRR for flagging and erection of window. The plaza
includes decorative pavement, seating elements
(terraced seating, benches, etc.), lighting elements,
stormwater treatment areas, landscaping, irrigation, utility connections, bike racks, and an information kiosk.

Responsibilities included full construction management, inspection management, and assisting with structures
technical support.

Warren Avenue Grade Separation and Mission
Boulevard Improvements, Santa Clara Valley
Transportation Authority (VTA), San Jose, CA.

Resident Engineer/Structure Representative. This $54M
project involved widening Mission Boulevard from
Interstate 880 to Warm Springs with new ramps to and
from Kato Road, constructing a new UPRR bridge and
Bay Area Rapid Transit (BART) bridge over Mission
Boulevard, lowering of Warren Avenue under the existing railroad corridor, and constructing three new bridges over Warren Avenue. Work at Mission Boulevard involved
construction of two steel through girder rail bridges with 13-foot-tall girders for UPRR. Coordination with UPRR
required weekly meetings, scheduling of flaggers, and
UPRR design review and approval for bridge design
changes, and falsework and shoring plans. Warren
Avenue involved construction of a rail bridge for UPRR, a bridge for BART, and a vehicle bridge to provide truck
access to a UPRR-owned rental property leased for
freight loading. A partnership between Santa Clara Valley Transportation Authority (VTA), BART, Alameda County
Transportation Commission (ACTC), City of Fremont,
Federal Highway Administration, and Caltrans, this
project eased congestion, enhanced safety, and
improved local traffic circulation. Responsibilities
included full construction management, structure
representative, and inspection management.

Niles Boulevard Overhead Bridge Replacement, City
of Fremont, CA. Resident Engineer/Structure
Representative. This $7.8M project replaced the Niles
Boulevard bridge over the Bay Area Rapid Transit
(BART) and Union Pacific Railroad (UPRR) tracks. The
new bridge was constructed just to the south of the
existing bridge in order to keep the existing bridge open to traffic at all times. All construction over BART and UPRR tracks was performed during hours allowed by
both railroads with flagmen required. The design and
construction of a protective shield over the BART tracks was required as part of the contract. Coordination with both BART and UPRR for submittals and construction
was critical. All work that could affect the BART operating envelope was performed during very limited weekend
work windows. Responsibilities included providing full
construction management tasks consisting of serving as
resident engineer and structure representative,
inspection management, document control, submittal
review, project scheduling, change order management,
claim mitigation, and closeout.

Golden Gate Bridge Seismic Retrofit, Caltrans
District 4, San Francisco, CA. Construction Engineer.

Phase 2 of this $14.5M project encompassed retrofitting the Golden Gate Bridge. Construction work involved
retrofitting the southern approach of the bridge, including the southern anchorage house and the arch span of the
southern approach. Responsibilities included performing the independent calculations for the temporary falsework and shoring as required by the Golden Gate Bridge
District.

Laguna Seca Recreational Area Start Finish Bridge
Replacement and Track Overlay Project, County of
Monterey, CA. Construction Manager/Resident
Engineer/Structure Representative. Renovation of this
internationally storied racetrack project included
replacement of the Start Finish Pedestrian bridge,
modernization of the track electrical and communications systems, enlargement of pit row, and a complete track
pavement grind and overlay. This $18M seven-month
duration project, scheduled between the 2022 and 2023
race car event seasons, lost nearly three months due to the catastrophic 2023 winter storms, which also caused
severe damage under and around the track. To keep the
schedule and not cancel any, this delay required project acceleration consisting of double work shifts seven days a week.

James Wilcenski, PE | RESUME PG 2
105
APPENDIX A: RESUMES A-23
Thom Fresquez, PE | RESUME PG 1
RESUME
Thom Fresquez, PE
Structures Constructability
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Construction management and inspection
 Bridge construction and widening (steel truss, plate
girder, CIP box girder, pre-cast girder, slab)
 MSE walls
 Building construction
 Marine construction
 CPM scheduling
 Negotiations and dispute resolution
 Caltrans
Years of Experience
 36
Licensing
 Professional Civil Engineer, CA No. 46611
Certification
 40-hour Hazardous Materials
 ProCPR Adult CPR/AED and First Aid, No.
164298298173869
 ACI Concrete Field Testing Technician-Grade 1,
No. 02143189
Education
 BS, Civil Engineering, University of California,
Berkeley, CA
Awards
 2002 Superior Accomplishment Award, Caltrans
 2001 Outstanding Structure Representative,
Caltrans District 4 Construction
 2001 Certificate of Appreciation for Exemplary
Service, Caltrans Structure Construction
 2000 Superior Accomplishment Award, Caltrans
 1999 Outstanding Caltrans Resident Engineer,
Caltrans Toll Bridge Program
 1995 Excellence in Construction Award, Caltrans
HQ Construction
Mr. Fresquez has over 36 years of construction
management experience as a Resident Engineer,
Structure Representative, and Construction Inspector on bridge, highway, and building construction projects in the San Francisco Bay Area. Thom is highly regarded for his broad range of technical knowledge and practical
experience. He has earned a reputation for his ability to develop productive and cooperative relationships with
contractors built upon fair dealing, a keen ability to
foresee and resolve potential issues before they impact the work, a strong focus on planning, and innovative and effective approaches to claims avoidance. His reputation is supported by a track record of no claims during the
past 20 years on complex projects with a total of over
$300M in contract work.

