Agenda — Fountain Valley City Council, June 16, 2026 (part 5 of 6)

Comment Response to Comment

7. The proposed parking structure concentrates access at the intersection of Talbert Avenue and Foster Street. The traffic study acknowledges that vehicle queues on Talbert Avenue may extend past the project driveway during peak conditions.

Comment acknowledged. No further response
necessary.

Potential Roadway Improvements within Hospital Property

8. Because Foster Street runs through hospital-controlled property near the project site, the City should evaluate whether traffic operations could be improved through roadway modifications within the hospital's frontage.

Comment acknowledged. However, the suggested
improvements are not necessary to support acceptable
traffic operations around the project site. Additionally, by relocating the employees to the Foster Structure
would improve internal circulation.

9. Possible improvements include:
- An additional entry lane from Talbert Avenue onto Foster Street dedicated to parking structure access
- An additional exit lane from Foster Street onto Talbert Avenue during peak periods Comment acknowledged. However, the suggested
improvements are not necessary to support acceptable
traffic operations around the project site. These
findings and conclusions are documented in the
Traffic Impact Analysis for the Memorial Care Orange
Coast Medical Center Parking Structure and Bridge
Project, dated August 22, 2025 (revised April 15,
2026), prepared by LLG
Spillover Parking in Residential Streets

10. Parking facilities adjacent to residential neighborhoods can create spillover parking impacts when employees seek free or more convenient parking on nearby residential streets.

The Project is not expected to result in spillover
parking impacts on adjacent residential streets.

Adequate on-site parking will be provided to
accommodate employee and visitor demand, as
documented in the Parking Study for the Memorial
Care Orange Coast Medical Center, dated November
25, 2025, prepared by LLG
Neighborhood Access Protection Measures

11. If spillover parking impacts are identified, the City should consider additional neighborhood protection measures including controlled access at neighborhood approaches along Foster Street and Phillips Street.

The project is not expected to result in spillover parking impacts on adjacent residential streets. Adequate onsite parking will be provided to accommodate employee and visitor demand as documented in the
Parking Study for the Memorial Care Orange Coast
Medical Center, dated November 25, 2025, prepared
by LLG
Fair Argument Standard and Need for an Environmental Impact Report

12. The project substantially expands parking capacity and concentrates traffic access adjacent to a residential neighborhood. These issues raise legitimate questions Like Parking, automobile delay, as measured by "level
of service" and other similar metrics, is no longer

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Comment Response to Comment
regarding whether the project may result in significant transportation impacts that have not been fully analyzed.
considered a significant impact on the environment
under CEQA. (Public Resources Code 21099(b)(2).

Senate Bill (SB) 743 (2013), codified in Public
Resources Code section 21099, changed the
methodology for analyzing transportation impacts
under the California Environmental Quality Act
(CEQA). SB 743 directed the Office of Planning and
Research (OPR) to prepare proposed revisions to the
CEQA Guidelines establishing new criteria for
determining the significance of transportation impacts.

The Secretary of the Natural Resources Agency
subsequently certified CEQA Guideline 15064.3,
establishing vehicle miles traveled (VMT) as the most
appropriate metric to evaluate a project's
transportation impacts.

Nevertheless, the Traffic Impact Analysis for the
Memorial Care Orange Coast Medical Center Parking
Structure and Bridge Project, dated August 22, 2025
(revised April 15, 2026), prepared by LLG was
commissioned to provide an evidentiary basis for
analyzing the secondary impacts of the project
associated with transportation and, the project's
consistency with the City's General Plan.

It is noted that the TIA includes analysis of Foster
Street/Phillips Avenue. The results of the analysis
indicate that the Project will not have an impact on the adjacent residential community.

Relationship to the OCMMC Specific Plan

13. The environmental documents reference the OCMMC Specific Plan governing development within the hospital campus. It would be helpful for the City to clarify whether the proposed parking structure was specifically contemplated within that plan and whether prior environmental review addressed a project of this scale.

Not a traffic, parking or VMT related comment.

Residential Interface: Noise, Lighting, and Headlight Glare

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Comment Response to Comment

14. The proposed parking structure is located directly adjacent to an established residential neighborhood. Open-air parking structures can generate operational impacts including vehicle noise, lighting spillover, and headlight glare.

Not a traffic, parking or VMT related comment.

15. The environmental review should clarify whether impacts associated with headlight glare, lighting spillover, and operational noise from the parking structure have been evaluated.

Not a traffic, parking or VMT related comment.

Conclusion

16. Residents recognize the important services provided by Orange Coast Memorial Medical Center. However, the scale and location of the proposed parking structure raise legitimate concerns regarding traffic operations, neighborhood compatibility, and spillover parking impacts.

Not a traffic, parking or VMT related comment.

Judi Taylor
Mike Taylor
Meggan Taylor
City of Fountain Valley Resident
[email protected]
Email Dated: Tuesday March 31, 2026
Light Fixtures

17. The CEQA report concludes that lighting impacts are less than significant based on compliance with standard municipal and Title 24 lighting requirements, including the use of directional and shielded fixtures. However, the report does not include project-specific analysis or requirements addressing elevated light sources, including shielding of upper levels, residential-side light barriers, evaluation of light from upper floors, light spill or glare modeling, or the effects of nighttime activity.

Not a traffic, parking or VMT related comment.

18. Given the proximity and height of the structure relative to Lemon Street residences, we respectfully request additional mitigation measures, including:
shielding for upper-level lighting to prevent high-angle light spill; solid walls or fixed upward-facing louvers along the west (Lemon Street) side; a photometric study evaluating light levels at the residential property line and within homes; screening or design features to reduce headlight intrusion from upper decks; and consideration of operational measures such as reduced lighting intensity or motion-based lighting during nighttime hours.

Not a traffic, parking or VMT related comment.

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Comment Response to Comment

19. Attached is a picture of the Central Justice Center building that has louvers in the opposite direction as reference to the idea proposed. Online these are referred to as “trellises and sunscreens.”
Not a traffic, parking or VMT related comment.

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Comment Response to Comment

20. I noticed the Memorial Care Parking Structure behind Citibank at 17400 Brookhurst St, Fountain Valley, CA 92708 has no tall/elevated lights on the outside walls. I tried to go look at the design but was met with chainlink fencing on level 1 to all level 2–3 access. As a potential mitigation approach, tall/elevated lighting could be positioned more centrally on the structure top to eliminate spillover, with any necessary fixtures mounted on the parapet walls directed downward onto the drive aisles.

Not a traffic, parking or VMT related comment.

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Comment Response to Comment
TRAFFIC IMPACT ANALYSIS – August 22, 2025

21. The August 2025 Traffic Impact Analysis does not include study locations west of the project site, where residential neighborhoods are directly affected. As a result, the analysis does not evaluate how the increased and concentrated vehicle flow associated with the proposed project interacts with existing conditions in these adjacent residential areas, including congestion, access, and pedestrian activity along Talbert Avenue.

Given the proposed Project does not generate any
new additional trips and only results in a shift / re-route of existing traffic volumes/patterns around the OCMC
campus, the proposed Project will not result in an
increase traffic to the west of the site; therefore, the Project would not have an impact on the community to
the west. As such, no further analysis is needed.

22. Additionally, while the report includes a focused analysis for Foster Street/Phillips Avenue (Section 11.0), no comparable analysis is provided for Talbert Avenue west of the project site. Residents in this area already experience congestion related to existing hospital operations, including periods where the Talbert exit nearest the project site becomes blocked, requiring neighborhood traffic to reroute. The absence of any westbound Talbert analysis fails to capture these existing conditions and does not evaluate how project-related traffic may further impact residential access and circulation.

See above response to No. 21. The Project shifts
existing traffic volumes/patterns around the OCMC
campus. It does not increase traffic to the west of the site; therefore, the Project would not have an impact
on the community to the west. As such, no further
analysis is needed.

TALBERT EXIT – pedestrian safety and ADA considerations

23. The CEQA analysis treats the Talbert exit as part of general circulation but does not evaluate it as a pedestrian conflict point. However, the report does not address driveway-specific pedestrian conflicts, ADA and vulnerable populations, pedestrianactivated safety systems, or cumulative pedestrian risk associated with concentrated exit traffic.

Driveway 1 along Talbert Avenue is designed with
proper visibility to allow motorists to see pedestrians when exiting the parking structure. As such, the project as proposed would not create unsafe conditions at the
driveway. Nevertheless, subject to concurrence by City
staff, the Project could install “Watch for Pedestrians” sign at this driveway to alert motorists (employees) of potential pedestrian conflicts as they exit the site.

24. The MND does not evaluate pedestrian safety at the Talbert driveway, including ADA-related considerations or increased pedestrian exposure due to traffic being funneled to a single exit. It also does not evaluate the real-world conditions present at this location, including a high concentration of vehicles exiting at one point, a sidewalk regularly used by vulnerable pedestrians, and a driveway crossing rather than a controlled intersection. With the proposed project, all exiting vehicle traffic is consolidated to the Talbert driveway, representing a substantial increase—estimated at approximately ten times the current exit volume at this location. CEQA requires evaluation of safety, circulation conflicts, and site-specific impacts, and a driveway crossing with vulnerable pedestrian use is exactly the type of condition that warrants this level of analysis.

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Comment Response to Comment

25. The traffic study further recommends installation of a “Keep Clear” zone along Talbert Avenue to facilitate continuous vehicle egress from the structure; however, this measure is designed to increase vehicle flow at the driveway and does not include any evaluation or mitigation of pedestrian safety at the same location where the public sidewalk remains active. By prioritizing uninterrupted vehicle movement at the exit, this design may increase vehicle speeds and reduce driver yielding behavior, further heightening pedestrian risk at an unprotected driveway crossing.

Further, given City staff is not supportive of the “Keep Clear” pavement makings, this improvements is no
longer recommended in the TIA.

26. Given these conditions, we request consideration of a pedestrian-activated safety system at the Talbert exit similar to the protections at the Foster/Talbert intersection. This could include an audible push-button system for visually impaired users, paired with a flashing or illuminated stop warning for exiting vehicles, activated only when pedestrians are present. At the Open House a Talbert resident also noted safety concerns already observed at the Foster/Talbert intersection, even with a signal in place. These concerns are further heightened by the proposed traffic design, which increases and concentrates vehicle flow at the exit without corresponding pedestrian protections.

Comment acknowledged. These comments will be
shared with the Project Applicant (OCMC) and be
forwarded to the Planning Commission and/or City
Council for consideration.

NOISE IMPACTS – parking structure operations

27. While the CEQA analysis addresses general traffic-related noise, it does not evaluate the localized operational noise associated with a multi-level parking structure directly adjacent to residential properties. The proposed project concentrates vehicle activity at this location at levels estimated to be approximately five times existing conditions, yet no analysis is provided regarding the resulting increase in ambient noise experienced by nearby homes.

Not a traffic, parking or VMT related comment.

28. This includes, but is not limited to, vehicle-related noise such as alarms, engine starts, idling, and door slamming, as well as human-generated noise from occupants using vehicles for breaks, phone calls, or other activities. Additionally, noise originating from elevated parking levels is not evaluated, despite the increased potential for sound to travel directly into adjacent yards and residences. CEQA requires evaluation of substantial increases in ambient noise at sensitive receptors, and the absence of this analysis represents a gap in assessing the project’s true impact on the surrounding residential environment.

Not a traffic, parking or VMT related comment.

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Comment Response to Comment
Shadow Study Deficit

29. The shadow study appears limited to yard-level impacts and does not evaluate the loss of direct sunrise visibility or interior natural light within homes. Due to the height and proximity of the structure, the building is expected to block low-angle morning sunlight entirely, meaning residents may no longer experience direct sunrise from within their homes—a significant and permanent impact that has not been analyzed. Attached are two pictures that illustrate the concern.

Not a traffic, parking or VMT related comment.

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Comment Response to Comment
Robert Sterling

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Comment Response to Comment
9678 Turtledove Ave.

Fountain Valley, CA 92708
Lemon/Briar Street – Fountain Valley Neighborhood
[email protected]
(714) 625-6103
Email Dated: Tuesday March 31, 2026
Enclosed are three PDF files from the Lemon/Briar St, Fountain Valley Neighborhood with their concerns, inputs, as well as markups to two sections of the MND.

We have coordinated with many of our neighbors including our disabled individuals to gather their inputs and concerns and tried to represent their inputs here.

Reference 1 is the neighborhood's inputs and their concerns. It also includes some general inputs to the MND as well as other general observations not addressed in the MND.

PEDESTRIANS

30. There is another problem with the driveway 1 exit in that the MND does not address and that is pedestrian traffic interfacing with the exiting traffic at driveway 1.

Further, given City staff is not supportive of the “Keep Clear” pavement makings, this improvements is no
longer recommended in the TIA.

31. The Lemon/Briar St neighborhood contains several disabled persons both young and adult, including a blind couple. These people have been surveyed, and all have expressed intimidating concerns when crossing the existing number 1 driveway of the existing flat lot.

Comment acknowledged. See response to comment
No. 30, above.

32. The interaction with impatient or rude drivers makes these people nervous when having to cross that driveway. Many have experienced confrontations that have scared and frightened them.

Comment acknowledged.

33. When this project becomes operational with a greater number of cars in the parking structure, the exposure to the disabled and other pedestrians increases measurable.

Comment acknowledged.

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What was once a single parking lot is now a five-level parking structure with that many more cars and five times the exposure for the pedestrians.

34. It has been presented to OCMC that possibly installing an audible notification system at driveway 1 exit like many intersections for other disabled persons would help to ease pedestrian concerns when cars are exiting from the two lanes.

Comment acknowledged. This comment will be shared
with the Project Applicant (OCMC) and be forwarded to
the Planning Commission and/or City Council for
consideration.

35. Additionally, the addition of “WATCH FOR PEDESTRIANS” signage at driveway 1 exit would also help.

Subject to concurrence by City staff, the Project could install “Watch for Pedestrians” sign at this driveway to alert motorists (employees) of potential pedestrian
conflicts as they exit the site, as requested in this
comment.

36. All the pedestrian concerns are heightened during the construction phase as there will be no street markings, warning sounds, or exit signage for the construction crews to be on the lookout for pedestrians. This has been expressed as a significant concern for the disabled and others during this phase.

Construction activities will be conducted in accordance with applicable safety standards and traffic control
requirements to ensure that pedestrian safety is
maintained throughout the construction phase.

Appropriate measures, including temporary signage,
markings, and traffic control devices, will be
implemented as needed to provide clear guidance and
maintain safe conditions for all pedestrians, including individuals with disabilities. As such, construction is not expected to adversely affect pedestrian safety.

LIGHTING

37. The top level of the new parking structure lighting is a hot topic for the Lemon St homes directly adjacent to the existing lot and the proposed new structure.

Additionally, any light from each of the internal levels of the new structure emanating out the uncovered openings into their homes is also of concern.

Not a traffic, parking or VMT related comment.

38. Also, any external lights for the cars parking in the west facing external open section of the ground level may also contribute to the problem of light spill onto their property.

Not a traffic, parking or VMT related comment.

39. The addition of louvered coverings on the openings of the levels facing the Lemon St adjacent homes has also been discussed. The OCMC position has been that they are not required as the structure has been moved further east thus eliminating any need for opening coverings. If the louvered coverings were installed with the louvers facing upward, they would deflect any internal light upward as well as prevent anyone from looking down into the adjacent yards/homes.

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40. Their concern is of any light that will fall into their property and disturb their privacy as it has in the past. These homes are particularly sensitive about this issue as they have endured the lights from the existing single level lot shining into their yards and homes for years since it was built.

Not a traffic, parking or VMT related comment.

41. They have reported having to install curtains or other light blocking apparatuses to cope with the existing lights penetrating their homes all night long.

Not a traffic, parking or VMT related comment.

42. Therefore, it may be prudent for the FV government and OCMC at address this issue and make a concerted effort to present a solution directly to these homeowners as to a solution that would satisfy their concerns. Do not simply say it’s been taken care of.

These neighbors have endured this issue for many years, and they don’t trust lip service answers. Make a special effort to calm their concerns on this hot issue with real solutions. Make sure they receive a decisive and convincing presentation to the solution.

Not a traffic, parking or VMT related comment.

SOUND POLUTION

43. The sounds from the cars, motor noises, exhaust noise, horns, and racing motors, entering and leaving the parking structure will emanate into the surrounding neighborhood. The addition of the louvers above may help to mitigate some of the noise along with the planned landscaping surrounding the structure.

Not a traffic, parking or VMT related comment.

References 2 & 3 are reviews of the referenced MND sections with inputs marked throughout. All these inputs and markups were derived from conversations and discussions with individuals including disabled parties throughout the neighborhood. These inputs have also been discussed with representatives of OCMC to help us define and clarify our understanding of the planned parking structure.

Traffic Impact Analysis (TIA) Comments

44. TIA Page 1 - This traffic Analysis uses the CEQA dated 2020 for a project scheduled for completion sometime in 2027. This analysis should be revised to the 2027 anticipated completion date.

This traffic analysis evaluates future conditions for the Project’s anticipated 2027 opening year. The reference
to 2020 in the TIA is related to the City of Fountain
Valley Transportation Impact Assessment (TIA)
Guidelines for Land Use Projects in CEQA and for
General Plan Consistency (dated June 2020). As such,
no changes are needed.

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45. TIA Page 2 - What is the traffic impact of this parking structure and the immediate adjacent neighborhoods? Specifically, Talbert Ave, Foster St, Brookhurst, Lemon St, and Briar St.?
Given the proposed Project does not generate any
new traffic, and only results in a shift existing traffic volumes/patterns around the OCMC campus, an
evaluation on an increase traffic to the west of the site is not required given volumes will not increase;
therefore, with no change in traffic, an assessment of
the Project’s impact to the community’s access to the
west is not necessary.

46. TIA Page 2 - The entrance from Briar St and Lemon St into the Talbert Ave traffic is not listed in this table. Due to the backup of eastbound traffic on Talbert Ave caused by the unsynchronized traffic light at the Talbert Ave and Foster St intersection, the Briar St and Lemon St exits are often obstructed from entering the Foster Ave traffic.

See response to No. 45, above.

While intermittent blockage of Briar Street and Lemon
Street occurs due to existing eastbound queues on
Talbert Avenue during weekday peak periods, it is not
uncommon for unsignalized roadways to experience
longer delay due to heavy volumes on the major street,
like Talbert Avenue.

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Furthermore, this condition is unrelated to project
access or circulation. The project does not route traffic through these local streets, and project trips represent a negligible contribution to overall eastbound volumes
on Talbert Avenue. In addition, a review of crash data
from the past five years indicate no reported crashes
along this segment of Talbert Avenue; thus the existing queueing issues do not result in adverse safety issues.

Therefore, the project would not exacerbate the
existing access limitations experienced at these
locations or result in any additional safety concerns.

It should be noted that as part of the proposed Project, updates to signal timing and/or upgrades to the traffic signal equipment at the intersection of Foster Street at Talbert Avenue is recommended to improve traffic flow
and queuing along Talbert Avenue.

47. TIA Page 4 - Not consistent with the PMP section. See Parking Management Plan Post Construction.

Comment acknowledged. The report has been revised
for consistency with the PMP report. The majority of
employee/staff parking will be directed to the new
Foster Structure. Visitors will also have access to the Foster Structure; however, they are less likely to utilize it since other parking areas are more conveniently
located, and will be accessible with the majority of
employee/staff parking in the new parking structure.

48. TIA Figure 2-2 - This site plan does not show the revised OCMC parking structure plan used in the PMP presentation Figure 3.

Comment acknowledged. The TIA report includes an
earlier version of the site plan which was current at the time the study was completed. A more recent version
has since become available as shown in Figure 3 of
the PMP report. In addition, a supplemental letter has
been prepared that looks at the traffic implications

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based on the most current site plan that limits ingress along Foster to southbound right turn only.

49. TIA Page 5 - This section does not specifically address pedestrian traffic interaction at driveway 1 (Parking structure exit to the sidewalk and Talbert Ave.) Only the crosswalk at Talbert/Foster is mentioned.

The existing sidewalk adjacent to Driveway 1 along
Talbert Avenue will be retained to maintain pedestrian
connectivity around the new structure, and if damaged
during construction, will be re-paired/replaced
accordingly as noted in the TIA at the direction of the City.

50. TIA Page 5 - There is considerable concern for disabled persons, including a blind couple within the Briar and Lemon neighborhood that walk to OCMC and the surrounding area. We have presented our concerns to OCMC and FV for the construction phase and once the parking structure becomes operational. The concerns relate to safety and liability for both OCMC and FV.

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51. TIA Page 6 - The onramp traffic signal for southbound 405 freeway also impacts the traffic flow for east bound Talbert Ave.

The Project shifts existing traffic volumes/patterns
around the OCMC campus. It does not increase traffic
to the east of the site; therefore, the Project would not impact the I-405 SB Ramp. As such, revisions to the
report are not required.
.

52. TIA Page 6 - Parking is only allowed on Foster St south of the OCMC driveway entrance to the new parking structure.

Comment acknowledged. The report has been revised
to clarify that on-street parking is permitted on Foster Street, south of the OCMC driveways.

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53. TIA Page 7 - This traffic volume data may be out of date since the May 2024 counts were made. May need to be updated for 2027 project completion.

The existing baseline year represents the year in which the Project commenced, which is 2025. Therefore, the
base year is appropriately represented. Revisions to
the report are not required.

54. TIA Figure 3-5 - These traffic counts need to be updated for a 2027 project completion date.

Especially for driveways 1 and 2 and for the Talbert/Foster intersection.

The existing baseline year represents the year in which the Project commenced, which is 2025. Therefore, the

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base year is appropriately represented. Revisions to
the report are not required.

55. TIA Figure 3-6 - These traffic counts need to be updated for a 2027 project completion date.

Especially for driveways 1 and 2 and for the Talbert/Foster intersection.

The existing baseline year represents the year in which the Project commenced, which is 2025. Therefore, the
base year is appropriately represented. Revisions to
the report are not required.

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56. TIA Page 8 - These intersection conditions need to be updated for a 2027 project completion date.

The existing baseline year represents the year in which the Project commenced, which is 2025. Therefore, the
base year is appropriately represented. Revisions to
the report are not required.

57. TIA Page 12 - These intersection conditions need to be updated for a 2027 project completion date.

The existing baseline year represents the year in which the Project commenced, which is 2025. Therefore, the
base year is appropriately represented. Revisions to
the report are not required.

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58. TIA Page 14 - Needs new OCMC employee information to update this section. OCMC reports a current staff of 1900. 600 Nurses on 2 shifts (7AM-7PM and 7PM-7AM) and 700 Other general staff on day shift (8AM-5PM)
The OCMC staff information reflects the most current
data available at the commencement of this study in
2025. OCMC has a total staff of approximately 1,900

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employees, of which 1,300 are representative of a
typical daily staffing level. There are no future
increases anticipated by the project. As such, revisions to the report are not required.

59. TIA Page – 14 These staff trips need to be updated for a current staff of 1900 for 2027. The OCMC staff information reflects the most current data available at the commencement of this study in
2025. OCMC has a total staff of approximately 1,900
employees, of which 1,300 are representative of a

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typical daily staffing level. There are no future
increases anticipated by the project. As such, revisions to the report are not required.

60. TIA Page 14 - Table 5.1 needs updated to address the current 1900 staff for 2027. The OCMC staff information reflects the most current data available at the commencement of this study in
2025. OCMC has a total staff of approximately 1,900
employees, of which 1,300 are representative of a
typical daily staffing level. There are no future
increases anticipated by the project. As such, revisions to the report are not required.

61. TIA Page 14 - Need to update this data based on 1900 staff and a 2027 project completion.

62. TIA Figure 5-1 - This data is not correct for the revised parking structure and a 2027 anticipated traffic flow
The OCMC staff information reflects the most current
data available at the commencement of this study in

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2025. OCMC has a total staff of approximately 1,900
employees, of which 1,300 are representative of a
typical daily staffing level. There are no future
increases anticipated by the project. As such, revisions to the report are not required.

63. TIA Figure 5-2 - These traffic counts need to be updated for a 2027 project completion date. Especially for driveways 1 and 2 and for the Talbert/Foster intersection.

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typical daily staffing level. There are no future
increases anticipated by the project. As such, revisions to the report are not required.

64. TIA Page 16 - This chart needs updated for the current 1900 staff and for a 2027 project completion date.

65. TIA Page 17 - Are these predications accurate for 2027? The methodology to estimate Year 2027 traffic volumes is appropriate and was developed in

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coordination with City staff. As such, revisions to the report are not required.

66.. TIA Figure 6-2 - These traffic counts need to be updated for a 2027 project completion date. Especially for driveways 1 and 2 and for the Talbert/Foster intersection.

Figure 6-2 presents traffic volumes for cumulative
projects only. Revisions to the report are not required.

