Agenda — Escalon City Council, April 6, 2026 (part 3 of 3)

or state law. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City’s minority business enterprise program, affirmative action plan or other related programs or guidelines currently in effect or hereinafter enacted.

3.24 Successors and Assigns. This Agreement shall be binding upon and shall inure to the benefit of the successors in interest, executors, administrators and assigns of each party to this Agreement. However, Consultant shall not assign or transfer by operation of law or otherwise any or all of its rights, burdens, duties or obligations without the prior written consent of City. Any attempted assignment without such consent shall be invalid and void. Notwithstanding the foregoing, Consultant may freely and without consent assign this Agreement to an affiliate or to an acquirer of all or part of Consultant’s business or assets, provided that such assignment shall only be effective upon no less than thirty (30) days prior notice to City and only in the event that such assignment does not materially impair the interests of City.

3.25 Non-Waiver. None of the provisions of this Agreement shall be considered waived by either party, unless such waiver is specifically specified in writing.

3.26 Time of Essence. Time is of the essence for each and every provision of this Agreement.

3.27 City’s Right to Employ Other Consultants. City reserves the right to employ other consultants, including engineers, in connection with the Services identified in this Agreement.

3.28 Severability. Should any provision in the Agreement be held to be invalid, void, or unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3.29 Prohibited Interests. 3.29.1 Solicitation. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability.

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3.29.2 Conflict of Interest. For the term of this Agreement, no director, official, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

3.30 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.

3.31 Entire Agreement. This Agreement, with its exhibits, represents the entire understanding of City and Consultant as to those matters contained herein, and supersedes and cancels any prior or contemporaneous oral or written understanding, promises or representations with respect to those matters covered hereunder. Each party acknowledges that no representations, inducements, promises or agreements have been made by any person which are not incorporated herein, and that any other agreements shall be void. This Agreement may not be modified or altered except in writing signed by both Parties hereto. [SIGNATURES ON FOLLOWING PAGE]

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EXHIBIT “A”

SCOPE OF SERVICES & COMPENSATION

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1 Submitted By:

Moss, Levy & Hartzheim, LLP
5800 Hannum Avenue, Suite E
Culver City, California 90230
Phone: (310) 670-2745
Fax: (310) 670-1689
CA License No. 6998
Email: [email protected]
Website: www.mlhcpas.com
Submitted On:

March 12, 2026
Contact Person:

Craig A. Hartzheim, CPA: Partner
Hadley Y. Hui, CPA: Partner
Wilson Lam, CPA, CFE, CGFM: Partner
Bin Zeng: Principal

CITY OF ESCALON

COST PROPOSAL
For the Fiscal Years Ending June 30, 2024
(Optional Fiscal Years June 30, 2025, 2026, 2027, and 2028) =========

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2 AUDIT WORK COST PROPOSAL FORM

No. of
Hours
Hourly
Rates * 2024 Optional 2025**
Optional
2026**
Optional
2027**
Optional
2028** TOTAL
Fees:

Partner 30 225 $ 6,750 $ 5,670 $ 5,954 $ 6,251 $ 6,564 $ 31,188 Manager 40 175 $ 7,000 $ 5,880 $ 6,174 $ 6,483 $ 6,807 $ 32,344 Senior 90 155 $ 13,950 $ 11,718 $ 12,304 $ 12,919 $ 13,565 $ 64,456 Staff 110 125 $ 13,750 $ 11,550 $ 12,128 $ 12,734 $ 13,371 $ 63,532 Clerical 30 75 $ 2,250 $ 1,890 $ 1,985 $ 2,084 $ 2,188 $ 10,396 Total Maximum
Cost $ 43,700 $ 36,708 $ 38,543 $ 40,471 $ 42,494 $ 201,916 * Hourly rates increase every fiscal year (and additional years) in line with CPI. ** Our fee for the first year is slightly higher due to the accelerated timeline required to complete the work.

Moss, Levy & Hartzheim, LLP has provided a more favorable pricing for this engagement.

Therefore, we are reducing our blended hourly rate and maximum price.

CITY OF ESCALON – PROFESSIONAL AUDITING SERVICES
SCHEDULE OF PROFESSIONAL FEES AND EXPENSES FOR THE FISCAL YEAR ENDING JUNE 30 FY2024 Optional
FY2025
Optional
FY2026
Optional
FY2027
Optional
FY2028 TOTAL
City Audit and Related Communications $ 40,200 $33,103 $ 34,758 $ 36,496 $ 38,819 $ 183,376 Single Audit Act Report * $ 3,500 $ 3,605 $ 3,785 $ 3,975 $ 3,675 $ 18,540 Total $ 43,700 $36,708 $ 38,543 $ 40,471 $ 42,494 $ 201,916 CITY OF ESCALON – PROFESSIONAL AUDITING SERVICES

TOTAL MAXIMUM AUDIT COST

FOR THE FISCAL YEAR ENDING JUNE
*Single Audit may not occur in each fiscal year of the contract term, it is subject to the City's expending of current federal awards grants, any new additional award received and expended in future years. We have priced one major program to test, an additional major program will be $2,750 added to this fee, or, if Single Audit is not required, reduce this amount.

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3 RATES FOR ADDITIONAL PROFESSIONAL SERVICES
Our firm is always willing to perform additional work, as long as this does not impede our independence as the City’s Auditors. No work will be performed without the City’s approval.

MANNER OF PAYMENT
Progress payments will be made based on the hours of work completed during the engagement and out-ofpocket expenses incurred in accordance with the firm’s proposal. Interim billings shall cover a period of not less than one calendar month.

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ITEM NO. 10

COUNCIL AGENDA ITEM
FOR APRIL 6, 2026
Prepared By: Trevin W. Barber, Development and Community Services Manager Date: March 26, 2026
Subject: Professional Services Agreement with The Natelson Dale Group, Inc. for Preparation of the Economic Development Strategic Plan
Recommendation:

Approve a Professional Services Agreement (PSA) with The Natelson Dale Group, Inc. (TNDG) for preparation of the City of Escalon Economic Development Strategic Plan (EDSP), and authorize the City Manager to execute the Agreement.

Strategic Plan Priority:

This item directly advances the City Council’s 2025–2026 Strategic Plan through the development of an EDSP, which was a specific goal within the Plan.

Background:

In March 2025, the Escalon City Council adopted the Escalon 2025-2026 Strategic Plan. The plan included four strategic priority areas: Economic Development, Fiscal Stability, Public Safety and Infrastructure. Within the Economic Development priority are, Goal #2 states, “Develop an Economic Development Strategic Plan by October 2026”
The City issued a Request for Proposal (RFP) #2025-10 – “Economic Development Strategic Plan” in late 2025 to solicit proposals from qualified firms to develop a comprehensive, data-driven strategy for business retention, attraction, entrepreneurship, and long-term economic vitality in Escalon. The EDSP is intended to serve as a foundational document guiding the City’s economic development work program, incentive deployment, business engagement strategies, and long-range policy development.

The RFP closed on January 8, 2026. Sixteen proposals were received by the deadline. Staff conducted an administrative completeness and responsiveness review to verify that each submission met all mandatory requirements, including required forms, scope alignment, cost proposal, and adherence to submittal instructions. Seven proposals were found complete and responsive, and nine were disqualified.

The seven complete proposals were evaluated using the City’s published scoring rubric, which assessed:

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 Understanding of the scope and proposed methodology
 Firm qualifications and relevant experience
 Project team and key personnel
 Work plan, deliverables, and schedule
 Community and stakeholder engagement strategy
 Cost proposal
 Overall completeness and responsiveness
Staff presented the complete proposals to the Economic Development Committee (EDC) for review and discussion. After evaluating the proposals and considering Escalon’s needs, City staff arrange interviews before the EDC and staff with the top four firms. The four firms selected for interviews were:

FIRM COST PROPOSAL
 ECONorthwest $146,052
 The Natelson Dale Group $77,800
 Leland Consulting Group $88,330
 Lisa Wise Consulting $80,720
The four shortlisted firms participated in structured virtual interviews with the City’s EDC and staff.

Each interview followed a consistent format, including a brief presentation of the firm’s proposed approach and a question-and-answer period focused on value, past outcomes, methodology, team capacity, Central Valley experience, and implementation readiness.

Across the interviews, the panel evaluated each firm’s ability to deliver a plan that is both analytically rigorous and practical for a city of Escalon’s size. Particular emphasis was placed on:
 Depth of experience preparing economic development strategic plans for small and mid-sized California communities
 Familiarity with Central Valley market conditions, workforce dynamics, and regional initiatives
 Clarity and feasibility of the proposed work plan and engagement strategy  Principal-level involvement and continuity of staffing  Ability to translate analysis into actionable, implementable steps  Responsiveness to Escalon’s unique needs and constraints  Cost of effort
Following the interviews, the EDC concluded that The Natelson Dale Group, Inc. (TNDG) provided the best overall value to the City. TNDG distinguished itself through:
 Extensive Central Valley experience, including EDSPs for Modesto, Lodi, Stockton, and Bakersfield, as well as county-level strategies in Fresno, Kern, and San Joaquin  A principal-led model ensuring direct involvement from Managing Principal Roger Dale throughout the project
 A comprehensive and clearly structured work plan integrating market analysis, stakeholder engagement, and implementation tools
 A strong understanding of Escalon’s scale, economic context, and development constraints

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 A demonstrated ability to produce action-oriented, implementation-ready plans for peer communities
Based on the evaluation process, interview performance, and alignment with the City’s needs, the EDC recommends awarding the contract to The Natelson Dale Group, Inc. for preparation of the EDSP.

Discussion:

The proposed Professional Services Agreement establishes the full scope of work, compensation structure, and project timeline for preparation of the City’s EDSP. The Agreement incorporates Exhibit A – Scope of Services and Exhibit B – Compensation/Fee Schedule, which together define all tasks, deliverables, and required outcomes.

The consultant will complete all tasks outlined in Exhibit A, which include:
 Competitive Advantage Analysis, including demographic, economic, workforce, and market data review; benchmarking; and a full SWOT analysis.
 Site Inventory and Land Use Analysis for SR-120, McHenry Avenue, and Main Street, including parcel-level mapping, opportunity/constraint matrices, and preliminary policy recommendations.
 Local Business Support and Economic Gardening, including needs assessment, program design, partner integration, and KPI development.
 Stakeholder and Community Engagement, including three Economic Development Committee meetings, up to 15 stakeholder interviews, an online survey, and Council presentations.
 Draft and Final EDSP, including a full implementation plan, prioritization matrix, staffing recommendations, incentive tools, and monitoring framework.

All deliverables are required to be completed in accordance with the City’s planning framework and aligned with the City Council’s strategic goals.

The Agreement establishes a not-to-exceed fee of $77,800, which covers all labor, materials, meetings, travel, and printing. No additional costs will be incurred unless authorized through a formal amendment. Invoices will be submitted monthly and paid within 30 days, consistent with the City’s standard practices.

The Agreement term is April 1, 2026, through December 31, 2026, providing a nine-month window for completion of all tasks. The timeline accommodates:
 Early-phase data collection, benchmarking, and SWOT analysis  Mid-phase site inventory, business support framework development, and engagement activities
 Late-phase drafting, review, and refinement of the EDSP

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 Final presentation to the City Council before the end of the calendar year The Agreement allows for extensions by mutual written consent if additional time is needed to finalize deliverables.

Fiscal Impact:

The adopted Escalon Fiscal Year 2025-2026 Budget allocated up to $100,000 for the EDSP using Measure P monies. Therefore, the $77,800 project cost is included in the FY 25-26 budget and no additional appropriation is required. Account Code 100-6040-0264 Attachments:

1. Professional Services Agreement with The Natelson Dale Group for the preparation of an Economic Development Strategic Plan

2. TNDG EDSP Proposal responsive to RFP #2025-10

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CITY OF ESCALON

PROFESSIONAL SERVICES AGREEMENT

FOR PREPARATION OF ECONOMIC DEVELOPMENT STRATEGIC PLAN

BY THE NATELSON DALE GROUP, INC

1. PARTIES AND DATE
This Agreement is made and entered into this day of , 2026 by and between the City of Escalon, a municipal corporation organized and operating under the laws of the State of California with its principal place of business at 2060 McHenry Avenue, Escalon, California 95320, County of San Joaquin, State of California (hereinafter referred to as “City”), and The Natelson Dale Group, Inc., a corporation with its principal place of business at P.O. Box 489, Yorba Linda, CA (hereinafter referred to as “Consultant”). City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties” in this Agreement.

2. RECITALS.

2.1 City. City is a municipal corporation organized under the laws of the State of California, with the power to contract for services necessary to achieve its purpose.

2.2 Consultant. Consultant desires to perform and assume responsibility for the provision of certain professional services required by the City on the terms and conditions set forth in this Agreement. Consultant warrants that it is experienced in providing professional economic development consulting services to public clients, that it and its employees or subcontractors have all necessary licenses and permits to perform the services in the State of California, and that it is familiar with the plans of City.

Consultant shall not subcontract any portion of the work required by this Agreement, except as expressly stated herein, without prior approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement.

2.3 Project. City desires to retain Consultant to render such services for professional economic development consulting services (“Project”) as set forth in this Agreement.

3. TERMS.

3.1 Employment of Consultant.

3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional services necessary for the Project consistent with the provisions of this Agreement (“Services”).

The Services are more particularly described throughout this Agreement, including Exhibit “A” attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, any exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules

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and regulations. All Services performed by Consultant shall be subject to the sole and discretionary approval of the City, which approval shall not be unreasonably withheld.

3.1.2 Term. The term of this Agreement shall be from April 1, 2026 to December 31, 2026, unless earlier terminated as provided herein.

Consultant shall complete the Services within the term of this Agreement, and shall meet any other established schedules and deadlines. The Parties may, by mutual, written consent, extend the term of this Agreement if necessary to complete the Services.

3.2 Compensation.

3.2.1 Compensation. Subject to paragraph 3.2.2 below, the City shall pay for such Services in accordance with the payment schedule set forth in Exhibit “B.”

3.2.2 Payment of Compensation. In no event shall the total amount paid for Services rendered by Consultant under this Agreement exceed the sum of Seventy-Seven Thousand, Eight Hundred Dollars ($77,800.00) (“Total Compensation”).

This amount is to cover all printing and related costs, and the City will not pay any additional fees for printing expenses. Periodic payments shall be made within 30 days of receipt of an invoice, which includes a detailed description of the work performed.

3.3 Additional Work.

If changes in the work seem merited by Consultant or the City, and informal consultations with the other party indicate that a change is warranted, it shall be processed in the following manner: a letter outlining the changes shall be forwarded to the City by Consultant with a statement of estimated changes in fee or time schedule. An amendment to this Agreement shall be prepared by the City and executed by both Parties before performance of such Services, or the City will not be required to pay for the changes in the scope of work. Such amendment shall not render ineffective or invalidate unaffected portions of this Agreement.

3.4 Period of Performance.

Consultant shall perform and complete all Services under this Agreement within the term set forth in section 3.1.2 above (“Term”). Consultant shall perform the Services in strict accordance with any completion schedule or Project milestones described in Exhibits “A” or “B” attached hereto, or which may be provided separately in writing to the Consultant. Consultant agrees that if the Services are not completed within the aforementioned Performance Time and/or pursuant to any such completion schedule or Project milestones developed pursuant to the provisions of this Agreement, it is understood, acknowledged and agreed that the City will suffer damage.

3.5 Delays in Performance.

3.5.1 Excusable Delays. Any delays in Consultant’s work caused by the following shall be added to the time for completion of any obligations of Consultant: (1) the actions of City or its employees; (2) the actions of those in direct contractual relationship with City; (3) the actions of
Page
any
292
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agency having jurisdiction over
the Project; (4) the actions of any parties not within the reasonable control of the Consultant; and (5) any act of God or other unforeseen occurrence not due to any fault or negligence on the part of Contractor. Neither the City nor the Consultant shall be liable for damages, liquidated or otherwise, to the other on account of such delays.

3.5.2 Request for Excusable Delay Credit. The Consultant shall, within fifteen (15) calendar days of the beginning of any excusable delay, notify the City in writing of the causes of delay (unless City grants in writing a further period of time to file such notice prior to the date of final payment under the Agreement). City will then ascertain the facts and the extent of the delay, and grant an extension of time for completing the Services when, in its sole judgment, the findings of fact justify such an extension. The City’s findings of fact thereon shall be final and conclusive on the parties.