Additionally, prior to serving as the Structure
Representative for the San Francisco-Oakland Bay
Bridge Seismic Retrofit Project, Thom performed the
constructability reviews of this bridge and four other
major retrofit projects on the Bay Bridge and the
Richmond-San Rafael Bridge. In doing so, he utilized his extensive structural steel and protective coatings
background to develop innovative specifications to
address the highly unique aspects of the projects and to reduce the owner's exposure to construction claims and
delays. Further, Thom made changes to the critical path method (CPM) scheduling specifications to create a “float bank" for the State of California to earn float for
expediting work. His recommendations for changing the
specifications were not only implemented for these
projects but have since been included in the State’s
Standard Special Provisions. His experience includes:

Ralston Avenue Bikeway Overcrossing at US 101,
City of Belmont, CA. Resident Engineer/Structure
Representative. This $6.5M project constructed
pedestrian/bike bridges over US 101 and O’Neill Slough
(Class 1 bike path along Ralston Avenue); coordinated
the relocation of a major PG&E transmission line; and
modified an existing Caltrans traffic signal. The scope consisted of an at-grade asphalt concrete pathway, castin-place, pre-stressed concrete box girder bridge over US 101, and a pre-fabricated steel truss bridge structure
over O’Neill Slough, as well as retaining walls, sound
walls, drainage, architectural features, landscaping, and lighting. Responsibilities included administering the
construction contract for the City; providing quality
assurance for work performed by the contractor; and
ensuring all work was performed in compliance with
regulatory agency permits such as the US Army Corps of
106
A-24 APPENDIX A: RESUMES
Thom Fresquez, PE | RESUME PG 2
Thom Fresquez, PE | RESUME PG 2
RESUME
Engineers, the City, Caltrans Local Assistance Procedure Manual, and Federal Highway Administration (FHWA)
requirements. Thom also coordinated safety meetings;
reviewed the contractor’s schedule; reviewed and
approved traffic control plans for lane closures; reviewed falsework and shoring design; managed surveying and
materials testing; processed progress payments;
negotiated and prepared change orders; and coordinated
with City staff, Caltrans, affected businesses and
residents, the Design Engineer, and utilities for
relocation.

Yerba Buena Island Southgate Road Realignment
Improvements, San Francisco County Transportation
Authority, CA. Resident Engineer/Structure
Representative. This $30M three-phase project involving realignment improvements will increase the length of the on- and off-ramp on a new alignment to allow the YBI
WB Ramps project to function as designed. The
realignment of the Southgate Road will allow the
roadway to function as an extension of the on- and offramps for the BYI WB Ramp Project and will separate the traffic heading to the westbound and eastbound
Interstate 80. This traffic separation will eliminate a queue spillback on Interstate 80. To ensure all truck
turning movements are accommodated, the extended
ramps will provide direct access from Hillcrest Road to the westbound on-ramp. The project includes two cast-inplace post-tensioned box girder bridges, multiple retaining walls including a multiple level tieback wall, and concrete barriers. The project also includes cast-indrilled-hole (CIDH) piles with steel casing, significant earthwork, complicated utility relocations, drainage and temporary drainage structures, temporary bike path, and ongoing traffic control. The project is very challenging due to the limited, tight working area while keeping traffic running through the construction. Responsibilities include working closely with multiple agencies including Caltrans, SCCTA, and the City; reviewing and tracking submittals
including falsework, shoring, post-tensioning, pile
placement; supervising the field inspectors; identifying and resolving field issues; performing field engineering; coordination of construction staking and materials
sampling and testing; preparing correspondence,
responses to RFIs, and progress payments; negotiating
and preparing change orders; conducting weekly
coordination meetings; resolving potential claims; and
maintaining as-built records.

US 101/Holly Street Interchange and Pedestrian
Overcrossing (POC) Project, City of San Carlos, CA.

Resident Engineer. This $25.8M project modifies the
existing interchange on US 101 at the Holly Street
overcrossing (OC) and adds a pedestrian overcrossing
(POC) over US 101. The interchange modification will
remove the northeast and southwest loop ramps from the
existing full cloverleaf (Type L-10) interchange and
create a partial cloverleaf (Type L-9) interchange to US 101. Diagonal on- and off-ramps will be modified to
create more bicycle- and pedestrian-friendly crossings.

Holly Street will be widened to provide a third through lane for limited sections at on-ramp approaches. The
existing deck drains, electroliers, concrete median, and concrete barriers will be modified on the existing Holly Street OC. The POC will provide a new 12-foot-wide
multi-use path approximately 430 feet south of the Holly Street OC. As an alternate route for non-motorists, the POC will provide cross-freeway access without the need
to traverse ramp termini and entrances. Other key
features of the project include ramp widening, ramp
metering improvements, drainage improvements,
stormwater retention basins, retaining walls, bicycle
roundabouts at either end of the multi-use pathway,
signing and striping improvements in Redwood City on
the east side of US 101, signal improvements at the
Industrial Road/ Holly Street intersection, and fiber optic modifications along Industrial Road on the west side of US 101.

Kato Road Grade Separation, Santa Clara Valley
Transportation Authority (VTA), CA. Resident
Engineer. This $21M project lowered Kato Road beneath
the existing Union Pacific Railroad (UPRR) tracks and
constructed a new bridge for the Bay Area Rapid
Transit’s (BART) extension to Silicon Valley. The project constructed three structures: a reinforced concrete bridge for the BART extension, steel bridge for UPRR, and a
reinforced concrete access and maintenance bridge for
UPRR, as well as reinforced concrete box culvert to
replace an existing storm drain, new pump station, and
new deep soil mix (DSM) walls. Thom administered the
construction contract for VTA, providing quality
assurance for work performed by the contractor, and
ensuring all work was performed in compliance with the
requirements of the City of Fremont, UPRR, and BART.