67. TIA Figure 6-3 - The values for Driveways 1, 2 and Foster St do not seem correct for PM peak hour traffic. Talbert Ave is always backed up to the Lemon and Briar Street exits onto Talbert Ave during AM and PM rush hours due to the unsynchronized traffic light at Figure 6-3 presents traffic volumes for cumulative
projects only. Revisions to the report are not required.

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Talbert/Foster intersection. Backup at Brookhurst and the 405 south bound on ramp also contribute to the backups.

68. TIA Figure 6-4 - The values for Driveways 1, 2 and Foster St do not seem correct for PM peak hour traffic. Talbert Ave is always backed up to the Lemon and Briar Street exits onto Talbert Ave during AM and PM rush hours due to the unsynchronized traffic light at Talbert/Foster intersection. Backup at Brookhurst and the 405 south bound on ramp also contribute to the backups.

The methodology to estimate Year 2027 Cumulative
traffic volumes is appropriate and was developed in
coordination with City staff. Accordingly, the traffic
volumes are considered to be accurately represented,
and revisions to the report are not required.

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69. TIA Figure 6-5 - The values for Driveways 1, 2 and Foster St do not seem correct for PM peak hour traffic. Talbert Ave is always backed up to the Lemon and Briar Street exits onto Talbert Ave during AM and PM rush hours due to the unsynchronized traffic light at Talbert/Foster intersection. Backup at Brookhurst and the 405 south bound on ramp also contribute to the backups.

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70. TIA Figure 6-6 - The values for Driveways 1, 2 and Foster St do not seem correct for PM peak hour traffic. Talbert Ave is always backed up to the Lemon and Briar Street exits onto Talbert Ave during AM and PM rush hours due to the unsynchronized traffic light at Talbert/Foster intersection. Backup at Brookhurst and the 405 south bound on ramp also contribute to the backups.

The methodology to estimate Year 2027 Cumulative
Plus Re-routed Project traffic volumes is appropriate
and was developed in coordination with City staff.

Accordingly, the traffic volumes are considered to be
accurately represented, and revisions to the report are not required.

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71. TIA Figure 6-7 - The values for Driveways 1, 2 and Foster St do not seem correct for PM peak hour traffic. Talbert Ave is always backed up to the Lemon and Briar Street exits onto Talbert Ave during AM and PM rush hours due to the unsynchronized traffic light at Talbert/Foster intersection. Backup at Brookhurst and the 405 south bound on ramp also contribute to the backups.

The methodology to estimate Year 2027 Cumulative
Plus Re-routed Project traffic volumes is appropriate
and was developed in coordination with City staff.

Accordingly, the traffic volumes are considered to be
accurately represented, and revisions to the report are not required.

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72. TIA Page 24 - The values for Driveways 1 and Foster St do not seem correct for AM/PM peak hour traffic. Talbert Ave is always backed up to the Lemon and Briar Street exits onto Talbert Ave during AM and PM rush hours due to the unsynchronized traffic light at Talbert/Foster intersection. Backup at Brookhurst and the 405 south bound on ramp also contribute to the backups.

The methodology to estimate Year 2027 Cumulative
volumes without and with Re-routed Project traffic is
appropriate and was developed in coordination with
City staff. Accordingly, the LOS analysis provided
within Table 8-1 is considered to be accurately

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represented, and revisions to the report are not
required.

73. TIA Page 27 - The data for Talbert at Foster Eastbound back to driveway 1 (Parking Structure Exit) shows an inadequate storage (Backup of vehicles in line) for year 2027 based on current and post construction estimations.

The eastbound queues at Foster Street/Talbert
Avenue extend past Driveway 1 on Talbert Avenue. As
part of the proposed Project, it is recommended to
update signal timing and/or upgrade traffic signal
equipment at the intersection of Foster Street at
Talbert Avenue to improve traffic flow and queuing
along Talbert Avenue.

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74. TIA Page 27 - The currently (2026) observed traffic backup for the eastbound Talbert/Foster intersection plus backups to the Lemon and Briar St exits entering Talbert from the adjoining neighborhood is a problem and needs to be reevaluated.

While intermittent blockage of Briar Street and Lemon
Street may occur due to existing eastbound queues on
Talbert Avenue, it is not uncommon for unsignalized
roadways to experience longer delay due to heavy
volumes on the major street, like Talbert Avenue.

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Furthermore, this condition is unrelated to project
access or circulation. The project does not route traffic through these local streets, and project trips represent a negligible contribution to overall eastbound volumes
on Talbert Avenue. Furthermore, a review of crash
data from the past five years indicate no reported
crashes along this segment of Talbert Avenue; thus
the existing queueing issues do not result in adverse
safety issues. Therefore, the project would not
exacerbate the existing access limitations experienced
at these locations or result in any additional safety
concerns.

75. TIA Page 29 - See additional inputs to Sections 10.0 and 12.0 in the attached separate Lemon/Briar St Neighborhood Concerns and Inputs to the RMD 3/23/26.pdf Comment acknowledged.

76. TIA Page 29 - Driveway 1 is currently an entrance/exit. At project completion it is an exit only to Talbert.

Comment acknowledged.

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77. TIA Page 29 - See additional inputs to Sections 10.0, 12.0 and 13 in the attached separate Lemon/Briar St Neighborhood Concerns and Inputs to the MND 3/23/26.pdf Comment acknowledged.

78. TIA Page 39 - This Sight Distance Evaluation treats driveway 1 as though it’s a cross street entering a main street. Driveway 1 is a special driveway and should be addressed as such.

The sight distance analysis for Driveway 1 was
appropriately completed per the Caltrans Highway
Design Manual (HDM) and has been reviewed and
approved by City staff. As such, revisions to the report are not required.

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79. TIA Page 40 - See additional inputs to Sections 10.0, 12.0 and 13 in the attached separate Lemon/Briar St Neighborhood Concerns and Inputs to the MND 3/23/26.pdf Comment acknowledged.

Additional Inputs to Section 10.0, 12.0 and 13.0

80. Section 10.0 Site Access Evaluation Review and Section 13.0 Summary of Findings and Conclusion including Other General Concerns/Inputs
Comment acknowledged.

81. TIA Page 29 - Section 10.1
Driveway 1 on Talbert is currently an entrance/exit point. At project completion driveway 1 will become an exit point only. Additionally, the parking structure is designed so that the Comment acknowledged.

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exit from the parking structure is two lanes, and each lane must pass thru an exit gate.

Badge or push button activation is unknown.

82. Driveway 2 on Foster will be an entrance point only to the parking structure. Current plans show that a curb has been added to the entrance to make this entrance a single lane right turn only for the south bound traffic entering from Foster. Once the traffic enters the single lane entrance, it will then expand to two lanes to handle any backup entering the structure and approach the badge-controlled gates.

Comment acknowledged.

83. Additionally current plans for the parking structure show “NO LEFT TURN” signs added to driveway 2 on Foster. It is mentioned somewhere in the MND that the “NO LEFT TURN” signs are to discourage the staff from using Phillips St as an approach to the parking structure and reduce traffic in that neighborhood.

Comment acknowledged. In addition, a supplemental
letter has been prepared that looks at the traffic
implications based on the most current site plan that
limits ingress along Foster to southbound right turn
only.

84. If a vehicle approach’s the parking structure via Phillips/Foster and they cannot turn left into the parking structure, then they will have to proceed north onto Foster and find a way Employees are familiar with the site and will adjust
their patterns as needed to eliminate any unnecessary
circulation. In addition, a supplemental letter has been prepared that looks at the traffic implications based on

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to circle back to a south bound approach on Foster to be able to enter the parking structure. Just another situation that can cause more traffic congestion on Talbert. the most current site plan that limits ingress along
Foster to southbound right turn only.

85. TIA Page 35 - Section 12.0 Recommended Intersection Improvements. This section recommends the addition of “KEEP CLEAR” markings on eastbound Talbert prior to driveway 1 exit. This is fine and good as it may help the exiting cars from the parking structure to merge into the Talbert traffic flow.

Per the City’s direction, “Keep Clear” pavement
markings are no longer recommended. Instead, the
report has been revised to recommend signal timing
and/or upgrades to the traffic signal equipment at the
intersection of Foster Street at Talbert Avenue to
improve traffic flow and queuing along Talbert Avenue.

Parking Management Plan (PMP) Comments

86. PMP Page 3 - OCMC shows 1900 Staff in their presentations. This increase in staff may affect the results shown in this section of the MND.

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87. PMP Page 3 - Don’t agree with the peak hours shown here. Do not match shift hours given by OCMC.

The peak hours are based on shift information
provided by OCMC.

88. PMP Page 3 - Attachment A data is out of date for this project which probably won’t be operational until sometime in 2027. It uses 2024 staffing data. Need to revisit and update the conclusions herein.

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89. There is a question as to how the minimum requirement for 1585 spaces was derived.

OCMC shows a total staff of 1900 consisting of 1200 nursing staff (600 per shift) and 700 other staff. If you assume each staff member drives their own car (highly unlikely) then you would potentially need up to 1900 parking spaces required during the hours of shift changes on weekdays due to overlapping shift arrivals/departures.

The 3 shifts, Nurses 1 arriving/leaving, Nurses 2 arriving/leaving, and Others arriving between 7AM-8AM and leaving between 5PM-6PM show the greatest impact during those hours.

The table below shows the traffic flow in/out of the OCMC facility including ground parking, the existing parking structure and the new parking structure. The Nurse shifts work seven day/week. The other day shift only works weekdays. Any offsite parking used by OCMC staff which would reduce the parking requirements at the OCMC facility is not included.

The times of greatest potential congestion are shown in yellow.

With the construction of the new parking structure,
OCMC would result in a 550-space net increase in
parking for a total campus wide parking supply of
1,903 spaces. The PMP report identifies parking
management strategies to ensure that adequate
parking is provided for both employees and visitors.

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90. PMP Page 4 - This table is also based on 2024 data for OCMC employee staffing and not existing/predicitated staff for 2027. See Attachment A-1 Employee Data.

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91. This table works with percentages & does not reflect the actual traffic flow numbers for the 1900 staff when the project is completed in approximately 2027.

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92. PMP Page 5 - OCMC plans show the entry from Foster St as only a one lane right turn into the two-lane gated entry.

Comment acknowledged.

REFERENCE FUTURE PARKING ALLOCATION

93. PMP Page 5 - New plans show removal of the original 2 right turn lanes into the gated entrance & addition of a curb blocking any left turn from northbound Foster St. The new single entry design would then open into a two lane access to the badge control & garage entrance. Question this design.

Comment acknowledged.

94. PMP Page 5 - The New plans also show the installation of “No Left Turn” signs from Foster St into the parking structure. Not sure what those signs are for? The “No Left Turn” signage is intended to restrict
northbound left-turn ingress movements along Foster
Street to deter motorists from traveling along Phillips Avenue.

95. PMP Page 5 - Apparently OCMC and FV have discussed reducing OCMC staff from using Foster St northbound access to the parking structure to reduce the traffic quantity in that neighborhood. This would only add to the Talbert Ave traffic congestion already present on Talbert Ave. The traffic light at Talbert/Foster is not properly synchronized for Talbert Ave east bound traffic. Cars backup to the Lemon and Briar Ave exits daily during rush hour. Add the exiting cars from the parking structure and this would have the potential for gridlocks on Talbert Ave and within the parking structure not to mention the Lemon/Briar neighborhood.

The revised TIA recommends update to the signal
timing and/or upgrading traffic signal equipment at the intersection of Foster Street at Talbert Avenue to
improve traffic flow and queuing along Talbert Avenue.

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REFERENCE PARKING MANAGEMENT PLAN MEASURES DURING CONSTRUCTION

96. PMP Page 6 - See the staff flow predications above that show when Nurses 1 leave between 7PM-8PM and Nurses 2 arrive between 6PM-7PM the shuttle operation hours may need to be extended beyond 6:30PM. See the shift change schedule above.

Shuttle operations are designed to accommodate peak
employee shift patterns, including reasonable transition periods between shifts. While individual variations in
shift turnover may occur, the proposed schedule
provides adequate coverage for the majority of staff.

97. PMP Page 6 - These hours assume the nurses will be at their cars within 30 minutes of the end of their shift and does not allow adequate time for some nurses to complete their turnover with the prior shift. Nurses changing shifts at the 7PM hour may be affected by ending the shuttles at 6:30 PM.

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REFERENCE: PARKING MANAGEMENT PLAN MEASURES POST CONSTRUCTION

98. PMP Page 6 - This may not be enforceable. If someone does come northbound on Foster St they will not be able to turn left into the parking structure and will have to exit onto Foster Ave and find their way back to Foster St to enter the parking structure. This will add to the traffic congestion already on Foster Ave.

Employees are familiar with the site and will adjust
their patterns as needed to eliminate any unnecessary
circulation.

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99. PMP Page 6 - The new parking structure will not be available to all visitors, only OCMC staff.

The majority of employee/staff parking will be directed to the new Foster Structure. Visitors will also have
access to the Foster Structure; however, they are less
likely to utilize it, as other parking areas are more
conveniently located.
100. PMP Figure 3 - No Left Turn signs and added curb entrance to the parking structure prevent any left turn from Northbound Foster St into the parking structure. This can create more gridlock at the Foster/Talbert stop light.

Employees are familiar with the site and will adjust
their patterns as needed to eliminate any unnecessary
circulation. In addition, a supplemental letter has been prepared that looks at the traffic implications based on the most current site plan that limits ingress along
Foster to southbound right turn only.
101. PMP Attachment A-1 Employee Data - This 2024 data and should be forecasted/updated to the anticipated 2027 employee clock/in data. This will impact the OCMC Traffic study.

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typical daily staffing level. Since staff levels naturally fluctuate, revisions to the report are not required.
102. PMP Attachment A-1 Employee Data - This is 2024 data used for a 2027 planned completion of the parking structure. This does. Not reflect the current 1900 staff or any potential staff growth in the future. Nees revisiting.

The OCMC staff information reflects the most current
data available at the commencement of this study in
2025. OCMC has a total staff of approximately 1,900
employees, of which 1,300 are representative of a
typical daily staffing level. Since staff levels naturally fluctuate, revisions to the report are not required.
103. PMP Attachment A-2 Percentage of Employee Data - This 2024 data and should be forecasted/updated to the anticipated 2027 employee clock/in data. This will impact the OCMC Traffic study.

The OCMC staff information reflects the most current
data available at the commencement of this study in
2025. OCMC has a total staff of approximately 1,900
employees, of which 1,300 are representative of a
typical daily staffing level. Since staff levels naturally fluctuate, revisions to the report are not required.
104. PMP First Floor Plan Page 27 - Will the two cars exiting merge into one lane at the driveway before entering Talbert Ave?
The site plan on Figure 3 illustrates that the two lanes merge into one lane before entering Talbert Avenue.

Herb & Linda Fauland
City of Fountain Valley Resident
993 Bird Court
Letter Dated: April 2, 2026

TRANSPORTATION
105. In reviewing this section and the traffic and parking studies done by Linscott, Law and Greenspan (LLG) dated November 25, 2025, and January 15, 2026, we focus on how the Mariposa neighborhood will be impacted. The transportation and circulation analysis does acknowledge the circulation shift of cars (mostly employees) and rerouting from the Brookhurst Street side of OCMMC to the new “employee-parking-only” structure at the Foster/Talbert site. Using the numbers from the IS/MND, approximately 1,300 employees with 600 per shift will now utilize the new parking structure. The employee shifts are broken down into two nursing shifts that are typically 12 hours (7 AM - 7 PM) with all others at 8 AM - 5 PM shifts. The reports indicate peak traffic times are based on the employee shift schedules. The peak traffic times are 7 AM to 8 AM and two peak traffic times: one in the afternoon from 3:30 PM - 4:30 PM and the other is in evening from 6:30 PM - 7:30 PM. All these assumptions are based on current staffing levels. However, as noted in a letter from LLG dated January 15, 2026, any visitor trips analysis is given two sentences and uses the existing Foster surface lot with AM and PM peak hour traffic counts. These counts were used to determine how many visitors use the site daily. Please note that employees and visitors both use this lot. We observe employees walking to and The methodology presented in the TIA for determining
the re-routed project trips is considered appropriate. In addition, City staff has reviewed and concurs with the
methodology and forecasting. It should be noted that
the Project shifts existing traffic volumes/patterns
around the OCMC campus and does not generate new
traffic.

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from the lot all day. It is unclear how visitor trips are evaluated and analyzed. What happens when OCMMC decides to hire more employees? Who determines how many new employees would trigger a review? Would the neighborhood be notified of any expansion? Will a new traffic/parking analysis be required? 106. In addition, we believe the conclusions do not adequately evaluate the new circulation patterns, especially along Phillips and Foster. The Foster Street traffic analysis makes assumptions and doesn't acknowledge the potential of employees leaving the structure on Talbert and turning right on Foster. This can happen and will occur as cars avoid the Talbert/Brookhurst intersection. Also, the report states that 554 morning and 148 evening trips will utilize Foster, for southbound access to the parking structure. These numbers, in addition to existing trips will impact the Talbert/Foster intersection. The west bound Talbert left turn pocket isn't designed to handle the increase in traffic. The left turn queuing will have an impact on Talbert. The intersection light synchronization will have to be modified. The history of synchronization has been troublesome to vehicles and pedestrians. The current traffic and pedestrian utilization at this intersection caused the city to install cameras to monitor the intersection. The intersection is dangerous. The cameras are there to record the continuous traffic accidents at this intersection. Using the crosswalk at this intersection is dangerous because drivers run the red lights to get to the south bound 405 Freeway entrance. We can verify this as we use the crosswalk at this intersection daily.

Section 9.0 of the TIA report includes a queueing
evaluation at the intersection of Foster Street at Talbert Avenue for Year 2027 traffic conditions. The existing
storage provided for the westbound left-turn pocket is
adequate to accommodate the anticipated queues with
the Project. Furthermore, review of Section 8.0 of the
TIA report indicates that the intersection of Foster
Street at Talbert Avenue is forecast to operate at LOS
A during the AM and PM peak hours for Year 2027
with the proposed Project. Therefore, it can be
concluded that the proposed Project will not have an
adverse impact on the intersection.

Furthermore, Section 11.0 of the TIA report presents
an analysis of Foster Street/Philips Avenue. The
intersections along this roadway are forecast to
operate at LOS A; therefore, the segment has
sufficient capacity to accommodate any additional
outbound traffic while maintaining acceptable LOS.

However, since egress access is no longer provided
on Foster Street, it is not anticipated that outbound
traffic will utilize Foster Street as a cut-through route.

It should be noted that the most current site plan limits ingress along Foster to southbound right turn only. A
supplemental letter has been prepared that looks at
these traffic implications.
107. Our neighborhood experiences cut-through traffic by both visitors and employees arriving and leaving OCMMC all day long. Everyone avoids the Brookhurst and Talbert intersection. The increase from existing AM/PM peak traffic levels will impact Foster and therefore the Mariposa neighborhood. Also, there is little mention of employees traveling west on Phillips Avenue and north on Foster Street to turn left to access the new parking structure. This will be a problem and an impact to our neighborhood. The current and future use of Phillips Avenue is not adequately evaluated. Phillips is used by both the Section 11.0 of the TIA report includes an analysis of
the project’s potential impact along Foster
Street/Phillips Avenue. The Project will add a nominal
amount of trips along these roadways during the peak
hours (i.e. 22 trips in the AM peak hour and 9 trips in the PM peak hour), and thus the Project will not impact the residential community.

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neighborhood and OCMMC. This is currently a circulation pattern the neighborhood deals with and with the proposed project will become a long-term problem. The IS/MND does not adequately address these issues. What will the City do to protect our neighborhood? Furthermore, Section 11.0 of the TIA report presents
an analysis of Foster Street/Philips Avenue. The
intersections along this roadway are forecast to
operate at LOS A; therefore, the segment has
sufficient capacity to accommodate any additional
outbound traffic while maintaining acceptable LOS.

However, since egress access is no longer provided
on Foster Street, it is not anticipated that outbound
traffic will utilize Foster Street.

It should be noted that the most current site plan limits ingress along Foster to southbound right turn only. A
supplemental letter has been prepared that looks at
these traffic implications.
108. The issue of cars queuing along the proposed two-lane parking structure entrance/driveway is not adequately mitigated or designed. The conclusions are based on assumptions that may or may not be accurate. The report states that the design can accommodate 23 cars and process 12 cars per minute based on the peak AM traffic of 554 trips. It acknowledges that this will vary day to day and that the driveway “would have the capacity” for most arriving cars. It concludes however that occasional and sporadic queuing extending onto Foster may occur. This is not acceptable. Foster Street is a shared street with OCMMC, and the neighborhood. The car queueing needs to be designed properly so that no cars will back onto Foster. How will the city protect our neighborhood from this impact?
Section 10.3 of the TIA report includes a vehicular
stacking analysis for the gated entry-only access
driveway on Foster Street. The analysis indicates that
the two inbound lanes provide a total storage of 490 ft, which is considered adequate to accommodate the
inbound vehicle flow. The queues would not impede
traffic or queue onto Foster Street.
109. The IS/MND states that during construction temporary closures of Talbert and Foster will occur. Plus, one lane traffic lanes for Foster and Talbert will be necessary during construction. Coordination with the area will have to occur and the neighborhood needs to be made aware of the reduction/closure of lanes and streets. An encroachment permit will be required and issued by the City. This is a ministerial action, and no public input or notice is provided. How will the neighborhood be made aware of this closure? The duration of closures and other changes to the two main access points to the Mariposa neighborhood?
The neighborhood will be notified of any temporary
lane reductions or street closures in accordance with
the City’s standard construction notification protocols.

These typically include advance notice through posted
signage, distribution of notices to affected properties, and coordination with local stakeholders as
appropriate. Information regarding the duration and
extent of closures, as well as any changes to access
along Talbert and Foster, will be communicated to
ensure residents are adequately informed prior to and
during construction.

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110. The preparation of an Environmental Impact Report (EIR) would be appropriate because we believe the conclusions made in the IS/MND for Transportation are not adequately supported to determine that impacts are less than significant.

The methodology presented in the TIA for determining
impacts is considered appropriate and consistent with
the City’s guidelines. In addition, City staff has
reviewed and concurs with the findings.
111. We understand that the parking analysis is for informational purposes only and that parking or a lack of sufficient parking is no longer considered an impact under the California Environmental Quality Act (CEQA.) While this may be true, the city must take responsibility for making sure that required on-site parking is provided and that neighborhoods are not impacted by off-site visitor or employee parking. Both Mariposa neighborhoods are currently impacted by visitors and employees that park on Foster and Phillips. This has occurred for years and neither the city nor OCMMC cares. Over the years we have kindly asked both visitors and employees not to park in the neighborhood.

The visitors are more receptive to our requests, however the employees smirk and dismiss us. It's no wonder many of us are skeptical of the project and the promises made by OCMMC. OCMMC has not been a good neighbor and has not taken responsibility for their employees. I've worked for three major cities, and none would permit this to happen.

The response from staff to date is that both streets are public and that nothing can be done. I would argue that it's the City's responsibility to address this. Every public street in the City has a restriction of some kind. The city seems to use signs to control and direct traffic (i.e. No Parking Beyond this Point, No Left Turn, etc.) everywhere. The use of signs seems to be the answer to controlling movement and behavior in lieu of proper project design. How will the city protect our neighborhood?
The PMP report identifies parking management
strategies to ensure that adequate parking is provided
for both employees and visitors to deter people from
parking in the residential neighborhood.
112. Code required on-site parking and the number of parking spaces has been a mystery at the OCMMC site. How many spaces are required based on the square footage of the buildings and the types of use that occupy that space is a basic component for any parking analysis. I've not received an answer from staff. The IS/MND states that the provision of on-site parking is based on demand. Based on this, I have a zoning question.

How does the overall site and the addition of 784 (net 550) parking spaces conform with the Orange Coast Memorial Specific Plan? Specifically, Section 4.4, Development Standards, subsection 4.4.2.11, Parking and Access, states the parking ratios for on-site uses to determine whether there is code compliant on-site parking for OCMMC. What ordinance provision is being applied and how is the applicant complying with on-site parking requirements? How can the decision makers determine that there is adequate onsite parking at OCMMC? How will the city protect our neighborhood from a site that does not have the minimum number of on-site parking spaces? The lack of adequate onsite parking is a nuisance to the Mariposa neighborhood.

Parking is not a CEQA component. However, a parking
study was prepared by LLG dated November 25, 2025
that validates the proposed parking supply.