Extensions of time shall apply only to that portion of the Services affected by the delay and shall not apply to other portions of the Services not so affected. The sole remedy of Consultant for extensions of time shall be an extension of the performance time at no cost to the City. If Additional Services are required as a result of an excusable delay, the parties shall mutually agree thereto pursuant to the Additional Services provision of this

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Agreement. Should Consultant make an application for an extension of time, Consultant shall submit evidence that the insurance policies required by this Agreement remain in effect during the requested additional period of time.

3.6 City’s Representative.

The City hereby designates Trevin Barber, Development and Community Services Manager, or his or her designee, to act as its representative for the performance of this Agreement (“City’s Representative”). City’s Representative shall have the power to act on behalf of the City for all purposes under this Agreement. Consultant shall not accept direction or orders from any person other than the City’s Representative or his or her designee.

3.7 Consultant’s Representative.

Consultant hereby designates Roger Dale, President, or his or her designee, to act as its representative for the performance of this Agreement (“Consultant’s Representative”). Consultant’s Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant’s Representative shall supervise and direct the Services, using his best skill and attention, and shall be responsible for all means, methods, techniques, sequences and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.

3.8 Maintenance of Records.

Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of five (5) years from the date of final payment under this Agreement.

3.9 Independent Contractor.

City retains Consultant on an independent contractor basis and Consultant is not an employee of City. Consultant is not an employee for state tax, federal tax or any other purpose and is not entitled to the rights or benefits afforded to City’s employees. Any additional personnel performing the Services under this Agreement on behalf of Consultant shall also not be employees of City and shall at all times be under Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers’ compensation insurance.

3.10 Coordination of Services.

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Consultant agrees to work closely with City staff in the performance of Services and shall be available to City’s staff, consultants and other staff at all reasonable times.

3.11 Laws and Regulations.

3.11.1 Knowledge and Compliance. Consultant shall keep itself fully informed of and in compliance with all applicable local, state and federal laws, rules and regulations in any manner affecting the performance of the Services or the Project, including all Cal/OSHA requirements, and shall give all notices required of the Consultant by law. Consultant shall be liable, pursuant to the standard of care and indemnification provisions of this Agreement, for all violations of such laws and regulations in connection with its Services. If the Consultant performs any work knowing it to be contrary to such laws, rules and regulations, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall defend, indemnify and hold City, its officials, officers, employees and agents free and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations.

3.11.2 Permits. If required, Consultant shall assist the City, as requested, in obtaining and maintaining all permits required of Consultant by federal, state and local regulatory agencies.

3.11.3 Clean Up. If applicable, Consultant is responsible for all costs of clean up and/ or removal of hazardous and toxic substances spilled as a result of his or her Services or operations performed under this Agreement.

3.12 Standard of Care.

3.12.1 Standard of Care. Consultant shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals qualified to perform the Services in the same discipline in the State of California, and shall be responsible to City for damages sustained by the City and delays to Services as specified in the indemnification provision of this Agreement. Without limiting the foregoing, Consultant shall be fully responsible to the City for any increased costs incurred by the City as a result of any such delays in the Services. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants and represents that all of its employees, subcontractors and other consultants shall have sufficient skill and experience to perform the Services assigned to them. Finally, Consultant represents that it, its employees, subcontractors and other consultants have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services assigned to or rendered by them and that such licenses and approvals shall be maintained throughout the term of this Agreement. As provided for in the indemnification provisions of this Agreement, Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant’s failure to comply with the standard of care provided for herein.

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3.12.2 Performance of Employees. Any employee or subcontractor of Consultant who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Services, a threat to the safety of persons or property, or any employee or consultant who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from any and all Services by the Consultant and shall not be re-employed to perform any of the Services.

3.13 Assignment and Subconsultants.

Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall constitute grounds for termination. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. Nothing contained herein shall prevent Consultant from employing independent associates and subconsultants as Consultant may deem appropriate to assist in the performance of Services hereunder. Notwithstanding the foregoing, Consultant may freely and without consent assign this Agreement to an affiliate or to an acquirer of all or part of Consultant’s business or assets provided that such assignment shall only be effective upon no less than thirty (30) days prior notice to City and only in the event that such assignment does not materially impair the interests of City.

3.14 Insurance. Types of Insurance Required. As a condition precedent to the effectiveness of this Agreement for work to be performed hereunder, and without limiting the indemnity provisions of the Agreement, Consultant shall, at its expense, procure and maintain in full force and effect for the duration of the Agreement the following policies of insurance. If the existing policies do not meet the insurance requirements set forth herein, Consultant agrees to amend, supplement or endorse the policies to do so.

General Liability
Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than two million dollars ($2,000,000) per occurrence, four million dollars ($4,000,000) general aggregate, for bodily injury, personal injury, and property damage, including without limitation, blanket contractual liability. Consultant’s general liability policies shall be primary and non-contributory, and be endorsed using Insurance Services Office form CG 20 10 to provide that City and its officers, officials, employees, and agents shall be additional insureds under such policies. For construction contracts, an endorsement providing completed operations to the additional insured, ISO form CG 20 37, is also required.

Workers’ Compensation
Consultant shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance with limits of at least one million dollars ($1,000,000).

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Consultant shall submit to City, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of City, its officers, agents, employees, and volunteers.

Auto Liability
Consultant shall provide auto liability coverage for owned, non-owned, and hired autos using ISO Business Auto Coverage form CA 00 01, or the exact equivalent, with a limit of no less than one million dollars ($1,000,000) per accident. If Consultant owns no vehicles, this requirement may be met through a non-owned auto endorsement to the CGL policy.

Professional Liability
Consultant shall maintain professional liability insurance that insures against professional errors and omissions that may be made in performing the Services to be rendered in connection with this Agreement, in the minimum amount of one million dollars ($1,000,000) per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this agreement, and Consultant agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this agreement. The cost of such insurance shall be included in Consultant's bid.

3.14.1 3.14.1 Evidence Required
Prior to execution of the Agreement, Consultant shall file with the City evidence of insurance from an insurer or insurers certifying to the coverage of all insurance required herein. Such evidence shall include original copies of the ISO CG 00 01 (or insurer’s equivalent) signed by the insurer’s representative and Certificate of Insurance (Acord Form 25-S or equivalent), together with required endorsements. All evidence of insurance shall be signed by a properly authorized officer, agent, or qualified representative of the insurer and shall certify the names of the insured, any additional insureds, where appropriate, the type and amount of the insurance, the location and operations to which the insurance applies, and the expiration date of such insurance.

3.14.2 Policy Provisions Required
(a) Consultant shall provide the City at least thirty (30) days prior written notice of cancellation of any policy required by this Agreement, except that Consultant shall provide at least ten (10) days prior written notice of cancellation of any such policy due to non-payment of premium. If any of the required coverage is cancelled or expires during the term of this Agreement, Consultant shall deliver renewal certificate(s) including the General Liability Additional Insured Endorsement to the City at least ten (10) days prior to the effective date of cancellation or expiration.
(b) The Commercial General Liability Policy and Automobile Policy shall each contain a provision stating that Consultant’s policy is

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primary insurance and that any insurance, self-insurance or other coverage maintained by the City or any named insureds shall not be called upon to contribute to any loss.
(c) The retroactive date (if any) of each policy is to be no later than the effective date of this Agreement. Consultant shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Consultant shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims-made policy with a retroactive date subsequent to the effective date of this Agreement. (d) All required insurance coverages, except for the professional liability coverage, shall contain or be endorsed to contain a waiver of subrogation in favor of the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss.

Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subconsultants.
(e) The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability. Further the limits set forth herein shall not be construed to relieve the Consultant from liability in excess of such coverage, nor shall it limit the Consultant’s indemnification obligations to the City and shall not preclude the City from taking such other actions available to the City under other provisions of the Agreement or law.

3.14.2 Qualifying Insurers
All policies required shall be issued by acceptable insurance companies, as determined by the City, which satisfy the following minimum requirements:

Each such policy shall be from a company or companies with a current A.M. Best's rating of no less than A:VII and admitted to transact in the business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.

3.14.3 Additional Insurance Provisions

3.14.3.1 The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the City, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including

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but not limited to, the provisions concerning indemnification.

3.14.3.2 If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement.

3.14.3.2The City may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Agreement.

3.14.3.3Neither the City nor the City Council, nor any member of the City Council, nor any of the officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this Agreement.

3.14.3.4 Subconsultant Insurance Requirements
Consultant shall not allow any subcontractors or subconsultants to commence work on any subcontract until they have provided evidence satisfactory to the City that they have secured all insurance required under this section. Policies of commercial general liability insurance provided by such subcontractors or subconsultants shall be endorsed to name the City as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Consultant, City may approve different scopes or minimum limits of insurance for particular subcontractors or subconsultants.

3.15 Indemnification.

3.15.1. To the fullest extent permitted by law, Consultant shall defend (with counsel of City’s choosing), indemnify and hold the City, its officials, officers, employees, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant’s Services, the Project or this Agreement, including without limitation the payment of all damages, expert witness fees and attorney’s fees and other related costs and expenses. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by Consultant, the City, its officials, officers, employees, agents, or volunteers.

3.15.2. If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance of “design professional” services (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, and, upon Consultant obtaining a final adjudication by a

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court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

3.16 Reserved.

3.17 Termination, Suspension and Abandonment.

3.17.1 Grounds for Termination. City hereby reserves the right to suspend or abandon, at any time and for any reason, all or any portion of the Agreement and the work thereon, or to terminate this Agreement at any time with or without cause.

Consultant shall be provided with at least seven (7) days advanced written notice of such suspension, abandonment or termination. In the event of such suspension, abandonment or termination, Consultant shall be paid for Services and reimbursable expenses rendered up to the date of such suspension, abandonment or termination, pursuant to the schedule of payments provided for in this Agreement, less any claims against or damages suffered by City as a result of the default, if any, by Consultant. Consultant hereby expressly waives any and all claims for damages or compensation arising under this Agreement, except as set forth herein, in the event of such suspension, abandonment or termination.

3.17.2 Consultant’s Termination for Cause. Consultant may terminate its obligations to provide further services under this Agreement upon thirty (30) calendar days’ written notice to City only in the event of substantial failure by City to perform in accordance with the terms of this Agreement through no fault of Consultant.

3.17.3 City’s Suspension of Work. If Consultant’s Services are suspended by City, City may require Consultant to resume such Services within ninety (90) days after written notice from City. When Services are resumed, the Total Compensation and schedule of Services shall be equitably adjusted upon mutual agreement of the City and Consultant.

3.17.4 Documents and Other Data. Upon suspension, abandonment or termination, Consultant shall provide to City all preliminary studies, sketches, working drawings, specifications, computations, and all other documents to which City would have been entitled at the completion of Consultant’s Services under this Agreement. Upon payment of the amount required to be paid to Consultant pursuant to the termination provisions of this Agreement, City shall have the rights, as provided in this Agreement hereinafter, to use such documents prepared by or on behalf of Consultant under this Agreement. Consultant shall make such documents available to City upon request and without additional compensation other than as may be approved as a reimbursable expense.

3.17.5 Employment of Other Consultants. In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.

3.18 Documents.

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Except as otherwise provided herein, all original field notes, written reports, Drawings and Specifications and other documents, produced or developed for Services under this Agreement shall, upon payment in full for the Services described in this Agreement, be furnished to and become the property of the City.

3.19 Governing Law.

This Agreement shall be interpreted in accordance with the laws of the State of California. If any action is brought to interpret or enforce any term of this Agreement, the action shall be brought in a state or federal court situated in the County of San Joaquin, State of California.

3.20 Verification of Employment Eligibility.

By executing this Agreement, Consultant verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time, and shall require all sub-consultants and sub-consultants to comply with same.

3.21 Notice.

Any notice or instrument required to be given or delivered by this Agreement may be given or delivered by depositing the same in any United States Post Office, certified mail, return receipt requested, postage prepaid, addressed to:

CITY:

City of Escalon
2060 McHenry Avenue
Escalon, CA 95320
Attn: City Manager
CONSULTANT:

The Natelson Dale Group, Inc.

P. O. Box 489
Yorba Linda, Ca 92885
Attn: Roger Dale, President
Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.

3.22 Third Party Rights.

This Agreement shall not create any rights in, or inure to the benefits of, any third party except as expressly provided herein.

3.23 Equal Opportunity Employment.

Consultant represents that it is an equal opportunity employer and that it shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, ancestry, sex, age or any other classification protected by federal

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3.24 Successors and Assigns.

This Agreement shall be binding upon and shall inure to the benefit of the successors in interest, executors, administrators and assigns of each party to this Agreement. However, Consultant shall not assign or transfer by operation of law or otherwise any or all of its rights, burdens, duties or obligations without the prior written consent of City. Any attempted assignment without such consent shall be invalid and void. Notwithstanding the foregoing, Consultant may freely and without consent assign this Agreement to an affiliate or to an acquirer of all or part of Consultant’s business or assets, provided that such assignment shall only be effective upon no less than thirty (30) days prior notice to City and only in the event that such assignment does not materially impair the interests of City.

3.25 Non-Waiver.

None of the provisions of this Agreement shall be considered waived by either party, unless such waiver is specifically specified in writing.

3.26 Time of Essence.

Time is of the essence for each and every provision of this Agreement.

3.27 City’s Right to Employ Other Consultants.

City reserves the right to employ other consultants, including engineers, in connection with the Services identified in this Agreement.

3.28 Severability.

Should any provision in the Agreement be held to be invalid, void, or unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3.29 Prohibited Interests.

3.29.1 Solicitation. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability.

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3.30 Counterparts.

This Agreement may be signed in counterparts, each of which shall constitute an original.

3.31 Entire Agreement.

This Agreement, with its exhibits, represents the entire understanding of City and Consultant as to those matters contained herein, and supersedes and cancels any prior or contemporaneous oral or written understanding, promises or representations with respect to those matters covered hereunder. Each party acknowledges that no representations, inducements, promises or agreements have been made by any person which are not incorporated herein, and that any other agreements shall be void. This Agreement may not be modified or altered except in writing signed by both Parties hereto. [SIGNATURES ON FOLLOWING PAGE]

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SIGNATURE PAGE FOR PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF ESCALON
AND THE NATELSON DALE GROUP, INC.

IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first written above.

CITY OF ESCALON dba

By:

JAYLEN FRENCH
By:

Its: ROGER DALE
City Manager President
ATTEST:

By:

Michele Bates
Deputy City Clerk
APPROVED as to Form:

By:

FRANK SPLENDORIO
Best Best & Krieger, LLP

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SCOPE OF SERVICES FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN The Natelson Dale Group, Inc.
1 EXHIBIT “A”

SCOPE OF SERVICES
Scope of Services – Escalon Economic Development Strategic Plan (EDSP) The Natelson Dale Group, Inc. (TNDG)
TNDG’s Work Plan is organized according to the following elements, as listed in the City of Escalon’s request for proposals (RFP).

1. Escalon Competitive Advantage Analysis
Project initiation; review and analysis of existing demographic and socioeconomic data, labor force characteristics, sales tax revenue and other key economic data.

1.A Review of City Documents / Project Kickoff Meeting. TNDG’s project manager for the assignment will attend a kickoff meeting with City staff to review the overall work scope and project schedule; identify any existing City documents/resources relevant to the process; establish protocols for team communications; confirm (and potentially expand) list of key stakeholders to include in the outreach effort; and refine the stakeholder engagement strategy (TNDG’s initial recommendations are outlined below, but it is our expectation that this approach would be further customized to reflect the City’s preferences).