Responsibilities included performing the constructability review for the project to resolve design and
constructability issues; reviewing and tracking submittals; supervising the field inspectors; identifying and resolving field issues; coordinating construction staking and
materials sampling and testing teams; preparing
correspondence, responses to Requests for Information
(RFIs), and progress payments; negotiating and
preparing change orders; conducting weekly coordination meetings; ensuring compliance with stormwater
regulations; resolving potential claims; and maintaining as-built records.
107
APPENDIX A: RESUMES A-25
Greg Jaquez, PE | RESUME PG 1
RESUME
Greg Jaquez, PE
Grant Writing and Funding Administration
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Water resources projects
 Transportation projects
 Project management
 Flood control
 Stormwater management planning
 Water resources policy
 Grants management
 Federal advocacy
Years of Experience
 38
Licensing
 Professional Civil Engineer, CA No. 68182
Education
 BS, Civil Engineering, University of
California, Berkeley, CA
Professional Development
 Stormwater Pollution Prevention Plan
(SWPPP) training
Mr. Jaquez specializes in public works staff
augmentation, infrastructure project management, and
grant writing. Greg’s additional experience includes
transportation planning, bikeway and pedestrian facility planning and project management, public infrastructure
coordination with railroads, traffic engineering and
community traffic calming, stormwater management
planning, water resources policy, legislative
management, grants management, and federal
advocacy. He is also the founder of the Los Angeles
County Flood Control District's first ever study on climate change effects in partnership with the Bureau of
Reclamation, the Los Angeles Basin Stormwater
Conservation Study. His experience includes:

Active Transportation Program (ATP) Weber Avenue
Pedestrian and Bicycle Connectivity/Cycle 6, City of
Stockton, CA. Project Manager. MNS developed the
entire project scope for a Class IV bicycle facility through downtown Stockton with preliminary engineering and
engineer's estimate. The project is intended to have a
transformative effect on the downtown area by creating a complete street approach to the roadway with a road diet and streetscape elements. The City was awarded a grant
amount of $9.4M.

HSIP Cycle 10 Grant Application, Harding Way at
Lincoln Street and at Pacific Avenue/Madison Street
Left-Turn Pockets with Left-Turn Phasing, Stockton,
CA. Project Manager. MNS in an on-call grant writing
services provider to Stockton. Mr. Jaquez prepared a
HSIP Cycle 10 grant application including preliminary
engineering, scoping, and cost estimation. The City was awarded a grant of $1.4M.

HSIP Cycle 10 Grant Application, Madison Street
Intersections Pedestrian Safety Improvements,
Stockton, CA. Project Manager. MNS in an on-call grant
writing services provider to Stockton. Mr. Jaquez
prepared a HSIP Cycle 10 grant application including
preliminary engineering, scoping, and cost estimation.

The City was awarded a grant of $645K.

US 101/Holly Street Interchange and Pedestrian
Overcrossing (POC) Project, City of San Carlos, CA.

Grant Manager. This $25.8M project modifies the existing interchange on US 101 at the Holly Street overcrossing
(OC) and adds a pedestrian overcrossing (POC) over US
101. The interchange modification will remove the
northeast and southwest loop ramps from the existing full cloverleaf (Type L-10) interchange and create a partial 108
A-26 APPENDIX A: RESUMES
Greg Jaquez, PE | RESUME PG 2
RESUME
cloverleaf (Type L-9) interchange to US 101. Diagonal
on- and off-ramps will be modified to create more bicycleand pedestrian-friendly crossings. Holly Street will be widened to provide a third through lane for limited
sections at on-ramp approaches. The existing deck
drains, electroliers, concrete median, and concrete
barriers will be modified on the existing Holly Street OC.

The POC will provide a new 12-foot-wide multi-use path
approximately 430 feet south of the Holly Street OC. As an alternate route for non-motorists, the POC will provide cross-freeway access without the need to traverse ramp
termini and entrances. Other key features of the project include ramp widening, ramp metering improvements,
drainage improvements, storm-water retention basins,
retaining walls, bicycle roundabouts at either end of the multi-use pathway, signing and striping improvements in Redwood City on the east side of US 101, signal
improvements at the Industrial Road/ Holly Street
intersection, and fiber optic modifications along Industrial Road on the west side of US 101. The City was awarded
$10.2M.

Road and Flood Project Management Section of
Programs Development Division, County of Los
Angeles Department of Public Works, CA. Senior
Project Manager. Responsibilities included supervising a unit of civil engineer project managers and overseeing
the ongoing delivery process for road and flood control projects. Additional duties included participating in
advance planning for transportation grant opportunities and coordinating the development and delivery of road
projects with enhanced stormwater scoping elements.

Greg supervised the ongoing delivery process for more
than 20 flood control and road construction projects—
maintaining project schedules, facilitating project
scoping, and resolving resource issues in advancing
delivery. Included in the construction program was a
$70M project to reconstruct several miles of roadway and replace two major bridges on The Old Road in Santa
Clarita, CA. The Old Road project is on track to
commence construction in 2018.

ATP Cycle 3, City of Buellton, CA. Grant Writer. As part of a grant writing team, Greg prepared an application
which secured funding for a school pedestrian safety
improvement project. MNS also provided preliminary
engineering and design services.

Clean Water State Revolving Fund Grant, Los Olivos
Community Services District, CA. Project
Manager/QA/QC. MNS developed a Plan of Study for a
Project Report following the guidelines of the Clean
Water State Revolving Fund (CWSRF) and the Water
Recycling Funding Program (WRFP). The Project Report
will determine the feasibility and selected alternative for a wastewater collection system, wastewater treatment
plant, and groundwater replenishment injection well
system for the Los Olivos Community Services District
(LOCSD). The unincorporated Los Olivos community in
Santa Barbara County manages its wastewater with onsite wastewater treatment systems (septic tanks) on private parcels. LOCSD was seeking to develop a
comprehensive wastewater collection and treatment
system with provision for beneficial use of its treated wastewater. The Plan of Study was submitted with a
WRFP application to the State Water Resources Control
Board.

One Bay Area Grant Program (OBAG 2), City of
Pittsburg, CA. Grant Writer. As part of a grant writing team, Greg prepared an application that secured funding for a series of Class I bike trails and a Class IV cycle track providing access to the BART Pittsburg Station.

HSIP Cycle 7, City of Pittsburg, CA. Grant Writer. As
part of a grant writing team, Greg prepared an application which secured funding for various safety
countermeasures on Leland Road which had a high
incidence of collisions. The grant writing project also included analysis of SWITRS collision data with the TIM mapping system and development of a set of
countermeasures to reduce or eliminate the frequency of certain types of collisions.

HMGP Subapplications, City of Rolling Hills, CA.