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113. The issue of adequate on-site parking at the Mariposa property on Brookhurst is a concern. The site is now owned and occupied by OCMMC. The property was formerly a retail strip center. This concern prompted me to ask staff if the property would be incorporated into the specific plan. If you're proposing to amend the specific plan for a parking structure, why not include this site? That's the proper planning and land use concept for the applicant and the city to pursue. Before we continue to discuss parking at the site, many of us believe the site is the correct location for the now proposed parking structure. The site is adjacent to the OCMMC campus that has compatible building height and building mass and is adjacent to a major arterial highway. This is the correct location for the new parking structure. In 2007, the OCMMC approvals called for a second or phase two parking structure (440 +/- spaces) immediately north of the Mariposa retail center. The argument in the past has been that the property isn't under OCMMC control and that utilities would have to be relocated. The money designated to dig a hole for the new parking structure could've been spent to relocate utilities. Does anyone ask the question: why have all the parking structures built or proposed historically been along Brookhurst? The Foster surface parking lot was never contemplated for development because the site is adjacent to two residential neighborhoods. The lack of proper planning at OCMMC always becomes a problem that affects the Mariposa neighborhood.

Comment acknowledged. The Mariposa property
located south of the OCMC campus is not part of the
current project scope. As such, conditions related to
that site including on-site parking availability, driveway configuration, and associated traffic impacts have not
been assessed as part of this study.
114. Let's now continue to discuss parking, traffic and nuisance impacts at the Mariposa property. Anyone that has traveled the area or visited the site can attest there is a lack of adequate on-site parking. The problem occurs when cars are parked on both sides of Phillips from Brookhurst west to the knuckle at Foster. This makes Phillips an incredibly tight drive when cars are parked on both sides and when two cars travel. It's even worse when a truck travels on Phillips. It's not a safe scenario in either case. The street section may be substandard. Also, the parked cars at the driveway entrance to the medical building at Phillips block the views of cars traveling along Phillips. Our granddaughter was t-boned by a car exiting the site. There is inadequate visual separation at the driveway for safe traffic movement. Since the site has become a medical center and more cars now park on Phillips, we have been subjected to similar experiences at this driveway.

The drivers cannot see east/west traffic adequately at this driveway. Closing the driveway would solve many issues. This is a safety hazard and needs to be addressed.

Comment acknowledged. The Mariposa property is not
part of the current project scope. As such, conditions
related to that site including on-site parking availability, driveway configuration, and associated traffic impacts
have not been assessed as part of this study.
115. All commercial or medical uses and their required on-site parking should not encroach into a residential neighborhood. As soon as you pass the service drive on the west side of the Mariposa property you are in a residential neighborhood. The encroachment of parking into the neighborhood has been brought to the attention of staff. Anyone can easily see that there is a parking problem. The allowance of any parking to encroach into Comment acknowledged. The Mariposa property is not
part of the current project scope. As such, conditions
related to that site including on-site parking availability, driveway configuration, and associated traffic impacts
have not been assessed as part of this study.

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Comment Response to Comment
the neighborhood is an unacceptable situation. No neighborhood should be subjected to this impact. The problem can be solved, but the neighborhood needs the city to help. 116. Finally, I questioned an OCMMC representative at the last community meeting about parking at the Mariposa center. Surprisingly, the answer I got was that they would park in the new parking structure. It's hard to believe that employees will park in the new structure and walk all the way to the Mariposa buildings. The answer tells me that this site needs to be included in the specific plan. Everything is integrated and should be included in the specific plan. The 2007, Phase Two parking structure would provide parking in-close proximity to the medical center.

On a positive note, when we call the City, staff will respond to take care of the trash issues. Also, when the recurring homeless issue happens in the area the Police Department does assist. The area is a public right of way and deserves to be maintained in an acceptable manner.

Comment acknowledged.

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CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: June 16, 2026
Members of the City Council
SUBJECT: Award a contract to AAA Oil, Inc., dba California Fuels and Lubricants, Inc., for unleaded and renewable diesel bulk fuel services
Three-Year Strategic Goals
☐ Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live.”
☐ Ensure long-term fiscal stability by evaluating processes, and attract and retain revenue producing businesses/opportunities.
☐ Attract and retain quality staff through best practices and trends ☐ Maintain, build, and modernize infrastructure to support growth and future needs of the City
☒ Not applicable

EXECUTIVE SUMMARY
Staff is requesting that the City Council award a contract to AAA Oil, Inc., dba California Fuels and Lubricants, Inc. (AAA Oil), for unleaded and renewable diesel bulk fuel services.

The City’s current agreement for bulk fuel services expires on June 30, 2026. Therefore, Public Works staff issued a comprehensive Invitation to Bid (IFB) on March 10, 2026, detailing the City’s bulk fuel services needs for Fire Station Nos. 1 and 2. The City received one proposal on April 1, 2026.

After carefully evaluating the pricing and performance of AAA Oil, staff recommends awarding the contract to AAA Oil for bulk fuel services at Fire Station Nos. 1 and 2. AAA Oil is a largescale provider that serves numerous municipal agencies. They are the Fleet Division’s current vendor for vehicle oil and lubricants and have proven their ability to provide the required services to the City’s satisfaction over the past three years.

DISCUSSION
The City of Fountain Valley maintains and operates a fleet of over 150 vehicles, including fire apparatuses, police patrol vehicles, motorcycles, emergency response vehicles, heavy equipment, work trucks, and passenger cars. Most of the fleet is powered by gasoline or diesel fuel purchased at local gas stations using fuel cards; however, the City also purchases bulk fuel delivered to Fire Station Nos. 1 and 2. Fire Station No. 1 receives both gasoline and diesel

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Unleaded & Renewable Diesel Bulk Fuel Services
June 16, 2026

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fuel, while Fire Station No. 2 receives only diesel. Diesel fuel is also required to power emergency generators. During a power outage or emergency, it is vital that the City has access to its own supply of diesel fuel. This ensures continuity of operations and prevents the City from competing for resources with other agencies or the public at commercial fueling facilities.

For more than 20 years, SC Fuels has provided both fuel cards and bulk fuel deliveries for the City. In addition, the City also provides fuel to the contracted ambulances, per its agreement with Falck Mobile Health Corp., dba Care Ambulance Service, Inc. (CON-20-55, Section 7 – Operations, Paragraph B – Fuel).

On December 2, 2025, the City approved a “piggyback” agreement with SC Commercial LLC, dba SC Fuels, through June 30, 2026, utilizing a competitively bid contract from Monterey Park per FVMC [§2.36.070 (a) (5)]. While this cooperative purchasing strategy successfully secured competitive short-term pricing, the historical practice of starting with a purchase order under $50,000 requires frequent administrative updates as fuel demands fluctuate and PO increases require consistent City Council approval. To guarantee operational continuity and maintain available funding, staff initiated a transition to a multi-year agreement. Public Works staff issued a comprehensive IFB on March 10, 2026, detailing the scope of work for the City’s bulk fuel service needs for Fire Station Nos. 1 and 2. The City received one formal Bid from AAA Oil on April 1, 2026.

As a large-scale provider, AAA Oil currently services numerous municipal agencies, including the City’s own Fleet Division for oil and lubricants. Gasoline and renewable diesel pricing shall be based on the 10:00 AM LA OPIS Gross Terminal Daily Unbranded Rack Average plus the vendor’s markup price. Based on the bid proposal, the City will pay the daily average rack price plus $0.39 per gallon for diesel and $0.78 for gasoline. The vendor markup will remain firm throughout the contract term and any renewals. All delivery costs shall be included within the vendor’s quoted markup, and no separate delivery charge shall be permitted, or any surcharges not listed on the bid proposal. This firm vendor markup protects the City from hidden surcharges or delivery fee spikes during periods of market volatility or supply shortages.

Environmental fees and taxes will be excluded from the markup and itemized separately on invoices.

AAA Oil allows the City to maintain the same high standards of fuel services as SC Fuels, but at a more competitive price point. Under the proposed contract markup rates, the City will reduce its per-gallon markup by $0.29 for gasoline (dropping from $1.07 to $0.78) and by $0.27 for diesel (dropping from $0.66 to $0.39). Based on the City's annual volume of 6,100 gallons of gasoline and 10,700 gallons of diesel, this rate adjustment will generate a year of savings of approximately $1,769 for gasoline and $2,889 for diesel, for a total annual savings of $4,658.

Furthermore, the proposed contract stabilizes operational costs by removing volume-based pricing penalties. While the previous SC Fuels agreement subjected the City to potential markup increases whenever deliveries failed to meet delivery volume minimums, the AAA Oil agreement ensures consistent pricing regardless of order size.

Staff has determined that AAA Oil possesses the necessary staff, equipment, and expertise to meet the City’s requirements. Therefore, staff recommends awarding a three-year contract to AAA Oil, Inc., dba California Fuels and Lubricants, Inc., effective July 1, 2026, through June

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30, 2029. The contract includes the option to extend for up to two additional two-year periods upon mutual agreement.

PROCUREMENT
In accordance with the City’s Purchasing Policies, the City of Fountain Valley issued an Invitation for Bids (IFB) for Unleaded & Renewable Diesel Bulk Fuel Services (IFB 26-002) on March 10, 2026. The IFB was publicly advertised through Planetbids, with an invitation through the City’s website. Fourteen (14) companies showed interest and downloaded the IFB. The IFB closed on April 1, 2026, and one (1) company submitted a bid. To ensure a competitive and fair process, staff conducted a post-solicitation survey of non-responding firms.

According to findings from the outreach, non-responding vendors cited three primary barriers to bidding. First, the scope and scale of the project proved challenging, as the total volume of bulk fuel exceeded logistical capacity for smaller regional suppliers. Second, vendors expressed an inability to meet the City's performance bond requirements. Third was regarding operational alignment, prospective bidders indicated they could not meet the specific delivery timelines or the renewable fuel sourcing requirements of the City.

Due to receiving one bid, staff performed a “fair and reasonable” price analysis. Staff compared the bid pricing to current market indices, and results showed that the submittal aligns with industry standards for bulk fuel services. The analysis confirms that the proposal is fair and reasonable, aligning with current operational costs based on tax alignment and invoicing comparison against our current vendor, SC Fuels. Finally, the vendor was deemed both responsive and responsible.

FISCAL REVIEW
The total cost of the contract is estimated to be $324,000 for the initial three-year term. The City will only pay for the bulk fuel delivered at the City’s request based on the City’s actual needs. Costs will be expensed to the Fleet Management Fund, with gasoline and diesel fuel charged to two separate accounts: 112.50.50001.53552 (Gasoline) and 112.50.50001.53557 (Diesel). The estimated breakdown of the contract by fiscal year is provided below.

FY 26/27
Budget
FY 26/27
12 months
FY 27/28
12 months
FY 28/29
12 months
Unleaded Gasoline
112.50.50001.53552
$365,000 $39,000 $39,000 $39,000
Renewable Diesel
112.50.50001.53557
$80,000 $69,000 $69,000 $69,000
Total $445,000 $108,000 $108,000 $108,000
The approved FY 26/27 budget allocates a total of $445,000 for gasoline and diesel fuel within the Fleet Management Fund. While this contract covers bulk fuel deliveries, the remaining budget is reserved for fuel card expenses for vehicles fueling at commercial stations. Fuel card expenses cost approximately $337,000. Therefore, sufficient funds are available for this contract.

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June 16, 2026

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In 2025, the City consumed approximately 6,100 gallons of unleaded fuel and 10,700 gallons of diesel fuel. The following chart projects the cost of maintaining this same volume of service based on 2025 Los Angeles OPIS average fuel prices and the vendor’s requested markup, including taxes:

Fuel Type 2025 LA
OPIS Avg.
(Gallon)
Vendor
Markup
Taxes &
Fees
Total
Adjusted
Price
Annual
Totals
(Gallon)
Subtotal
Unleaded FuelRegular Grade
(87 Octane)
$4.37 + $0.78* + $0.67 $5.82 6,100 $35,502
Renewable Diesel
Fuel- Clear
$4.95 + $0.39* + $0.51 $5.85 10,700 $62,595
Projected Total Cost 16,800 $98,097
*All delivery costs are included within the vendor’s quoted markup.

A 10% contingency has been applied to the total estimated cost of $98,097 to account for potential increases in market fuel prices, bringing the total projected cost to $108,000.

PUBLIC NOTIFICATION
Not applicable.

ENVIRONMENTAL IMPACT REVIEW
Not applicable.

ATTORNEY REVIEW
The Attorney for the City has reviewed and approved the contract.

ALTERNATIVES
Alternative No. 1: Award a contract to AAA Oil, Inc., dba California Fuels and Lubricants, Inc., for unleaded and renewable diesel bulk fuel services. This is the recommended action.

Alternative No. 2: Do not award a contract to AAA Oil, Inc., dba California Fuels and Lubricants, Inc., and instead direct staff to issue a new IFB for bulk fuel services. This option is not recommended because AAA Oil’s service history has been satisfactory and their pricing is competitive. Soliciting new proposals at this time may result in increased costs and/or unsatisfactory service.

Alternative No. 3: Do not award a contract to AAA Oil, Inc., dba California Fuels and Lubricants, Inc., and instead direct staff to utilize commercial gas stations for all fueling needs. This is not recommended because navigating large fire apparatus through commercial gas stations can be hazardous. Furthermore, this approach could lead to

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June 16, 2026

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significant delays in emergency response times and a lack of guaranteed fuel availability during disasters.

RECOMMENDATION
Staff is requesting that the City Council approve Alternative No. 1, which is to award a contract to AAA Oil, Inc., dba California Fuels and Lubricants, Inc., for unleaded and renewable diesel bulk fuel services.

Prepared by: Cassandra Burkart, Management Aide
Reviewed by: Mark Sprague, Field Services Manager
Approved by: Scott Smith, Director of Public Works
Fiscal review by: Ryan Smith, Finance Director / City Treasurer Attorney review by: Colin Burns, Attorney for the City
Approved by: Maggie Le, City Manager
Attachment:

1. Contract

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CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: June 16, 2026
Members of the City Council
SUBJECT: Rehabilitation and Resurfacing of Euclid Street (from Slater Avenue to Talbert Avenue) and Talbert Avenue (from Brookhurst Street to Bushard Street), Project No. 24011

1. Accept the bids and award a construction contract to Calmex Engineering, Inc. for the Rehabilitation and Resurfacing of Euclid Street (from Slater Avenue to Talbert Avenue) and Talbert Avenue (from Brookhurst Street to Bushard Street), Project No. 24011 in the amount not-to-exceed $2,643,731.50;

2. Accept the proposal and authorize Staff to issue a Purchase Order to Willdan Engineering On-Call contract for Construction Management, Inspection and Materials Testing Services in the amount not-to-exceed $141,196.

Three-Year Strategic Goals
☒ Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live.”
☐ Ensure long-term fiscal stability by evaluating processes, and attract and retain revenue producing businesses/opportunities.
☐ Attract and retain quality staff through best practices and trends. ☒ Maintain, build, plan for, and modernize infrastructure to support the growth and future needs of the City.
☐ Not applicable.

EXECUTIVE SUMMARY
Staff recommends that the City Council accept the bids and award a construction contract to Calmex Engineering, Inc. for the Rehabilitation and Resurfacing of Euclid Street (from Slater Avenue to Talbert Avenue) and Talbert Avenue (from Brookhurst Street to Bushard Street), Project No. 24011 (Project), in an amount not to exceed $2,643,731.50. Staff also recommends City Council approve the proposal and authorize staff to administratively issue a Purchase Order under Willdan Engineering’s On-Call Contract for Construction Management, Inspection, and Materials Testing Services in an amount not-to-exceed $141,196.

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The Project consists of the rehabilitation and resurfacing of Euclid Street between Slater Avenue and Talbert Avenue, and Talbert Avenue between Brookhurst Street and Bushard Street. Improvements also include the reconstruction of sidewalks, curb ramps, and driveway approaches to achieve ADA compliance along all pedestrian pathways within the project limits.

The Project scope includes alternative bid items, recommended for inclusion at City Council’s discretion, for the removal and replacement of landscape improvements located along the west side of Euclid Street. Deteriorated tree root systems have caused significant damage to adjacent sidewalks, curbs, gutters, and pavement. The alternative landscape restoration work is designed to complement the existing improvements located along the east side of the street.

Staff recommends the inclusion of all alternative bid items, as the associated costs remain within the approved Project budget.

Construction is anticipated to begin in Summer 2026 and be completed by Fall 2026.

Funding for the Project is provided through RMRA (Gas Tax) Funds, Measure M Funds, General Fund (Measure HH Funds), and Enterprise Water and Sewer Funds. Sufficient funding for the Project is included in the adopted FY 2025/2026 Budget.

DISCUSSION
Through the City’s Pavement Management Program (PMP), Public Works staff identified Euclid Street (from Slater Avenue to Talbert Avenue) and Talbert Avenue (from Brookhurst Street to Bushard Street) as priority corridors for roadway rehabilitation improvements. The proposed work includes the removal and reconstruction of deteriorated pavement sections, followed by the placement of a fiber-reinforced rubberized asphalt concrete overlay throughout the project limits. The use of fiber-reinforced rubberized asphalt concrete provides several long-term benefits, including enhanced skid resistance, reduced roadway noise, improved resistance to rutting, and increased pavement durability and service life. In addition to roadway rehabilitation, the Project includes the reconstruction of sidewalks, curb ramps, and driveway approaches to ensure ADA compliance along all pedestrian pathways within the project area.

During the design phase of the Project, staff identified 22 trees located along the west side of Euclid Street whose root systems have caused significant damage to adjacent sidewalks, curbs, gutters, and roadway pavement. Additionally, 21 of the 22 trees are located directly beneath Southern California Edison overhead power lines. Due to repeated utility trimming and “topping” by Southern California Edison, many of the trees have experienced the removal of major limbs and the development of weak lateral branch growth. Over time, these conditions have contributed to the decline, disease, and decay of several trees.

Based on construction cost estimates, it was uncertain whether sufficient funding would be available to remove all 22 trees. Therefore, staff developed a base bid project scope that included the removal of 8 of the most problematic trees and localized repairs to damaged sidewalks, curbs, gutters, and pavement. While this approach addresses the most immediate and critical infrastructure issues, staff determined it would provide only a short-term solution, as the root systems of the remaining trees are expected to continue causing damage to both existing and newly constructed improvements.

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Staff developed alternative bid items, should bid costs come within budget constraints, for the removal of the remaining 14 trees, which would result in the removal of all 22 trees and would address long-term concerns. The alternative bid item improvements are designed to complement the existing enhancements located along the east side of Euclid Street.

Replacement trees have been carefully selected to accommodate the size limitations imposed by the overhead power lines while enhancing corridor aesthetics.

The Project construction estimate indicated that inclusion of the alternate work could potentially exceed available Project funding. Therefore, staff structured the bid to separate the additional work into alternate bid items. This approach provided the City with the flexibility to evaluate the bid results and determine whether the alternate work could be incorporated while remaining within the approved Project. Fortunately, the bids received were very competitive and approved Project budget is sufficient to include the additional cost associated with the alternative bid items.

Accordingly, staff recommends incorporating the alternative bid items into the Project to facilitate the removal of all 22 trees and the installation of the proposed landscape improvements. This approach will provide a comprehensive, long-term solution that minimizes future infrastructure damage, reduces ongoing maintenance costs, and enhances the overall appearance of the corridor.

On April 16, 2026, the City publicly advertised Request for Bid (RFB) No. 26-009 for the Rehabilitation and Resurfacing of Euclid Street (from Slater Avenue to Talbert Avenue) and Talbert Avenue (from Brookhurst Street to Bushard Street), Project No. 24011.

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The Project’s bid documents required interested bidders to submit alternate bids in addition to their base bids for their proposals to be considered responsive. Pursuant to Section 1-1.49 of the General Provisions, “The Award of Contract shall be the Lowest Responsible Bidder, as determined by the Base Bid amount, and will be awarded for the Base Bid amount and any additive or deductive alternate work as selected by the City Council as prescribed by Public Contract Code Section 20103.8.”
On May 14, 2026, the City received nine (9) bids for the Project. Calmex Engineering, Inc. was determined to be the lowest responsive and responsible bidder, submitting a base bid in the amount of $2,439,666.50, an alternative bid in the amount of $204,065.00, and a total bid amount of $2,643,731.50. The total bid amount is within the Project budget and considered competitively priced. Staff reviewed the bid and determined it to be in accordance with City requirements and purchasing policies.

Contractor Base Bid Amount Alternative Bid
Amount
Total Bid Amount

1. Calmex Engineering, Inc.

2. Elegant Construction Inc.

3. Hardy & Harper, Inc.

4. Onyx Paving Company, Inc.

5. R.J. Noble Company

6. Excel Paving Company

7. Sequel Contractors, Inc.

8. All American Asphalt

9. Van Engineering, Inc.

Engineer’s Estimate:
$2,439,666.50
$2,454,840.00
$2,545,000.00
$2,567,000.00
$2,590,997.60
$2,678,129.00
$2,784,548.00
$2,796,112.00
$3,172,655.50
$204,065.00
$147,800.00
$200,000.00
$277,000.00
$277,508.00
$232,000.00
$173,000.00
$257,300.00
$241,250.00
$2,643,731.50
$2,602,640.00
$2,745,000.00
$2,844,000.00
$2,868,505.60
$2,910,129.00
$2,957,548.00
$3,053,412.00
$3,413,905.50
$3,150,000.00
Calmex Engineering, Inc., has more than 30 years of experience operating throughout Southern California and has successfully completed numerous roadway improvement projects for the California Department of Transportation. Staff contacted references for several recently completed projects and received positive feedback regarding the contractor’s quality of workmanship, professionalism, and effective communication with agency staff and residents throughout construction activities.

On-Call Consultant Services
Due to project size and nature of the work, dedicated construction management, inspection and materials testing services will be required on this project to ensure timely responses, contract compliance, and proper Quality Assurance/Quality Control (QA/QC) during construction activities. Therefore, Staff intends to utilize the City Council-approved On-Call consultants list to administratively issue a Purchase Orders for construction management, inspection and materials testing services that are needed for this project.

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Construction Management, Inspection and Material Testing Services City staff solicited and received proposals from Willdan Engineering, TKE Engineering, Inc., and Onward Engineering, from the City’s On-Call consultant list for construction management and inspection services. Each proposal included a comprehensive scope of work for construction management, inspection, and materials testing services associated with the Project.

Willdan Engineering submitted a proposal in the amount of $141,196, TKE Engineering, Inc. submitted a proposal in the amount of $214,246, and Onward Engineering submitted a proposal in the amount of $156,172.05. While all firms submitted comparable hourly rates, staff recommends Willdan Engineering based on the firm’s extensive experience providing construction management and inspection services for large-scale pavement rehabilitation projects. In addition, Willdan Engineering maintains an in-house materials testing laboratory, which results in greater efficiency and good value to the City.

Willdan Engineering is a well-established civil engineering and construction management firm with a strong reputation throughout Southern California. Staff determined that Willdan Engineering is best qualified to support the Project and provides the best overall value to the City. The proposed construction manager and construction inspector assigned to the Project have more than 20 years and 30 years of specialized experience in pavement rehabilitation projects of similar size and complexity, respectively. Willdan Engineering has also successfully provided construction management and inspection services for roadway improvement projects in the cities of Garden Grove, Brea, Inglewood, and Pico Rivera.

Accordingly, staff recommends administratively issuing a Purchase Order to Willdan Engineering in the amount not-to-exceed $141,196 for construction management, inspection, and materials testing services.

FISCAL REVIEW
The adopted FY2025/2026 budget for Project No. 24011 is sufficient to fund this Project.

Project No. 24011 Budget Allocation
Vendor/Item Amount
General Fund (Measure HH) $1,200,000.00
RMRA (SB1) Funding $937,553.00
Measure M Funding $1,307,447.00
Water Fund $25,000.00
Sewer Fund $30,000.00
Total Budget $3,500,000.00

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FY2025/2026 Project No. 24011 Expenses/Costs
Vendor/Item Amount
Construction (Calmex Engineering, Inc.) $2,643,731.50
10% Contingency $264,373.00
Construction Management, Inspection, and Materials
Testing (Willdan Engineering)
$141,196.00
Engineering Design Services (Onward Engineering)* $5,884.00 Project Plans and Bid Document Printing Costs $3,000.00 FY25/26 Total Project Expenses/Costs $3,058,184.50
^Note that, as in all of the City's Public Works contracts, the contract itself provides the Director of Public Works authority to issue change orders of up to 10% of the original contract amount. When the Council approves the contract, it approves this authority. Ten percent is generally considered within the normal range of changed conditions on a Public Works construction project and, by providing change order authority upfront, Council helps to reduce the possibility of delay damages that could be incurred when a contractor must stop work and wait for authorization to proceed.
*Onward Engineering FY23/24 P.O. was $99,995, with a FY25/26 P.O. carryover amount of approximately $5,884
FY2025/2026 Project No. 24011 Budget
Description Amount
Approved Project Budget Allocation $3,500,000.00
Project Costs ($3,058,184.50)
Remaining Project Budget $441,815.50
Construction Management and Inspection Services: Willdan Engineering (CON 1544) Total On-Call Contract for Willdan Engineering* $600,000.00 Construction Management and Construction Inspection Expenditure – Residential Roadway Rehabilitation Project (City Quadrant B4) ($85,132.00) Construction Management and Inspection Expenditure – Rehabilitation and Resurfacing of Euclid Street (from Slater Avenue to Talbert Avenue) and Talbert Avenue (from Brookhurst Street to Bushard Street) ($141,196.00)
Total Remaining in Contract $373,672.00
*Approved by City Council on February 18, 2025
PUBLIC NOTIFICATION:

Not applicable.