1.B Compile and Analyze Key Datasets. TNDG will compile background information from a range of public and private data sources including the following:
• U.S. Census / American Community Survey (ACS)
• San Joaquin Council of Governments
• California Department of Finance (DOF)
• California Department of Tax and Fee Administration (CDTFA) • California Employment Development Department (EDD)
• U.S. Bureau of Labor Statistics (BLS)
• Commercial/industrial real estate market data (CoStar) • Lightcast/EMSI (for existing and projected employment, by detailed industry and occupation) TNDG will ensure that the proposed Economic Development Strategic Plan is fully aligned with the City of Escalon’s existing planning and policy framework. This includes a comprehensive review and integration of the following:
• General Plan, including the Housing Element
• Specific Plans and/or other data relevant to targeted districts or corridors • Municipal Code provisions that impact business development, land use, and permitting • Escalon 2025-2026 Strategic Plan
Our team will conduct a crosswalk analysis to identify areas of synergy and potential gaps between economic development priorities and these foundational documents. We will also engage with City staff

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2 and stakeholders to ensure the strategy reflects City Council focus areas and Council goals and objectives.

The final strategy will include recommendations that support and enhance these broader goals, ensuring that economic development is not a siloed effort but a catalyst for achieving the City’s long-term vision.

Where appropriate, demographic and economic data will be evaluated at multiple levels of geography (city, county, and state) and also with the selected benchmark communities (see below), to allow for comparison of local conditions to reference-area places and benchmarks. In addition, TNDG will customize the study geographies to reflect Escalon’s strategic market position within San Joaquin County and the larger Central Valley region.

1.C Benchmark Communities
The benchmarking assessment for Escalon will inform and also help prioritize the strategic directions and vision to be more fully articulated later in the strategic planning process (in Work Plan Section 5).

The selection of benchmarking/competitive cities, carried out in coordination with City staff, will recognize places that are “naturally” competitive due to their location and economic assets in general, with specific consideration given to other places known to be targeting industries similar to those under consideration for Escalon. In consultation with City staff, the TNDG team will identify up to 5 benchmarking communities/regions with similar competitive “drivers” – by virtue of industry/cluster targets, foundation characteristics, relation to a larger regional economy, extent of economic diversification, major employers, distance/”gravitational pull” in relation to the closest major urban areas, and other relevant factors.

TNDG will then prepare an assessment of Escalon’s competitiveness relative to these other places.

Specific issues to be addressed in the assessment include: economic base; workforce/demographic composition; physical infrastructure (including broadband); institutional resources (e.g., proximity to university research capacities, etc.); quality of life factors; and costs of doing business (including real estate and local taxes). To the extent possible, data will be derived from published sources common to all places, in order to facilitate comparisons among the analyzed locations. This assessment will include a matrix comparing the places and findings related to the variables analyzed.

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SCOPE OF SERVICES FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN The Natelson Dale Group, Inc.
3 underutilized properties and districts that may benefit from strategic investment. Community input will play a central role in this process, ensuring that the voices of residents and business owners inform the strategy and reflect local aspirations. Additionally, we will assess infrastructure readiness, including access to utilities, transportation networks, and broadband connectivity, to determine the feasibility and attractiveness of development in specific areas.

Deliverable for Task 1, A-D
Report summarizing key data sets compiled for the assignment

1.E SWOT inventory and analysis. Review and analysis of the primary strengths, weaknesses, opportunities, and threats that directly impact the economic competitiveness of the City.

TNDG will prepare a succinct strength-weakness-opportunity-threat (SWOT) analysis to guide the subsequent strategy formulation tasks. The SWOT summary will be based in part on direct input from key local stakeholders. As such, the SWOT review will be closely coordinated with the initial stages of TNDG’s stakeholder outreach process.

The SWOT summary will quantify Escalon’s potentials for quality economic growth, based on the following information sources: the baseline data compiled in Tasks described above; input from stakeholders; and the consultant’s longstanding knowledge of economic development “best practices.” The SWOT summary will consider the following issue categories, which will also be presented within a comprehensive SWOT matrix and other appropriate visual representations:
• Geographic setting (including topography, climate, resources, etc.) • Proximity to larger economic regions
• Demographic makeup (existing and projected)
• Workforce availability and skill levels (for the City and the larger “commute shed” region in which it is located)
• Workforce commute patterns (residents commuting out and workers commuting in) • Education system
• Existing economic base (i.e., mix of business/industry types) • Existing land use conditions and available land for development/redevelopment • Infrastructure conditions and capacity (including transportation access and broadband service) • Housing availability and affordability
• Quality of life
• Community image
• Resident/community attitude towards growth
• Economic development partnerships (public and private) • Economic development incentives
As part of the SWOT analysis, TNDG will review the key barriers and risks that may hinder economic growth in Escalon. This includes both internal challenges and external threats:

Regulatory and Infrastructure Challenges

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SCOPE OF SERVICES FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN The Natelson Dale Group, Inc.
4 • Assess the City’s reputation (within the development community) for permitting processes to identify inefficiencies or bottlenecks that may deter business investment • Assess infrastructure gaps (e.g., transportation, broadband, utilities) that limit commercial or industrial development
• Review zoning and land use regulations for alignment with economic development goals Market and Workforce Constraints
• Analyze commercial/industrial vacancy rates to understand market dynamics and opportunities for revitalization
• Identify financial constraints affecting small businesses, entrepreneurs, and developers • Evaluate the availability and readiness of land for development or redevelopment External Threats and Mitigation Strategies
• Examine competitive pressures from neighboring jurisdictions or regional trends • Identify potential economic disruptions (e.g., climate-related risks, industry shifts, global market volatility) for targeted industries
The SWOT summary will identify the core strengths and opportunities that Escalon can leverage for desired economic growth and prioritize these opportunities to allow for a strategic approach to marketing the community. With respect to weaknesses and threats, the SWOT will distinguish between issues that can realistically be mitigated and issues that are likely to be permanent constraints (thereby helping to define types of economic growth that are not realistic targets for the City).

In addition to the data-driven steps outlined above, the TNDG would evaluate Escalon’s business attraction potentials from a site selector’s perspective. To that end, the consultant team will utilize the criteria outlined on the graphic on the following page. The list of “Must Have” and “Secondary” site selection criteria was developed by Paul Saldana based on his 30+ years of working with the site selection community.

A key focus of the SWOT analysis, which will be further explored during the stakeholder outreach program (Work Plan Section 4), will be to identify the essential qualities and values that make Escalon unique, and to engage key stakeholders in a dialogue about the most effective ways to leverage those unique assets to create quality economic growth. In working with the stakeholders to identify the qualities that should be retained and protected, it will also be important to identify the types of economic activities that the community does not want to emphasize in future economic development efforts. These core community values will be reflected in all subsequent tasks of the strategic planning process.

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SCOPE OF SERVICES FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN The Natelson Dale Group, Inc.
5 Framework for SWOT Analysis & Competitive Assessment: A Site Selector’s Perspective (developed by TNDG team member Paul Saldana)

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SCOPE OF SERVICES FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN The Natelson Dale Group, Inc.
6 Benchmark Communities.

Benchmark cities identified and analyzed as described above will be reconsidered relative to the relationship of these cities to the topics of the SWOT analysis.

Deliverable for Task 1, E
SWOT Summary (memorandum report)

2. Site Inventory and Land Use Analysis for SR-120, McHenry Avenue, and Main Street This portion of the work will use the relevant output of Work Plan Section 1, above, as a point of departure to explore strategic approaches to achieving the City’s objectives of maximizing the value and tax-producing potential of limited available properties. Strategic approaches will be informed in part through additional analysis of relevant properties, including:
• Producing parcel-level inventory and corridor segment analyses for SR-120, McHenry Avenue, and Main Street, including mapping developable, underutilized, vacant, and sales-tax potential properties, with photos and metrics. • Identifying constraints and opportunities tied to access, visibility, infrastructure, and regulatory context, and developing opportunity/constraint matrices showing:
frontage, access, utilities, signage, parking, and entitlement status. • Defining target business typologies aligned to sales-tax goals and community character, by corridor (e.g., specialty retail, food & beverage, ag-value retail, highwayoriented services).

Deliverables:
• Technical Appendix: Site Inventory (maps, parcel tables, site sheets, photolog). • Corridor segment summaries and constraints/opportunities matrices. • Preliminary target business typology list.

The team will also compile Land-Use Policy & Zoning recommendations appropriate for these areas, through:
• Identifying practical policy changes to improve the feasibility of priority uses, including a preliminary code audit of zoning/use tables, parking, signage, and permitting timelines affecting three focus areas.
• Supporting streamlined approvals for small business expansions and downtown activation, and this would include draft policy recommendations (for overlay concepts, corridor-specific use adjustments, ministerial approvals, and signage/wayfinding updates).
• Providing implementation-ready language and phasing guidance, which would include preparing sample text and phasing notes for administrative policies vs. ordinance updates.

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SCOPE OF SERVICES FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN The Natelson Dale Group, Inc.
7 Deliverables:
• Policy Recommendations Memo with draft ordinance/policy snippets. • Initial and preliminary design guidelines for Main Street storefront activation. • Implementation notes: responsible parties, phasing, and dependencies.

3. Local Business Support and Economic Gardening
The subject matter related to this section will also be addressed in detail, and integrated within, Work Plan Section 5: the Draft and Final Economic Development Strategic Plan. Some of the particularly salient points related to this section of work include the following objectives and related tasks:

Objectives:
• Design a pragmatic support framework for small/local businesses to grow and enhance resilience.
• Connect programs to regional partners and resources.
• Define KPIs and tools to track outcomes.

Tasks:
• Conduct needs scan (short interviews/survey) to validate pain points (permits, capital, marketing, workforce, succession, e-commerce, façade).
• Program design: Business Navigator and permit concierge; micro-grant/mini-façade; technical assistance roster.
• Partner integration and MOUs/referral pathways (SBDC, chamber, workforce, community college).
• Develop KPIs, intake forms, and dashboard starter.

Deliverables for this Section will include (and be reflected in the Economic Development Strategic Plan as appropriate):
• Business Support & Economic Gardening Playbook.
• Partner map and referral workflows.
• KPI dashboard starter and intake forms.

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SCOPE OF SERVICES FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN The Natelson Dale Group, Inc.
8 • An online community survey;
• Input from the Escalon City Council early in the process (individual interviews, conducted virtually);
• Presentation of the final EDSP to the Escalon City Council for consideration and approval; and
• As-needed coordination meetings with City staff.

All engagement activities are assumed to include the confirmation and/or refinement of visions and goals related to the EDSP and economic development in general in Escalon.

EDSP Committee Meetings. The proposed format of the EDSP Committee meetings is described below. For budget purposes, two meetings are assumed to be in-person and one meeting is assumed to be conducted virtually. The proposed sequence of Committee meetings for this process would be as follows:
• Committee Meeting #1 would be concurrent with the SWOT analysis (Section 1) and would have two major purposes: (a) the TNDG team would present key findings from the team’s initial technical studies; and (b) TNDG would facilitate a group discussion to get the Committee’s preliminary ideas on key issues, constraints and opportunities affecting Escalon’s economic development potentials.
• Committee Meeting #2 would occur approximately mid-way through the process. At this meeting TNDG would present a preliminary strategic framework for the plan and then facilitate a group discussion to get the Committee’s input on potential implementation strategies.
• Committee Meeting #3 would occur near the end of the process and would focus on reviewing the initial draft of the full EDSP document.

Individual Stakeholder Interviews. In addition to the structured Committee meetings, TNDG would conduct individual interviews with selected stakeholders (including any key stakeholders unable to serve on the formal Committee). For budgeting purposes, we have assumed a total of 15 interviews to be conducted remotely (by phone or Zoom).

The Committee meetings and stakeholder interviews will be supplemented by additional community-wide outreach, including an online survey to gain broader community input on economic development priorities for the City.

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SCOPE OF SERVICES FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN The Natelson Dale Group, Inc.
9 The TNDG Team will integrate the findings and strategic implications from all preceding tasks into a customized Economic Development Strategic Plan (EDSP) for Escalon. The Plan will provide a detailed blueprint for the City’s economic development programming, with both short-term (2-year) and longer-term (5- to 7-year) recommendations. The Implementation Plan will be organized in terms of the following elements:
 A Real Estate Development/Marketing Strategy, including specific recommendations for optimizing light industrial, office and retail development opportunities. These recommendations would be location-specific and oriented to key identified targeted areas (or other subareas) analyzed during the course of the strategic planning process.  A Business Retention/Expansion/Attraction Strategy reflecting the market segments identified in the technical analyses. The business retention/expansion/attraction strategy will include the following components:
• Specific recruitment goals and objectives.
• Workforce development strategies oriented to the needs of priority industry clusters.
• Recommendations regarding physical infrastructure improvements and other “capacity building” issues relevant to the priority industries. • Strategies for supporting and encouraging entrepreneurship and innovative activities within anticipated growth industries.
 Specific Recommendations for Leveraging Key Regional Initiatives and Resources (e.g., North Valley Thrive, BEAM Circular, Advanced Manufacturing Partnership) within the City’s overall development and business attraction efforts.  A strategy to address Foundational Elements, including: 1) recommendations regarding physical infrastructure improvements and other “capacity building” issues affecting the viability of targeted businesses and development, 2) integration of existing assets such as transportation and educational systems, and 3) recommended measures to ensure the City’s “business friendliness” (reflecting competitiveness issues identified in the proceeding tasks).  Specific Recommendations for Economic Incentives the City could utilize to attract targeted development and business types.
 A Prioritization Matrix indicating the potential timing of the various action items (immediate, 2-4 years, 5-7 years), and identifying the specific projects and programs that would provide the best leverage of available resources.  Recommended Staffing/Organizational Structure for the City’s economic development programming.

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SCOPE OF SERVICES FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN The Natelson Dale Group, Inc.
10  A Responsibility Matrix indicating the entities that would most appropriately be tasked with carrying out various action items (including collaborating regional agencies and private sector “partners”).
 A Monitoring Program to track the implementation of the Plan and to refine strategy objectives over time. The monitoring program will include performancebased “metrics” utilizing readily available data sources.  A Communication Strategy for all involved parties throughout the implementation stage of the EDSP, including ways to solicit feedback, celebrate milestones, and maintain transparency.

F. Deliverables
F.1 Draft and Final Versions of EDSP. TNDG will prepare draft and final versions of the EDSP document, reflecting the content outlined in Task E above.

F.2 Presentation to City Council. TNDG’s Managing Principal will present the findings of the team’s work to the City Council.

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SCOPE OF SERVICES FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN The Natelson Dale Group, Inc.
11 EXHIBIT “B”

COMPENSATION
The Natelson Dale Group, Inc. will complete the proposed scope of work (through adoption of the Final Economic Development Strategic Plan) for a total fixed fee of $77,800.00 (SEVENTY-SEVEN THOUSAND EIGHT HUNDRED DOLLARS).

Consultant team member hours by major project component are estimated as follows:
$280 $265 $240 $240 $150 $160
Dale Saldana McClure Levenson Herrera Collins

1. Escalon Competitive Advantage Analysis 10 10 16 16 - 40 $19,530

2. Site Inventory and Land Use Analysis for SR-120,
McHenry Avenue, and Main Street 8 30 8 - 16 12 $16,430

3. Local Business Support and Economic Gardening 16 20 8 - 10 $13,200

4. Engagement Process 24 16 - - 16 4 $14,000

5. Draft/Final Economic Development Strategic Plan 20 4 22 - - - $11,940 Sub-totals, personnel 78 80 54 16 42 56 $75,100
Expenses:

Travel (mileage, etc.) $1,200
Online Survey $500
Data $1,000
Total Project Fee $77,800
Work Scope Element Hours
Hourly rates ---► Costs

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PROPOSAL FOR PROFESSIONAL SERVICES
Economic Development Strategic Plan

Submitted to:

CITY OF ESCALON
SUBMITTED BY:

IN ASSOCIATION WITH:

Economic Growth Strategies LLC
January 8, 2026
THE NATELSON DALE GROUP, INC .

YORBA LINDA, CA • www.natelsondale.com
O: 714.692.9596 • F: 714.692.9597

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Table of Contents

1. COVER LETTER ........................................................................................................................... 1

2. COMPANY AND STAFF INFORMATION........................................................................................ 3

3. WORK PLAN AND APPROACH................................................................................................... 21

4. ADDITIONAL INFORMATION..................................................................................................... 32

5. CLIENT REFERENCES ................................................................................................................. 33

6. COMPENSATION/FEE SCHEDULE .............................................................................................. 36 Cover Photo Source: "Aerial view of Escalon." by Captain Matteo – Licensed under CC BY-SA 4.0 via Wikipedia.com – https://upload.wikimedia.org/wikipedia/commons/f/f6/Escalon_HD.jpg.