Project Manager/QA/QC. MNS prepared a set of three
Hazard Mitigation Grant (HMG) applications for a Wildfire Protection Plan, the Eastfield Drive Utility
Undergrounding Project, and the Wildfire Fuel Breaks
Project.

As-Needed Technical Grant Writing, City of Los
Angeles Department of Water and Power (LADWP),
Los Angeles, CA. Project Manager. MNS was selected
to provide grant writing and management services to
LADWP. His team has prepared a Title XVI Feasibility
Study for the Downtown LA Recycled Water Project. The
MNS grants team completed two Proposition 1
Groundwater Sustainability Program applications for two sub-elements of the San Fernando Basin Remediation
Project. The team has also assisted LADWP in
organizing a water conservation loan program funded by
a Proposition 1 CalConserve loan. Funding status:
$230M secured.

Greg Jaquez, PE | RESUME PG 2
109
APPENDIX A: RESUMES A-27
Peter Minegar, AICP | RESUME PG 1
RESUME
Peter Minegar, AICP
Environmental Planning Lead
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Planning
 Environmental compliance
 Land use consulting
 Public engagement
 Project/program management
Years of Experience
 11
Certification
 American Institute of Certified Planners, No. 32685
Education
 MS, Environmental Management and Policy,
University of Denver, CO
 BS, City and Regional Planning, California State
Polytechnic University, San Luis Obispo, CA
Affiliations
 American Planning Association (APA)
 Association of Environmental Professionals (AEP)
Speaking Engagements
 Opening the Golden Door: A Guide for Defensible
Mitigation, California Association of Environmental
Professionals Annual Conference, Yosemite, California,
April 2022
 A Deep Dive into Defensible Mitigation, American Planning Association California State Conference, Anaheim,
California, October 2022
 Power to the Program EIR, California Association of
Environmental Professionals Annual Conference, Long
Beach, California, August 2021
Mr. Minegar oversees and prepares environmental
compliance and planning documents for a range of public and private sector clients. He specializes in developing documents in compliance with the California
Environmental Quality Act (CEQA) and National
Environmental Policy Act (NEPA). Peter has a broad
range of environmental planning experience ranging from project-level analysis of infrastructure improvements to program-level analysis to support large policy projects.

He has represented agency staff for a range of highly
controversial projects subject to scrutiny by the public, environmental organizations, and public agencies. Peter also serves as an in-house CEQA manager and Principal
Planner for several local government agencies
throughout California. His experience includes:

On-Call Planning and Environmental Services,
County of Riverside, CA. Contract Manager. MNS staff
is currently providing on-call planning and environmental services to the County of Riverside. Task orders range
from preparation of CEQA documents, on-call staffing
support, peer review services, and long-range community planning support. The MNS team has prepared a range
of CEQA documents including Environmental Impact
Reports, Initial Studies, and exemptions. Additionally, MNS has provided CEQA peer review services, as well
as CEQA advising services.

Comprehensive Planning Services, City of Eastvale,
Eastvale, CA. Environmental Manager. This project
implemented California Environmental Quality Act
(CEQA) Compliance processes for all incoming
development projects, as well as City-sponsored
projects. Responsible for the development of CEQA
documents, peer review of the applicants provided CEQA
documents, preparation of staff reports, and public
hearing support. Comprehensive planning services were
provided for this recently incorporated City in Western Riverside County, including current and advance
planning processing, counter staffing, Planning
Commission meeting facilitation; plan review; staff report preparation; CEQA compliance and review; SB18 and
AB52 coordination; Western Riverside County Regional
Conservation Authority (RCA) coordination for their
Multiple Species Habitat Conservation Plan (MSHCP);
and special project work.
110
A-28 APPENDIX A: RESUMES
Peter Minegar, AICP | RESUME PG 2
RESUME
Interstate 10/Avenue 50 Interchange, City of
Coachella, CA. Senior Environmental Planner.

Responsible for the development of CEQA and NEPA
environmental compliance documentation for the Avenue
50 Extension Project. The project required extensive
coordination between local, state, and federal agencies.

A project study report was prepared and state and
federal environmental documentation for the Interstate
10/Avenue 50 Interchange Project were provided. The
project relieves forecasted congestion on Interstate 10 and State Route 86, including the Dillon Road
interchanges. The interchange improvements will provide a new gateway into the city and improve access to
Interstate 10 for vehicles traveling in and out of the City.

The following items were provided: the project report;
new connection report; environmental documentation;
geometric approval drawings; design exceptions fact
sheets; and PS&E.

On-Call Planning and Environmental Support,
Riverside County Planning Department, Riverside
County, CA. Contract Manager. Responsible for overall
management of contract supporting the Riverside County
Planning Department. Task orders ranged from
preparation of California Environmental Quality Act
(CEQA) documents, on-call staffing support, peer review services, and long-range community planning support.

Camino Sierra Road Pressure Zone Conversion
Initial Study/Mitigated Negative Declaration, Rancho
California Water District, Temecula, CA. Senior
Environmental Planner. The technical study for this
project required coordination between air quality, noise, greenhouse gas emissions, cultural resources, and
biological resources. The project involved extensive
review and mitigation to reduce potential impacts to
jurisdictional riparian areas proximal to the project site.

The approximately 6,400 linear feet of eight- and 12-inch diameter pipeline connected to a higher-pressure-zone
system to convert approximately 24 customers to a
higher-pressure zone. Responsible for the management
of an IS/MND for the Camino Sierra Road Pressure Zone
Conversion Project.

Community Plans Continuum Project, San
Bernardino County, CA. Senior Planner. Responsible
for synthesizing community engagement comments and
goals into specific action plans for communities across the County. Key topic areas included new updated
roadway infrastructure, improvement of pedestrian
facilities, community centers, and many other amenities.

As part of the countywide planning process for the
largest county in the US, the development of community
plans for 26 unincorporated communities was required.

The plans are strategic in nature and address each
community's direction and vision, aligning them with the overall Countywide Vision, Communities range from the
San Bernardino Mountains to the Mojave Desert. The
project includes intensive immersion weeks where
multiple facilitation teams are immersed in each
community conducting collaborative public workshops.