ENVIRONMENTAL IMPACT REVIEW:

Not applicable.

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ATTORNEY REVIEW
The Attorney for the City has reviewed and approved the Calmex Engineering, Inc. contract for construction. The Attorney for the City has also reviewed the Willdan Engineering contract from the City Council-approved Construction Management and Inspection consultant list approved on February 18, 2025.

ALTERNATIVES:

Alternative No. 1:

Alternative No. 2:

1. Reject all bids and do not award a construction contract to Calmex Engineering, Inc. For the Rehabilitation and Resurfacing of Euclid Street (from Slater Avenue to Talbert Avenue) and Talbert Avenue (from Brookhurst Street to Bushard Street), Project No. 24011 in the amount not-to-exceed $2,643,731.50;

2. Do not accept the proposal and do not authorize Staff to issue a Purchase Order to Willdan Engineering On-Call contract for Construction Management, Inspection and Materials Testing Services in the amount not-to-exceed $141,196.

This is not the recommended alternative as the bids received are competitive bids and Contractor is a reputable contractor that has completed similar municipal projects throughout Southern California. Moving forward with this project will prevent further degradation of the City’s residential streets that, if not performed now, will cost considerably more in the future due to continued deterioration, rising fuel costs, and inflation.

RECOMMENDATION
Staff recommends that the City Council:

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Support by: Terri Phan, Management Aide
Prepared by: Ryan Damon, Engineering Associate
Recommended by: Kyle Knoke, P.E., Senior Civil Engineer Reviewed by: Temo Galvez, P.E., Deputy Public Works Director / City Engineer Approved by: Scott Smith, P.E., Director of Public Works Fiscal Review by: Ryan Smith, Finance Director / City Treasurer Approved by: Maggie Le, City Manager
Attachment 1: Calmex Engineering, Inc. Contract
Attachment 2: Willdan Engineering On-Call Construction Management and Inspection Material Testing Services Proposal

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Attachment #1

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May 11, 2026
City of Fountain Valley
Ryan Damon
Engineering Associate
10200 Slater Avenue
Fountain Valley, CA 92708
Subject: Request for Proposals for Construction Management, Inspection, and (Optional) Materials Testing Services for the Euclid Street Rehabilitation Project from Slater Avenue to Talbert Avenue and Talbert Avenue From Brookhurst Street to Bushard Street
Dear Mr. Damon:

The City of Fountain Valley is seeking professional firm(s) to provide construction management, labor compliance, Inspection, and (optional) materials testing services for the Euclid Street Rehabilitation Project. Willdan Engineering (Willdan), a California corporation, is prepared to supplement the City with construction management, inspection, and material testing services to assist in the delivery of the City’s capital improvement project Willdan is a recognized leader in delivering engineering services to California cities and counties. The following strengths are what set us apart from the competition and make us the best-qualified team for this assignment:

Highly Skilled Project Manager, Construction Manager, and Construction Inspector.

Our proposed Project Manager/Resident Engineer, Mr. Mike Bustos, PE, has over 22 years of public works construction experience and has managed several of the City’s recent water line and pavement improvement projects. He directs and monitors public works inspection services and oversees construction observation personnel. Mr. Bustos’s experience includes construction management of federally funded projects, and he has participated in over a dozen successful Caltrans audits over the past two (2) years. He will be responsible for overall project management and will review our work product to ensure it complies with Willdan’s and the City of Fountain Valley’s requirements.

In addition to Mr. Bustos, Willdan’s proposal includes Mr. Arne Cvek as Construction Manager. Mr. Cvek has experience managing large street improvement projects and is a recent graduate of the Caltrans Resident Engineering Academy. He will directly oversee the project inspector and will be responsible for the construction file. Lastly, Mr. Mike Paieri will serve as Willdan’s proposed public works inspector and will report directly to Mr. Cvek. Mr. Paieri has over 30 years of experience in public works construction and is currently inspecting the City of Garden Grove Harbor Boulevard Pavement Improvement Project.

His recent project experience includes the inspection of the City of Long Beach’s $40 Million Great Artesia Project, which included the same elements as the City’s Firestone Boulevard Improvement Hot Spot Project.

Unmatched Pavement Improvement Project Experience. Willdan has provided construction management and/or inspection services on numerous pavement-related projects for over 61 years, large scale HMA overlays, bike lanes, rehabilitations, slurry seals, and street widening.

Large Company with Boutique Company Approach. We have the resources of a large company but are staffed by individuals who respect our clients' unique needs. Every Willdan employee – including those working at City offices – seeks to understand each city's goals, policies, and practices based upon what is written in their general plans and development codes and how those goals and policies have been applied over time. This approach has contributed to Willdan’s success.

Attachment #2

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City of Fountain Valley
Construction Management, Inspection, and Material Testing Rehabilitation Project City of Fountain Valley
2 Willdan looks forward to a continued and successful partnership with the City of Fountain Valley and its construction project needs. We welcome the opportunity to meet with the City to further discuss our qualifications and experience and to demonstrate how we can best assist the City with the requested construction management services.

Respectfully submitted,

WILLDAN ENGINEERING CITY OF FOUNTAIN VALLEY
Chris Baca, RCI, CESSWI
Director of Construction Services Signature

Date
910005/WW.00.40/P26-160_28343

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City of Fountain Valley
Construction Management, Inspection, and Material Testing Rehabilitation Project City of Fountain Valley
3 Willdan Qualifications
Project Management/Construction Management and Inspection Services Willdan provides expertise in all areas of construction management, inspection, labor compliance, material testing, and community relations with residents and businesses affected by construction. Our experienced team members serve as construction managers, resident engineers, and inspectors, and provide significant insight to identify and correct discrepancies, ambiguities, omissions, or conflicts in contract documents that could lead to misinterpretation and/or disagreements between the City and the contractor.

Willdan has experience managing projects spanning arterial street improvements, pavement rehabilitation, ADA improvements, tenant and building improvements, traffic signal modifications, drainage, sewer, water, landscaping, and other appurtenant work. Willdan’s construction services personnel have experience with best practices to prevent potential conflicts and to avoid or mitigate unforeseen issues during construction. Our goal is to anticipate or diminish potential problems before they arise through continual review of project plans, specifications, the contractor’s schedule, and other contract documents.
(OPTIONAL) Materials Testing Services
Willdan provides a full gamut of geotechnical studies, engineering geology, and materials testing and inspection, including subsurface exploration, geologic and seismic hazard assessment, soil testing, engineering and pavement analyses and designs, construction support (soils and materials testing and inspection), slope stability and settlement analysis, earthquake and seismic hazard analysis, and other special studies. Willdan’s full-service soils and materials testing laboratory is certified by Caltrans and participates in the AMRL and CCRL proficiency programs.

We maintain a full-service soils and material testing laboratory at our facility located at 1515 South Sunkist Street in Anaheim, California. Various aspects of our laboratory testing capabilities are certified and/or accredited by the City of Los Angeles, Division of State Architect (DSA), AASHTO re: source (formerly AMRL), and Caltrans. We also participate in the AASHTO, CCRL, and Caltrans Proficiency Sample Programs.

Over the years, Willdan Geotechnical has successfully assisted our clients in completing projects in the areas of:

Geotechnical Engineering Materials Testing and Inspection  Subsurface exploration
 Shallow and deep foundation design
 Earthwork
 Earth retaining structures
 Slope stability evaluation
 Embankments/Erosion control structures
 River channel rehabilitation
 Ground improvements and soil stabilization
 Pavement subgrade investigations
 Pavement design
 Construction observations and monitoring
 Third-party geotechnical/geological data review
 Compaction testing – soils & asphalt concrete
 Engineering characteristics & index properties of
soils and asphalt concrete
 Reinforced Concrete & Pre-stressed Concrete
 Shotcrete/Gunite
 Reinforced Masonry
 AWS/CWI
 Structural Steel Welding & Erection
 High Strength Bolting
 Fireproofing
 Batch Plant Inspection
 Field & Lab Technicians
 Hydraulic Pull testing
 Ceiling and Splay Wire Testing
Engineering Geology Earthquake Engineering
 Geologic mapping
 Geologic hazard assessment
 Fault investigation
 Landslide investigation and repair
 Slope erosion investigation and stabilization
 Dewatering analysis
 Pump test assessment
 Seismic hazard evaluation and mitigation
 Dynamic soil behavior
 Ground motion studies
 Performance evaluation of slopes and retaining
walls under dynamic loading
 Retrofit/Rehabilitation of foundation systems to
mitigate dynamic loading impact

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City of Fountain Valley
Construction Management, Inspection, and Material Testing Rehabilitation Project City of Fountain Valley
4 Methodology
Project Understanding
Willdan understands that the City of Fountain Valley requires a qualified construction engineering consultant to provide construction management, inspection, and (optional) materials testing for the Euclid Street Improvement Project.

The project consists of the rehabilitation and resurfacing of Euclid Street and Talbert Avenue, including cold milling of existing pavement, placement of fiber-reinforced concrete leveling and asphalt rubber hot-mix surface courses, and reconstruction of deficient concrete improvements, such as sidewalks, curb and gutter, driveways, and curb ramps. The work also includes adjusting utility structures to grade, traffic striping and signage, and coordinating with existing utilities and irrigation systems within an active urban corridor.

Construction will require careful staging, traffic control, and maintenance of access to adjacent properties, as well as adherence to City standards and project specifications to ensure a high-quality, durable roadway improvement.

Willdan understands the City is requesting that the construction manager be present up to four (4) hours a day and the inspector be present eight (8) hours a day during the construction period. Willdan understands construction begins after June 2026 and is estimated to be completed and closed out within 60 working days.

Key Challenges
Key Challenge: Traffic Management
The Euclid Street and Talbert Avenue rehabilitation project will be constructed within active arterial corridors that serve a high volume of daily traffic and provide critical access for residents, businesses, and emergency services.

Construction activities such as cold milling, paving operations, concrete reconstruction, and utility adjustments will require lane closures and traffic control measures that have the potential to disrupt traffic flow, increase congestion, and create safety concerns for both motorists and pedestrians. Maintaining safe and efficient traffic operations while minimizing impacts to adjacent properties will be a key challenge throughout construction. Willdan’s CM team will work closely with the contractor and the City to ensure compliance with approved traffic control plans, monitor lane closure restrictions, and maintain safe access at all times. Our team will also support proactive communication and coordination efforts to minimize disruptions to the traveling public and local stakeholders.

Key Challenge: Material Availability and Quality Control The project relies on specialized materials, including fiber-reinforced asphalt concrete and asphalt rubber hot mix, which require strict adherence to mix design, testing, and placement requirements. Delays in material procurement or issues with mix design approval can impact the construction schedule and overall pavement performance.

Willdan’s Construction Manager will work closely with the contractor to ensure timely submittal and review of mix designs and material data, while coordinating with the materials testing team to verify compliance with project specifications. Early identification of potential procurement or quality issues will allow the team to implement corrective measures and maintain project momentum.

Key Challenge: Construction Sequencing and Phasing
Proper sequencing of construction activities is critical to maintaining access, ensuring quality installation, and minimizing rework. The project includes multiple work elements—pavement rehabilitation, concrete improvements, and utility adjustments—that must be carefully coordinated within limited work windows and traffic control constraints. Willdan’s construction management team will review the contractor’s proposed construction sequencing and traffic control plans to ensure they align with project requirements and City standards. Our team will verify that phasing maintains access to businesses and residences, ensures safe pedestrian pathways, and supports efficient construction operations. Continuous monitoring of sequencing activities will help maintain schedule adherence and reduce potential conflicts in the field.

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City of Fountain Valley
Construction Management, Inspection, and Material Testing Rehabilitation Project City of Fountain Valley
5 Project Approach
Willdan provides expertise in all areas of construction management, inspection, and materials testing. Our experienced team members serve as construction managers and inspectors and provide significant insight to identify and correct discrepancies, ambiguities, omissions, or conflicts in contract documents that could lead to misinterpretation and/or disagreements between the City and the contractor. Our goal is to anticipate or diminish potential problems before they arise through continual review of project plans, specifications, the contractor’s schedule, and other contract documents.

Willdan's construction management and inspection team strives to anticipate or diminish potential conflicts/issues before they arise through continual review of project plans, specifications, contractor’s schedule, and other contract documents. Our team is adept at:
 Anticipating job site conflicts/issues
 Calling job site conflicts/issues to the Project Manager's and/or contractor's attention  Offering constructive recommendations and achieving cooperation from the contractor  Dealing with issues in a professional, straightforward fashion Our approach to issue resolution is to:
 Obtain and document the facts surrounding the issue
 Develop reasonable solutions in conjunction with the contractor and Project Manager  Respond quickly and effectively so that job progress and quality do not suffer Through close communication with the City's project staff, timely corrective action is taken to alleviate potential adverse impacts of work progress, costly change orders, and construction claims.

Scope of Work
Construction Management

1. Assist the City with a public awareness and information program to keep residents and local stakeholders informed of project status and impacts to traffic flow circulation, including answering the public’s questions about the project.

2. Prepare construction file. A copy of Willdan’s file checklist can be provided upon request.

3. Ensure the contractor distributes public construction notices and places construction and information signs.

4. Prepare special concerns to be presented at the preconstruction conference.

5. Conduct preconstruction meeting, prepare meeting minutes, and distribute to attendees.

6. Review the contractor’s safety program in consultation with City staff.

7. Through Willdan’s system of project control, monitor activities related to projects such that the project is constructed in a timely fashion pursuant to contract documents.

8. Log, track, and process submittals, RFIs, releases for construction (RFCs), contract change orders (CCOs), field directives, notices of proposed change (NOPCs), non-conformance reports (NCRs), construction schedule, and detailed traffic control plan.

9. Closely review the schedule and advise the contractor to act on schedule slippage.

10. Document contractor’s 20-day notices, mechanic’s liens, and stop notices.

11. Assume responsibility for coordination with inspection staff and City staff.

12. Monitor and coordinate activities of design engineering support, surveying, testing, and work by utilities or other agencies.

13. Coordinate the contractor’s field work with utility companies and other agencies.

14. Prepare a weekly statement of working days and submit it to the contractor and the City.

15. Establish and conduct weekly construction progress meetings to:
a. Resolve all old business issues to the maximum extent possible b. Address all items of new business as presented by any party c. Review project schedule and address any deviations

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City of Fountain Valley
Construction Management, Inspection, and Material Testing Rehabilitation Project 6 City of Fountain Valley
d. Review submittal log in terms of items needed and resubmittals required, and review RFI, RFC, CCO, NCR, and NOPC logs
e. List status of construction items recently undertaken or ongoing f. List of planned construction items for the next two weeks (two-week look-ahead schedule) g. Review SWPPP issues
h. Review the contractor’s safety program

16. Prepare minutes for the weekly construction progress meeting.

17. Provide claims mitigation monitoring, including proactively applying foresight to discover unforeseen conflicts prior to contractor encounter.

18. Evaluate and respond to the contractor’s requests for clarification of plans and specifications.

19. Ensure that all questions, conflicts, and issues are immediately brought to the City’s attention and addressed with appropriate directives to the contractor.

20. Conduct special site meetings, when necessary, with the contractor and City staff to review job progress, scheduling, and coordination.

21. Perform quantity, time, and cost analyses required for negotiation of contract changes.

22. Negotiate and prepare change orders, including a memorandum of explanation and cost estimates, to substantiate the change order and send them to the City for review.

23. Monitor and perform immediate and thorough analysis of the validity of all potential claims that arise.

24. Maintain all data for change orders and record information regarding the time of dispute, the time of notification by the contractor, and the action taken by the inspector.

25. Monitor materials documentation and testing results and enforce corrections.

26. Review and approve the contractor’s progress payment requests; negotiate differences over amount with the contractor; and process payments through the City's Project Manager.

27. Monitor the preparation of the punch list at substantial completion and follow up.

28. Routinely review construction files to ensure conformance to City standards and good construction management practices.

29. Ensure the City receives the as-built set of drawings at completion.

30. Assist City with stop notices and release of retention.

31. Provide a memorandum of clearance to issue a notice of completion.

32. Finalize and deliver all construction files and supplies to the City for their records.

Construction Inspection

1. Review plans, specifications, and all other contract- and construction-related documents.

2. Conduct a field investigation of the project area to become familiar with the existing facilities and the project environment.

3. Become familiar with traffic control plans, construction schedule, construction sequence, and permit requirements from other agencies.

4. Verify that the contractor conforms to the design survey line and grades.

5. Attend weekly progress meetings with the construction manager, contractor, and subcontractors.

6. Provide full-time and as-needed construction inspection of the work to monitor materials and methods for compliance with plans, specifications, and contract documents; address and document non-conforming items as they are discovered.

7. Monitor compliance with Cal OSHA requirements and compliance with all local, state, and federal regulations.

Although Willdan will monitor the activities, it is the contractor’s sole responsibility to provide workers with a safe working environment.

8. Monitor compliance with the Clean Air Act and the Clean Water Act (National Pollutant Discharge Elimination System—NPDES best management practices) and the contractor’s compliance with approved SWPPP.

9. Meet with the contractor at the beginning of each day and review the proposed work plan, including specific details that may affect progress.

10. Conduct daily measurements of quantities of work with the contractor.

11. Review actual contractor performance throughout the day and discuss discrepancies with the contractor as they occur.

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City of Fountain Valley
Construction Management, Inspection, and Material Testing Rehabilitation Project 7 City of Fountain Valley

12. Assist in the coordination of engineering support, surveying, specialty inspections, and fieldwork by utility companies.

13. Ensure compliance with Underground Service Alert notification/delineation.

14. Evaluate the contractor’s operation and production with respect to quality and progress and report to the City’s Project Manager and Construction Manager.

15. Photograph continuous property frontages along the street alignment once prior to construction and once immediately following construction. Maintain a photographic record of key elements of each major operation of work each day, with increased detail in situations of potential changes or claims.

16. Closely monitor testing results and require the contractor to provide corrective measures to achieve compliance.

17. Maintain copies of all permits needed to construct the project and enforce specific requirements of each.

18. Prepare and maintain detailed daily diaries and inspector reports on construction progress.

19. Prepare clear and concise letters and memoranda, as needed. Establish a solid paper trail.

20. Maintain field file-bound workbooks and Willdan electronic file during construction, including a cumulative record of quantities constructed, daily and weekly reports, working day reports, change order documentation, photographs, and other documentation.

21. Analyze delays and review claims on a timely basis and make recommendations to the construction manager.

22. Assist with the review and evaluation of change orders.

23. Provide complete measurements and calculations documented to administer progress payments.

24. Maintain and submit a clean set of plans marked in red for as-built corrections on record drawings to be filed with the City. (City’s design consultant will transfer the contractor’s record drawings to the original Mylar drawings.)

25. Prepare a punch list at substantial completion and follow up with the contractor regarding the progress of corrections.

26. Schedule a final inspection with the City and applicable agencies; prepare, distribute, and inspect corrections to the final punch list for completion; and recommend final acceptance.

27. Prepare documentation for final payment to the contractor.

Geotechnical and Material Testing

1. Attend meetings, as needed, with the project team.

2. Review existing geotechnical reports, project plans, and specifications.

3. Perform laboratory testing.

4. Verify compliance with approved project plans, specifications, and applicable code requirements.

5. Provide a qualified technician for AC batch plant inspection and/or AC placement.

6. Provide a qualified soil technician to observe and test earthworks and compaction.

7. Provide testing of the PCC used in the construction of the concrete intersection.

8. Provide engineering support, inspector/technician coordination, dispatch, material engineering review, test reporting, QA/QC, and administrative support services.

9. Submit – for City review – daily field-testing and inspection reports indicating information pertinent to inspections performed and compliance/non-compliance with project documents and applicable codes.

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City of Fountain Valley
Construction Management, Inspection, and Material Testing Rehabilitation Project 8 City of Fountain Valley
Relevant Experience
Crenshaw Boulevard Phase 1 Improvements
City of Inglewood
1 W. Manchester Blvd
Inglewood, CA 90301
Hunter Nguyen
Associate Engineer
310-412-8768
Year Completed: Ongoing
Willdan is providing construction management, inspection, and material testing services for this $17 million project to beautify and improve the Crenshaw Blvd corridor between the I-105 freeway and Century Blvd. The work includes removal and reconstruction of existing asphalt concrete, driveway approaches, sidewalks, curb and gutter, cross gutters, curb ramps, and bus pads; new irrigation water services and abandonments of existing water services; median and parkway landscaping, tree removals and planting, irrigation system, and median electrical and landscape lighting system; traffic signal modifications, ITS improvements, and street lighting; and cold milling and asphalt rubber hot mix overlay. The project involves regular coordination with Caltrans, the City of Hawthorne, and the City of Inglewood’s Traffic Department, Water Department, Public Works, and Park and Recreation.

Foothill Boulevard Link Bikeway and Pedestrian Greenbelt Project City of La Cañada Flintridge
1 Civic Center Dr
La Cañada Flintridge, CA 91011
Maged El-Rabaa
Director of Public Works
(818) 790-8882
Year Completed: 2024
Willdan provided construction management, inspection, material testing, labor compliance, utility coordination, and grant administration services for this $2.9 million federally funded project which consisted of approximately a half mile Class I bicycle and pedestrian path, and two miles of Class II bike lane and bicycle amenities; raised medians; a bus stop; cold milling and ARHM overlay, replacement of striping; replacement of curb and gutter and other drainage improvements; water service and fire hydrant relocations; traffic signal improvements to include new poles and equipment, bicycle signal detection, and bicycle/pedestrian push buttons; street lighting; illuminated street name sign; and streetscape beautification with narrowed travel lanes to enhance bike and pedestrian mobility and safety.

Great Artesia Boulevard Project
City of Long Beach
411 West Ocean Boulevard
Long Beach, CA 90802
Joseph Khilla, PE, TE
Assistant City Engineer
(562) 230-7862
Year Completed: 12-2025
The $36 million corridor improvement project is funded by Measure A, the City’s infrastructure fund, and Los Angeles County Metropolitan Transportation Authority Grants. Willdan is providing public works inspection services for this project, which will deliver critical roadway infrastructure improvements along a three-mile stretch of Artesia Boulevard, beginning at Harbor Boulevard and culminating at Downey Avenue. The corridor improvement project consists of roadway improvements, median and median fencing improvements, traffic signal enhancements, installation of Intelligent Transportation System equipment, installation of class IV bike lanes, bulb-outs to reduce travel time across streets, stormwater bio-retention treatments, and new wayfinding signage, as well as landscape and irrigation improvements with the addition of approximately 400 new trees.

The project aims to prevent traffic-related fatalities, design safer streets, provide equitable active transport, and promote healthy communities.

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City of Fountain Valley
Construction Management, Inspection, and Material Testing Rehabilitation Project City of Fountain Valley
9 Fee Schedule
Willdan proposes to perform the required services on a time and materials (T&M) basis. Willdan’s proposal is based upon the City’s estimated 60 Working Day construction schedule. Our proposed not-to-exceed fee for the Scope of Work identified above is $141,196.00.

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City of Fountain Valley

RESUMES
Mike Bustos, PE, ENV SP
Deputy Director of Construction Management and Inspection Profile Summary
Education:  BS, Civil Engineering (Magna Cum Laude), California Polytechnic State University, San Luis Obispo
 Caltrans Resident Engineer Academy
Certifications  Civil Engineer, California No. 73173
 Envision Sustainability Professional, Institute for Sustainable Infrastructure Experience:  23 Years
Mr. Mike Bustos, PE, ENV SP, is responsible for design and construction management of projects such as utility installations, pipeline rehabilitation, pump stations, water wells, roadway reconstructions, drainage improvements, pavement rehabilitation, street improvements, and grading. Mr. Bustos currently serves as the Deputy Director of Willdan’s Construction Management and Inspection Services Group. He has served as resident engineer for dozens of projects over the last seven years. He has gained valuable experience in on-site construction management, offsite construction administration, inspection, design, and plan checking during his 23 years with Willdan.

Relevant Project Experience
C Street Emergency Sewer Project, City of Fillmore, California. Construction Manager/Resident Engineer. Willdan is providing City Engineering and Design, Construction Management, Public Works Inspection, and Labor Compliance Services for this project which involves the emergency repair of a collapsed sewer main at “C” Street. The work includes installation of a new sewer and new sewer manhole.