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PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
1 1. COVER LETTER
The Natelson Dale Group, Inc.

P.O. Box 489
Yorba Linda, CA 92886
(714) 692-9596 phone / (714) 692-9597 fax
E-mail: [email protected]
www.natelsondale.com
January 8, 2026
City of Escalon
Trevin W. Barber
Development and Community Services Manager
2060 McHenry Avenue
Escalon, CA 95320
Dear Mr. Barber:

The Natelson Dale Group, Inc. (TNDG) is pleased to submit this proposal to prepare an Economic Development Strategic Plan (EDSP) for the City of Escalon. Our team for this submission includes our close affiliate Paul Saldana of Economic Growth Strategies, LLC.

TNDG understands that the EDSP prepared for Escalon, as outlined in this proposal, will form the basis of economic development activity to be carried out by the City over subsequent years. In this regard, TNDG has proposed a comprehensive process and documentation that includes a balance of independent research, consultation within the community, and derivation of a wide range of strategies affecting Escalon’s competitiveness in: 1) land use and development – particularly at key areas already identified, 2) support for local entrepreneurs and other businesses, 3) infrastructure and other foundational issues, and 4) economic development operations in general.

TNDG is a national economic consulting firm established in California in 1974. Our practice focuses largely on the planning and implementation of economic and workforce development programs. The firm’s work often involves direct linkages between a community’s business attraction plans and its real estate development potentials. In this regard, we have a strong understanding both of local real estate markets and of the larger regional economic trends that drive demand for commercial and industrial land use.

TNDG is a “boutique” firm not only in terms of size but also in terms of philosophy and approach. While we effectively compete with much larger firms for prominent contracts, we have a decided preference for mid-sized projects requiring a “hands on” approach and genuine strategic thinking. In this regard, the firm’s principal personally manages every contract and maintains primary contact with the client. As our references will attest, exceptional responsiveness to the unique needs of each client is a hallmark of our approach. This commitment to the highest level of “client care” consistently results actionable work products that are completed on time and within budget, and planning processes that are “hassle free” for our clients.

TNDG has extensive project experience in San Joaquin County and the Central Valley region, as our project experience documented in this proposal indicates, which lists multiple economic development strategic plans, as well as real estate market, target industry, and fiscal impact analyses.

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PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
2 Complementing our long track record in real estate market analysis and economic development strategic planning, TNDG also maintains an active role in supporting California’s economic development community and advancing best practices within the profession. In this regard, the firm (in 2018) took the lead on behalf of the California Association for Local Economic Development (CALED) and the California Academy for Economic Development (CAED) on the implementation of a California-specific training and certification program for economic development professionals (the “ACE” program launched in 2019). The firm’s Managing Principal (Roger Dale) currently teaches the annual course on economic development strategic planning as part of the ACE program.

Paul Saldana of Economic Growth Strategies LLC has both a consulting background and extensive hands-on experience as an economic development practitioner. His impressive career includes stints as Director of Economic & Community Development for the City of Bakersfield (2021-2023) and President and CEO of the Tulare County Economic Development Corporation (2001-2020).

Paul is responsible for 16 national, state, and regional awards for economic development programs and has received numerous individual recognitions for professional achievement and advocacy. His leadership in facilitating a regional pandemic response and recovery program was recognized by the International Economic Development Council with the coveted Economic Development Organization of the Year award in 2020. Paul is a Certified Economic Developer (CEcD) through the International Economic Development Council (he is the only individual in California to have held this designation for more than 30 years). He is also a past chair of the California Association for Local Economic Development (CALED).

The undersigned is the individual authorized to bind the TNDG Team that is submitting this proposal. TNDG has read and will comply with all terms and conditions of the RFP, and is prepared to sign the engagement contract understood to be in a form similar to that included as part of the City’s RFP package. TNDG also asserts that all conditions contained in the attached proposal are valid for a period of at least 90 days.

We very much appreciate your consideration of our team and sincerely hope we have the opportunity to serve the City of Escalon on this exciting project.

Respectfully submitted,
THE NATELSON DALE GROUP, INC.

Roger Dale
Managing Principal

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3 2. COMPANY AND STAFF INFORMATION
The Natelson Dale Group, Inc. (TNDG) Profile
Staff Size: 4 professionals
Office Locations: Orange County, CA; Phoenix, AZ
Years in Business: 51
TNDG is an economic development and real estate consulting firm established in southern California in 1974. TNDG brings exceptional experience in economic development strategic planning to this assignment. From this work, TNDG has developed nationally recognized expertise in the following key areas: 1) Target Industry Strategies and Cluster Development, 2) Retail Demand Analysis and Tenant Recruitment, 3) Integration of Economic Development with Workforce Development, and 4) Structuring of Local and Regional Economic Development Partnerships. The firm’s work often involves direct linkages between a community’s industry attraction plans and its real estate development potentials. In this regard, the TNDG Team has a strong understanding both of local real estate markets and of the larger regional economic trends that drive demand for commercial and industrial land use.

Economic Growth Strategies LLC Profile Summary
Paul Saldana of Economic Growth Strategies LLC has both a consulting background and extensive hands-on experience as an economic development practitioner. His impressive career includes stints as Director of Economic & Community Development for the City of Bakersfield (2021-2023) and President and CEO of the Tulare County Economic Development Corporation (2001-2020).

Paul is a Certified Economic Developer (CEcD) through the International Economic Development Council (he is the only individual in California to have held this designation for more than 30 years). He is also a past chair of the California Association for Local Economic Development (CALED).

Municipal Economic Development Highlights
Department Organization: Paul was retained as the City of Bakersfield’s first Economic & Community Development Director, providing leadership for the staffing and development of programs/services addressing homelessness, affordable housing, neighborhood prosperity, downtown revitalization, economic incentives, business recruitment, entrepreneurship development and other related economic and community development initiatives. The department was responsible for the design and deployment of nearly 50% of the City’s $96 million ARPA allocation, establishing programs to alleviate blight, reduce poverty and enhance workforce development.

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4 Municipal Code/Ordinance Reform: Paul has rewritten significant municipal code regulations and drafted ordinances related to zoning, subdivisions, business licenses, code enforcement, neighborhood preservation, natural resource preservation and the like.

City Strategic Plan Implementation: Paul has developed or reformed programs, services and policies in response to City Council priorities economic development incentive programs, economic opportunity zones, annexation analysis/applications, specific plans, focused development strategies, etc.

Grant Management: Paul has managed several large municipal grant allocations, including water system expansion, wastewater treatment expansions, transportation improvements, public safety services, park development and other related municipal infrastructure.

Community Planning & Engagement: Paul has led community engagement projects including community strategic planning, general plans, specific plans, annexations, downtown revitalization, large scale industrial projects. Projects have involved diverse constituencies with varied interests and have included development of educational materials in multiple languages and modes of communication.

Team Organization Chart
The Organization Chart on the next page shows the TNDG team’s proposed staffing structure for the Escalon assignment. An abbreviated listing of TNDG’s relevant project experience is provided on page 6, followed by more detailed descriptions of selected assignments.

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5 Team Organization Chart

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6 Abbreviated Listing of Experience
Economic Development Strategies
Counties
Guilford County (North Carolina)
Imperial County
Kern County
Larimer County (Colorado)
Los Angeles (San Gabriel Valley subregion)
Osceola County (Florida)
San Bernardino
San Diego (South County Subregion)
San Joaquin County
Sonoma County
Ventura County
Yuma County (Arizona)
Cities
Anaheim
Antioch
Arvin
Bakersfield
Beaumont
Burbank
Camarillo
Canyon Lake
Carson
Coachella
Compton
Coronado
El Cajon
Escondido
Fresno
Garland (Texas)
Kyle (Texas)
Lodi
Los Angeles
Menifee
Modesto
Ontario
Oxnard
Palm Desert
Phoenix (Arizona)
Pinole
Port Hueneme
San Francisco
San Pablo
Simi Valley
Stockton
Thousand Oaks
Tracy
Ventura
Vista
Native American Communities
Agua Caliente (Palm Springs)
Cahuilla (Riverside County)
Yavapai-Apache (Arizona)
Larger Regions
Hampton Roads (Virginia) Region (5 counties and 9 independent cities) Tri-cities Area of Northeast Tennessee/Southwest Virginia General Plan Economic Studies
City of Agoura Hills City of Malibu
City of Alhambra City of Monterey Park
City of Calabasas City of Ontario
City of Bakersfield City of Port Hueneme
City of Beaumont City of Redondo Beach
City of California City City of Rialto
City of Chino City of San Bernardino
City of Costa Mesa City of San Clemente
City of Fontana City of San Ramon
City of Garden Grove City of Santa Fe Springs
City of La Quinta City of Santa Monica
City of Los Angeles City of Santa Paula
Previous Project Experience in the San Joaquin Valley. TNDG’s previous project experience in the economic region relevant to Escalon and the San Joaquin Valley includes the following assignments:
• Economic development strategic plans for the cities of Bakersfield, Fresno, Lodi, Modesto, and Stockton
• Economic development strategies for the counties of Fresno, Kern, and San Joaquin

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7 • Market feasibility studies for commercial and industrial development projects in Bakersfield, Clovis, Fresno, Hanford, Madera, Porterville, Shafter, Tulare, Visalia, Wasco • Market study for Downtown Patterson Specific Plan
• Market and fiscal impact analyses for Bakersfield General Plan Update The firm has also worked extensively in San Joaquin Valley bordering regions, including communities in the Bay Area and Los Angeles Metro regions.

Relevant Project Experience Details (in addition to those in the References section) Economic Development Strategic Plans:

Modesto, California: Economic Development Strategic Plan (2025). The TNDG team (including Economic Growth Strategies) completed an economic development strategic plan (EDSP) for the City of Modesto. The planning process included an extensive stakeholder engagement program with the following components: the inaugural session of the Central Valley Real Estate Forum; topical forums focused on workforce development, entrepreneurial development, placemaking, and local advocacy relative to State policies; a major “summit” meeting for invited local/regional stakeholders; and various public meetings (in person and online). The process also included significant interface with key regional initiatives (including North Valley Thrive and BEAM Circular) to ensure fully leveraging of these major regional investments within the City’s strategy. As background to the EDSP, TNDG completed a detailed target industry/cluster analysis and real estate demand forecasts for retail, office and industrial space.

Simi Valley, California: Economic Development Strategic Plan (2024). TNDG completed a year-long economic development strategic planning process for the City of Simi Valley. This work included a target industry analysis, commercial/industrial real estate demand projections, an extensive stakeholder outreach process, and preparation of a strategic plan that leverages the City’s economic development programming through partnerships with an array of regional organizations. The plan focuses on the following strategic priorities: capitalizing on the City’s reputation for business friendliness to attract industrial firms from neighboring Los Angeles County; repositioning older retail centers and corridors by promoting opportunities for mixed-use development; and expanded collaboration with regional entrepreneurial and workforce development organizations.

Carson, California: Economic Development Strategic Plan (2023). During 2022 and 2023, TNDG led an ambitious strategic planning effort on behalf of City of Carson to assess existing conditions, evaluate market opportunities, and engage a broad array of public and private stakeholders to define priorities and chart a detailed course of action for the City’s economic development program. The resulting Economic Development Strategic Plan (EDSP) is intended to guide the City’s economic direction for the next 5-10 years, in concert with other City plans and policies addressing land use, infrastructure and workforce development. The plan places special emphasis on leveraging Carson’s unique assets, including Dignity Health Sports Park, Cal State Dominguez Hills, the Porsche Experience Center, a strong base of manufacturing firms, and an emerging cluster of cleantech businesses.

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8 El Cajon, California: Economic Development Strategic Plan (2022-2023). TNDG prepared an economic development strategy plan for the City of El Cajon in east San Diego County. This work included a target industry analysis, commercial/industrial real estate demand projections, a focused stakeholder outreach process, and preparation of an action plan that leverages the City’s economic development programming through partnerships with an array of regional organizations. El Cajon’s EDSP focuses on the following strategic priorities: revitalization of retail commercial centers; maximizing land capacity for industrial development; expanding the downtown business mix; and promoting entrepreneurial development opportunities.

Sonoma County, California: Comprehensive Economic Development Program Review (2022). For the Sonoma County Economic Development Board (EDB), TNDG conducted a program-by-program review of EDB core services, including evaluation of the following: scope of services offered; program design and allocation of resources; service delivery and execution; program efficacy; and metrics tracked. The project included interviews with a cross section of County staff, community leaders, business owners and other constituents (identified by the EDB). As part of this process, TNDG profiled comparable economic development organizations throughout the Western U.S. to identify best practice models relevant to Sonoma County.

Antioch, California: Economic Baseline and Strategic Plans (2022). TNDG completed an economic development baseline analysis and strategic planning process for the City of Antioch. This assignment included a target industry/cluster analysis, an extensive stakeholder outreach process, and preparation of an innovate strategic plan and implementation “tool kit.” The strategic plan is organized around eight major initiatives: Business Development Pipeline; Real Estate Development Capacity; Workforce Opportunity Initiative; Entrepreneurial Startup Assistance; Direct Project Investment (Public-Private Partnerships); Leveraging Housing Demand to Promote Economic Development; Regional Advocacy; and Resource (“War Chest”) Development.

Bakersfield, California: Economic Development Strategic Plan (2021). TNDG led an 18-month strategic planning process for the City of Bakersfield, with a focus on identifying major “game-changing” investments the City could pursue with available state and federal recovery funding. TNDG’s work was completed in close coordination with the regional “Better Bakersfield, Boundless Kern” (B3K) initiative facilitated by The Brookings Institution. TNDG’s work included an industry cluster analysis, commercial/industrial real estate market studies, and a comprehensive stakeholder outreach process (including specific engagement with the development community, industry stakeholders, and downtown business/civic leaders).

Vista, California: Economic Development Strategic Plan (2021). TNDG completed a nine-month economic development strategic planning process for the City of Vista in north San Diego County. This work included a target industry analysis, commercial/industrial real estate demand projections, an extensive stakeholder outreach process, and preparation of a strategic plan that leverages the City’s economic development programming through partnerships with an array of regional organizations.

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9 Menifee, California: Comprehensive Economic Development Strategy (2019). TNDG completed a Comprehensive Economic Development Strategy (CEDS) for the City of Menifee. The six-month planning process included a detailed analysis of the community’s economic development assets and opportunities, as well as its current deficiencies and challenges. The background analyses included a target industry study focused on defining potential growth opportunities within the larger Riverside County/San Diego County economy. Given Menifee’s large population of out-commuting high-skilled workers, the industry cluster analysis emphasized potential connections to regional high-tech sectors.

Beaumont, California: Economic Development Strategic Plan (2019). TNDG completed a detailed Economic Development Strategic Plan, including a target industry analysis and commercial/ industrial real estate market forecast, for the City of Beaumont. The Plan focuses on leveraging the City’s strategic location in the eastern Inland Empire, available land resources, skilled resident workforce, and qualityof-life amenities.

Camarillo, California: Economic Development Strategic Plan (2018). TNDG completed a detailed Economic Development Strategic Plan, including a target industry analysis and commercial/ industrial real estate market forecast, for the City of Camarillo. The Plan focuses on improving the City’s business/development friendliness, maintaining the strength of the City’s retail shopping districts, leveraging the emerging cluster of technology start-ups in Ventura County, and pursuing placemaking investments as part of a larger focus on economic vitality.

Palm Desert, California: Economic Development Strategic Plan (2018). TNDG completed a detailed Economic Development Strategic Plan, including a target industry analysis and commercial/industrial real estate market forecast, for the City of Palm Desert. The Plan focuses on leveraging the City’s strategic location within the Coachella Valley and its well-established reputation as a center for tourism, retail trade, and higher education. The implementation plan includes a business incubator/accelerator focused the Valley’s emerging technology cluster.

Ventura County, California: Economic Vitality Strategic Plan (2017). TNDG completed a comprehensive Economic Vitality Strategic Plan for the County of Ventura. The year-long effort included the following components: an extensive analysis of the current state of the Ventura County economy; an innovative Economic Impact Analysis that gathers and analyzes relevant data sets to quantify the impact of County governmental operations on the local economy; a detailed industry cluster analysis; and extensive stakeholder outreach. Consistent with longstanding community values, the Plan focuses on advancing economic vitality while carefully protecting the region’s amenity-rich, high quality of life environment.