Six group Project Managers are assigned a number of
the 26 plans and are responsible for using technical team experts to facilitate community capacity building,
infrastructure and transportation, land use and urban
design, environmental and resiliency, housing, and
finance to help develop goals, objectives, and action
plans to address the issues and needs of each
community.

La Entrada Specific Plan, PSAV, LLC, Coachella, CA.

Environmental Planner. Responsible for review and
preparation of environmental documentation related to
the Avenue 50 Extension, which is located within the La Entrada Specific Plan project site. The Avenue 50
Extension was an off-site improvement associated with
the La Entrada Specific Plan, and required compliance
with the California Environmental Quality Act (CEQA)
and National Environmental Policy Act (NEPA). The
roadway extension crossed the Coachella Branch of the
All American Canal, which is under the jurisdiction of the Bureau of Reclamation. The La Entrada Specific Plan
Project, located in the City of Coachella, consists of a master-planned residential community spanning 2,200
acres and includes three village areas with mixed-use
community cores, significant sustainability elements, and robust parks and open space plan.

Rancho Del Prado Specific Plan Environmental
Impact Report, City of Colton, CA. Project Manager.

The project proposed the development of 350 singlefamily residences on approximately 210 acres, as well as a large open space area and extensive public facilities.

The project site spanned multiple jurisdictions and
required processing of the development through the San
Bernardino County Local Agency Formation Commission
(LAFCO). This project was challenged by physical
constraints to the project site including hillside
development requirements, fire risk, site access, and
circulation constraints. Responsible for serving as the primary point of contact for the City and managing the
preparation of a Specific Plan Environmental Impact
Report, including the preparation and peer review of
technical studies to support the environmental analysis.

Peter Minegar, AICP | RESUME PG 2
111
APPENDIX A: RESUMES A-29
Debra Leight | RESUME PG 1
RESUME
Debra Einstein Leight
Environmental Planning Support
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Environmental project management
 Mitigating environmental impacts
 Environmental and planning consulting
 Planning representation
Years of Experience
 24
Education
 BA, Environmental Analysis and Design, Global
Sustainability Minor, University of California, Irvine, CA Professional Development
 American Planning Association
 Association of Environmental Professionals
Publications
 Legg, Goldfinger, Kamerling, Chaytor, and Debra Einstein (Leight). Morphology, Structure and Evolution of California Continental Borderland Restraining Bends. Geological
Society, London, Special Publications, 290: 143-168,
December 2007.

Award
 ACEC Commendation Award. Metro Lone Hill to White
Double Track Project-Environmental and Preliminary
Engineering.

Speaking Engagements
 APA 2024 Conference: Rock and Roll Ain't Noise
Pollution. Music in Activism, Policy Change and Creating a Music Scene.
 2024 IRWA International Education Conference: Big
Projects, Big Data. Geographic Information Systems as a critical collaboration tool for design, planning, and right-ofway analysis of major infrastructure projects.  2008 CEQA Basics Workshop.

Ms. Leight has 24 years of experience in public sector
planning and private sector environmental project
management. Debra is skilled in all stages of
environmental compliance, bringing valuable insights to MNS' Planning Team as an Environmental Practice
Lead. She has extensive experience managing and
preparing Environmental Impact Reports (EIRs), Initial
Studies/Negative Declarations (ISs/NDs), and projects
that require CEQA and NEPA documentation and/or
compliance. With experience on various projects
throughout California, including transportation, water
infrastructure, and residential, she has a well-rounded approach to identifying and mitigating environmental
impacts with sustainability in mind. Debra has experience providing environmental and zoning consulting,
performing CEQA-compliant environmental reviews, and
acting as a planning representative in meetings with the public. Her experience includes:

California High-Speed Train, Los Angeles to Anaheim
Section EIS/EIR, California High-Speed Rail
Authority, CA. Environmental Manager. This project
involved the development of a high-speed rail line
connecting Los Angeles to Anaheim, covering
approximately 30 miles. The rail line will start at Los Angeles Union Station and end at Anaheim Regional
Transportation Intermodal Center, with additional stations established enroute. Debra's responsibilities involved
preparing the EIS/EIR and conducting technical studies
for assessing environmental impacts related to the
introduction of the rail line in the urban area.

California High-Speed Train, Burbank to Los Angeles
Section EIS/EIR, California High-Speed Rail Authority
(CHSRA), CA. Environmental Support. This project
involved the extension of about 10 miles of the California High Speed Rail System (HSR) from Burbank to Los
Angeles Union Station. Debra's responsibilities involved ensuring the completion of the economic analysis for the EIS/EIR to assess environmental impacts related to the
introduction of the rail line in the urban area.

California High-Speed Train, Wyes Draft
Supplemental EIR/EIS, CHSRA, CA. Author. This
project involved providing supplemental EIS/EIR support to the CHSRA for the creation of the Central Valley Wye section of the HSR. Debra helped to provide revisions to the CHSRA's EIR/EIS for this connecting rail system.
112
A-30 APPENDIX A: RESUMES
Debra Leight | RESUME PG 2
RESUME
Lone Hill to White Double Tracking Project, Los
Angeles County Metropolitan Transportation
Authority (LA Metro), CA. Project Manager. This project involved the construction of an additional track on the rail line extending from Lone Hill to White Avenue, at-grade crossings, and other infrastructure. Improvements were
also made to a station in Pomona. Debra prepared a
Categorical Exclusion (CE) and a Statutory Exemption
(SE) for CEQA and NEPA compliance and technical
studies.

Downtown San Bernardino Passenger Rail Project
EA/EIR, San Bernardino Association of Governments
(SANBAG/SBCTA), CA. Task Manager. This project
involved an extension of the Metrolink by one mile in San Bernardino between the Santa Fe Depot Station and the
E Street Rail Station, grade crossing improvements, rail station improvements, and railroad signalization. Debra's responsibilities included preparing the EA/EIR and
conducting technical studies.