Holbrook-Palmer Park Access and Circulation Improvements Project No. 56083, Town of Atherton, California.

Construction Manager. Willdan is providing construction management and inspection services for this project, which involves the renovation of the Holbrook-Palmer Park, including demolition, clear and grub, earthwork, grading, site drainage, AC pathway, decomposed granite pathway, fencing entry improvements, paver plaza, site drainage, site furnishings, raised crosswalk, ADA ramp, irrigation, landscaping, and road improvements.

West Ward Avenue Street Rehabilitation, City of Ridgecrest, California. Construction Manager. Willdan is providing construction management, inspection, materials testing, and labor compliance services for this project, involving the Solar Addition to a Bus Shade Structure and addition to Bus Charging Stations.

Glenn County Emergency Repairs to Bridge 11C-0057and County Road 306 at Salt Creek, Glenn County, California.

Construction Manager. Willdan is providing Construction Management and Inspection for this project to restore the bridge over Salt Creek and to restore County Road 306 near the bridge to pre-existing conditions, prior to storm damage. Damage was discovered at the approach to County Road 306 and the bank protection of the Salt Creek Bridge. The project replaces the fill behind both bridge abutments, replaces the sacked concrete with rock slope protection, restores the roadway with new compacted aggregate base and hot mix asphalt, and constructs nonerosive drainage outlets to the creek.

San Fernando Pacoima Wash Bikeway and Pedestrian Path Federal Project No. ATPL-5202(020), City of San Fernando, California. Construction Manager/Resident Engineer. Willdan provided Construction Management, Inspection and Labor Compliances services for this project, which consists of a 12-foot wide, 1.34-mile Class I asphalt concrete bikeway within the Pacoima Wash, including constructing ramps and retaining wall, installing fence and guardrail, installing prefabricated bridge, installing lighting, rectangular rapid flashing beacons, striping, markings, signage, bollards, and miscellaneous appurtenant work. The cost of this project was more than $4.3 million.

Arrow Highway Street Resurfacing and Highway Safety Improvement Project, City of Azusa, California.

Construction Manager/Resident Engineer. Willdan is providing the City with Construction Management, Inspection, and Materials Testing on this project, which consists of the construction of hardscaped raised median islands with landscaping, construction of dedicated left turn lanes, construction of ADA access ramps, resurfacing of roadway.

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City of Fountain Valley
Arne Cvek
Construction Manager
Profile Summary
Education:  MS, Construction Management, Louisiana State University, Baton Rouge  Post-Baccalaureate Certificate, Construction Management, Louisiana State University, Baton Rouge
 BS, Molecular, Cellular and Developmental Biology, University of Colorado, Boulder Certifications  Member, West Valley Search and Rescue
 Caltrans Resident Engineer Academy
 FEMA IS-0008.a, IS-00005.a, IS-00100.b, IS-00200.c, IS-00320, IS-00700.a Experience:  20 Years
Arne Cvek brings over 20 years of experience in full lifecycle construction and project management. He has a proven ability to lead complex projects, successfully executing broad scopes of work under strict deadlines. Arne excels at fostering strong working relationships across diverse teams, aligning stakeholders toward the shared goal of delivering high-quality projects on time and within budget. He is highly skilled in managing contractors, equipment, personnel, and resources to optimize productivity. Arne maintains clear and consistent communication with contractors to ensure compliance with construction obligations and legal requirements across multiple trades. He is particularly adept at implementing and maintaining rigorous quality control standards throughout all phases of construction.

Relevant Project Experience
City of Paramount Arterial Streets Resurfacing, California, $1M. Construction Manager. Managed all phases of arterial street resurfacing and rehabilitation projects as the Owner’s representative, including pre-construction review, contractor coordination, and construction oversight. Monitored schedule, budget, quality, and safety compliance; reviewed pay applications and change orders; and ensured adherence to plans, specifications, and environmental requirements. Coordinated with utilities, agencies, and stakeholders to minimize disruptions, maintained project documentation, and led project closeout including punch lists and final acceptance.

City of Paramount Civic Center Fountain and Park Renovation, California, $2M. Construction Manager. Upgrading the main fountain area, improving gardens, and adding 34 new parking spaces to support City Hall, the Clearwater Building, a museum, and a future food hall. Managed the construction of public realm improvements, including installation of new concrete paving, decorative pavers, and planters to enhance pedestrian areas. Oversaw specialty features such as a water fountain and misting pole, along with tile installation and site painting to improve aesthetics and durability. Coordinated the installation of outdoor furnishings, signing and striping for safety and wayfinding, and comprehensive landscape and planting work. Ensured all activities were executed in accordance with design plans, maintaining quality control, schedule adherence, and effective coordination among multiple trades and stakeholders.

City of Paramount City Hall Parking Lot California, $1M. Construction Manager. Oversaw construction of site improvements, including installation of an underground water retention system to support stormwater management and drainage requirements. Managed development of a new parking lot, including grading, paving, ADA-compliant ramps, and final striping to ensure accessibility and functionality. Coordinated construction of a new trash enclosure and installation of parking lot lighting to enhance site operations and safety. Directed landscape beautification efforts, ensuring cohesive integration of hardscape and planting elements, while maintaining compliance with project plans, schedules, and quality standards.

Youth Center Renovations, City of Pico Rivera, California. Construction Manager. Willdan Engineering provided Construction Management services for this project which consisted of the structural replacement of the Southern wall of the building due to severe water damage. During the construction process, it was discovered that there was

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City of Fountain Valley
additional damage to the Northern wall, which was added to the scope and repaired. Additional improvements included remediation, framing, electrical, bathroom improvements, stucco, and painting.

City of Paramount Progress Plaza Exterior Improvements, $2.1M. Construction Manager. Provided construction management for outdoor amenity and site enhancement improvements, including installation of new concrete pathways and patio pavers to create functional and accessible gathering spaces. Oversaw construction of site features such as a BBQ counter and drink station, fire pit, and rehabilitation of an existing sculpture base.

Coordinated installation of overhead shade structures with motorized louvers, shade sails, and decorative string lighting to enhance usability and aesthetics. Managed wall tile installation and exterior painting, along with installation of new fencing and access gates for security and site definition. Directed landscape beautification efforts, ensuring cohesive integration of hardscape and planting elements, while maintaining quality control, schedule adherence, and compliance with project plans and specifications.

City of Paramount Spane Park Facility Renovations, $318K. Construction Manager. Provided construction management for the renovation of a community center bathroom, locker rooms, and main entrance, ensuring upgrades met modern accessibility, safety, and user experience standards. Oversaw demolition and reconstruction activities, including installation of new plumbing fixtures, partitions, finishes, and ADA-compliant features within restroom and locker room areas. Coordinated improvements to the facility entrance, including enhanced accessibility, upgraded finishes, and integration of lighting and security elements. Managed contractor activities and sequencing to minimize disruption to facility operations, City of Inglewood Crenshaw Blvd. Improvements Phase 1, $17M. Construction Manager. Provided construction management for a major arterial street repaving project, overseeing pavement rehabilitation along with installation of new traffic signal poles, street signage, and regulatory signage to enhance roadway safety and operations.

Coordinated extensively with Caltrans, Metro, Southern California Edison, Southern California Gas, and other utility agencies to manage conflicts, relocations, and approvals. Directed median modifications, including reconstruction and installation of new landscaping and irrigation systems, as well as upgraded median lighting. Monitored contractor performance, schedule, and quality of work while ensuring compliance with project plans, traffic control requirements, and applicable standards for work within an active roadway environment.

City of South Gate Advanced Metering Infrastructure/ Automatic Water Reading Phase 4. Construction Manager.

Served as Project Manager overseeing the citywide water meter replacement program, involving the removal and installation of approximately 1,725 water meters of varying sizes as part of the City’s AMR/AMI system upgrade.

Directed project planning, scheduling, and coordination to ensure efficient meter change-outs while minimizing disruption to residents and maintaining system continuity.

Managed contractor performance, quality control, and compliance with project specifications, while overseeing optional scope elements including replacement of meter boxes and lids, customer-side connectors and valves, and minor piping reconnections. Coordinated with City staff, field crews, and stakeholders to address access, service interruptions, and public communication. Monitored budget, reviewed progress and change orders, and ensured successful implementation of advanced metering infrastructure in accordance with project goals and timelines.

City of Brea Associated Rd. Waterline $2.4M. Construction Manager. Served as Construction Manager overseeing installation of approximately 3,963 linear feet of 12-inch steel CMLC water pipeline, including fittings, appurtenances, and system tie-ins. Directed contractor activities for installation of gate valves, blowoff assemblies, and air vacuum assemblies, ensuring compliance with plans, specifications, and applicable standards.

Managed all phases of construction including saw cutting, trench excavation, base and asphalt concrete removal, trench bedding, backfill, compaction, slurry backfill, and pavement restoration. Coordinated surveying, utility potholing, and implementation of BMPs, while overseeing traffic control, striping, and roadway restoration within an active public right-of-way.

Worked closely with nearby schools and local stakeholders to maintain safe and continuous access during construction, coordinating work hours around school schedules, implementing enhanced traffic control measures during pick-up and drop-off times, and maintaining clear pedestrian pathways for students and staff. Monitored schedule, budget, and quality control, resolved field issues, and ensured safe, efficient project delivery with minimal disruption to the public, school operations, and surrounding utilities.

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City of Santa Ana Fire Station Capital Improvement Projects, California, $4.5M. Construction Manager. City-owned Fire Station Facility maintenance was determined to be a priority for fiscal year 22/23. Projects include roof replacements, mold remediation and landscaping, flooring replacement, kitchen and dayroom ADA and genderneutral remodel, HVAC, above-ground fuel storage tank removal and replacement. Mr. Cvek was responsible for project scope development, design, bidding, award, inspection and project closeout.

EV Charging Transition Plan, City of Santa Ana, California. Construction Manager. Mr. Cvek worked alongside the City of Santa Ana, Southern California Edison, and the Southern California Regional Energy Network to purchase and install electric vehicle charging stations throughout the City. He is providing the oversight for implementation of this multi year project, which includes City funding as well as grant and incentives.

Various Projects, City of Santa Ana, California. Contract Administrator. Mr. Cvek provided comprehensive contract and plan reviews, delineating construction and legal requirements and technical specifications across various trades, including electrical, mechanical, plumbing, landscape, and building. Specifically, he evaluated and reported on contractor compliance with contract provisions, conditions, and municipal codes. He determined and investigated code or contract violations and provided recommendations for corrective action. He developed, reviewed, and implemented contract proposal and design-build plans for various public works projects. He served as point of contact for RFIs.

Child Development Center Structural Repairs and Roofing, City La Habra, California. Construction Manager. Due to climatic pressures experienced in recent years, the Child Development Center experienced severe damage to the roof and structural members. On a on-call basis, Mr. Cvek responded to the City’s request for assistance in management of contractors, material, and schedule associated with structural repairs to the roof system, as well as monitored construction for the removal and replacement of the roof system.

Santa Ana City Hall Second, Fifth, and Eighth Floor Tenant Improvements, City of Santa Ana, California, $2.5M.

Construction Manager. Facilities at Santa Ana City Hall and Ross Annex were selected to undergo renovations. To minimize impact to daily operations, work has been programmed to take place in phases. This project includes updating lighting, plumbing fixtures, finishes, demolition and installation of non-load bearing interior partition walls, ceiling finishes, as well as data and electrical relocations. Mr. Cvek was responsible for coordination with design consultant, RFI and Submittal review, stakeholder updates, contract administration, and scheduling.

Santa Anita Park Field and Park Improvements, City of Santa Ana, California, $9.5M. Construction Manager. The comprehensive project enabled a total park renovation that includes new synthetic turf soccer field, new sports lighting, the incorporation of built-in concrete bleacher seating into adjacent grass slopes, upper terraces to allow for group event canopies, a new basketball court, new playground equipment, a parking lot expansion, new concrete walkways, new site lighting, and new landscape and irrigation. Mr. Cvek was responsible for contractor inspection coordination and contract administration.

Musco Sports Lighting Dan Young Sports Complex, Memorial, Thornton Park/George Upton Park, City of Santa Ana, California, $4M. Construction Manager. City staff determined selected parks for sports field lighting replacement. The replacement of old fixtures, poles, conduits and electrical cabinets occurred through a Sourcewell contract with MUSCO LED lighting. Mr. Cvek was responsible for construction management and project delivery.

Universally Accessible Playground at Thornton Park, City of Santa Ana, California, $2.3M. Construction Manager.

City staff selected George Upton All Access Park, located at Thornton Park, for the installation of the first universally accessible playground. Working through Sourcewell, Landscape Structures was selected for the playground installation through Coast Recreation. Mr. Cvek coordinated and directed Coast Recreation through the preconstruction phase of the project. The project is set to break ground in the Fall of 2023, whereby Mr. Cvek will deliver the project.

Fire Station Above-Ground Storage Tanks, City of Santa Ana, California, $4.5M. Construction Manager. Aging underground fuel storage tanks located at three fire stations in the City require the removal and installation of above-ground fuel storage tanks. Mr. Cvek worked on the design phase of the projects.

Previous Work Experience
Tec Engineers and Managers, City of Irvine, California. Quality Control Manager. Mr. Cvek provided management services on the Los Angeles World Airport (LAWA) terminal cores and Automated People Mover projects. He adhered strictly to contract specifications to deliver a quality project. He attended project meetings to gain

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City of Fountain Valley
knowledge and designer/builder intent to facilitate planning. He was involved from the preconstruction phase to ensure all paperwork and documentation requirements were met. Working with contractors, he encouraged collaboration and emphasized the inspection process. Meeting with client superintendents and project managers, as well as contractors, he worked toward transparency and collaboration regarding testing, inspections, and construction. He was the primary point of contact for all issues relating to the quality control of the project.

Don Wright Contractors, City of Fontana, California. Project Manager. Mr. Cvek led interior and exterior renovations for multi-family dwellings, overseeing scheduling and hiring, as well as material procurement, including drywall, paint, electrical, plumbing, fencing, ensuring work was completed on schedule and at a high level of quality control.

Bolco Construction, City of Burlingame, California. Superintendent. Mr. Cvek directed planning and scheduling of construction teams, working on various multi-family residential projects, encompassing electrical and structural. He oversaw budgets and managed costs. He conducted progress and process meetings to achieve strategic relationships between vendors, contractors, and stakeholders

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City of Fountain Valley
Mike Paeiri
Public Works Observer
Profile Summary
Experience:  40 Years
Michael Paieri is a Willdan Engineering Public Works Inspector III with 40+ years of experience. Mr. Paieri is experienced in directing a full scope of construction projects that include, new installing and renovation existing utilities. He has a strong background in supervision of large complex projects. Mr. Paieri possesses in-depth knowledge of building practices and regulatory compliances issues. He is qualified to review and evaluate bid documents, estimate cost, chart projection, write and negotiate contracts, and lead cross-functional project teams.

He coordinates activities effectively with responsible parties regarding guidelines and scope. Mr. Paieri works effectively with engineers, design teams, client representatives, contractors, managers, inspectors, and other industry professionals. He works jointly with clients to review job progress and address outstanding issues.

Relevant Project Experience
Great Artesia Boulevard Project, City of Long Beach, CA. Public Works Inspector. Mr. Paieri is provided construction observation for the City’s $10 Million Dollar Great Artesia Boulevard Improvement Project. Served as Construction Inspector on the $10 million City of Long Beach Great Artesia Boulevard Project, a comprehensive complete streets and corridor revitalization initiative. Responsibilities included field inspection of roadway reconstruction, ADAcompliant curb ramps, sidewalks, bike lanes, traffic signal upgrades, and stormwater improvements. Ensured contractor compliance with project specifications, municipal codes, and Caltrans standards. Monitored installation of green infrastructure such as bioswales and permeable paving, and verified quality control for pavement rehabilitation, utility coordination, and street lighting enhancements. Worked closely with city staff, contractors, and stakeholders to resolve field issues, maintain progress, and document daily reports to support quality assurance and project delivery goals.

Paramount Neighborhood Street Improvements, City of Paramount, CA. Public Works Inspector. Mr. Paieri is providing construction inspection for the City’s Neighborhood Street Improvements Project. The project included ARHM paving, cold milling, street reconstruction, ADA ramps, and other appurtenant work.

Alosta Avenue, City of Azusa, CA. Public Works Inspector. Mr. Paieri provided construction inspection services for the federally funded street improvement project. The project included traffic control, cold milling, asphalt concrete overlay, asphalt concrete digouts, curb ramps, adjustments of survey monuments, manholes, and valve covers to grade, installation of loop detectors, paving striping, and traffic marking.

Previous Work Experience
Foreman/Superintendent for Macco. Mr. Paieri entered the construction trade and worked his way up the ranks to Superintendent, acquiring knowledge of distribution gas, transmission gas, electrical conduit, fiber conduit, sewer line replacement, water line installation, water line rehabilitation (concrete lining), pipe bursting, HDPE lining (swage), pipe jacking (pneumatic bore), directional bore, RCP installation, box culvert, and sewer lift station. During this time, he acted as foreman for 7 years of a $300 million pipe rehabilitation (concrete lining) project for the City of Los Angeles, lining much of Los Angeles water lines. For the City of Greely, Colorado, he was foreman of a $4 million project to install 27” HDPE into 25” carrier pipe. For Imperial County in California, he was involved in the largest pipe burst of its time, successfully bursting a 54” line. For the County of Orange, at Irvine Park, he supervised the completion of a $2.1 million sewer lift station. For the City of San Francisco, he managed the completion of a $3.8 million joint venture with PG&E to install two miles of utilities.

Astaldi Construction. Project Superintendent. Oversaw design and construction on heavy highway project which included $7 million in value of utility replacement in 7 different cities including CMCL pipe, HDPE pipe and C-900 pipe, $49 million in value on 160,000 lf. of various drainage facilities from 8’HPDE up to 60” RCP with large box culverts from 3’x2’ up to triple 12’x12’ along with challenging water diversions. Contract value $1.2 billion.

ARB Inc., Project Superintendent. Oversaw activities and functions on 4 separate projects. Replacement of 2-30” valves with installation advance scada system along with 12” bypass system budgeted $600 k (project 1), Hydro Test 2 mile of 30” pipeline $700k (project 2). Installation 8” high pressure line on an offshore island, scheduling men and

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City of Fountain Valley
equipment along with material to be shipped was handled on time and under budget. Contract value $2.3 million (project 3). Installation of 1 mile of 24” pipeline along with 3 bores handled. Hazard soils and ground water, along with difficult traffic control. Contract value $25 million (project 4).

SEMA Construction. General Superintendent. Oversaw activities and functions along with material handling, bid review, estimation, subcontractor coordination, employee scheduling, cost control, schedule impacts on many projects, along with running 2 high profile projects. $110 million 91 Freeway widening along with 5 bridges, 12 ramp replacement retention basins, utilities relocation. (Project 1) $52 million 91 Freeway widening, 5 off-ramp replacement, electric communication, drainage improvements (Project 2). $15 million railroad rail replacement many utilities extension protection, large amount of dirt arrangement, drainage (Project 3). $35 million 710 Freeway paving project, utilities replacement, drainage improvements, subgrade/paving rehab. $14 million water storage tank in the City of Glendale California, pour in place 5-million-gallon tank with 3-16” valve pump station (project 4). $2.3 million 42” bypass line for the State Water Resources in Mentone California (Project 5). $10 million Dual Water Tank Revivor in Riverside, California, concrete structure, 4-8” valve pump station (Project 6). $12 million New Bridge Palm Desert, utilities relocation, drainage improvements, street improvements (Project 7). $24 million new infrastructure in City of Tustin, California. Hazard soil/groundwater treatment, installation of new sewer, water, reclamation water, electrical, telephone, cable, paving, curb/gutter (Project 8). $13 million street widening in Cities of Irvine/Tustin, street paving, utilities relocation, box culvert (Project 9).

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City of Fountain Valley
Ross Khiabani, PE, GE
Materials Testing Lead
Profile Summary
Registration:  MS, Geotechnical Engineering, California State University, Long Beach  Geology, Pahlavi University, Iran
Certifications:  Civil Engineer, California No. 37156
 Geotechnical Engineer, California No. 2202
Experience:  50 Years
Ross Khiabani has more than 50 years of professional experience in performing diversified geotechnical assignments involving soil mechanics and foundation engineering, soil stabilization, landslide analysis and stabilization, settlement evaluations, liquefaction studies, slope stability analyses, laboratory testing, and inspection services during construction operations. His vast experience includes providing engineering services for commercial, industrial, institutional, ports and harbors, public works, transportation (including major bridges, local roads, freeways and toll roads) and water and wastewater facilities projects. This broad base of experience has given him a unique insight into local geotechnical and seismic conditions, and construction processes. Mr. Khiabani has kept in close communication with local, city, county, and state reviewers and is familiar with governing codes and requirements.

Relevant Project Experience
Streets and Alleys Rehabilitation, City of Inglewood, CA. Material Testing. Willdan provided construction observation and materials testing services for the resurfacing of 16 centerline miles of existing asphalt, pavement roadway application of slurry seal on 18 centerline miles of roadway, and reconstruction of 2 centerline miles of alleys. The project included curb and gutter, sidewalks, ADA ramps, cross gutters digouts, crack routing and filling slurry seal, cold milling, ARHM overlay, traffic detector loops, and pavement delineation for 83 street segments throughout the City.

Annual Arterial Streets Resurfacing Projects, City of Paramont, California. Material Testing. Willdan provides construction management, inspection, and materials testing services for the City’s annual resurfacing of arterial streets. The locations and arterial street segments included in each year’s project varies from year to year, but each project typically includes a combination of concrete repairs, ADA curb ramps, drainage improvements, cold milling, AC repairs (digouts), AC and ARHM overlay, utility adjustments, striping, and traffic detector loops.

Annual Neighborhood Streets Resurfacing Projects, City of Paramount, Calfiornia. Material Testing. Willdan provides construction management, inspection, and materials testing services for the City’s annual resurfacing of neighborhood streets. The locations and nieghborhood street segments included in each year’s project varies from year to year, but each project typically includes a combination of concrete repairs, ADA curb ramps, drainage improvements, cold milling, AC repairs (digouts), AC and ARHM overlay, sluryr seal, speed humps, utility adjustments, and striping.

Street Improvements Project on Calfiornia Ave, Woodlwn Ave, and Weik Ave, City of Bell, CA. Material Testing.

Willdan provided construction management, inspection, and materials testing for this pavement rehabiltiation project, which included removal and replacement of driveway approaches, sidewalks, curbs and gutters, and curb ramps, drainage improvements, AC digouts, cold milling, ARHM overlay, utility adjustments, speed humps, and striping.

Valley Boulevard Sanitary Sewer Improvement and Pavement Resurfacing Project, City of La Puente, CA. Material Testing. Willdan provided construction observation, project management, and lab or compliance services for the Valley Boulevard Sanitary Sewer Improvement and Pavement Resurfacing project.

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City of Fountain Valley
Jane Freij
Labor Compliance Manager
Profile Summary
Registration:  BA, Linguistics, University of Kansas, Lawrence, KS  Attorney Assistant Training Program, Litigation/ Corporations, University of California Experience:  35 Years
Jane Freij is an experienced Labor Compliance Officer/Project Manager with a proven track record of profitability achieved through comprehensive and effective management of time and budget. Her key areas of expertise include state and federal labor law compliance, scheduling and budgeting, contract administration/negotiation, policy and procedure development, and legal writing/editing. Jane provides oversight of labor compliance monitoring services for local, state, county, and federally funded projects under the U.S. Department of Housing and Urban Development (HUD), the Federal Highway Administration (FHWA), the Federal Transit Administration (FTA), and the U.S.

Environmental Protection Agency (EPA). She is familiar with the FHWA federal funding administration process from field review and request for authorization to final invoicing. Jane has received specialized training in project reporting requirements and fraud detection and prevention procedures.

Relevant Project Experience
Labor Compliance Services, City of Long Beach, CA. Labor Compliance Manager. Jane currently serves as the consulting Labor Compliance Officer for nearly two dozen public works projects for the City of Long Beach, including: Artesia Great Boulevard, Municipal Urban Stormwater Treatment (MUST) facility construction, fire station improvements and repairs, Los Altos North Library HVAC replacement, and several citywide on-call contracts for emergency plumbing, concrete/slurry, and elevator maintenance.

Citywide Street Improvements, Multiple Fiscal Years, City of Hawaiian Gardens, CA. Labor Compliance Manager.

Jane has served as the City’s Labor Compliance Officer and Section 3 Administrator for its multi-year street improvement projects; the projects use CDBG funds and vary in cost from $200,000 to over $400,000.