Hampton Roads, Virginia: Strategic Plan for Virginia’s “Growth Opportunities” Program (2017). TNDG served as a subcontractor to Old Dominion University on the preparation of a strategic economic plan addressing challenges among the communities in the Hampton Roads region of Virginia. Blessed by the nation’s largest natural deep-water port and host to the world’s biggest naval base, the Hampton Roads region has nonetheless struggled to recover from decreases in federal procurement spending and curtailed defense spending associated with the Budget Control Act of 2012. The GO Virginia program was created by the Virginia legislature to encourage cross-jurisdictional cooperation to create sustainable regional economic growth.

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10 Larimer County (Fort Collins), Colorado: Economic Development Asset Assessment (2016). TNDG completed a comprehensive assessment of the public, private and institutional “assets” that influence Larimer County’s economic development potentials. The assessment is intended to identify existing strengths that can be better leveraged as well as existing gaps in infrastructure and service provision that warrant future investment by the County. The assessment will provide the framework for a longrange economic development vision and strategy for the County.

Kyle, Texas: Economic Development Strategic Plan (2015). TNDG completed a detailed Economic Development Strategic Plan, including a target industry analysis, for the City of Kyle. The Plan focuses on leveraging the City’s strategic location along I-35 between Austin and San Antonio. A key theme of the Plan is to position the City as a destination for regional visitors and higher-value economic activities. The Plan provides a framework for re-organizing the City’s Economic Development Tourism Board, and for re-assessing the City’s partnerships with several regional economic development organizations.

Stockton, California: Economic Development Strategic Plan (2015). The TNDG team completed a detailed Economic Development Strategic Plan for the City of Stockton, California. The Plan provides a comprehensive blueprint for the City’s economic development programming as part of an overall restructuring of the municipal government. The planning process included extensive interaction with a range of public and private partner organizations that will have critical roles in implementing the strategy. Given the City’s across-the-board efforts to reposition itself economically, the Plan encompasses a broad range of topics including infrastructure, economic incentives, development streamlining, neighborhood revitalization, visitor amenities, retail tenant recruitment, target industry attraction and entrepreneurial development.

Yuma County, Arizona: Manufacturing Development Strategy (2015). The TNDG team prepared a strategic plan for Yuma County for the Investing in Manufacturing Communities Partnership (IMCP) program. This work included a manufacturing-focused target industrial analysis; infrastructure assessment; substantial stakeholder outreach; and development of a comprehensive Action Plan. The planning process involved extensive coordination with the County, four cities (three in Arizona and one in Mexico), two universities, a community college, the county-level Workforce Investment Board, and various private organizations involved in county-level economic development (Economic Development Corporation, Manufacturers Association, and Chamber of Commerce).

Garland, Texas: Target Industry Strategy (2014). TNDG participated in the preparation of this strategic plan (led by the University of North Texas), which included a target industry analysis, competitive assessment of Garland with respect to other Dallas-area communities, assessment of the current manufacturing base in the city and the challenges faced by employers and real estate developers, and community development issues. Although the Plan focused on strategies for target industries, TNDG integrated these with relevant community and workforce-development strategies.

Osceola County (Greater Orlando), Florida: Economic Diversification Strategy (2012). Osceola County is adjacent to Orlando, Florida and experienced significant disinvestment in the early 2000’s due to older visitor amenities (hotels, motels, amusement facilities, etc.) not keeping pace with competitive facilities in Orlando. TNDG’s strategy focused on identifying potential industries (in addition to tourism) that can provide the basis for diversifying and revitalizing the local economy.

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11 Yuma County, Arizona: Workforce and Economic Development Summit (2001, repeated 2011). TNDG facilitated a Workforce and Economic Development Summit for Yuma County. The consultants’ work for the six-month Summit process involved substantial background research and analysis; facilitation of a series of Summit meetings with approximately 70 local stakeholders; and preparation of a comprehensive Action Plan. As part of the analytical work, the consultants identified key industry “clusters” suitable for diversifying Yuma’s economic base. The Summit process was originally completed in 2001; based on the success of the original effort, the client retained TNDG to repeat the process in 2010-2011.

San Francisco, California: Workforce Development Strategy for Bay Area Media Industry (2011). TNDG developed a comprehensive strategy to guide “career repositioning” services for dislocated journalists and media workers in the San Francisco Bay Area (an estimated 7,500 Bay Area media industry jobs have been lost over the past decade). TNDG’s work included an extensive online survey of existing and former Bay Area journalists (with over 700 individuals participating) and executive interviews with media executives. In addition, TNDG completed a detailed analysis of employment trends (by both industry and occupation) for the overall Bay Area media cluster.

Los Angeles, California: Economic Development Strategy for Solar LA (2009). TNDG was retained by the Los Angeles Department of Water and Power in 2009 to generate a Strategic Action Plan to expand solar-industry activity in Los Angeles. The work was part of LADWP’s mission to implement the Solar LA plan. The objective of the Strategic Action Plan is to leverage the investment associated with Solar LA to develop a solar industry cluster in Los Angeles and maximize the creation of cleantech jobs.

Northeast Tennessee/Southwest Virginia: Target Industry Analysis (2006). The TNDG Team completed an industry cluster analysis for the Tri-Cities Economic Development Alliance. The purpose of the study was to identify target industries/clusters for this 10-county region in Northeast Tennessee/Southwest Virginia.

Anaheim, California: Industry Location Analysis and Attraction Strategy (2005). TNDG developed a comprehensive economic development program for the City of Anaheim. TNDG’s work focused on assessing Anaheim’s strengths as they relate to industrial attraction and identifying specific industry clusters which the City should emphasize in its marketing efforts. TNDG’s recommendations included a special focus on multi-media and high technology firms.

Guam: Feasibility Study and Strategic Plan for Regional Distribution Center (2004). TNDG was part of multi-disciplinary team that completed a feasibility study and strategic plan for the development of a regional distribution center in Guam. The center was planned to build upon Guam’s existing airport and seaport infrastructure to position Guam as a distribution hub serving various Asian countries and the continental United States.

Ventura, California: Business Plan for “Eco Industry” Industrial Park (2003). TNDG completed a feasibility study and business plan for the development of an eco-industrial park (EIP) in the City of San Buenaventura. The intent of the program is to attract “eco industrial” users to major Brownfield sites currently occupied with abandoned oil production facilities. TNDG’s work included a detailed market

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12 analysis of the eco industry cluster; review of “best practices” for EIP development based on a national survey of existing parks; identification of state and federal funding sources applicable to the project; and a detailed business plan for implementation.

The National and Regional Directory of Targeted Growth Industries (2002). TNDG published The National and Regional Directory of Targeted Growth Industries, an economic development resource publication. This research involved review and summarization of several hundred economic development strategic plans and industry trends analyses from throughout the U.S.

Fresno, California: Federal Empowerment Zone (EZ) Application (2001). The TNDG Team prepared a successful application resulting in Fresno’s designation as one of only seven urban Empowerment Zones under Round III of the EZ program. Fresno’s submission was ranked number one in the country during this application round. TNDG was responsible for the overall management of several hundred stakeholders involved in various aspects of the application process.

Greensboro (Guilford County), North Carolina: Industry Attraction Strategy (2001). TNDG prepared an industry “cluster” analysis and attraction strategy for the Greensboro Economic Development Partnership. The focus of the strategy is to expand the community’s base of high-technology sectors to offset the ongoing declines of Greensboro’s traditional mainstay industries (tobacco, apparel and furniture manufacturing). The analysis involved defining Guilford County’s potential niche markets within a 13-county reference area, and also included a review of statewide potentials vis-à-vis the overall Mid-Atlantic region. Given Guilford’s proximity to the Raleigh-Durham area, significant attention was devoted to identifying potential linkages to high-tech activities at the Research Triangle Park.

Burbank, California: Economic Diversification Strategy (2000). The Team developed a comprehensive Action Plan to guide the City of Burbank’s economic development programming over the next five to ten years. As background to the strategic recommendations, TNDG completed an industry “cluster” analysis to identify new sectors into which the City’s economy can diversify, and a detailed “competitive assessment” identifying Burbank’s competitive position within the state.

Kern County, California: Economic Development Strategic Plan (2000). TNDG was retained by the County of Kern to develop a strategic plan to create the approximately 20,000 new jobs needed for the County to fulfill its obligations under the CalWORKS (welfare-to-work) program. The consultants’ work included a comprehensive assessment of the County’s workforce development programs, as well as a detailed industry “cluster” analysis to identify the sectors with the greatest potential for employment growth meeting the needs of the County’s workforce. The target industry analysis included an in-depth assessment of the county’s and the state’s competitiveness within a five-state region. The Strategy was developed over approximately a one-year time frame and involved a substantial public outreach effort.

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13 Real Estate Market Studies Completed for Municipal Planning Processes:

Azusa, California: Retail, Hotel, Office and Residential Market Analysis for Gold Line Station Areas (2015). TNDG completed market demand forecasts and financial feasibility analyses for transit-oriented development near the two planned Gold Line stations in Azusa. TNDG’s work guided land use, zoning and development density policies and was also the basis for a market-oriented implementation strategy for the planning areas.

Downtown Core and Corridors Specific Plan, Fullerton, California (2014). TNDG served as the project economist for the Fullerton Downtown Core and Corridors Specific Plan process. The Plan area covers a large portion of the City and includes 15 distinct subareas. TNDG’s work included a market/financial analyses to identify future development opportunities and an implementation strategy for the Plan.

Ontario, California: Analysis of Market Absorption Potentials and Related Socioeconomic Impacts of Meredith International Centre Specific Plan (2014). TNDG was retained by the City of Ontario to evaluate realistic market potentials and related fiscal impacts for the Meredith International Centre - a major mixed-use project near the Ontario International Airport.

Market Analysis and Financial Pro Forma for Downtown Specific Plan, Huntington Beach, California (2010). As part of a Specific Plan process, TNDG completed a comprehensive market absorption study for Downtown Huntington Beach. Consistent with the City’s development vision for the area, the study focused on the potentials to attract the following land uses: high-density/mixed-use residential, retail, higher-end restaurants, entertainment, hotel/B&B development, and office.

Economic/Financial Analyses for Proposed Development Projects, Santa Monica, California (2007- 2015). On behalf of the City of Santa Monica, TNDG has completed economic and financial analyses (or peer reviewed applicant-submitted studies) for various projects requiring development agreements with the City. These studies typically include the following components: value enhancement analyses (to quantify the incremental property value associated with requested development entitlements); pro forma financial analyses, fiscal impact analyses and focused market research to develop credible assumptions/inputs for the other studies. The primary purpose of the financial pro formas is to provide a basis for the negotiation of community benefits (including affordable housing) to be provided by the developers.

San Clemente, California: Citywide Commercial and Industrial Market Analysis (1999). TNDG completed a Citywide analysis of commercial and industrial development potentials for the City of San Clemente. The market study addressed retail, hospitality, office, business park and industrial land uses.

The study was an update of a comprehensive real estate market evaluation completed by TNDG as part of a General Plan update process.

Links To Sample Work Products
Representative samples of TNDG’s work are accessible online at the links provided below. Although all of our work products are highly customized to reflect the unique circumstances, needs and opportunities of each client, the provided samples provide a good indication of the level of detail and overall quality of work that Escalon can expect for this project.

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14 Project: Economic Development Strategic Plan for City of Vista, CA Report Link: https://www.cityofvista.com/Home/ShowDocument?id=23774 Project: Economic Development Strategic Plan for City of Camarillo, CA Report Link: https://cms7files.revize.com/camarilloca/Business/Economic%20Development/09- 05-18%20EDSP%20APPROVED%20BY%20COUNCIL.pdf
Project: Economic Development Strategic Plan for City of Carson, CA Report Link: https://ci.carson.ca.us/CommunityDevelopment/EDSP.aspx Project: Economic Development Strategy for San Pablo, CA Report Link: https://www.sanpabloca.gov/2867/Economic-Development-Strategy

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15 PROPOSED TEAM AND STAFFING PLAN
Contact Information for Team’s Project Manager
The contact information for the contract liaison with the City of Escalon is:

Roger A. Dale
Managing Principal
The Natelson Dale Group, Inc.

P.O. Box 489
Yorba Linda, CA 92885
(714) 692-9596 office
(714) 609-5845 cell
[email protected]
www.natelsondale.com
Project Staff and Team Member Roles
The project staff and team member roles for this assignment are shown on the Team Organization Chart on page 5 of the proposal.

Our Team’s Philosophy and Ethical Standards
Our team’s commitment to professionalism includes the following promises to our clients:
• We approach each place and project, to the extent it is possible and practical to do so, as a “blank slate,” free from preconceptions not only about the place/project but also “why this is just like what we did in [Place X].”
• We are “team players” and function as an extension of our client’s staff during the course of our contracts.
• All stakeholder meetings and other contacts with the public are led by the most senior members of our team.
• All work products are internally reviewed for quality by multiple senior team members before being released to our clients.
• We are conscious of each client’s public image and coordinate carefully with our clients about all project “messaging.” In this regard, we are attentive to the need for all interactions with the public to be honest, inclusive, and focused on building genuine consensus. • We respond quickly to all emails and calls from our clients (we always respond the same day, if not immediately).
• For fixed-fee contracts, we are committed to completing projects to the client’s complete satisfaction – regardless of how many consultant hours are required (i.e., we do not request additional budget for additional hours).

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16 • We are passionate about our work and only pursue new contracts that we can approach with enthusiasm, creativity, and a spirit of public service.

RESUMES OF KEY PERSONNEL
Roger Dale – Managing Principal, TNDG
Project Role: Mr. Dale will serve as Principal-in-Charge and Project Manager for the assignment. In this capacity, he will be responsible for primary client liaison, day-to-day completion of work assignments and products, and coordination of the overall project team. Mr. Dale will serve as the lead presenter at any public meetings for the assignment. Mr. Dale has been a project manager with TNDG for 37 years and managed TNDG’s work on all of the previous TNDG projects listed in this proposal.

Experience: Roger Dale has been affiliated with The Natelson Dale Group, Inc. (TNDG) since 1988 and currently serves as the firm’s managing principal. His background encompasses the fields of real estate development, economic development, regional economic analysis, environmental and land use policy, financial forecasting, and renewable energy. His project experience with TNDG includes preparation of regional-scale economic development strategic plans, real estate market forecasting, demographic research and modeling, fiscal impact analysis, cost/benefit assessment, redevelopment, business retention/attraction, and workforce development program assessments.

Over the past 25 years, a significant focus of Mr. Dale’s work has been on the development of clusterbased economic and workforce development strategies. In this regard, he has managed industry cluster analyses and developed related retention/expansion/attraction plans for the following clients: the cities of Anaheim, Los Angeles, Camarillo, Bakersfield, Burbank, Escondido, Vista, and San Buenaventura, California; the County of Kern, California; the County of Yuma, Arizona; the High Desert Regional Economic Development Authority (San Bernardino County, California); the Forward Greensboro (North Carolina) Economic Development Partnership; the Tri-Cities (Tennessee/Virginia) Economic Development Alliance; the County of Osceola, Florida; the County of Larimer, Colorado; and the cities of Garland and Kyle, Texas.

Reflecting his longstanding interest in sustainability issues, he serves on the Board of the Roberts Environmental Center – a leading publisher of global climate change research and the nation’s foremost analyst of corporate sustainability reporting. He has recently completed feasibility studies and related economic development strategies for solar energy projects in California, Arizona and China. He has prepared more than 100 economic analyses as part of environmental impact reports.

Education: Mr. Dale received his B.A. cum laude in Economics from Claremont McKenna College in Claremont, California. He also holds a master's degree in Resource and Environmental Economics from the University of California at Riverside.

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17 Joe McClure – Senior Associate, TNDG
Project Role: Mr. McClure will be a key participant throughout the process, including the baseline data collection, SWOT analysis, and final report preparation.