Various Task Orders, Los Angeles – San Diego – San
Luis Obispo Rail Corridor Agency (LOSSAN), CA.

Contract Manager/Project Director. Debra oversaw the
contracts for multiple peer review and constraints
analysis projects for California rails. She was also
responsible for preparing environmental strategies for
additional projects.

San Diego LOSSAN Rail Realignment Project/San
Dieguito to Sorrento Valley Double Track Project,
San Diego Association of Governments (SANDAG),
CA. Environmental Project Manager. This project
involved providing support to SANDAG to address a rail
line near the coast of Del Mar that has recently been
affected by inclement weather and seismic activity,
leading to collapses and temporary rail line shutdowns.

Debra provided support for the preparation of reports in support of an EIR/EIS and permitting.

San Clemente North Beach Revetment Emergency
Repair and Restoration, Metrolink, CA. Environmental
Project Manager. This emergency project focused on
repairing an earthen berm and rock revetment to
safeguard an existing Metrolink rail track. The earthen berm and rock revetment were restored using native soil and rock riprap. Debra's responsibilities included the
management of the NOE and support of the required
permit applications.

Perris Valley Line Double-track Project, Riverside
County Transportation Commission, CA. Project
Manager. This project will add another track along 6.5
miles of the Perris Valley Line, transforming the singletrack line into a double track. The double track will include upgrades to a BNSF drill track and the installation of turnouts and intermediate signals. Debra managed
technical reports assessing biological, jurisdictional, and cultural resources.

Coachella Valley – San Gorgonio Pass Rail Corridor
Service, Riverside County Transportation
Commission (RCTC), CA. Environmental Task Lead.

This project created a rail corridor that connects
Coachella Valley to Los Angeles. This route passes
through four counties, including Riverside, San
Bernardino, Orange, and Los Angeles. The new intercity
passenger rail service aims to offer a convenient travel option for residents of the rapidly growing communities in Coachella Valley and Banning Pass and provide access
to larger metropolitan areas. Debra's responsibilities
included the preparation of an alternatives analysis and environmental constraints.

Brighton to Roxford Double Tracking Project, LA
Metro, CA. Environmental Project Manager. This project
involved the construction of a second track (equating to about 10 miles of double track), upgrades to three
stations, and construction to new bridges and additional necessary infrastructure. Debra prepared a CE, an SE,
and technical studies, complying with CEQA/NEPA
requirements.

Redlands Passenger Rail Project, SANBAG (SBCTA),
CA. Environmental Project Manager. This project
involved connecting the cities of San Bernardino and
Redlands with commuter rail service. Debra was
responsible for providing quality assurance and control reviews on technical reports for cultural resources, air quality, and noise for the EIS/EIR. She also developed
archaeological and historic resource plans, a SWPPP,
and a tree survey for mitigation.

Redlands Corridor Alternatives Analysis, SANBAG,
CA. Environmental Project Manager. This project
involved the analysis of alternative modes of
transportation along the Redlands Corridor. Debra's
responsibilities included preparing an alternative analysis and environmental constraints, including commuter rails, light rail transit, diesel multiple units, bus rapid transit, and no-build alternatives.

CEQA/NEPA & Environmental Compliance Services
(PS77530), Los Angeles County Metropolitan
Transportation Authority (LACMTA), CA. Document
Reviewer. Debra prepared CEQA/NEPA documents and
provided quality reviews for technical documents for
various transportation projects.

Debra Einstein Leight | RESUME PG 2
113
APPENDIX A: RESUMES A-31
Shane Sobecki, PLS | RESUME PG 1
RESUME
Shane Sobecki, PLS, EIT
Principal Surveyor – Mapping
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Land surveying
 Construction surveying
 Topographic survey and mapping
 Boundary surveys
 ALTA/NSPS surveys
 R/W engineering
 Legal descriptions
 Easements
Years of Experience
 23
Licensing
 Professional Land Surveyor, CA No. 9041
 Engineer-in-Training, CA No. 141294
Education
 BS, Civil Engineering, California State
University, Chico, CA
Professional Development
 Expert Consultant assisting in question
development for CA State LS exam
Awards
 2015 ACEC Engineering Excellence Award of
Merit, Ranchero Road Interchange at
Interstate 15
 2014 APWA Project of the Year, Los Angeles
Chapter, Newhall Avenue Roundabout at Main
Street
 2014 APWA Best Improvements for Traffic
Safety, Newhall Avenue Roundabout at Main
Street
Mr. Sobecki has over 23 years of significant experience in land surveying. As Principal Surveyor, Shane plays a substantial role in managing and completing the firm’s
survey projects. He has over two decades of experience
in private and public sector projects in the central and southern California area. His land surveying background includes tentative subdivision mapping, final maps, site plans, easements, legal descriptions, annexation
exhibits, topographic mapping, 3D scanning, aerial
surveys, construction staking, monitoring, records of
survey, boundary surveys, and R/W retracements. Shane
has proficient knowledge in the use of AutoCAD and
other surveying software. His experience includes:
40th Street Transit-Only Lanes and Multimodal
Enhancements, City of Emeryville, CA. Principal
Surveyor. The project is a new major transit-oriented
corridor at 40th Street/San Pablo Avenue that includes a two-way separated bikeway on the north side of 40th
Street, an additional eastbound transit-only lane,
conversion of a westbound travel lane into a transit-only lane, and project limits that extended to a commercial
business entry. As a subconsultant, MNS is providing
field survey and mapping and final design services
including geometrics, intersection design, signing and
striping, construction staging and traffic handling. The overall project scope includes:
• Multimodal Treatments (two-way separated Class IV
bikeway, East/West Transit-only Lanes, multimodal
intersection improvements, and transit stop
improvements)
• Streetscape improvements and public art
opportunities
Santa Claus Lane Class I Bike Path, Santa Barbara
County Association of Governments, CA. Principal
Surveyor. A new 0.8-mile, Class I bikeway and
multipurpose path connects Santa Claus Lane to
Carpinteria Avenue and provides a crucial link as part of the California Coastal Trail network. The $12.5M
concrete Santa Claus Lane Class 1 Bike Path runs
adjacent to the southbound lanes of US 101 between
Estero Street near the Carpinteria Avenue off-ramp in the City of Carpinteria and Sand Point Road in the County. It is located on the beach side of US 101 between the
freeway and the railroad tracks. The project needed to
meet the requirements of Local Coastal Plans from both
the City of Carpinteria and the County of Santa Barbara.