La Brea Avenue Pavement Reconstruction, Phases II and III, City of Inglewood, CA. Jane was the Labor Compliance Officer for these projects, with a construction cost of $12 million, funded through the Federal Highway Administration (FHWA) and administered by the California Department of Transportation (Caltrans). She enforced federal wage and Disadvantaged Business Enterprise (DBE) regulations, monitoring contractor/subcontractor submissions and resolving multiple identified deficiencies.

Street Rehabilitation Project, City of Thousand Oaks, CA. Jane served as the Labor Compliance Officer, enforcing prevailing wage requirements, monitoring certified payroll submittals, and reconciling site reports. The project was constructed with a $3 million FHWA grant and was constructed under critical time constraints, as the finish line for the Amgen Tour de California Bike Race was within the project limits.

FY 2024 Measure V Street Rehabilitation, City of Ridgecrest, CA. Labor Compliance Manager. Willdan is currently providing design, bidding assistance, construction management, public works observation, labor compliance, and material testing services for the City of Ridgecrest’s $3.4 million Street Improvements Project at various locations throughout the City. The project involves ADA ramps, curb and gutters, driveway approaches, sidewalks, cold milling, crack sealing and filling, digouts, utility adjustments, HMA overlay with high tensile fiber, ARHM overlay, and signing and striping on 8 street segments.

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City of Fountain Valley
Amanda Perez
Labor Compliance Specialist
Profile Summary
Education:  AS, Human Resources Management, Mount San Antonio College  AS, Business Administration, Mount San Antonio College Registration and
Certifications
 Certificates of Achievement, Business Management I-III  Certificates of Achievement, Human Resources Management I-III  Certificates of Achievement, International Business I Experience: 14 Years
Ms. Perez performs labor compliance monitoring and enforcement services on a variety of local, county, state, and federally funded projects. She verifies that all primary and subcontractors possess active licenses and certifications and establishes communication with primary contractor(s) concerning prevailing wage and documentation requirements. She monitors and audits certified payrolls during the life of the project for compliance and discrepancies concerning prevailing wage, certifications, non-performance, underpayments, job classifications, and journeyman to apprentice ratios, as well as training fund contributions and fringe benefits statements. She responds to inquiries concerning labor compliance rules and requirements and resolves compliance-related issues, as well as maintains files and documentation in accordance with applicable governmental requirements for submission to clients.

Ms. Perez also supports the Construction Management and Inspection Department and is responsible for issuing invoicing, progress payments, maintaining detailed, accurate records, and for auditing projects for accuracy, completeness and compliance.

Relevant Project Experience
Residency at the Entrepreneur Affordable Multi-Family Community and Housing, City of Los Angeles, California.

Labor Compliance Specialist. Willdan is providing labor compliances services on this privately funded affordable housing project which consists of a nine-story building of 198 units and includes a business center, clubhouse, fitness center, laundry facilities, computer room, offices for resident use on a half-acre site.

Residency at the Empire Section 8 Apartment Complex, City of Burbank, California. Labor Compliance Specialist.

Willdan is providing labor compliances services on this privately funded section 8 apartment complex, which consists of a seven-story building of 148 units.

Children’s Hospital of Orange County (CHOC), Level 7 Neuroscience Unit, City of Orange, California. Labor Compliance Specialist. Willdan is providing labor compliances services for this build-out of the 7th floor shell space to create a new state-of-the-art neuroscience center.

Regional Bikeway Project CIP No. 21280 Federal Project No. ATPL-5351(032), City of Pico Rivera, California. Labor Compliance Specialist. Willdan is providing Construction Management, Inspection, and Labor Compliance services on this project, which consists of construction of a 1.1-mile long Class IV bike lane along Mines Avenue from Paramount Boulevard to the San Gabriel River, as well as construction of bio-swales and planting of drought tolerant landscaping, sidewalk and ADA improvements, pavement reconstruction, and signal modifications. Construction cost is approximately $6.5 million.

Hemet Valley Bikeway Improvement Project, City of Hemet, California. Labor Compliance Specialist. Willdan is providing a construction management/project engineer, inspection, and labor compliance monitoring services for this project, which involves construction of bicycle improvements along a four-mile route that extends from the northern City limit to a new transportation mobility station located along the NMTP Salt Creek Corridor. It will provide a needed connection to activity centers within the City and includes Class II and III facilities, bicycle detection, bike boxes, bike lockers, and bike repair stations. A transportation mobility station provides bicycle staging areas and linkages to regional trails. Other improvements include pavement rehabilitation, street widening, improved signage, lane striping, curb, gutter, sidewalk, and ADA ramps. Missing sidewalks, faded striping, inadequate signage, and an overall lack of amenities currently discourage active transportation as a mobility option.

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CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: June 16, 2026
Members of the City Council
SUBJECT: Approve a Resolution of the City Council of the City of Fountain Valley Approving and Authorizing Permanent Implementation of the Police Officer and Dispatcher Hiring Incentive Program.

Three-Year Strategic Goals
☐ Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live.”
☐ Ensure long-term fiscal stability by evaluating processes, and attract and retain revenue producing businesses/opportunities.
☒ Attract and retain quality staff through best practices and trends. ☐ Maintain, build, plan for, and modernize infrastructure to support the growth and future needs of the City.
☐ Not applicable.

EXECUTIVE SUMMARY
Staff requests City Council approval to transition the Police Officer and Dispatcher Hiring Incentive Program from its initial one-year trial period into permanent status.

First implemented in December 2024, the program was designed to improve the City's success in recruiting, hiring, and retaining lateral and recruit Police Officers, as well as lateral Dispatchers, by providing financial incentives to applicants and offering referral bonuses to current employees.

From December 2024 through June 2026, the City has expended a total of $38,000 in sign-on and employee referral bonuses. Additionally, a total of 200 hours of compensatory time has been awarded through this program. Following a comprehensive review of the program’s effectiveness over the trial period, Staff recommends making the recruitment incentive program permanent to ensure Fountain Valley remains competitive in a highly challenging public safety hiring landscape.

DISCUSSION
In December 2024, the City Council approved a one-year trial of a public safety hiring incentive program to combat severe staffing shortages and the rising difficulties of recruiting experienced

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HIRING INCENTIVE PROGRAM
June 16, 2026

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public safety personnel. The City Council approved Resolution No. 9443 on December 3, 2024.

The chart indicated below is an overview of Police Officer and Dispatcher Hiring bonuses issued by the City of Fountain Valley from December 3, 2024, to June 9, 2026:

The Police Department currently has 12 Police Officer vacancies and three (3) Dispatcher vacancies. If all vacant public safety positions are successfully filled within a single fiscal year, the direct cost for this program will be up to $165,000.

While the City can fill vacant positions by sending inexperienced candidates through lengthy academy pipelines, this route carries significant financial risk. For every inexperienced recruit who fails to pass probation or training, the City incurs substantial financial losses in staff training hours and onboarding costs with no tangible return on investment.

Conversely, hiring lateral personnel ensures that employees are deployed into the field or communications center much faster. Lateral hires have a significantly higher success rate because they have already proven their capability to perform these high-stress duties at another agency. Furthermore, the program provides an incentive for current employees to take an active role in recruitment by leveraging their own professional networks.

A review of neighboring law enforcement agencies in Orange County demonstrates that a formal incentive structure is necessary to remain competitive:
 Direct neighbors and peer cities utilize highly similar frameworks. For example, the Westminster Police Department offers a $10,000 signing bonus for lateral officers ($5,000 at hire, $5,000 upon completion of probation). The Buena Park Police Department offers up to $12,000, and the Orange County Sheriff’s Department (OCSD) offers up to a $10,000 recruitment bonus.

The permanent incentive structures will mirror the successful trial guidelines:

1. Lateral Police Officer Incentive: Up to $10,000 paid in two (2) installments ($5,000 at hire; $5,000 upon successful completion of probation), alongside a 40-hour compensatory time bank upon hire (no cash value) to honor prior service and offset lost leave from previous employers.

2. Recruit Police Officer Incentive: Up to $5,000 paid in two (2) installments ($2,500 at hire; $2,500 upon successful completion of probation).

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HIRING INCENTIVE PROGRAM
June 16, 2026

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3. Lateral Dispatcher Incentive: Up to $5,000 paid in two (2) installments ($2,500 at hire; $2,500 upon successful completion of probation), alongside a 40-hour compensatory time bank upon hire.

4. Employee Referral Bonus: Up to $2,000 (or the option of 40 hours of comp time used within the first year) for any current Police Department employee who successfully refers to a hired candidate, split evenly across the candidate’s hire date and successful probation completion.

The proposal supports the City’s three-year strategic goal to “attract and retain quality staff” and continues to be supported by the respective bargaining units.

Transitioning this program to permanent status ensures the Police Department retains a critical mechanism to maintain authorized staffing levels, honor prior law enforcement service, and fulfill the City's strategic goal to attract and retain quality staff.

FISCAL REVIEW
The direct cost for an individual hired under this program is up to $12,000 per lateral Police Officer and up to $7,000 per recruit Police Officer or lateral Dispatcher (inclusive of the maximum applicant incentive and employee referral bonus). Total program expenditures are capped at an aggregate maximum of $165,000 annually, a ceiling that would only be reached if all vacant public safety positions were successfully filled within a single fiscal year. Because the program successfully mitigates the high costs associated with recruitment failures and extended vacancies, it presents an overall opportunity for long-term cost savings.

No additional budget appropriation is requested. The Police Department’s personnel budget can absorb the cost of this program through salary savings. The Department will continue to track expenditures in a separate line item within its budget.

Payments will be processed on employees' regular paychecks and will be subject to applicable state and federal deductions required by law. The incentive program may be paused, modified, or discontinued at any time at the Chief of Police's discretion. Should the program be discontinued, a qualified employee would still be eligible to receive the referral cash incentive if their applicant was already active in the hiring process.

PUBLIC NOTIFICATION
Public notification was made through the regular agenda process.

ENVIRONMENTAL IMPACT REVIEW
Not applicable.

ATTORNEY REVIEW
The Attorney for the City has reviewed and approved the proposal.

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HIRING INCENTIVE PROGRAM
June 16, 2026

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ALTERNATIVES
Alternative No. 1: Approve a Resolution of the City Council of the City of Fountain Valley Approving and Authorizing Permanent Implementation of the Police Officer and Dispatcher Hiring Incentive Program.

Alternative No. 2: Do not approve a Resolution, allowing the temporary trial incentive program to expire and return to standard recruitment practices.

RECOMMENDATION
Staff requests that the City Council approve Alternative No. 1: Approve a Resolution of the City Council of the City of Fountain Valley Approving and Authorizing Permanent Implementation of the Police Officer and Dispatcher Hiring Incentive Program.

Prepared by: Jarrod Frahm, Police Captain
Reviewed by: Craig Heredia, Chief of Police
Fiscal Review by: Ryan Smith, Finance Director
Approved by: Maggie Le, City Manager
Attachments:

1. Council Resolution – Hiring Incentive Program

2. Police Officer and Dispatcher Hiring Incentive Program YTD

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RESOLUTION NO. XXXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

FOUNTAIN VALLEY APPROVING AND AUTHORIZING THE

PERMANENT IMPLEMENTATION OF THE POLICE OFFICER AND

DISPATCHER HIRING INCENTIVE PROGRAM
WHEREAS, the City has struggled to hire and retain qualified Police Officers and Dispatchers due to the competitive nature of the law enforcement labor market; and WHEREAS, the Police Department currently has 12 vacancies for Police Officers and 3 vacancies for Dispatchers, which significantly impacts the City’s ability to maintain public safety services; and
WHEREAS, the City can fill vacant Police Officer and Dispatcher positions with either inexperienced recruits, who require extensive training, or experienced laterals, who can be deployed more quickly and are more likely to pass probation successfully; and WHEREAS, the City has developed a Police Officer and Dispatcher Hiring Incentive Program (“Program”) designed to improve recruitment and retention by offering financial and nonfinancial incentives to both lateral hires and new recruits, as well as employee referral bonuses to encourage current employees to assist in recruitment efforts; and WHEREAS, City Council has reviewed the proposed Program, including its financial impact and potential for improving recruitment and retention of qualified personnel, as well as its alignment with the City’s strategic goal to “Attract and retain quality staff”; and WHEREAS, the Program’s expenditures are capped at an aggregate maximum of $165,000 annually, a ceiling that would only be reached if all vacant public safety positions were successfully filled within a single fiscal year.; and

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WHEREAS, City intends to make the Program retroactive to the start of the current fiscal year to benefit recent hires who are eligible under the Program.

NOW, THEREFORE, City Council of the City of Fountain Valley does hereby resolve as follows:

1. Approval of the Police Officer and Dispatcher Hiring Incentive Program The City Council hereby approves the Police Officer and Dispatcher Hiring Incentive Program, which includes the following incentives for hired recruits:
• Lateral Police Officer Hiring Incentive:
o Up to $10,000 paid in two installments:
 $5,000 upon hire.
 $5,000 after successful completion of the probation period.  40-hour comp time bank upon hire (no cash value).
• Recruit Police Officer Hiring Incentive:
o Up to $5,000 paid in two installments:
 $2,500 upon hire.
 $2,500 after successful completion of the probation period. • Lateral Dispatcher Hiring Incentive:
o Up to $5,000 paid in two installments:
 $2,500 upon hire.
 $2,500 after successful completion of the probation period.  40-hour comp time bank upon hire (no cash value).
• Employee Referral Incentive:
o Up to $2,000 for a current Police Department employee who refers a lateral or recruit Police Officer/Dispatcher, paid in two installments, or the option of 40 hours of compensation time:
 $1,000 upon hire.
 $1,000 after successful completion of the probation period.  Alternatively, 40 hours of compensation time (must be used within one year of hire, no cash value).

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2. Fiscal Review and Budget Considerations
The direct cost for an individual hire under this program is up to $12,000 per lateral Police Officer and up to $7,000 per recruit Police Officer or lateral Dispatcher (inclusive of the maximum applicant incentive and employee referral bonus). Total program expenditures are capped at an aggregate maximum of $165,000 annually, a ceiling that would only be reached if all vacant public safety positions (12 Police Officers & 3 Dispatchers) were successfully filled within a single fiscal year.:

3. Permanent Program Status
City Council approval to transition the Police Officer and Dispatcher Hiring Incentive Program from its initial one-year trial period into permanent status. The Program may be discontinued at any time at the discretion of the Chief of Police. Should the Program be discontinued, a qualified employee will still be eligible to receive the incentive if an applicant they recruited is subsequently hired.

4. Retroactivity
The Program will apply retroactively to all eligible employees hired since the start of the current fiscal year.

5. Public Notification
Public notification regarding this Resolution has been made on June 16, 2026, in accordance with the City’s regular agenda process.
.
.

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PASSED, APPROVED, AND ADOPTED by the City Council of the City of Fountain Valley on this 16th day of June 2026.

Glenn Grandis, Mayor
ATTEST
___________________________
Rick Miller, City Clerk

APPROVED AS TO FORM
Attorneys for the City

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10200 Slater Avenue
Fountain Valley, CA 92708
Phone: (714) 593-4412
Fax: 714-593-4494
Fountainvalley.gov
DATE: Tuesday, June 9, 2026
TO: Jarrod Frahm, Police Captain
FROM: Tamaryn Roberts, Human Resources Manager
SUBJECT: Police Officer and Dispatcher Hiring Incentive Program – Year to Date Summary As part of our ongoing commitment to attract and retain qualified candidates, the Human Resources Department partnered with the Police Department to administer a new Police Officer and Dispatcher Hiring Incentive Program. Effective December 3, 2024, the following incentives were approved by the City Council via Resolution No. 9443:

Lateral Police Officer Hiring Incentive - Up to $10,000 paid in two installments:
• $5,000 upon hire
• $5,000 after successful completion of the probation period • 40-hour comp time bank upon hire (no cash value)
Recruit Police Officer Hiring Incentive - Up to $5,000 paid in two installments:
• $2,500 upon hire
• $2,500 after successful completion of the probation period Lateral Dispatcher Hiring Incentive - Up to $5,000 paid in two installments:
• $2,500 upon hire
• $2,500 after successful completion of the probation period • 40-hour comp time bank upon hire (no cash value)
Employee Referral Incentive - Up to $2,000 for a current Police Department employee who refers a lateral or recruit Police Officer/Dispatcher, paid in two installments, or the option of 40 hours of compensation time:
• $1,000 upon hire
• $1,000 after successful completion of the probation period • Alternatively, 40 hours of compensation time (must be used within one year of hire, no cash value)
The chart indicated below is an overview of Police Officer and Dispatcher Hiring bonuses issued by the City of Fountain Valley from December 3, 2024 to June 9, 2026:

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CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: June 16, 2026
Members of the City Council
SUBJECT: Adopt a Resolution to effect certain changes to the City’s Master Salary Schedule in conformance with Title 2 of the California Code of Regulations section 570.5 and the California Public Employees’ Retirement System
Three-Year Strategic Goals
☐ Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live.”
☐ Ensure long-term fiscal stability by evaluating processes, and attract and retain revenue producing businesses/opportunities.
☒ Attract and retain quality staff through best practices and trends. ☐ Maintain, build, plan for, and modernize infrastructure to support the growth and future needs of the City.
☐ Not applicable.

EXECUTIVE SUMMARY
Adopt a Resolution to effect certain changes to the City’s Master Salary Schedule for all represented and unrepresented employee classifications of the City of Fountain Valley, covered by the City’s Classification and Compensation Plan, to conform with Title 2 of the California Code of Regulations Section 570.5, listing all employee pay rates on a publicly available master salary schedule approved and adopted by City Council and superseding all provisions contained in Resolution No. 9977, and all subsequent salary schedule resolutions, which pertain to the Classification and Compensation of city employees.

DISCUSSION
The City Council of the City of Fountain Valley establishes a basic compensation plan for City employees in all of the classifications of employment.

Adoption of this Resolution (Attachment 1) will supersede all provisions contained in Resolution No. 9894, with the following changes to the City’s Master Salary Schedule:

1. Cost of living (COLA) salary adjustments to reflect the agreed-upon Memoranda of Understanding (MOU) for applicable units, effective the pay period including July 1, 2026.

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Resolution to Approve City’s Salary Schedule
June 16, 2026

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2. Hourly rate adjustments for eligible part-time classifications with a full-time classification equivalent to reflect the adopted MOU COLA increases effective the pay period including July 1, 2026.

3. Hourly rate adjustments to the part-time classifications of Police Recruit, Firefighter Trainee, and Firefighter/Paramedic Trainee per Resolution No. 9894, effective in the pay period including July 1, 2026.

Adoption of this Resolution (Exhibit 1) will comply with CalPERS’ interpretation of the requirements of Title 2 of the California Code of Regulations section 570.5 by affirming the City’s Master Salary Schedule already on the City’s website and publicly available and representing all previously approved actions on individual employee classifications set forth as part of the salary schedule.

FISCAL REVIEW
There is no fiscal impact related to the adoption of the salary schedule resolution. The current adopted budget includes sufficient funding for all approved positions on the salary schedule.

Salary-related expenditures are allocated to the appropriate general ledger accounts as defined in the Fiscal Year 2026-27 Annual Budget.

PUBLIC NOTIFICATION
Not applicable.

ENVIRONMENTAL IMPACT REVIEW
Not applicable.

ATTORNEY REVIEW
The Attorney(s) for the City has reviewed and approved the Resolution.

ALTERNATIVES
Alternative No. 1:

Alternative No. 2:

Adopt a Resolution affecting changes to the City’s Master Salary Schedule.

Do not adopt a Resolution that would effect changes to the City’s Master Salary Schedule and provide direction to staff.

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Resolution to Approve City’s Salary Schedule
June 16, 2026

Page 3 ends

RECOMMENDATION
Staff recommends that the City Council approve the proposed Alternative No. 1 by adopting the attached Resolution, which amends the City’s Salary Schedule to reflect these changes.

Prepared by: Tania Knauerhaze, Human Resources Director Reviewed by: Colin Burns, Attorney for the City
Fiscal review by: Ryan Smith, Finance Director
Approved by: Maggie Le, City Manager
Attachment: 1. Resolution
Exhibits: 1. Salary Schedule

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RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

FOUNTAIN VALLEY RELATING TO THE

CLASSIFICATION AND COMPENSATION

COMPREHENSIVE SALARY SCHEDULE OF CITY

EMPLOYEES AND SUPERSEDING ALL PROVISIONS
CONTAINED IN RESOLUTION NO. 9977 AND ALL

SUBSEQUENT SALARY SCHEDULE RESOLUTIONS,

WHICH PERTAIN TO THE CLASSIFICATION AND
COMPENSATION OF CITY EMPLOYEES.

WHEREAS, the City Council of the City of Fountain Valley hereby establishes a basic compensation plan for City employees in all of the classifications of employment as described in this resolution; and
WHEREAS, representatives of the City Council and the City Manager or the City Manager and representatives of the bargaining groups and unrepresented units noted below periodically negotiate in good faith to reach agreement on benefits and compensation pursuant to Government Code Section 3500 et seq; and Employee Unit Name
Fountain Valley Firefighters’ IAFF Local 4530
Individually Represented Battalion Chiefs
Fountain Valley Police Officers’ Association
Police Officers’ Management Unit
Professional/Technical Unit
Fountain Valley General Employees’ Association
Fountain Valley Municipal Employees’ Association
Non-Represented Professional/Technical Employees
Administrative Officers
Part-Time Employees
Non-Represented Limited-Service Employees

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Resolution of the City Council
Comprehensive Salary Schedule
June 16, 2026
- 2 -
WHEREAS, the City maintains a comprehensive salary resolution of each paid City classification and their corresponding salary range; and WHEREAS, the comprehensive salary resolution is updated periodically to include any negotiated adjustments to the salary range for a classification, title changes to an existing classification, reclassification or deletion of existing classifications, or new classifications; and
WHEREAS, the City has adjusted the salaries for eligible classifications to reflect the previously approved labor negotiations cost of living adjustments (COLA) for specific full-time classifications effective the pay period including July 1, 2026, specified in Exhibit 1; and
WHEREAS, due to the adjustments to the full-time fire and police association classifications, the part-time positions of Police Recruit, Firefighter Trainee and Firefighter/Paramedic Trainee have been adjusted per Resolution 9894, effective the pay period including July 1, 2026, specified in Exhibit 1; and NOW, THEREFORE, the City Council of the City of Fountain Valley does hereby resolve as follows:

SECTION 1. All provisions shall be effective as noted in Exhibit 1 for each classification.

SECTION 2. The salary ranges and hourly rate ranges as specified in Exhibit 1 for paid City classifications for employees are hereby established.