Experience: Joe McClure has served as principal or in other key roles in land economics research and advisory-services organizations for over 35 years. During this period, Joe’s practice has focused on the following outputs:
• Economic development strategic focus: consolidating views on a region’s economic development targets, workforce, issues, and approaches, integrating target industries into the local economy, and relating a region’s existing economic base to its competitive region. • Market analyses with fiscal and strategic components: highest and best use analysis, analysis of rapidly growing trade areas, cash flow and development strategy analysis, fiscal benefits of development.
• Fiscal/economic analyses with a strategic component: impacts on the business community and tax receipts from freeway and other road projects, and assessing redevelopment prospects of underperforming areas. • Special research projects, including studies of local labor forces and employer-employee relations, economic impacts of bicycle recreation, and transit behaviors and opinions in rural regions.

Mr. McClure’s multidisciplinary background incorporates many phases of the community and real estate development process: economic analysis and strategy development, market and financial feasibility assessment, and planning and design. Mr. McClure is a registered architect in Arizona and a member of the Western Regional Science Association (WRSA)—an international group of economic geographers, and the Arizona Association for Economic Development (AAED). He has presented papers on business and economic development issues at economic development conferences, has served as Adjunct Lecturer at the University of Arizona in the Geography and Regional Development program, and on ULI Advisory/Technical Services Teams. McClure served as a Civil Engineering Officer in the U.S. Air Force.

Education: Joe has an M.S. in Urban Planning, in a program that emphasized regional economics, from the University of Arizona and completed additional post-graduate work in economic geography at UA. He has a B.S. in Architecture from the University of Cincinnati.

Alan Levenson – Senior Associate, TNDG
Project Role: Mr. Levenson will provide technical support throughout the process and assist with the preparation of summary reports.

Experience: Mr. Levenson brings to The Natelson Dale Group, Inc. an academic background in economic theory with particular emphasis on economic development. Prior to joining the firm, Mr. Levenson spent

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18 two years as a research consultant for NEMESIS (Núcleo de Estudos Modelos Espaciais Sistêmicos), which is a research network dedicated to the study of systemic spatial models of the Brazilian economy.

A significant focus of Mr. Levenson’s work at TNDG has been on preparing regional economic impact analyses for a wide range of projects. Among others, these projects have included a major regional health care facility in Riverside, CA, a technology and education park in Tustin, CA, a business park in Victorville, CA, and a highway construction interchange project in Pima County, AZ. These analyses have involved modeling various projects’ short-term (construction-phase) and permanent (annually recurring) benefits to the regional economy. The benefits have been summarized by estimating a project’s impact on total gross output, value added, earnings, and employment in the region. As part of this work, Mr.

Levenson has experience with the major economic impact modeling software packages, including the Bureau of Economic Analysis’s Regional Input-Output Modeling System (RIMS) and the IMPLAN program.

Mr. Levenson has managed the preparation of a number of regional economic development plans, with a particular focus on industry “cluster” strategies. This work has involved a wide range of activities: from performing quantitative/ statistical analysis to more qualitative analysis, including conducting numerous interviews with key players of potential clusters. Mr. Levenson has participated in industry cluster studies for the following clients: the Forward Greensboro (North Carolina) Economic Development Partnership, the Tri-Cities Tennessee Cluster Study (Tennessee), the Yuma Private Industry Council (Arizona), and the City of San Buenaventura (California).

Mr. Levenson also has a significant amount of experience in fiscal impact analyses, retail market analyses, and real estate development feasibility analyses.

Education: Mr. Levenson joined TNDG 25 years ago, after receiving his B.A. with honors in Economics and Political Science from the University of California at Riverside. Mr. Levenson’s undergraduate studies included additional coursework in applied mathematics related to economic analysis. He also holds a Master’s in Business Administration degree, with a concentration in Real Estate Finance, from UCLA’s Anderson School of Management.

Joe Collins – Research Associate, TNDG
Project Role: Mr. Collins will support the project team with field research, data compilation and GIS mapping.

Experience: Joseph Collins serves as a Research Associate for TNDG. Over the years, his professional career has involved him in a variety of both private and public projects in the Midwest and Southwest US. His varied experience includes: fiscal and land economic feasibility analysis, geospatial and descriptive data analytics, graphic presentation, market analysis, and the practice of urban planning and development, as summarized below.

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19 • Market Analysis of Greater Phoenix Metropolitan Area for Industrial, Multifamily, Office, and Retail Real Estate Inventory.
• Analyzing required development improvements and associated costs pertaining to large tracts of land planned for single-family residential subdivisions and planned industrial pad sites. • Analyzing the costs/benefits of annexation of established residential subdivisions. • Conducting land use analysis and absorption studies, and real estate appraisal and market analyses. • Geospatially analyzing building, property, land use, zoning, parking, traffic, demographic, economic, financial, tax, and other associated qualitative/quantitative data for various projects. • Developing a Geographic Information System (GIS) relational parcel database for various properties located in a downtown area.
• Providing graphic support in the creation of various reports, exhibits, presentations, and other associated media used to present to the public, various boards and commissions, city councils, nonprofit associations, and private clients. • Providing project coordination for the creation of an interactive website for departmental customer service.
• Conducting research and technical analysis to evaluate findings and/or to take action on various real estate development applications, land use decisions, and processing other regulatory actions associated with the development of real estate.
• Designing marketing and relocation packages for potential businesses looking to purchase and/or lease property.
• Reviewing construction plans for conformance with applicable city regulations, policies, and requirements.

Education: Mr. Collins obtained a M.B.A. from Grand Canyon University in Phoenix, Arizona, a M.S. in Regional and Community Planning from Kansas State University in Manhattan, Kansas, and a B.S. in Geography/Community Planning from Kansas State University. In addition, he has completed coursework for general real estate appraisal at the Arizona School of Real Estate and Business in Scottsdale, Arizona.

Paul Saldana, Ed.D., CEcD – Economic Growth Strategies LLC In 2022, Paul became the only economic development professional in California to maintain status as a Certified Economic Developer for over 30 years. He holds another national distinction, leading two organizations to achieve status as an Accredited Economic Development Organization). Paul’s leadership in facilitating a regional pandemic response and recovery program was recognized by International Economic Development Council as a recipient of the coveted Economic Development Organization of the Year in 2020.

Paul has worked in diverse communities, geographic environs, and at various levels of local economic development throughout California. He’s assisted hundreds of businesses with their expansion and location needs, creating thousands of jobs and millions of dollars in recurring revenue for local governments, schools, and special districts.

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20 Paul’s experience working in city and county government offers him the understanding to communicate the intricacies of the planning, permitting and building process to prospective businesses. He has led community vision projects, general and specific plans, annexations, and major capital improvement programs. His grant writing skills have produced over $30 million in project revenue. Paul’s extensive experience in community-level economic development ranges from Main Street programs to complete redevelopment. He has managed business recruitment, global trade, and business assistance at the regional level and entrepreneurial development.

Paul holds a Doctorate (Ed.D.) in Organizational Change and Administration from California Baptist University and an MBA from Crown College. He has served as Chairman of the California Association for Local Economic Development and currently serves as a member of the Accreditation Committee for IEDC, having participated in several accreditation reviews across the nation.

Paul is an Assistant Professor for the School of Graduate & Professional Studies at Fresno Pacific University where he serves as the primary economics instructor and teaches business finance courses.

Paul has also taught economic development, marketing and organizational management for Crown College, University of Oklahoma and CETYS University in Mexico.

Paul is a consummate economic development professional; he focuses his work daily on how to improve the quality of life and the economic conditions for those he works for.

Stradd Herrera – Research Associate, Economic Growth Strategies LLC Stradd brings eight years of hands-on experience in economic development research and program support. As a Research Analyst for EGS and a former staff member of a multijurisdictional Economic Development Corporation, Stradd has supported business attraction, retention, and expansion initiatives across sectors. He plays a vital role in ensuring the seamless coordination and execution of all project components. Stradd will keep the team on track—from managing research workflows and maintaining Basecamp project systems to scheduling community engagement activities and overseeing team logistics.

His work includes managing online real estate databases, marketing a $500,000 microloan program, and developing promotional content for business recruitment. Stradd has also led stakeholder engagement efforts and worked directly with business executives to support growth strategies.

His ability to juggle multiple moving parts while maintaining clarity and structure is essential to the success of our projects. Stradd ensures that timelines are met, communications are clear, and stakeholder interactions are well-organized. His behind-the-scenes leadership creates the foundation for a smooth, responsive, and inclusive planning process.

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21 3. WORK PLAN AND APPROACH
Project Approach
Our overall approach to the EDSP component of the contract will include a balanced mix of:
 Background research and technical analysis by the consultant team;  A comprehensive stakeholder engagement process;
 Appropriate integration of the City’s existing economic, community and workforce development programs (including relevant regional initiatives);
 Close coordination with City staff throughout the planning effort; and  Preparation of an action-oriented strategic plan that reflects Escalon’s unique market opportunities, stakeholder consensus on priorities, and our team’s intimate familiarity with contemporary best practices for local economic development.

The specific tasks proposed for each component of the work scope are outlined below, in the order that follows the RFP outline. The structure of tasks is based on TNDG’s successful experience in preparing economic development strategies for numerous comparable communities. TNDG’s proposed tasks collectively address all of the requirements listed in the City’s RFP.

Work Plan
The Work Plan is organized according to the following elements, as listed in the RFP.

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22 • California Department of Tax and Fee Administration (CDTFA) • California Employment Development Department (EDD)
• U.S. Bureau of Labor Statistics (BLS)
• Commercial/industrial real estate market data (CoStar) • Lightcast/EMSI (for existing and projected employment, by detailed industry and occupation) TNDG will ensure that the proposed Economic Development Strategic Plan is fully aligned with the City of Escalon’s existing planning and policy framework. This includes a comprehensive review and integration of the following:
• General Plan, including the Housing Element
• Specific Plans and/or other data relevant to targeted districts or corridors • Municipal Code provisions that impact business development, land use, and permitting • Escalon 2025-2026 Strategic Plan
Our team will conduct a crosswalk analysis to identify areas of synergy and potential gaps between economic development priorities and these foundational documents. We will also engage with City staff and stakeholders to ensure the strategy reflects City Council focus areas and Council goals and objectives.

TNDG will then prepare an assessment of Escalon’s competitiveness relative to these other places.

Specific issues to be addressed in the assessment include: economic base; workforce/demographic composition; physical infrastructure (including broadband); institutional resources (e.g., proximity to

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23 university research capacities, etc.); quality of life factors; and costs of doing business (including real estate and local taxes). To the extent possible, data will be derived from published sources common to all places, in order to facilitate comparisons among the analyzed locations. This assessment will include a matrix comparing the places and findings related to the variables analyzed.

1.D. Focus on Underutilized Neighborhoods and Businesses with Revitalization Potential The team, working with City staff, will review and identify neighborhoods and commercial districts in Escalon that demonstrate strong potential for economic revitalization and targeted investment. This task will include areas already targeted by the City, which will be additionally addressed in Section 2 of the Work Plan:
• The SR 120 corridor
• McHenry Avenue
• Main Street
To effectively identify and analyze areas with strong potential for economic revitalization, the team will apply a set of targeted assessment criteria. We will analyze key socioeconomic indicators such as income levels, employment rates, and business density to understand the economic landscape and pinpoint areas facing systemic challenges. Commercial vacancy and turnover rates will be evaluated to highlight underutilized properties and districts that may benefit from strategic investment. Community input will play a central role in this process, ensuring that the voices of residents and business owners inform the strategy and reflect local aspirations. Additionally, we will assess infrastructure readiness, including access to utilities, transportation networks, and broadband connectivity, to determine the feasibility and attractiveness of development in specific areas.

Deliverable for Task 1, A-D
Report summarizing key data sets compiled for the assignment

1.E SWOT inventory and analysis. Review and analysis of the primary strengths, weaknesses, opportunities, and threats that directly impact the economic competitiveness of the City.

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24 • Geographic setting (including topography, climate, resources, etc.) • Proximity to larger economic regions
• Demographic makeup (existing and projected)
• Workforce availability and skill levels (for the City and the larger “commute shed” region in which it is located)
• Workforce commute patterns (residents commuting out and workers commuting in) • Education system
• Existing economic base (i.e., mix of business/industry types) • Existing land use conditions and available land for development/redevelopment • Infrastructure conditions and capacity (including transportation access and broadband service) • Housing availability and affordability
• Quality of life
• Community image
• Resident/community attitude towards growth
• Economic development partnerships (public and private) • Economic development incentives
As part of the SWOT analysis, TNDG will review the key barriers and risks that may hinder economic growth in Escalon. This includes both internal challenges and external threats:

Regulatory and Infrastructure Challenges
• Assess the City’s reputation (within the development community) for permitting processes to identify inefficiencies or bottlenecks that may deter business investment • Assess infrastructure gaps (e.g., transportation, broadband, utilities) that limit commercial or industrial development
• Review zoning and land use regulations for alignment with economic development goals Market and Workforce Constraints
• Analyze commercial/industrial vacancy rates to understand market dynamics and opportunities for revitalization
• Identify financial constraints affecting small businesses, entrepreneurs, and developers • Evaluate the availability and readiness of land for development or redevelopment External Threats and Mitigation Strategies
• Examine competitive pressures from neighboring jurisdictions or regional trends • Identify potential economic disruptions (e.g., climate-related risks, industry shifts, global market volatility) for targeted industries
The SWOT summary will identify the core strengths and opportunities that Escalon can leverage for desired economic growth and prioritize these opportunities to allow for a strategic approach to marketing the community. With respect to weaknesses and threats, the SWOT will distinguish between issues that can realistically be mitigated and issues that are likely to be permanent constraints (thereby helping to define types of economic growth that are not realistic targets for the City).

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25 In addition to the data-driven steps outlined above, the TNDG would evaluate Escalon’s business attraction potentials from a site selector’s perspective. To that end, the consultant team will utilize the criteria outlined on the graphic on the following page. The list of “Must Have” and “Secondary” site selection criteria was developed by Paul Saldana based on his 30+ years of working with the site selection community.

Benchmark Communities.

Benchmark cities identified and analyzed as described above will be reconsidered relative to the relationship of these cities to the topics of the SWOT analysis.

Deliverable for Task 1, E
SWOT Summary (memorandum report)

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26 Framework for SWOT Analysis & Competitive Assessment: A Site Selector’s Perspective (developed by TNDG team member Paul Saldana)

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27 2. Site Inventory and Land Use Analysis for SR-120, McHenry Avenue, and Main Street
This portion of the work will use the relevant output of Work Plan Section 1, above, as a point of departure to explore strategic approaches to achieving the City’s objectives of maximizing the value and tax-producing potential of limited available properties. Strategic approaches will be informed in part through additional analysis of relevant properties, including:
• Producing parcel-level inventory and corridor segment analyses for SR-120, McHenry Avenue, and Main Street, including mapping developable, underutilized, vacant, and sales-tax potential properties, with photos and metrics.
• Identifying constraints and opportunities tied to access, visibility, infrastructure, and regulatory context, and developing opportunity/constraint matrices showing: frontage, access, utilities, signage, parking, and entitlement status.
• Defining target business typologies aligned to sales-tax goals and community character, by corridor (e.g., specialty retail, food & beverage, ag-value retail, highway-oriented services).

The team will also compile Land-Use Policy & Zoning recommendations appropriate for these areas, through:
• Identifying practical policy changes to improve the feasibility of priority uses, including a preliminary code audit of zoning/use tables, parking, signage, and permitting timelines affecting three focus areas.
• Supporting streamlined approvals for small business expansions and downtown activation, and this would include draft policy recommendations (for overlay concepts, corridor-specific use adjustments, ministerial approvals, and signage/wayfinding updates). • Providing implementation-ready language and phasing guidance, which would include preparing sample text and phasing notes for administrative policies vs. ordinance updates.

Deliverables:
• Policy Recommendations Memo with draft ordinance/policy snippets. • Initial and preliminary design guidelines for Main Street storefront activation. • Implementation notes: responsible parties, phasing, and dependencies.