Unique, environmentally sensitive design alternatives.

The project involved coordination with the Santa Barbara County Association of Governments (SBCAG), City,
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A-32 APPENDIX A: RESUMES
Shane Sobecki, PLS | RESUME PG 2
RESUME
County and permitting agencies; design exception fact
sheets; project report; stormwater data report; and final design.

Castillo Street Undercrossing-Bicycle and Pedestrian
Improvement Project, City of Santa Barbara, CA.

Principal Surveyor. MNS provided surveying services for planning-level efforts to develop a concept alignment for pedestrian and cyclist safety improvements along Castillo Street between Montecito Street and Cota Street, and
along Haley Street between Castillo Street and De La
Vina Street. The proposed preliminary design included
buffered bike lanes, parkways, and landscaping to
provide sidewalk separation; the addition of lighting; and sidewalk infill and repair. The MNS surveying group
prepared the base map for design using GPS survey for
initial project control and ground survey mapping for road improvements and utilities along 3,000 feet of city
streets. This included mapping all Americans with
Disabilities Act (ADA) ramps, lane striping, parkway
improvements and utilities. Utilities from service provider atlas maps were incorporated to the base map as well as importing city-provided GIS data for underground lines
and laterals. The topographic data included the roadway, driveways, curb ramps, sidewalk, curb and gutter, trees (including trunk diameter at breast height) and other
vegetation, existing striping, traffic signals, street light poles, power poles and other utilities including pull
boxes, meters, underground utilities, water and gas
valves, manholes, and storm drain inlets.

Highway Safety Improvement Program Cycle 10
Projects and the Active Transportation Program
Cycle 4 Projects, City of Santa Barbara, CA. Principal
Surveyor. This project involved roadway traffic safety and pedestrian improvements in multiple areas, including Cliff Drive (between Alan Road and Las Positas Road),
installed rectangular rapid flashing beacons (RRFBs),
new and relocated Americans with Disabilities Act (ADA) access ramps, and 340 feet of sidewalk; San Andres
Street and Sola Street intersection, installed RRFBs and curb extensions; De La Vina Street and Los Olivos
intersection, installed curb extensions, signs/markings, and intersection light; De La Vina Street and Pedregosa Street intersection, installed burb extensions and
signs/markings; and De La Vina Street (from Alamar
Avenue to Padres Street)/Padre Street (from De La Vina
Street to Chapala Street)/Alamar Avenue and Junipero
Street intersection, installed buffered bike lanes on De La Vina Street, Class III connections, 210 feet of sidewalk, and curb extensions. MNS conducted a field survey to
collect topographic data and to establish R/W limits
within the project area, for the development of a design base map. We prepared the base map including
elevations, feature lines, list of abbreviations used to identify features, datum used to perform survey, and
utility locations; provided R/W delineation and adjacent property boundaries extending from the street into each property—included Assessor Parcel labels; and
horizontal data was referenced to the City of Santa
Barbara Survey Control Network (SBCN) and vertical
data was referenced to NAVD88.

State Route 1 Program Management/Survey
Measure D, Santa Cruz County Regional
Transportation Commission (RTC) c/o CSG
Consultants, CA. Principal Land Surveyor. RTC, in
cooperation with Caltrans and the Federal Highway
Administration (FHWA), analyzed alternative investments to relieve congestion on State Route 1 (Highway 1) in
Santa Cruz County. The State Route 1 program is
comprised of Tier I and Tier II stages. Tier I is a longterm, program-level analysis for the future of the Highway 1 corridor between the Cities of Santa Cruz and Aptos.

The Tier I concept for the corridor will be built over time through a series of smaller incremental projects (referred to as Tier II projects). Tier II is a project-level analysis of a smaller incremental project within the Tier I corridor which would move forward based on available funding.

Each of the Tier II projects would have independent
utilities and benefits to the public and Highway 1
operations.

Quiet Zone Safety Engineering Measures on 65th,
66th, and 67th Streets, City of Emeryville, CA.

Supervising Project Surveyor. MNS provided design and
land surveying services for this $6.58M project, which
established a Quiet Zone at the project site. Measures
included installing four-quadrant gates, raised medians, sidewalks, and other safety measures to restrict
pedestrians, bicycles, and automobiles from entering the three highway-rail crossings at the wrong time, thereby negating the need for trains to blow their horns. The
improvements are expected to significantly reduce the
risk of collisions at the project railroad crossings.

On-Call Surveying Services, City of Port Hueneme,
CA. Principal Surveyor. MNS was selected to provide
surveying services for the city in 2018. Services included providing multiple ALTA Surveys, topographic surveys,
mapping for design, and boundary surveys with “Record
of Survey” recorded with the County of Ventura. MNS
also provided multiple construction layout services. MNS also provided document research, lease agreement
surveys, and legal descriptions.

Shane Sobecki, PLS, EIT | RESUME PG 2
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APPENDIX A: RESUMES A-33
Chris Vandrey, PLS, CFedS | RESUME PG 1
RESUME
Chris Vandrey, PLS, CFedS
Principal Surveyor – R/W
Firm
 MNS Engineers, Inc.