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Resolution of the City Council
Comprehensive Salary Schedule
June 16, 2026
- 3 -
PASSED AND ADOPTED by the City Council of the City of Fountain Valley at a regular meeting on this 16th day of June 2026.
__________________________
Jim Cunneen, Mayor
ATTEST:
_______________________________
Rick Miller, City Clerk/Risk Administrator

APPROVED AS TO FORM
__________________________
Colin Burns, Attorney for the City
Attachment: 1. Exhibit - Salary Schedule

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Exhibit 1 - City of Fountain Valley Salary Schedule
City Council Meeting Date: 6/16/2026
Salary Schedule Effective Date: 6/20/2026
Bargaining Unit Codes:

POA: Fountain Valley Police Officers' Association
POMU: Fountain Valley Police Management Unit
FVFA: Fountain Valley Firefighters' Association IAFF Local 4530 BC: Individually Represented Battalion Chiefs and Division Chief FVGEA: Fountain Valley General Employees' Association
IRP&T Individually Represented Professional / Technical Employees FVMEA Fountain Valley Municipal Employees' Association
P&T Part-Time Employees (Non-Represented)
Admin Officers: Administrative Officers (Non-Represented) PT: Part-Time Employees (Non-Represented)
Limited-Services: Limited Service Employees (Non-Represented) Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 POA 6/20/2026 O08 Corporal Annual $ 104,765.01 $ 110,003.26 $ 115,503.44 $ 121,278.61 $ 127,342.53 Monthly $ 8,730.42 $ 9,166.94 $ 9,625.29 $ 10,106.55 $ 10,611.88 Bi-weekly $ 4,029.42 $ 4,230.89 $ 4,442.44 $ 4,664.56 $ 4,897.79 Hourly $ 50.3678 $ 52.8861 $ 55.5305 $ 58.3070 $ 61.2224 POA 6/20/2026 O04 Police Officer Annual $ 99,767.17 $ 104,755.52 $ 109,993.30 $ 115,492.96 $ 121,267.61 Monthly $ 8,313.93 $ 8,729.63 $ 9,166.11 $ 9,624.41 $ 10,105.63 Bi-weekly $ 3,837.20 $ 4,029.06 $ 4,230.51 $ 4,442.04 $ 4,664.14 Hourly $ 47.9650 $ 50.3633 $ 52.8814 $ 55.5255 $ 58.3018 POA 6/20/2026 O03 Police Sergeant Annual $ 128,777.01 $ 135,215.88 $ 141,976.67 $ 149,075.50 $ 156,529.28 Monthly $ 10,731.42 $ 11,267.99 $ 11,831.39 $ 12,422.96 $ 13,044.11 Bi-weekly $ 4,952.96 $ 5,200.61 $ 5,460.64 $ 5,733.67 $ 6,020.36 Hourly $ 61.9120 $ 65.0076 $ 68.2580 $ 71.6709 $ 75.2545 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 POMU 6/20/2026 O01 Police Captain Annual $ 180,059.21 $ 189,062.17 $ 198,515.28 $ 208,441.05 $ 218,863.11 Monthly $ 15,004.93 $ 15,755.18 $ 16,542.94 $ 17,370.09 $ 18,238.59 Bi-weekly $ 6,925.35 $ 7,271.62 $ 7,635.20 $ 8,016.96 $ 8,417.81 Hourly $ 86.5669 $ 90.8953 $ 95.4400 $ 100.2120 $ 105.2226 POMU 6/20/2026 O02 Police Lieutenant Annual $ 157,808.73 $ 165,699.16 $ 173,984.12 $ 182,683.32 $ 191,817.49 Monthly $ 13,150.73 $ 13,808.26 $ 14,498.68 $ 15,223.61 $ 15,984.79 Bi-weekly $ 6,069.57 $ 6,373.04 $ 6,691.70 $ 7,026.28 $ 7,377.60 Hourly $ 75.8696 $ 79.6630 $ 83.6463 $ 87.8285 $ 92.2200 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 FVFA 6/20/2026 F06 Admin Fire Capt Annual $ 141,515.97 $ 148,591.77 $ 156,021.35 $ 163,822.42 $ 172,013.55 Monthly $ 11,793.00 $ 12,382.65 $ 13,001.78 $ 13,651.87 $ 14,334.46 Bi-weekly $ 5,442.92 $ 5,715.07 $ 6,000.82 $ 6,300.86 $ 6,615.91 Hourly $ 68.0365 $ 71.4384 $ 75.0103 $ 78.7608 $ 82.6989 FVFA 6/20/2026 F01 Fire Captain Annual $ 122,843.72 $ 128,985.91 $ 135,435.21 $ 142,206.96 $ 149,317.30 Monthly $ 10,236.98 $ 10,748.83 $ 11,286.27 $ 11,850.58 $ 12,443.11 Bi-weekly $ 4,724.76 $ 4,961.00 $ 5,209.05 $ 5,469.50 $ 5,742.97 Hourly $ 42.1854 $ 44.2946 $ 46.5094 $ 48.8348 $ 51.2765 FVFA 6/20/2026 F02 Fire Engineer Annual $ 106,049.27 $ 111,351.73 $ 116,919.31 $ 122,765.28 $ 128,903.53 Monthly $ 8,837.44 $ 9,279.31 $ 9,743.28 $ 10,230.44 $ 10,741.96 Bi-weekly $ 4,078.82 $ 4,282.76 $ 4,496.90 $ 4,721.74 $ 4,957.83 Hourly $ 36.4180 $ 38.2389 $ 40.1509 $ 42.1584 $ 44.2663 FVFA 6/20/2026 F03 Firefighter Annual $ 91,702.41 $ 96,287.54 $ 101,101.92 $ 106,157.00 $ 111,464.85 Monthly $ 7,641.87 $ 8,023.96 $ 8,425.16 $ 8,846.42 $ 9,288.74 Bi-weekly $ 3,527.02 $ 3,703.37 $ 3,888.54 $ 4,082.96 $ 4,287.11 Hourly $ 31.4913 $ 33.0658 $ 34.7191 $ 36.4550 $ 38.2778 FVFA 6/20/2026 F04 Firefighter/Paramedic Annual $ 104,999.27 $ 110,249.24 $ 115,761.70 $ 121,549.78 $ 127,627.28 Monthly $ 8,749.94 $ 9,187.44 $ 9,646.81 $ 10,129.15 $ 10,635.61 Bi-weekly $ 4,038.43 $ 4,240.36 $ 4,452.37 $ 4,674.99 $ 4,908.74 Hourly $ 36.0574 $ 37.8604 $ 39.7533 $ 41.7410 $ 43.8280 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 BC 6/20/2026 P23 Battalion Chief Annual $ 171,731.47 $ 180,318.03 $ 189,333.92 $ 198,800.62 $ 208,740.66 Monthly $ 14,310.96 $ 15,026.50 $ 15,777.83 $ 16,566.72 $ 17,395.06 Bi-weekly $ 6,605.06 $ 6,935.31 $ 7,282.07 $ 7,646.18 $ 8,028.49 Hourly $ 58.9738 $ 61.9224 $ 65.0185 $ 68.2695 $ 71.6829 BC 6/20/2026 P23A Battalion Chief - 40 Hour Annual $ 171,731.47 $ 180,318.03 $ 189,333.92 $ 198,800.62 $ 208,740.66 Monthly $ 14,310.96 $ 15,026.50 $ 15,777.83 $ 16,566.72 $ 17,395.06 Bi-weekly $ 6,605.06 $ 6,935.31 $ 7,282.07 $ 7,646.18 $ 8,028.49 Hourly $ 82.5633 $ 86.6914 $ 91.0259 $ 95.5773 $ 100.3561 BC 6/20/2026 P56 Division Chief Annual $ 187,187.29 $ 196,546.66 $ 206,373.98 $ 216,692.68 $ 227,527.32 Monthly $ 15,598.94 $ 16,378.89 $ 17,197.83 $ 18,057.72 $ 18,960.61 Bi-weekly $ 7,199.51 $ 7,559.49 $ 7,937.46 $ 8,334.33 $ 8,751.05 Hourly $ 64.2813 $ 67.4954 $ 70.8702 $ 74.4137 $ 78.1344 BC 6/20/2026 P56A Division Chief - 40 Hour Annual $ 193,197.88 $ 202,857.77 $ 213,000.65 $ 223,650.69 $ 234,833.23 Monthly $ 16,099.82 $ 16,904.81 $ 17,750.05 $ 18,637.56 $ 19,569.44 Bi-weekly $ 7,430.69 $ 7,802.22 $ 8,192.33 $ 8,601.95 $ 9,032.05 Hourly $ 92.8836 $ 97.5278 $ 102.4041 $ 107.5244 $ 112.9006 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 FVGEA 6/20/2026 G02 Accountant Annual $ 95,383.240 $ 100,152.400 $ 105,160.030 $ 110,418.030 $ 115,938.920 Monthly $ 7,948.603 $ 8,346.033 $ 8,763.336 $ 9,201.503 $ 9,661.577 Bi-weekly $ 3,668.590 $ 3,852.020 $ 4,044.620 $ 4,246.850 $ 4,459.190 Hourly $ 45.8574 $ 48.1503 $ 50.5578 $ 53.0856 $ 55.7399 FVGEA 6/20/2026 G03 Accounting Technician I Annual $ 64,064.460 $ 67,267.680 $ 70,631.070 $ 74,162.620 $ 77,870.760 Monthly $ 5,338.705 $ 5,605.640 $ 5,885.923 $ 6,180.218 $ 6,489.230 Bi-weekly $ 2,464.020 $ 2,587.220 $ 2,716.580 $ 2,852.410 $ 2,995.030 Hourly $ 30.8003 $ 32.3403 $ 33.9573 $ 35.6551 $ 37.4379 FVGEA 6/20/2026 G04 Accounting Technician II Annual $ 67,267.680 $ 70,631.070 $ 74,162.620 $ 77,870.760 $ 81,764.300 Monthly $ 5,605.640 $ 5,885.923 $ 6,180.218 $ 6,489.230 $ 6,813.692 Bi-weekly $ 2,587.220 $ 2,716.580 $ 2,852.410 $ 2,995.030 $ 3,144.780 Hourly $ 32.3403 $ 33.9573 $ 35.6551 $ 37.4379 $ 39.3098 FVGEA 6/20/2026 G79 Administrative Assistant Annual $ 71,924.04 $ 75,520.24 $ 79,296.25 $ 83,261.06 $ 87,424.12 Monthly $ 5,993.67 $ 6,293.35 $ 6,608.02 $ 6,938.42 $ 7,285.34 Bi-weekly $ 2,766.31 $ 2,904.62 $ 3,049.86 $ 3,202.35 $ 3,362.47 Hourly $ 34.5789 $ 36.3078 $ 38.1233 $ 40.0294 $ 42.0309 1

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FVGEA 6/20/2026 G77 Administrative Specialist Annual $ 49,890.77 $ 52,385.31 $ 55,004.57 $ 57,754.80 $ 60,642.55 Monthly $ 4,157.56 $ 4,365.44 $ 4,583.71 $ 4,812.90 $ 5,053.55 Bi-weekly $ 1,918.88 $ 2,014.82 $ 2,115.56 $ 2,221.34 $ 2,332.41 Hourly $ 23.9860 $ 25.1853 $ 26.4445 $ 27.7668 $ 29.1551 FVGEA 6/20/2026 G73 Assistant Engineer Annual $ 101,737.41 $ 106,824.28 $ 112,165.49 $ 117,773.77 $ 123,662.46 Monthly $ 8,478.12 $ 8,902.02 $ 9,347.12 $ 9,814.48 $ 10,305.21 Bi-weekly $ 3,912.98 $ 4,108.63 $ 4,314.06 $ 4,529.76 $ 4,756.25 Hourly $ 48.9123 $ 51.3579 $ 53.9258 $ 56.6220 $ 59.4531 FVGEA 6/20/2026 G55 Assistant Planner Annual $ 88,047.02 $ 92,449.38 $ 97,071.83 $ 101,925.43 $ 107,021.71 Monthly $ 7,337.25 $ 7,704.12 $ 8,089.32 $ 8,493.79 $ 8,918.48 Bi-weekly $ 3,386.42 $ 3,555.75 $ 3,733.53 $ 3,920.21 $ 4,116.22 Hourly $ 42.3303 $ 44.4469 $ 46.6691 $ 49.0026 $ 51.4528 FVGEA 6/20/2026 G61 Building Inspector Annual $ 91,896.02 $ 96,490.83 $ 101,315.36 $ 106,381.13 $ 111,700.18 Monthly $ 7,658.00 $ 8,040.90 $ 8,442.95 $ 8,865.09 $ 9,308.35 Bi-weekly $ 3,534.46 $ 3,711.19 $ 3,896.74 $ 4,091.58 $ 4,296.16 Hourly $ 44.1808 $ 46.3899 $ 48.7093 $ 51.1448 $ 53.7020 FVGEA 6/20/2026 G49 Code Enforcement Officer Annual $ 82,134.58 $ 86,241.32 $ 90,553.39 $ 95,081.05 $ 99,835.11 Monthly $ 6,844.55 $ 7,186.78 $ 7,546.12 $ 7,923.42 $ 8,319.59 Bi-weekly $ 3,159.02 $ 3,316.97 $ 3,482.82 $ 3,656.96 $ 3,839.81 Hourly $ 39.4878 $ 41.4621 $ 43.5353 $ 45.7120 $ 47.9976 FVGEA 6/20/2026 G12 Community Services Officer Annual $ 71,493.710 $ 75,068.390 $ 78,821.810 $ 82,762.910 $ 86,901.060 Monthly $ 5,957.809 $ 6,255.699 $ 6,568.484 $ 6,896.909 $ 7,241.755 Bi-weekly $ 2,749.760 $ 2,887.250 $ 3,031.610 $ 3,183.190 $ 3,342.350 Hourly $ 34.3720 $ 36.0906 $ 37.8951 $ 39.7899 $ 41.7794 FVGEA 6/20/2026 G24 Dispatcher Annual $ 83,504.28 $ 87,679.49 $ 92,063.46 $ 96,666.64 $ 101,499.96 Monthly $ 6,958.69 $ 7,306.62 $ 7,671.96 $ 8,055.55 $ 8,458.33 Bi-weekly $ 3,211.70 $ 3,372.29 $ 3,540.90 $ 3,717.95 $ 3,903.84 Hourly $ 40.1463 $ 42.1536 $ 44.2613 $ 46.4744 $ 48.7980 FVGEA 6/20/2026 G30 Engineering Technician I Annual $ 71,987.98 $ 75,587.38 $ 79,366.75 $ 83,335.09 $ 87,501.84 Monthly $ 5,999.00 $ 6,298.95 $ 6,613.90 $ 6,944.59 $ 7,291.82 Bi-weekly $ 2,768.77 $ 2,907.21 $ 3,052.57 $ 3,205.20 $ 3,365.46 Hourly $ 34.6096 $ 36.3401 $ 38.1571 $ 40.0650 $ 42.0683 FVGEA 6/20/2026 G29 Engineering Technician II Annual $ 79,994.68 $ 83,994.41 $ 88,194.14 $ 92,603.85 $ 97,234.03 Monthly $ 6,666.22 $ 6,999.53 $ 7,349.51 $ 7,716.99 $ 8,102.84 Bi-weekly $ 3,076.72 $ 3,230.55 $ 3,392.08 $ 3,561.69 $ 3,739.77 Hourly $ 38.4590 $ 40.3819 $ 42.4010 $ 44.5211 $ 46.7471 FVGEA 6/20/2026 G31 Engineering Technician III Annual $ 88,796.26 $ 93,236.07 $ 97,897.87 $ 102,792.78 $ 107,932.41 Monthly $ 7,399.69 $ 7,769.67 $ 8,158.16 $ 8,566.07 $ 8,994.37 Bi-weekly $ 3,415.24 $ 3,586.00 $ 3,765.30 $ 3,953.57 $ 4,151.25 Hourly $ 42.6905 $ 44.8250 $ 47.0663 $ 49.4196 $ 51.8906 FVGEA 6/20/2026 G72 Fire Prevention Analyst Annual $ 106,141.36 $ 111,448.42 $ 117,020.83 $ 122,871.89 $ 129,015.47 Monthly $ 8,845.11 $ 9,287.37 $ 9,751.74 $ 10,239.32 $ 10,751.29 Bi-weekly $ 4,082.36 $ 4,286.48 $ 4,500.80 $ 4,725.84 $ 4,962.13 Hourly $ 51.0295 $ 53.5810 $ 56.2600 $ 59.0730 $ 62.0266 FVGEA 6/20/2026 G50 Fire Prevention Specialist Annual $ 101,083.33 $ 106,137.49 $ 111,444.37 $ 117,016.59 $ 122,867.42 Monthly $ 8,423.61 $ 8,844.79 $ 9,287.03 $ 9,751.38 $ 10,238.95 Bi-weekly $ 3,887.82 $ 4,082.21 $ 4,286.32 $ 4,500.64 $ 4,725.67 Hourly $ 48.5978 $ 51.0276 $ 53.5790 $ 56.2580 $ 59.0709 FVGEA 6/20/2026 G80 Housing Analyst Annual $ 100,276.29 $ 105,290.12 $ 110,554.63 $ 116,082.36 $ 121,886.48 Monthly $ 8,356.36 $ 8,774.18 $ 9,212.89 $ 9,673.53 $ 10,157.21 Bi-weekly $ 3,856.78 $ 4,049.62 $ 4,252.10 $ 4,464.71 $ 4,687.94 Hourly $ 48.2098 $ 50.6203 $ 53.1513 $ 55.8089 $ 58.5993 FVGEA 6/20/2026 G52 Housing Technician Annual $ 85,547.79 $ 89,825.17 $ 94,316.42 $ 99,032.25 $ 103,983.87 Monthly $ 7,128.98 $ 7,485.43 $ 7,859.70 $ 8,252.69 $ 8,665.32 Bi-weekly $ 3,290.30 $ 3,454.81 $ 3,627.55 $ 3,808.93 $ 3,999.38 Hourly $ 41.1288 $ 43.1851 $ 45.3444 $ 47.6116 $ 49.9923 FVGEA 6/20/2026 G84 Human Resources Technician Annual $ 76,832.63 $ 80,674.28 $ 84,707.98 $ 88,943.38 $ 93,390.54 Monthly $ 6,402.72 $ 6,722.86 $ 7,059.00 $ 7,411.95 $ 7,782.55 Bi-weekly $ 2,955.10 $ 3,102.86 $ 3,258.00 $ 3,420.90 $ 3,591.94 Hourly $ 36.9388 $ 38.7858 $ 40.7250 $ 42.7613 $ 44.8993 FVGEA 6/20/2026 G10 Identification Technician Annual $ 88,167.440 $ 92,575.810 $ 97,204.600 $ 102,064.840 $ 107,168.080 Monthly $ 7,347.287 $ 7,714.651 $ 8,100.383 $ 8,505.403 $ 8,930.673 Bi-weekly $ 3,391.060 $ 3,560.610 $ 3,738.640 $ 3,925.570 $ 4,121.850 Hourly $ 42.3883 $ 44.5076 $ 46.7330 $ 49.0696 $ 51.5231 FVGEA 6/20/2026 G57 Information Technology Technician Annual $ 80,657.30 $ 84,690.16 $ 88,924.67 $ 93,370.92 $ 98,039.46 Monthly $ 6,721.44 $ 7,057.51 $ 7,410.39 $ 7,780.91 $ 8,169.96 Bi-weekly $ 3,102.20 $ 3,257.31 $ 3,420.18 $ 3,591.19 $ 3,770.75 Hourly $ 38.7775 $ 40.7164 $ 42.7523 $ 44.8899 $ 47.1344 FVGEA 6/20/2026 G81 Lead Code Enforcement Officer Annual $ 86,241.39 $ 90,553.46 $ 95,081.12 $ 99,835.17 $ 104,826.95 Monthly $ 7,186.78 $ 7,546.12 $ 7,923.43 $ 8,319.60 $ 8,735.58 Bi-weekly $ 3,316.98 $ 3,482.83 $ 3,656.97 $ 3,839.81 $ 4,031.81 Hourly $ 41.4623 $ 43.5354 $ 45.7121 $ 47.9976 $ 50.3976 FVGEA 6/20/2026 G25 Lead Dispatcher Annual $ 87,677.97 $ 92,061.86 $ 96,664.95 $ 101,498.20 $ 106,573.11 Monthly $ 7,306.50 $ 7,671.82 $ 8,055.41 $ 8,458.18 $ 8,881.09 Bi-weekly $ 3,372.23 $ 3,540.84 $ 3,717.88 $ 3,903.78 $ 4,098.97 Hourly $ 42.1529 $ 44.2605 $ 46.4735 $ 48.7973 $ 51.2371 FVGEA 6/20/2026 G86 Lead Information Technology Technician Annual $ 88,723.03 $ 93,159.19 $ 97,817.14 $ 102,707.99 $ 107,843.39 Monthly $ 7,393.59 $ 7,763.27 $ 8,151.43 $ 8,559.00 $ 8,986.95 Bi-weekly $ 3,412.42 $ 3,583.05 $ 3,762.20 $ 3,950.31 $ 4,147.82 Hourly $ 42.6553 $ 44.7881 $ 47.0275 $ 49.3789 $ 51.8478 FVGEA 6/20/2026 G90 Lead Public Works Inspector Annual $ 92,709.19 $ 97,344.63 $ 102,211.87 $ 107,322.47 $ 112,688.59 Monthly $ 7,725.77 $ 8,112.05 $ 8,517.66 $ 8,943.54 $ 9,390.72 Bi-weekly $ 3,565.74 $ 3,744.02 $ 3,931.23 $ 4,127.79 $ 4,334.18 Hourly $ 44.5718 $ 46.8003 $ 49.1404 $ 51.5974 $ 54.1773 FVGEA 6/20/2026 G08 Lead Records Clerk Annual $ 67,359.880 $ 70,727.870 $ 74,264.270 $ 77,977.470 $ 81,876.340 Monthly $ 5,613.323 $ 5,893.989 $ 6,188.689 $ 6,498.123 $ 6,823.028 Bi-weekly $ 2,590.760 $ 2,720.300 $ 2,856.320 $ 2,999.130 $ 3,149.090 Hourly $ 32.3845 $ 34.0038 $ 35.7040 $ 37.4891 $ 39.3636 FVGEA 6/20/2026 G74 Management Aide Annual $ 85,223.31 $ 89,484.47 $ 93,958.70 $ 98,656.64 $ 103,589.47 Monthly $ 7,101.94 $ 7,457.04 $ 7,829.89 $ 8,221.39 $ 8,632.46 Bi-weekly $ 3,277.82 $ 3,441.71 $ 3,613.80 $ 3,794.49 $ 3,984.21 Hourly $ 40.9728 $ 43.0214 $ 45.1725 $ 47.4311 $ 49.8026 FVGEA 6/20/2026 G87 Permit Technician Annual $ 70,824.81 $ 74,366.05 $ 78,084.36 $ 81,988.58 $ 86,088.02 Monthly $ 5,902.07 $ 6,197.17 $ 6,507.03 $ 6,832.38 $ 7,174.00 Bi-weekly $ 2,724.03 $ 2,860.23 $ 3,003.24 $ 3,153.41 $ 3,311.08 Hourly $ 34.0504 $ 35.7529 $ 37.5405 $ 39.4176 $ 41.3885 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 2