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28 3. Local Business Support and Economic Gardening
The subject matter related to this section will also be addressed in detail, and integrated within, Work Plan Section 5: the Draft and Final Economic Development Strategic Plan. Some of the particularly salient points related to this section of work include the following objectives and related tasks:

4. Engagement Process
TNDG’s proposed stakeholder/community engagement process will include the following components:
• A series of three (3) meetings with the City’s established Economic Development Committee; • Individual interviews (conducted virtually) with selected stakeholders; • An online community survey;
• Input from the Escalon City Council early in the process (individual interviews, conducted virtually);
• Presentation of the final EDSP to the Escalon City Council for consideration and approval; and • As-needed coordination meetings with City staff.

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29 All engagement activities are assumed to include the confirmation and/or refinement of visions and goals related to the EDSP and economic development in general in Escalon.

EDSP Committee Meetings. The proposed format of the EDSP Committee meetings is described below.

For budget purposes, two meetings are assumed to be in-person and one meeting is assumed to be conducted virtually. The proposed sequence of Committee meetings for this process would be as follows:
• Committee Meeting #1 would be concurrent with the SWOT analysis (Section 1) and would have two major purposes: (a) the TNDG team would present key findings from the team’s initial technical studies; and (b) TNDG would facilitate a group discussion to get the Committee’s preliminary ideas on key issues, constraints and opportunities affecting Escalon’s economic development potentials.
• Committee Meeting #2 would occur approximately mid-way through the process. At this meeting TNDG would present a preliminary strategic framework for the plan and then facilitate a group discussion to get the Committee’s input on potential implementation strategies. • Committee Meeting #3 would occur near the end of the process and would focus on reviewing the initial draft of the full EDSP document.

The Committee meetings and stakeholder interviews will be supplemented by additional communitywide outreach, including an online survey to gain broader community input on economic development priorities for the City.

5. Draft and Final Economic Development Strategic Plan
Preparation of a customized, locally based economic development strategy setting forth goals and objectives for taking advantage of the opportunities and solving the economic development challenges of the City, including suggested activities, projects and programs to implement goals set forth in the strategy
The TNDG Team will integrate the findings and strategic implications from all preceding tasks into a customized Economic Development Strategic Plan (EDSP) for Escalon. The Plan will provide a detailed blueprint for the City’s economic development programming, with both short-term (2-year) and longerterm (5- to 7-year) recommendations. The Implementation Plan will be organized in terms of the following elements:

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30  A Real Estate Development/Marketing Strategy, including specific recommendations for optimizing light industrial, office and retail development opportunities. These recommendations would be location-specific and oriented to key identified targeted areas (or other subareas) analyzed during the course of the strategic planning process.  A Business Retention/Expansion/Attraction Strategy reflecting the market segments identified in the technical analyses. The business retention/expansion/attraction strategy will include the following components:
• Specific recruitment goals and objectives.
• Workforce development strategies oriented to the needs of priority industry clusters. • Recommendations regarding physical infrastructure improvements and other “capacity building” issues relevant to the priority industries.
• Strategies for supporting and encouraging entrepreneurship and innovative activities within anticipated growth industries.
 Specific Recommendations for Leveraging Key Regional Initiatives and Resources (e.g., North Valley Thrive, BEAM Circular, Advanced Manufacturing Partnership) within the City’s overall development and business attraction efforts.
 A strategy to address Foundational Elements, including: 1) recommendations regarding physical infrastructure improvements and other “capacity building” issues affecting the viability of targeted businesses and development, 2) integration of existing assets such as transportation and educational systems, and 3) recommended measures to ensure the City’s “business friendliness” (reflecting competitiveness issues identified in the proceeding tasks).  Specific Recommendations for Economic Incentives the City could utilize to attract targeted development and business types.
 A Prioritization Matrix indicating the potential timing of the various action items (immediate, 2-4 years, 5-7 years), and identifying the specific projects and programs that would provide the best leverage of available resources.
 Recommended Staffing/Organizational Structure for the City’s economic development programming.
 A Responsibility Matrix indicating the entities that would most appropriately be tasked with carrying out various action items (including collaborating regional agencies and private sector “partners”).
 A Monitoring Program to track the implementation of the Plan and to refine strategy objectives over time. The monitoring program will include performance-based “metrics” utilizing readily available data sources.

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31  A Communication Strategy for all involved parties throughout the implementation stage of the EDSP, including ways to solicit feedback, celebrate milestones, and maintain transparency.

F. Deliverables
F.1 Draft and Final Versions of EDSP. TNDG will prepare draft and final versions of the EDSP document, reflecting the content outlined in Task E above.

F.2 Presentation to City Council. TNDG’s Managing Principal will present the findings of the team’s work to the City Council.

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32 4. ADDITIONAL INFORMATION
TNDG will be expanding on its understanding of the issues and characteristics that are key to Escalon’s success during the course of the project. The Economic Development Strategic Plan (EDSP) is also intended to address specific goals and objectives, including expanding economic opportunities, positioning Escalon competitively within what is a competitive regional urban environment, aligning land-use and infrastructure planning with business needs in ways that are also supportive of inclusivity objectives and the community in general.

Achieving the objectives of the EDSP requires the combined perspectives and skills embodied within the TNDG Team’s economic development strategic planning practice:
• Rigorously objective and thorough research.
• A comprehensively analytical view and treatment of the interrelationships among: 1) the local and external business communities and economic structures, 2) development patterns in Escalon and the surrounding region, 3) stakeholders’ commitments to positions based on both past experience and future expectations, and similar matters. • A plan framework and details that synthesize (and document) results of the process and are actionable and completely achievable within the City (and partner) resources – creating a comprehensive and practical guide integrated with other Escalon planning initiatives.

Left: Community Workshop – Windsor, CA
Below: Stakeholder Meeting – Riverside, CA

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33 5. CLIENT REFERENCES
Project: Economic Development Master Plan for City of Escondido, CA Description: TNDG completed a Market Opportunities Analysis and Economic Development Master Plan for the City of Escondido. The Plan was completed in tandem with a regional Comprehensive Economic Development Strategy (CEDS) for the North San Diego County region. TNDG’s work included an indepth demographic analysis, an assessment of economic/market opportunities, a target industry/cluster analysis, as well as a focus on revitalization of key commercial areas in the City.

Client Contact: Michelle Geller
(former Economic Development Manager for City of Escondido) Economic Development Manager, City of Oceanside
(760) 435-3351
[email protected]
Amount: $96,330
Dates: 2012 (fully updated in 2018)
Team: TNDG (Dale, McClure, Levenson, Collins)
Project: General Plan Market Analysis (demand projections for retail, office, industrial, and hotel land uses) for City of San Ramon, CA Description: TNDG served as the project economist for the City of San Ramon’s General Plan Update. TNDG’s work for this assignment has included demographic forecasts; market demand analysis for retail, office, industrial and hotel land uses; strategic recommendations for revitalizing San Ramon’s retail shopping centers; identification of target industries; and preparation of an updated Economic Development Element. Given the City’s strong interest in defining policies to ensure the long-term viability of San Ramon’s retail shopping centers, TNDG conducted two study sessions with the Planning Commission on this topic.

Client Contact: Cindy Yee, AICP
Senior Planner, City of San Ramon
(925) 973-2562
[email protected]
Amount: $99,050
Dates: 2022-2024
Team: TNDG (Dale, McClure, Levenson, Collins)

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34 Project: Economic Development Strategy for City of San Pablo, CA Description: TNDG and EGS prepared an economic development strategy (EDS) for the City of San Pablo in west Contra Costa County. This work included a target industry analysis, commercial/industrial real estate demand projections, a focused stakeholder outreach process, and preparation of an action plan that leverages the City’s economic development programming through partnerships with an array of regional organizations. San Pablo’s EDS focuses on the following strategic priorities: revitalization of retail commercial centers; maximizing land capacity for industrial development; leveraging opportunities related to San Pablo Lytton Casino; and connecting the City’s economic development program to a communitywide focus on health and wellness.

Client Contact: Elizabeth Lopez
Management Analyst
City of San Pablo
(510) 215-3035
[email protected]
Amount: $49,915
Dates: 2023-2024
Team: Lead – TNDG (Dale, McClure, Levenson, Collins)
Support – EGS (Saldana, Herrera)
Project: Comprehensive Economic Development Strategy (CEDS) for Inland Valley Development Agency / San Bernardino International Airport Authority Description: TNDG completed a five-year CEDS for the Inland Valley Development Agency (IVDA) and San Bernardino International Airport Authority (SBIAA) in 2023.

This process included direct coordination with five constituent jurisdictions (four cities and Indian tribe) to update strategic priorities and candidate infrastructure projects. The economic and workforce development initiatives include a focus on high-technology sectors related to the region’s aviation and logistics clusters.

Client Contact: Michael Burrows, Chief Executive Officer

IVDA/SBIAA
(909) 382-4100 ext. 102
[email protected]
Amount: $53,500
Date: 2023
Team: TNDG (Dale, McClure, Levenson, Collins)

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35 Project: Economic Development Strategic Plan for Town of Windsor, CA Description: Windsor’s Economic Development Strategic Plan (EDSP) provides a focused roadmap to guide economic growth, support local businesses, attract new investment, and strengthen Windsor’s tax base. It outlines specific goals, strategies, and key performance indicators across five priority areas:
business retention and expansion, commercial area revitalization, tourism and marketing, infrastructure and housing readiness, and economic resilience. The EDSP was developed through extensive stakeholder engagement, public outreach, and market analysis. It reflects the community’s vision for a vibrant, sustainable local economy.

Client Contact: Tim Ricard
Economic Development Mgr.

Town of Windsor
(707) 838-5339
[email protected]
Amount: $97,300
Dates: 2024-2025
Team: Lead – EGS (Saldana, Herrera)
Support – TNDG (Dale, McClure, Levenson, Collins)
Note that TNDG’s references for the San Pablo and Windsor projects can also serve as references for EGS, as the two firms partnered to complete those assignments.

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36 6. COMPENSATION/FEE SCHEDULE
The TNDG team would complete the proposed scope of work (through adoption of the Final Economic Development Strategic Plan) for a total fixed fee of $77,800.00 (SEVENTY-SEVEN THOUSAND EIGHT HUNDRED DOLLARS). We anticipate the project would be completed over a period of approximately 7 months. Consultant team member hours by major project component are estimated as follows:

TNDG recognizes that Escalon's budgeted amount for economic development includes both preparation of the EDSP and operation of the City's economic development function, and our proposed budget (and work scope) is best considered a starting point for discussions regarding the optimal allocation of funds between these two purposes. We look forward to the opportunity for such discussions to take place. $280 $265 $240 $240 $150 $160
Dale Saldana McClure Levenson Herrera Collins

1. Escalon Competitive Advantage Analysis 10 10 16 16 - 40 $19,530

2. Site Inventory and Land Use Analysis for SR-120,
McHenry Avenue, and Main Street 8 30 8 - 16 12 $16,430

3. Local Business Support and Economic Gardening 16 20 8 - 10 $13,200

4. Engagement Process 24 16 - - 16 4 $14,000

5. Draft/Final Economic Development Strategic Plan 20 4 22 - - - $11,940 Sub-totals, personnel 78 80 54 16 42 56 $75,100
Expenses:

Travel (mileage, etc.) $1,200
Online Survey $500
Data $1,000
Total Project Fee $77,800
Work Scope Element Hours
Hourly rates ---► Costs

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ITEM NO. 11

COUNCIL AGENDA ITEM
FOR APRIL 6, 2026
Prepared By: Trevin W. Barber, Development and Community Services Manager Date: March 30, 2026
Subject: Adopt the Updated Fireworks Booth Application and Program Fees; and Amend the City of Escalon Master Fee Schedule to Include the Fireworks Booth Application and Program Fees
Recommendation:

Adopt Resolution xx-26 adopting the updated fee and amending the Master Fee Schedule to include the Fireworks Booth Application Fee, License Fee, and Compliance Deposit.

Strategic Plan Priority:

This item is indirectly related to the Fiscal Stability Goal by improving the City’s cost for service recovery rate.

Background
On February 17, 2026, the City Council directed staff to review the staff time required to process a fireworks booth application in order to verify that the fee is not above the cost of the service.

Subsequently, City staff provided an update at the March 2, 2026, Council meeting, at which Council considered the update and directed staff to prepare the item for a public hearing and resolution to incorporate the proposed Fireworks Booth Program fees into the Escalon Master Fee Schedule.

The City of Escalon administers an annual Fireworks Booth Program (Program) under Escalon Municipal Code Chapter 5.28. The Program authorizes temporary retail licenses for eligible local nonprofit organizations to operate fireworks booths during the approved sales period, and establishes application, insurance, inspection, and lottery procedures to manage demand and public safety.

In 2012, the City amended the fireworks ordinance to formalize the spring application timeline and the lottery/refund process. Since that amendment, the application window has run March 1 through March 31 each year, with a public lottery conducted shortly after the window closes if applications exceed the number of available booths (i.e. four (4)). Organizations not selected in the lottery receive a refund of their application fee; organizations selected would then submit a license fee, provide required insurance, post a refundable compliance deposit, and pass required fire and building inspections before receiving final authorization to operate.

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Although the City has long collected an application fee, a license fee, and a refundable compliance deposit as part of the application packet, those fee amounts were not previously included in the City’s Master Fee Schedule. Incorporating the fireworks booth fees into the Master Fee Schedule improves transparency, ensures consistency with state fee-setting requirements, and allows the fees to be updated through the City’s standard annual fee adjustment process.

California Government Code Sections 65104, 65909.5, and 66014 authorize cities to establish and adjust fees to recover the reasonable cost of providing services and administering regulatory programs so as not to be subsidized by the General Fund or other unrelated revenue sources.

For reference, this item provides the cost-of-service analysis previously requested by the Council, and presents the fees for adoption following a duly noticed public hearing pursuant to Government Code §66018—notice of this hearing was published on March 27, 2026, and the supporting cost data was made available for public review on the same date.

Discussion:

This section summarizes the cost-of-service analysis and explains how costs were assigned and allocated. Most of Escalon’s fees for services rely on the following cost pools:
 Direct Labor (staff time directly performing program tasks). This is the largest component of the Fireworks Booth Program (Program)
 Direct Materials (supplies, forms, printing, and minor consumables). For the Program there are no longer any direct materials, or the materials usage is so small it is inefficient or impractical to calculate. Applications are now digitalized with the IT infrastructure costs included as part of overhead allocation. Any materials like note pads or pens that may be used for operating this program will be assumed as part of the indirect cost pool.  Indirect Costs (applied overhead includes HR, IT, Finance, City Manager’s Office, fleet, facilities, utilities) using a predetermined overhead rate based on direct labor hours. The current fee structure for the Program does not include indirect costs. The Program fees were not included in the last comprehensive fee update—as the City does not have a robust methodology to apply indirect costs and has not charged them to the Program cost center.

This approach aligns with Government Code §66014 and Proposition 26, which require that fees not exceed the estimated reasonable cost of providing the service. Since Direct Labor is the only cost driver of the Program, understanding the constituent components is important. The following table summarizes the task-level cost structure, including staff assignment, estimated hours, and fully burdened rates.

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Table 1. Fireworks Program Task Inventory (Direct Labor) Task Staff Hours Direct
Rate
Direct
Labor Cost
Application Intake & Distribution Office Assistant 5 $ 46 $ 231 Reconciling GL Finance Director .25 $ 120 $ 30
Marketing & Public
Communications Office Assistant 3 $ 46 $ 139
Pre-Lottery Completeness Review Office Assistant 2 $ 46 $ 92 Lottery Administration Office Assistant 3 $ 46 $ 139
Customer Service & Applicant
Support Office Assistant 4 $ 46 $ 185
Refund Processing & Records
Retention Office Assistant 3 $ 46 $ 139
Police Chief Review of
Applications Police Chief 0.5 $118 $ 59
Public Works Setup &
Monitoring, Traffic Control
Public Works
Manager 4 $ 93 $ 558
Program Management &
Oversight
Community Services
Manager 2 $ 92 $ 185
Sales Tax Permit Coordination Office Assistant 2 $ 46 $ 92 Insurance Certificate Verification Office Assistant 2 $ 46 $ 92 Signage Review & Enforcement Office Assistant 1 $ 46 $ 46 Volunteer Safety Coordination Office Assistant 1 $ 46 $ 46 Cash Handling Oversight Accountant 1 $ 53 $ 53
TOTAL DIRECT LABOR — 33.75 — $1,901

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Unit cost results
The total cost of services (in this case, direct labor only) of $1,901 would be divided amongst the applicants. Up to four organizations are drawn in the lottery each year, with any other applicants being refunded.
 Program cost per applicant (4 applicants)
$1,901
4 ≈ $475.22
These figures represent the full cost of services performed (in this case direct labor). If the city applied indirect costs such as insurance, workers compensation, building loans, etc., the Program costs increase significantly.