Areas of Expertise
 Land surveying project management
 Municipal survey services
 Right-of-way services and documents
Years of Experience
 25
Licensing
 Professional Land Surveyor, CA No. 8783
 Certified Federal Surveyor, No. 1734
Education
 Coursework, Los Angeles Pierce College
and Los Angeles Mission College, CA
Professional Development
 Continuing education, Bureau of Land
Management
Affiliations
 California Land Surveyors Association
 League of California Surveying
Organizations
Mr. Vandrey has over 25 years of experience in land
surveying, specializing in municipal surveying services in the last 10 years. Prior to MNS, Chris served as the
County Surveyor for the County of San Mateo where he
oversaw all the surveying and mapping services required for the Public Works Department and for various cities
within the County. He is well versed with subdivisions, boundary surveys, legal descriptions, easements,
geographic information systems (GIS), and
drafting/Civil3D. He is knowledgeable in the Subdivision Map Act and other legislation related to surveying and
understands how to apply local ordinances when working
with different public agencies. He is known for improving processes and procedures to provide efficient solutions.

Before beginning his career in land surveying, Chris
served with the United States Marine Corps for six years.

His experience includes:

Castillo Street Undercrossing-Bicycle and Pedestrian
Improvement Project, City of Santa Barbara, CA.

Principal Surveyor. MNS provided surveying services for planning-level efforts to develop a concept alignment for pedestrian and cyclist safety improvements along Castillo Street between Montecito Street and Cota Street, and
along Haley Street between Castillo Street and De La
Vina Street. The proposed preliminary design included
buffered bike lanes, parkways, and landscaping to
provide sidewalk separation; the addition of lighting; and sidewalk infill and repair. The MNS Surveying group
prepared the base map for design using GPS survey for
initial project control and ground survey mapping for road improvements and utilities along 3,000 feet of city
streets. This included mapping all ADA ramps, lane
striping, parkway improvements and utilities. Utilities from service provider atlas maps were incorporated to the
base map as well as importing city-provided GIS data for underground lines and laterals. The topographic data
included the roadway, driveways, curb ramps, sidewalk,
curb and gutter, trees (including trunk diameter at breast height) and other vegetation, existing striping, traffic signals, street light poles, power poles and other utilities including pull boxes, meters, underground utilities, water and gas valves, manholes, and storm drain inlets.

MNS conducted a field survey to collect topographic data and to establish right-of-way (R/W) limits within the
project area, for the development of a design base map.

We prepared the base map including elevations, feature
lines, list of abbreviations used to identify features, datum used to perform survey, and utility locations; provided R/W delineation and adjacent property boundaries
extending from the street into each property—included
Assessor Parcel labels; and horizontal data was
referenced to the City of Santa Barbara Survey Control
Network (SBCN) and vertical data was referenced to
NAVD88.

Proposed Walnut Avenue Improvements (East Side
of US 101), City of Greenfield. Assistant Engineer. The Transportation Agency for Monterey County awarded
$590K in competitive Regional Surface Transportation
Program funds to the City of Greenfield for the proposed Walnut Avenue Pedestrian, Bike Path and Pavement
Improvement Project. This grant includes construction
funds for the completion of sidewalk improvements
between 3rd Street and El Camino Real. Also included
are signage and striping improvements to complete a
designated Bike Route between 3rd Street and 12th
Street. The project will improve accessibility by
completing sidewalk gaps for existing and anticipated
new residents living in the eastern portion of town. The project also includes the rejuvenation of approximately 2,700 square yards of pavement in the eastern third of
the project area, including 12,115 square feet (SF) of
new striping and re-striping and 3,045 SF of pavement
marking thermoplastic. Walnut Avenue is a primary
conduit for pedestrian and bicycle traffic. The volume of pedestrian use on Walnut Avenue is expected to
increase as the Vines Commercial Center continues to
develop, and new housing development is built. This
project includes the construction of sidewalk and ADA
accessible driveways and ramps from El Comino Real to
US 101. These improvements serve currently
undeveloped or underutilized properties within the
existing city limits and provide for safe pedestrian,
bicycle, and vehicular access from the existing residential neighborhoods to the east across US 101 to connect to
the city’s downtown retail corridor, public schools, and residential neighborhoods on the west side of US 101.

The Project includes roadway and pedestrian facility
improvements along a portion of Walnut Avenue from El
Camino Real to 3rd Street as well as to update the
current road configuration for improved bike and
pedestrian facilities and connectivity to the numerous
current and future developments. MNS is preparing
plans, specifications, and engineer’s estimate (PS&E) for the Walnut Avenue improvements including the sidewalk
within the Caltrans and City right-of-way, bikeway,
pavement improvements, and pavement delineation, as
well as minor drainage improvement will be anticipated.

Interstate 280 Soundwalls Project, Santa Clara Valley
Transportation Authority, CA. Principal Supervisor.

This project to construct soundwalls at five locations
includes a soundwall on and in the vicinity of the Los
Gatos Creek Bridge, Bridge No. 37-265. The aesthetics
of the soundwall had been previously established and will complement the appearance of the other soundwalls built in the area. The proposed soundwall will be supported on a new MASH-compliant and crash-tested barrier on the
existing bridge deck overhang. Noise levels in the vicinity of the project exceed limits based on Section 215.5 of the Streets and Highways Code (Freeway Noise
Attenuation). Construction of soundwalls along both
sides of Interstate 280, within the project limits, is
recommended as an effective noise abatement measure.

The Interstate 280 Corridor within project limits is an eight-lane freeway, with one auxiliary lane in each
direction, that goes through residential areas and has
experienced increased levels of ambient noise. The
current project has been prioritized on the State HB311 candidate project list.

On-Call Surveying Services, City of Fremont, CA.

Principal Surveyor. MNS was selected to provide on-call surveying services for the city’s 2020-2025 contract.

Projects included:
• Rix Park Survey. The project included a field survey
to collect topographic data at the park and to locate
hardscape within the city park to analyze a drainage
issue. MNS field crews conducted a full topographic
survey and developed it into a base map for design.
• Morrison Canyon, Mill Creek, and Vallejo Mill
Projects. MNS and the city collaborated on a LiDAR
topographic task at three separate sites. MNS field
crews and city field crews set aerial targets at the
Morrison Canyon, Mill Creek, and Vallejo Mill sites.

Chris Vandrey, PLS, CFedS | RESUME PG 2
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Belmont City CouncilAugust 26, 2025

Belmont City Council
August 26, 2025