Fee design implications
The Fireworks Booth Program includes three fee components:

1. Application Fee – this fee (currently $137) is submitted by all applicants during the March 1–31 application window; and refunded to those that are not selected for a booth.  Covers a portion of direct labor related to intake, communications, and lottery processing.
 Refundable under EMC 5.28, so it cannot be treated as cost of services recovered in the long run.

2. License Fee – paid only by organizations selected through the lottery.  Primary recovery mechanism for the cost of services performed for the Program.  The current license fee is $150. Combined with the application fee, the total cost for those drawn in the lottery is $287.

3. Refundable Compliance Deposit – returned after the booth passes all inspections and meets cleanup and operational requirements. This is not part of cost of services. If forfeited for any reason, then it would be applied against the liability incurred.

With four licenses, the full cost per licensee is approximately $475.22 leaving an unrecovered cost of $188.22 or a 40% subsidy.

If incorporated into the Master Fee Schedule, the Fireworks Booth Application Fee, License Fee, and Compliance Deposit will be included in the City’s annual CPI-based fee update, consistent with the approach used for all other user and regulatory fees. Each year approved, the City would apply the CPI annual rate increase to maintain alignment between the Program’s fees and the City’s underlying cost structure. This is the same methodology used for the City’s comprehensive fee updates, including the November 3, 2025, Master Fee Schedule revision, and ensures that the Fireworks Booth Program remains compliant with Government Code §66014 and Proposition 26.

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Fiscal Impact:

Adoption of the Fireworks Booth Program fees will increase the City’s overall cost recovery for the Program and reduce the General Fund subsidy currently supporting staff time and administrative overhead.

Based on the cost-of-service analysis, the full cost to administer the Program is $1,901 in direct labor. Under the existing fee structure (Application Fee of $137 and License Fee of $150), the City recovers $287 per licensee, resulting in an unrecovered cost of approximately $188 per booth (40% subsidy).

Adopting updated fees consistent with the cost-of-service analysis will reduce or eliminate this subsidy depending on the recovery level selected by the City Council. Any increase in fee revenue will offset General Fund expenditures associated with administering the Program.

Attachments:

1. Detailed summary of line-item costs associated with processing a Fireworks Booth Application

2. Public Hearing Notice

3. Resolution

4. Master Fee Schedule Redlined with Fireworks Booth Included

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Task Description Staff Hours Direct
Rate
Direct
Labor
Cost
Application Intake & Distribution Receiving applications and downloading them into .pdf, logging them in excel, confirming receipts in GL, and distributing instruction packets for full applications. Ensures each applicant enters the process uniformly.

Office Assistant 5 $ 46 $ 231
Application Reconciling GL Confirming receipts in GL, enabling payment gateway, troubleshooting error codes, processing refunds.

Finance Director 0.25 $ 120 $ 30
Marketing & Public Communications Preparing and posting public notices, updating the City website, and responding to general inquiries during the application window.

Office Assistant 3 $ 46 $ 139
Pre‑Lottery Completeness Review Reviewing each application for required documents, signatures, insurance placeholders, and eligibility criteria before the lottery.

Office Assistant 2 $ 46 $ 92
Lottery Administration Preparing lottery materials, hosting the public drawing, documenting results, and notifying applicants.

Office Assistant 3 $ 46 $ 139
Customer Service & Applicant Support Responding to applicant questions, clarifying requirements, and providing guidance throughout the process.

Office Assistant 4 $ 46 $ 185
Refund Processing & Records Retention Processing refunds for unsuccessful applicants, reconciling payments, and archiving required records.

Office Assistant 3 $ 46 $ 139
Police Chief Review of Applications Reviewing each application for compliance with public safety requirements and confirming organizational eligibility.

Police Chief 0.5 $ 118 $ 59
Public Works Setup & Monitoring, Traffic Control Blocking off parking stalls, placing safety barricades, coordinating delivery of stands, and monitoring drop‑off logistics.

Public Works
Manager
4 $ 93 $ 372
Program Management & Oversight Supervising the program, coordinating interdepartmental tasks, ensuring ordinance compliance, and resolving issues.

Community
Services Manager
2 $ 92 $ 185
Sales Tax Permit Coordination Verifying seller’s permit status, confirming CDTFA compliance, and coordinating corrections with applicants.

Office Assistant 2 $ 46 $ 92
Insurance Certificate Verification Reviewing COIs for required endorsements, coverage limits, and additional insured language; coordinating corrections.

Office Assistant 2 $ 46 $ 92
Signage Review & Enforcement Reviewing stand signage for compliance with EMC rules and ensuring safety notices are properly displayed.

Office Assistant 1 $ 46 $ 46
Volunteer Safety Coordination Providing safety guidance to each licensee, distributing City safety materials, and confirming volunteer training documentation.

Office Assistant 1 $ 46 $ 46
Cash Handling Oversight Reviewing deposit payments, reconciling receipts, and ensuring proper financial controls for refunds and deposits.

Accountant 1 $ 53 $ 53
TOTAL DIRECT LABOR — — 33.75 — $1,901

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CITY OF ESCALON

NOTICE OF PUBLIC HEARING
NOTICE IS HEREBY GIVEN that the City
Council of the City of Escalon will hold a
public hearing to receive and consider
evidence and reports on Monday, April 6,
2026, at 7:00 p.m., in the Council
Chambers of City Hall, located at 2060
McHenry Avenue, Escalon, California, at
which time and place all interested
persons may appear and be heard
relative to the following matters:

Consider Proposed Adoption of
Fireworks Stand Program Fees which
includes Fireworks Stand Application
Fee, Fireworks Stand License Fee and
Fireworks Stand Compliance Deposit
If you wish to challenge the nature of the
above actions in court, you may be
limited to raising only those issues you or
someone else raised at the public
hearing described in this notice or in
written correspondence delivered to the
City of Escalon, at or prior to the public
hearing. All interested parties are invited
to attend said hearing and express
opinions or submit evidence for or
against the proposal as outlined above.

Further information on the above
matters may be obtained or viewed at
City Hall (209) 691-7400.

March 11, 2026
ET#26-039

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ATTACHMENT 3
Resolution No. ##-26
RESOLUTION NO. XX-26

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ESCALON

ADOPTING FIREWORKS STAND PROGRAM FEES AND INCORPORATING THEM INTO THE CITY’S MASTER FEE SCHEDULE

THE CITY COUNCIL OF THE CITY OF ESCALON DOES HEREBY
RESOLVE AS FOLLOWS:

WHEREAS, the City Council of the City of Escalon has heretofore established various rates, fees, and charges for services provided by the City; and WHEREAS, pursuant to the California Constitution and the laws of the State of California, including Government Code Sections 65104, 65909.5, 66014, 66016, and 66018, the City of Escalon is authorized to adopt and implement rates, fees, and charges for municipal services, provided that such fees do not exceed the estimated reasonable cost of providing those services; and
WHEREAS, the City administers an annual Fireworks Stand Program under Escalon Municipal Code Chapter 5.28, which requires staff time to process applications, conduct a lottery, verify insurance, coordinate inspections, and administer licenses and refundable deposits; and
WHEREAS, the Fireworks Stand Program fees (Application Fee, License Fee, and Compliance Deposit) have historically been collected but were not included in the City’s Master Fee Schedule, and the City Council directed staff on February 17 and March 2, 2026, to prepare a cost-of-service analysis and return with recommended fees for adoption; and
WHEREAS, staff has completed a cost-of-service analysis identifying the direct labor required to administer the Program and confirming that the proposed fees do not exceed the reasonable cost of providing the service; and WHEREAS, pursuant to Government Code Section 66016 and Section 66018, notice of the public hearing to adopt these fees was published at least 10 days prior to the hearing, and the supporting data was made available for public review during that same period; and
WHEREAS, the City Council desires to adopt the Fireworks Stand Program fees and incorporate them into the City’s Master Fee Schedule to ensure transparency, consistency, and compliance with State law; and
WHEREAS, the City Council further authorizes the Fireworks Stand Program fees to be adjusted annually based on the all‑urban Consumer Price Index (CPI) for the San Francisco‑Oakland‑Hayward Area, consistent with the methodology used for the City’s Master Fee Schedule; and
WHEREAS, the charges authorized by this Resolution are statutorily exempt from environmental review under Public Resources Code Section 21080(b)(8) of the

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ATTACHMENT 3
Resolution No. ##-26
California Environmental Quality Act, which provides an exemption for the establishment or modification of charges by public agencies, which the public agency finds are for the purpose of meeting operating expenses; and WHEREAS, all legal prerequisites to the adoption of this Resolution have occurred;
NOW, THEREFORE, BE IT RESOLVED as follows:

Section 1: The City Council finds and determines that, based upon the data, information, analysis, and documentation presented, the Fireworks Stand Program fees set forth in Exhibit “A” do not exceed the estimated reasonable cost of providing the services for which the fees are charged.

Section 2: The Fireworks Stand Application Fee, License Fee, and Compliance Deposit set forth in Exhibit “A” are adopted and approved as the official fees for the Fireworks Stand Program and shall become effective on the date specified in Exhibit “A.”
Section 3: The Fireworks Stand Program fees shall be adjusted annually based on all-urban CPI for the San Francisco-Oakland-Hayward Area. If the CPI does not change or decreases in a given year, no adjustment shall be made.

Section 4: The adopted fees shall be incorporated into the City’s Schedule of User and Regulatory Fees. Incorporating these fees into the Master Fee Schedule ensures they will be included in future comprehensive fee updates. All previously established fees for identical services are superseded.

Section 5: The City Clerk shall certify the adoption of the Resolution.

PASSED, APPROVED AND ADOPTED this the 6th Day of April 2026 by the following vote:

AYES
NOES:

ABSENT:

ABSTAIN:
______________________________
Andrew Hagan, Mayor
ATTEST:
_________________________________
Michele Bates, Deputy City Clerk

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Resolution No. ##-26
Exhibit “A”
Fireworks Stand Program Fees
Fee Amount Effective Date Notes
Application Fee $140 May 6, 2026 Refundable to unsuccessful applicants
License Fee $336 May 6, 2026 Paid only by selected organizations Compliance Deposit $300 May 6, 2026 Refundable upon compliance Annual CPI
Adjustment
July 1 each
year
Based on SF-Oakland-Hayward CPI

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CULTURE AND LEISURE FEES
Comments FY 24/25 Fee FY 25/26 Fee Charge Basis Yearly Change Community Services Center Rental
1 Local Non-Profit (Council Approved List)
a) Fri, Sat, Sun $425 $425 per event
b) Mon-Thu $225 $225 per event
c) Half-Day Set-Up; 2-9pm prior day $150 $150 per event 2 Residents within City Limits & 95320
a) Fri, Sat, Sun $850 $850 per event
b) Mon-Thu $450 $450 per event
c) Half-Day Set-Up; 2-9pm prior day $150 $150 per event 3 All Other Non-Resident Users
a) Fri, Sat, Sun $1,550 $1,550 per event
b) Mon-Thu $800 $800 per event
c) Half-Day Set-Up; 2-9pm prior day $150 $150 per event 4 For-Profit Users - Residents 95320
a) Fri, Sat, Sun $1,850 $1,850 per event
b) Mon-Thu $950 $950 per event
c) Half-Day Set-Up; 2-9pm prior day $150 $150 per event 5 Clean-up Fees
a) Main Room $225 $225 per event
b) Senior Room $100 $100 per event
c) Events with Seafood or Deep Fryer $100 $100 per event 6 Other Fees / Deposits
a) Stage Set-Up $125 $125 per event
b) Table/Chairs Wipe off and Take down $95 $95 per event c) Security $40 $40 per hour
d) Deposit $500 $500 per event
Recreation
7 Aquatics/Pool Reservation w/ Lifeguards Closed
8 Aquatics/Pool Deposit Closed
9 Aquatics/Public Swimming Closed
10 Aquatics/Swimming Lessons Closed
11 Baseball/Softball
a) Adult
i) Spring - 10 Games $450 $525 per player X 15 $5 Per Player ii) Summer - 10 Games $450 $525 per player X 15 $5 Per Player b) Youth
i) T-Ball (5-6) $55 $60 per player, per season $5 Per Player ii) Rookie (7-8) $65 $70 per player, per season $5 Per Player iii) Minor (9-10) $75 $85 per player, per season $5 Per Player iv) Major (11-12) $80 $85 per player, per season $5 Per Player v) Seniors (13-15) $80 $85 per player, per season $5 Per Player b) Out of District Fee (in addition to standard fee) $10 $120 per player, per season varies c) Team Sponsor on Uniform $200 $200 per season
12 Basketball
a) Youth
a)Tots (Pre-K) / Jr Rookie Age 4-5 $40 $70 per player, per season $5 Per Player b) K-1st / Rookie $45 $70 per player, per season $5 Per Player c) Under 10 $70 per player, per season $5 Per Player
d) Under 12 $70 per player, per season $5 Per Player
e) Under 14 $70 per player, per season $5 Per Player
b) Out of District Fee (in addition to standard fee) $10 $29 per player, per season varies c) Team Sponsor on Uniform $75 $75 per season
13 Soccer
a) Youth
i) Tots (3-4) $45 $45 per player, per season $5 Per Player ii) Squirts (5-6) $50 $50 per player, per season $5 Per Player iii) Pee Wee (7-8) $81 $81 per player, per season $5 Per Player iv) Minors (9-10) $81 $81 per player, per season $5 Per Player v) Majors/Seniors (11-14) $81 $81 per player, per season $5 Per Player b) Out of District Fee (in addition to standard fee) $10 $80 per player, per season varies c) Team Sponsor on Uniform $150 $150 per season
14 Flag Football $70
a) Youth - Under 6 $70 per player, per season $5 Per Player b) Youth - Under 8 $70 per player, per season $5 Per Player c) Youth - Under 10 $70 per player, per season $5 Per Player d) Youth - Under 12 $70 per player, per season $5 Per Player e) Youth - Under 14 $70 per player, per season $5 Per Player Out of District Fee (in addition to standard fee) $104 per player, per season varies Recreation Other Applicable Fees
15 Late Registration $20 $20 per request
16 Participant-Initiated Refund $10 $10 per request
Rental and Use of Field
17 Rental and Use of Field
Activity Description

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CULTURE AND LEISURE FEES
Activity Description Comments FY 24/25 Fee FY 25/26 Fee Charge Basis Yearly Change a) In-District Non-Profit Users $35 $35 3-hour rental per field b) In-District Users $70 $70 3-hour rental per field
c) Outside District Non-Profit Users $90 $90 3-hour rental per field d) Outside District Users $90 $90 3-hour rental per field 18 Rental and Use of Field for Tournament by:
a) In-District Users $150 $150 per field, per day
b) Outside District Users $200 $200 per field, per day
19 Fee for Use of Ball Field Lights:
a) Field A $32 $32 per hour
b) Field B $22 $22 per hour
20 Snack Bar Rental
a) Snack Bar Rental Snack Bar at Hogan Field $40 $40 per day b) Rental During City of Escalon Sponsored Events $40 $40 per day 21 Deposit $100 $100 per rental
22 Hogan Park BBQ Area Reservation [a]
a) Residents within City Limits & 95320
a) Less than 50 People $55 $55 per reservation
b) More than 50 People $110 $110 per reservation
b) All Other Renters
a) Less than 50 People $110 $110 per reservation
b) More than 50 People $165 $165 per reservation
23 Bounce House Permit $25 $25 per permit
24 Fireworks Stand *26/27
a) Application Fee $137 $140 per stand
b) License Fee $150 $336 per stand
c) Refundable Compliance Deposit $250 $300 per stand
* Out-of-district fee applies for participants residing outside of Escalon School District. [a] Groups of more than 100 people may require a special event permit.

CITY OF ESCALON FEES 2025-2026 2 of 2 3/4/2026

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Escalon City CouncilApril 6, 2026

Escalon City Council
April 6, 2026