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FVGEA 6/20/2026 G56 Plan Check Engineer Annual $ 114,814.52 $ 120,555.24 $ 126,583.00 $ 132,912.16 $ 139,557.76 Monthly $ 9,567.88 $ 10,046.27 $ 10,548.58 $ 11,076.01 $ 11,629.81 Bi-weekly $ 4,415.94 $ 4,636.74 $ 4,868.58 $ 5,112.01 $ 5,367.61 Hourly $ 55.1993 $ 57.9593 $ 60.8573 $ 63.9001 $ 67.0951 FVGEA 6/20/2026 G54 Public Works Inspector Annual $ 88,293.05 $ 92,707.69 $ 97,343.08 $ 102,210.22 $ 107,320.74 Monthly $ 7,357.75 $ 7,725.64 $ 8,111.92 $ 8,517.52 $ 8,943.40 Bi-weekly $ 3,395.89 $ 3,565.68 $ 3,743.96 $ 3,931.16 $ 4,127.72 Hourly $ 42.4486 $ 44.5710 $ 46.7995 $ 49.1395 $ 51.5965 FVGEA 6/20/2026 G89 Records Clerk I Annual $ 57,748.04 $ 60,635.45 $ 63,667.22 $ 66,850.58 $ 70,193.12 Monthly $ 4,812.34 $ 5,052.95 $ 5,305.60 $ 5,570.88 $ 5,849.43 Bi-weekly $ 2,221.08 $ 2,332.13 $ 2,448.74 $ 2,571.18 $ 2,699.74 Hourly $ 27.7635 $ 29.1516 $ 30.6093 $ 32.1398 $ 33.7468 FVGEA 6/20/2026 G09 Records Clerk II Annual $ 64,155.940 $ 67,363.720 $ 70,731.930 $ 74,268.520 $ 77,981.950 Monthly $ 5,346.328 $ 5,613.643 $ 5,894.328 $ 6,189.043 $ 6,498.496 Bi-weekly $ 2,467.540 $ 2,590.910 $ 2,720.460 $ 2,856.480 $ 2,999.310 Hourly $ 30.8443 $ 32.3864 $ 34.0058 $ 35.7060 $ 37.4914 FVGEA 6/20/2026 G76 Recreation Coordinator Annual $ 71,680.42 $ 75,264.44 $ 79,027.66 $ 82,979.04 $ 87,128.00 Monthly $ 5,973.37 $ 6,272.04 $ 6,585.64 $ 6,914.92 $ 7,260.67 Bi-weekly $ 2,756.94 $ 2,894.79 $ 3,039.53 $ 3,191.50 $ 3,351.08 Hourly $ 34.4618 $ 36.1849 $ 37.9941 $ 39.8938 $ 41.8885 FVGEA 6/20/2026 G14 Secretary Annual $ 71,924.04 $ 75,520.24 $ 79,296.25 $ 83,261.06 $ 87,424.12 Monthly $ 5,993.67 $ 6,293.35 $ 6,608.02 $ 6,938.42 $ 7,285.34 Bi-weekly $ 2,766.31 $ 2,904.62 $ 3,049.86 $ 3,202.35 $ 3,362.47 Hourly $ 34.5789 $ 36.3078 $ 38.1233 $ 40.0294 $ 42.0309 FVGEA 6/20/2026 G83 Sr. Accounting Technician Annual $ 70,630.94 $ 74,162.49 $ 77,870.61 $ 81,764.13 $ 85,852.34 Monthly $ 5,885.91 $ 6,180.21 $ 6,489.22 $ 6,813.68 $ 7,154.36 Bi-weekly $ 2,716.57 $ 2,852.40 $ 2,995.02 $ 3,144.77 $ 3,302.01 Hourly $ 33.9571 $ 35.6550 $ 37.4378 $ 39.3096 $ 41.2751 FVGEA 6/20/2026 G85 Supervising Records Clerk Annual $ 80,206.46 $ 84,216.79 $ 88,427.61 $ 92,849.00 $ 97,491.44 Monthly $ 6,683.87 $ 7,018.07 $ 7,368.97 $ 7,737.42 $ 8,124.29 Bi-weekly $ 3,084.86 $ 3,239.11 $ 3,401.06 $ 3,571.12 $ 3,749.67 Hourly $ 38.5608 $ 40.4889 $ 42.5133 $ 44.6390 $ 46.8709 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 IRP&T 6/20/2026 P12 Accounting Manager Annual $ 141,406.18 $ 148,476.48 $ 155,900.31 $ 163,695.32 $ 171,880.09 Monthly $ 11,783.85 $ 12,373.04 $ 12,991.69 $ 13,641.28 $ 14,323.34 Bi-weekly $ 5,438.70 $ 5,710.63 $ 5,996.17 $ 6,295.97 $ 6,610.77 Hourly $ 67.9838 $ 71.3829 $ 74.9521 $ 78.6996 $ 82.6346 IRP&T 6/20/2026 P14 City Clerk Administrator Annual $ 141,414.18 $ 148,484.88 $ 155,909.14 $ 163,704.58 $ 171,889.82 Monthly $ 11,784.52 $ 12,373.74 $ 12,992.43 $ 13,642.05 $ 14,324.15 Bi-weekly $ 5,439.01 $ 5,710.96 $ 5,996.51 $ 6,296.33 $ 6,611.15 Hourly $ 67.9876 $ 71.3870 $ 74.9564 $ 78.7041 $ 82.6394 IRP&T 6/20/2026 P58 Finance Manager Annual $ 141,406.18 $ 148,476.48 $ 155,900.31 $ 163,695.32 $ 171,880.09 Monthly $ 11,783.85 $ 12,373.04 $ 12,991.69 $ 13,641.28 $ 14,323.34 Bi-weekly $ 5,438.70 $ 5,710.63 $ 5,996.17 $ 6,295.97 $ 6,610.77 Hourly $ 67.9838 $ 71.3829 $ 74.9521 $ 78.6996 $ 82.6346 IRP&T 6/20/2026 P49 Human Resources Analyst Annual $ 100,028.61 $ 105,030.05 $ 110,281.56 $ 115,795.64 $ 121,585.42 Monthly $ 8,335.72 $ 8,752.50 $ 9,190.13 $ 9,649.64 $ 10,132.12 Bi-weekly $ 3,847.25 $ 4,039.62 $ 4,241.60 $ 4,453.68 $ 4,676.36 Hourly $ 48.0906 $ 50.4953 $ 53.0200 $ 55.6710 $ 58.4545 IRP&T 6/20/2026 P62 Human Resources Manager Annual $ 149,999.26 $ 157,499.23 $ 165,374.19 $ 173,642.89 $ 182,325.04 Monthly $ 12,499.94 $ 13,124.94 $ 13,781.18 $ 14,470.24 $ 15,193.75 Bi-weekly $ 5,769.20 $ 6,057.66 $ 6,360.55 $ 6,678.57 $ 7,012.50 Hourly $ 72.1150 $ 75.7208 $ 79.5069 $ 83.4821 $ 87.6563 IRP&T 6/20/2026 P15 Human Resources Specialist Annual $ 94,535.79 $ 99,262.57 $ 104,225.70 $ 109,436.98 $ 114,908.83 Monthly $ 7,877.98 $ 8,271.88 $ 8,685.48 $ 9,119.75 $ 9,575.74 Bi-weekly $ 3,635.99 $ 3,817.79 $ 4,008.68 $ 4,209.11 $ 4,419.57 Hourly $ 45.4499 $ 47.7224 $ 50.1085 $ 52.6139 $ 55.2446 IRP&T 6/20/2026 P63 Information Technology Analyst Annual $ 94,299.26 $ 99,014.23 $ 103,964.94 $ 109,163.18 $ 114,621.33 Monthly $ 7,858.27 $ 8,251.19 $ 8,663.75 $ 9,096.93 $ 9,551.78 Bi-weekly $ 3,626.89 $ 3,808.24 $ 3,998.65 $ 4,198.58 $ 4,408.51 Hourly $ 45.3361 $ 47.6030 $ 49.9831 $ 52.4823 $ 55.1064 IRP&T 6/20/2026 P01 Management Analyst Annual $ 100,271.42 $ 105,285.00 $ 110,549.25 $ 116,076.71 $ 121,880.54 (City Manager's Office Only) Monthly $ 8,355.95 $ 8,773.75 $ 9,212.44 $ 9,673.06 $ 10,156.71 Bi-weekly $ 3,856.59 $ 4,049.42 $ 4,251.89 $ 4,464.49 $ 4,687.71 Hourly $ 48.2074 $ 50.6178 $ 53.1486 $ 55.8061 $ 58.5964 IRP&T 6/20/2026 P02 Management Specialist Annual $ 90,244.27 $ 94,756.49 $ 99,494.30 $ 104,469.02 $ 109,692.47 (City Manager's Office Only) Monthly $ 7,520.36 $ 7,896.37 $ 8,291.19 $ 8,705.75 $ 9,141.04 Bi-weekly $ 3,470.93 $ 3,644.48 $ 3,826.70 $ 4,018.04 $ 4,218.94 Hourly $ 43.3866 $ 45.5560 $ 47.8338 $ 50.2255 $ 52.7368 IRP&T 6/20/2026 P61 Payroll Administrator Annual $ 130,577.49 $ 137,106.36 $ 143,961.69 $ 151,159.77 $ 158,717.75 Monthly $ 10,881.46 $ 11,425.53 $ 11,996.81 $ 12,596.65 $ 13,226.48 Bi-weekly $ 5,022.21 $ 5,273.32 $ 5,536.99 $ 5,813.84 $ 6,104.53 Hourly $ 62.7776 $ 65.9165 $ 69.2124 $ 72.6730 $ 76.3066 IRP&T 6/20/2026 P73 Payroll Specialist Annual $ 74,634.73 $ 78,366.46 $ 82,284.79 $ 86,399.03 $ 90,718.97 Monthly $ 6,219.56 $ 6,530.54 $ 6,857.07 $ 7,199.92 $ 7,559.91 Bi-weekly $ 2,870.57 $ 3,014.09 $ 3,164.80 $ 3,323.04 $ 3,489.19 Hourly $ 35.8821 $ 37.6761 $ 39.5600 $ 41.5380 $ 43.6149 IRP&T 6/20/2026 P59 Principal Human Resources Analyst Annual $ 132,828.82 $ 139,470.26 $ 146,443.78 $ 153,765.98 $ 161,454.27 Monthly $ 11,069.07 $ 11,622.52 $ 12,203.65 $ 12,813.83 $ 13,454.52 Bi-weekly $ 5,108.80 $ 5,364.24 $ 5,632.45 $ 5,914.08 $ 6,209.78 Hourly $ 63.8600 $ 67.0530 $ 70.4056 $ 73.9260 $ 77.6223 IRP&T 6/20/2026 P40 Principal Management Analyst Annual $ 120,325.69 $ 126,341.99 $ 132,659.09 $ 139,292.04 $ 146,256.66 (City Manager's Office Only) Monthly $ 10,027.14 $ 10,528.50 $ 11,054.92 $ 11,607.67 $ 12,188.06 Bi-weekly $ 4,627.91 $ 4,859.31 $ 5,102.27 $ 5,357.39 $ 5,625.26 Hourly $ 57.8489 $ 60.7414 $ 63.7784 $ 66.9674 $ 70.3158 IRP&T 6/20/2026 P60 Purchasing Administrator Annual $ 130,577.49 $ 137,106.36 $ 143,961.69 $ 151,159.77 $ 158,717.75 Monthly $ 10,881.46 $ 11,425.53 $ 11,996.81 $ 12,596.65 $ 13,226.48 Bi-weekly $ 5,022.21 $ 5,273.32 $ 5,536.99 $ 5,813.84 $ 6,104.53 Hourly $ 62.7776 $ 65.9165 $ 69.2124 $ 72.6730 $ 76.3066 IRP&T 6/20/2026 P71 Risk Manager Annual $ 141,414.18 $ 148,484.88 $ 155,909.14 $ 163,704.58 $ 171,889.82 Monthly $ 11,784.52 $ 12,373.74 $ 12,992.43 $ 13,642.05 $ 14,324.15 Bi-weekly $ 5,439.01 $ 5,710.96 $ 5,996.51 $ 6,296.33 $ 6,611.15 Hourly $ 67.9876 $ 71.3870 $ 74.9564 $ 78.7041 $ 82.6394 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 3

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IRP&T 6/20/2026 P52 Senior Human Resources Analyst Annual $ 115,528.23 $ 121,304.65 $ 127,369.86 $ 133,738.37 $ 140,425.29 Monthly $ 9,627.35 $ 10,108.72 $ 10,614.16 $ 11,144.86 $ 11,702.11 Bi-weekly $ 4,443.39 $ 4,665.56 $ 4,898.84 $ 5,143.78 $ 5,400.97 Hourly $ 55.5424 $ 58.3195 $ 61.2355 $ 64.2973 $ 67.5121 IRP&T 6/20/2026 P66 Senior Information Technology Analyst Annual $ 115,528.22 $ 121,304.64 $ 127,369.86 $ 133,738.37 $ 140,425.28 Monthly $ 9,627.35 $ 10,108.72 $ 10,614.16 $ 11,144.86 $ 11,702.11 Bi-weekly $ 4,443.39 $ 4,665.56 $ 4,898.84 $ 5,143.78 $ 5,400.97 Hourly $ 55.5424 $ 58.3195 $ 61.2355 $ 64.2973 $ 67.5121 IRP&T 6/20/2026 P39 Senior Management Analyst Annual $ 110,283.74 $ 115,797.94 $ 121,587.84 $ 127,667.23 $ 134,050.59 Monthly $ 9,190.31 $ 9,649.83 $ 10,132.32 $ 10,638.94 $ 11,170.88 Bi-weekly $ 4,241.68 $ 4,453.77 $ 4,676.46 $ 4,910.28 $ 5,155.79 Hourly $ 53.0210 $ 55.6721 $ 58.4558 $ 61.3785 $ 64.4474 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 FVMEA (Field) 6/20/2026 G45 Equipment Operator I Annual $ 70,316.13 $ 73,831.93 $ 77,523.53 $ 81,399.71 $ 85,469.70 Monthly $ 5,859.68 $ 6,152.66 $ 6,460.29 $ 6,783.31 $ 7,122.48 Bi-weekly $ 2,704.47 $ 2,839.69 $ 2,981.67 $ 3,130.76 $ 3,287.30 Hourly $ 33.8059 $ 35.4961 $ 37.2709 $ 39.1345 $ 41.0913 FVMEA (Field) 6/20/2026 G46 Equipment Operator II Annual $ 73,665.98 $ 77,349.28 $ 81,216.75 $ 85,277.59 $ 89,541.45 Monthly $ 6,138.83 $ 6,445.77 $ 6,768.06 $ 7,106.47 $ 7,461.79 Bi-weekly $ 2,833.31 $ 2,974.97 $ 3,123.72 $ 3,279.91 $ 3,443.90 Hourly $ 35.4164 $ 37.1871 $ 39.0465 $ 40.9989 $ 43.0488 FVMEA (Field) 6/20/2026 G82 Equipment Operator I- Water Annual $ 76,678.70 $ 80,512.64 $ 84,538.27 $ 88,765.19 $ 93,203.44 Monthly $ 6,389.89 $ 6,709.39 $ 7,044.86 $ 7,397.10 $ 7,766.95 Bi-weekly $ 2,949.18 $ 3,096.64 $ 3,251.47 $ 3,414.05 $ 3,584.75 Hourly $ 36.8648 $ 38.7080 $ 40.6434 $ 42.6756 $ 44.8094 FVMEA (Field) 6/20/2026 G47 Equipment Operator II - Water Annual $ 78,430.75 $ 82,352.26 $ 86,469.88 $ 90,793.37 $ 95,333.05 Monthly $ 6,535.90 $ 6,862.69 $ 7,205.82 $ 7,566.11 $ 7,944.42 Bi-weekly $ 3,016.57 $ 3,167.39 $ 3,325.76 $ 3,492.05 $ 3,666.66 Hourly $ 37.7071 $ 39.5924 $ 41.5720 $ 43.6506 $ 45.8333 FVMEA (Field) 6/20/2026 G62 Foreman Annual $ 81,026.45 $ 85,077.77 $ 89,331.66 $ 93,798.24 $ 98,488.16 Monthly $ 6,752.20 $ 7,089.81 $ 7,444.31 $ 7,816.52 $ 8,207.35 Bi-weekly $ 3,116.40 $ 3,272.22 $ 3,435.83 $ 3,607.62 $ 3,788.01 Hourly $ 38.9550 $ 40.9028 $ 42.9479 $ 45.0953 $ 47.3501 FVMEA (Field) 6/20/2026 G63 Foreman Fleet Annual $ 81,026.45 $ 85,077.77 $ 89,331.66 $ 93,798.24 $ 98,488.16 Monthly $ 6,752.20 $ 7,089.81 $ 7,444.31 $ 7,816.52 $ 8,207.35 Bi-weekly $ 3,116.40 $ 3,272.22 $ 3,435.83 $ 3,607.62 $ 3,788.01 Hourly $ 38.9550 $ 40.9028 $ 42.9479 $ 45.0953 $ 47.3501 FVMEA (Field) 6/20/2026 G88 Foreman Sewer/Storm Drain Annual $ 87,227.99 $ 91,589.40 $ 96,168.86 $ 100,977.31 $ 106,026.18 Monthly $ 7,269.00 $ 7,632.45 $ 8,014.07 $ 8,414.78 $ 8,835.52 Bi-weekly $ 3,354.92 $ 3,522.67 $ 3,698.80 $ 3,883.74 $ 4,077.93 Hourly $ 41.9365 $ 44.0334 $ 46.2350 $ 48.5468 $ 50.9741 FVMEA (Field) 6/20/2026 G75 Foreman Water Annual $ 87,227.99 $ 91,589.40 $ 96,168.86 $ 100,977.31 $ 106,026.18 Monthly $ 7,269.00 $ 7,632.45 $ 8,014.07 $ 8,414.78 $ 8,835.52 Bi-weekly $ 3,354.92 $ 3,522.67 $ 3,698.80 $ 3,883.74 $ 4,077.93 Hourly $ 41.9365 $ 44.0334 $ 46.2350 $ 48.5468 $ 50.9741 FVMEA (Field) 6/20/2026 G39 Irrigation Technician Annual $ 67,844.77 $ 71,237.03 $ 74,798.87 $ 78,538.81 $ 82,465.76 Monthly $ 5,653.73 $ 5,936.42 $ 6,233.24 $ 6,544.90 $ 6,872.15 Bi-weekly $ 2,609.41 $ 2,739.89 $ 2,876.88 $ 3,020.72 $ 3,171.76 Hourly $ 32.6176 $ 34.2486 $ 35.9610 $ 37.7590 $ 39.6470 FVMEA (Field) 6/20/2026 G78 Landscape Inspector Annual $ 84,769.93 $ 89,008.43 $ 93,458.85 $ 98,131.79 $ 103,038.38 Monthly $ 7,064.16 $ 7,417.37 $ 7,788.24 $ 8,177.65 $ 8,586.53 Bi-weekly $ 3,260.38 $ 3,423.40 $ 3,594.57 $ 3,774.30 $ 3,963.01 Hourly $ 40.7548 $ 42.7925 $ 44.9321 $ 47.1788 $ 49.5376 FVMEA (Field) 6/20/2026 G36 Maintenance Worker II Annual $ 62,364.93 $ 65,483.16 $ 68,757.33 $ 72,195.20 $ 75,804.96 Monthly $ 5,197.08 $ 5,456.93 $ 5,729.78 $ 6,016.27 $ 6,317.08 Bi-weekly $ 2,398.65 $ 2,518.58 $ 2,644.51 $ 2,776.74 $ 2,915.58 Hourly $ 29.9831 $ 31.4823 $ 33.0564 $ 34.7093 $ 36.4448 FVMEA (Field) 6/20/2026 G35 Maintenance Worker II - Chemical Applicator Annual $ 67,344.97 $ 70,712.22 $ 74,247.83 $ 77,960.21 $ 81,858.23 Monthly $ 5,612.08 $ 5,892.69 $ 6,187.32 $ 6,496.68 $ 6,821.52 Bi-weekly $ 2,590.19 $ 2,719.70 $ 2,855.69 $ 2,998.47 $ 3,148.39 Hourly $ 32.3774 $ 33.9963 $ 35.6961 $ 37.4809 $ 39.3549 FVMEA (Field) 6/20/2026 G64 Maintenance Worker II - Water Annual $ 69,532.46 $ 73,009.08 $ 76,659.53 $ 80,492.51 $ 84,517.14 Monthly $ 5,794.37 $ 6,084.09 $ 6,388.29 $ 6,707.71 $ 7,043.10 Bi-weekly $ 2,674.33 $ 2,808.04 $ 2,948.44 $ 3,095.87 $ 3,250.66 Hourly $ 33.4291 $ 35.1005 $ 36.8555 $ 38.6984 $ 40.6333 FVMEA (Field) 6/20/2026 G33 Mechanic Annual $ 71,924.68 $ 75,520.91 $ 79,296.96 $ 83,261.82 $ 87,424.91 Monthly $ 5,993.72 $ 6,293.41 $ 6,608.08 $ 6,938.49 $ 7,285.41 Bi-weekly $ 2,766.33 $ 2,904.65 $ 3,049.88 $ 3,202.38 $ 3,362.50 Hourly $ 34.5791 $ 36.3081 $ 38.1235 $ 40.0298 $ 42.0313 FVMEA (Field) 6/20/2026 G65 Water Quality Technician Annual $ 91,277.56 $ 95,841.43 $ 100,633.49 $ 105,665.18 $ 110,948.43 Monthly $ 7,606.46 $ 7,986.79 $ 8,386.12 $ 8,805.43 $ 9,245.70 Bi-weekly $ 3,510.68 $ 3,686.21 $ 3,870.52 $ 4,064.05 $ 4,267.25 Hourly $ 43.8835 $ 46.0776 $ 48.3815 $ 50.8006 $ 53.3406 FVMEA (Field) 6/20/2026 G66 Water System Operator Annual $ 83,400.90 $ 87,570.95 $ 91,949.50 $ 96,546.98 $ 101,374.33 Monthly $ 6,950.08 $ 7,297.58 $ 7,662.46 $ 8,045.58 $ 8,447.86 Bi-weekly $ 3,207.73 $ 3,368.11 $ 3,536.52 $ 3,713.35 $ 3,899.01 Hourly $ 40.0966 $ 42.1014 $ 44.2065 $ 46.4169 $ 48.7376 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 P&T 6/20/2026 P67 Associate Planner Annual $ 95,986.65 $ 100,785.99 $ 105,825.29 $ 111,116.56 $ 116,672.39 Monthly $ 7,998.89 $ 8,398.83 $ 8,818.77 $ 9,259.71 $ 9,722.70 Bi-weekly $ 3,691.79 $ 3,876.38 $ 4,070.20 $ 4,273.71 $ 4,487.40 Hourly $ 46.1474 $ 48.4548 $ 50.8775 $ 53.4214 $ 56.0925 P&T 6/20/2026 P57 Building Official Annual $ 156,436.61 $ 164,258.45 $ 172,471.37 $ 181,094.94 $ 190,149.69 Monthly $ 13,036.38 $ 13,688.20 $ 14,372.61 $ 15,091.25 $ 15,845.81 Bi-weekly $ 6,016.79 $ 6,317.63 $ 6,633.51 $ 6,965.19 $ 7,313.45 Hourly $ 75.2099 $ 78.9704 $ 82.9189 $ 87.0649 $ 91.4181 P&T 6/20/2026 P09 Community Services Supervisor Annual $ 98,389.01 $ 103,308.45 $ 108,473.88 $ 113,897.57 $ 119,592.45 Monthly $ 8,199.08 $ 8,609.04 $ 9,039.49 $ 9,491.46 $ 9,966.04 Bi-weekly $ 3,784.19 $ 3,973.40 $ 4,172.07 $ 4,380.68 $ 4,599.71 Hourly $ 47.3024 $ 49.6675 $ 52.1509 $ 54.7585 $ 57.4964 P&T 6/20/2026 P46 Crime Analyst Annual $ 100,271.42 $ 105,285.00 $ 110,549.25 $ 116,076.71 $ 121,880.54 Monthly $ 8,355.95 $ 8,773.75 $ 9,212.44 $ 9,673.06 $ 10,156.71 Bi-weekly $ 3,856.59 $ 4,049.42 $ 4,251.89 $ 4,464.49 $ 4,687.71 Hourly $ 48.2074 $ 50.6178 $ 53.1486 $ 55.8061 $ 58.5964 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 4

Page 700 ends

P&T 6/20/2026 P72 Deputy Fire Marshal Annual $ 115,607.34 $ 121,387.71 $ 127,457.10 $ 133,829.94 $ 140,521.44 Monthly $ 9,633.95 $ 10,115.64 $ 10,621.43 $ 11,152.50 $ 11,710.12 Bi-weekly $ 4,446.44 $ 4,668.76 $ 4,902.20 $ 5,147.31 $ 5,404.67 Hourly $ 55.5805 $ 58.3595 $ 61.2775 $ 64.3414 $ 67.5584 P&T 6/20/2026 P50 Deputy Public Works Director/City Engineer Annual $ 182,132.35 $ 191,238.98 $ 200,800.92 $ 210,840.96 $ 221,383.01 Monthly $ 15,177.70 $ 15,936.58 $ 16,733.41 $ 17,570.08 $ 18,448.58 Bi-weekly $ 7,005.09 $ 7,355.35 $ 7,723.11 $ 8,109.27 $ 8,514.73 Hourly $ 87.5636 $ 91.9419 $ 96.5389 $ 101.3659 $ 106.4341 P&T 6/20/2026 P55 Emergency Medical Services Manager Annual $ 134,808.20 $ 141,548.62 $ 148,626.05 $ 156,057.35 $ 163,860.22 Monthly $ 11,234.02 $ 11,795.72 $ 12,385.50 $ 13,004.78 $ 13,655.02 Bi-weekly $ 5,184.93 $ 5,444.18 $ 5,716.39 $ 6,002.21 $ 6,302.32 Hourly $ 64.8116 $ 68.0523 $ 71.4549 $ 75.0276 $ 78.7790 P&T 6/20/2026 P20 Engineering Associate Annual $ 128,242.35 $ 134,654.46 $ 141,387.20 $ 148,456.56 $ 155,879.39 Monthly $ 10,686.86 $ 11,221.21 $ 11,782.27 $ 12,371.38 $ 12,989.95 Bi-weekly $ 4,932.40 $ 5,179.02 $ 5,437.97 $ 5,709.87 $ 5,995.36 Hourly $ 61.6550 $ 64.7378 $ 67.9746 $ 71.3734 $ 74.9420 P&T 6/20/2026 P31 Environmental Services Administrator Annual $ 118,593.94 $ 124,523.63 $ 130,749.81 $ 137,287.31 $ 144,151.68 Monthly $ 9,882.83 $ 10,376.97 $ 10,895.82 $ 11,440.61 $ 12,012.64 Bi-weekly $ 4,561.31 $ 4,789.37 $ 5,028.84 $ 5,280.28 $ 5,544.30 Hourly $ 57.0164 $ 59.8671 $ 62.8605 $ 66.0035 $ 69.3038 P&T 6/20/2026 P25 Field Services Manager Annual $ 165,058.66 $ 173,311.60 $ 181,977.18 $ 191,076.04 $ 200,629.84 Monthly $ 13,754.89 $ 14,442.63 $ 15,164.77 $ 15,923.00 $ 16,719.15 Bi-weekly $ 6,348.41 $ 6,665.83 $ 6,999.12 $ 7,349.08 $ 7,716.53 Hourly $ 79.3551 $ 83.3229 $ 87.4890 $ 91.8635 $ 96.4566 P&T 6/20/2026 P48 Fire Marshal Annual $ 150,531.16 $ 158,057.71 $ 165,960.60 $ 174,258.64 $ 182,971.56 Monthly $ 12,544.26 $ 13,171.48 $ 13,830.05 $ 14,521.55 $ 15,247.63 Bi-weekly $ 5,789.66 $ 6,079.14 $ 6,383.10 $ 6,702.26 $ 7,037.37 Hourly $ 72.3708 $ 75.9893 $ 79.7888 $ 83.7783 $ 87.9671 P&T 6/20/2026 P05 Housing Coordinator Annual $ 123,877.26 $ 130,071.12 $ 136,574.68 $ 143,403.41 $ 150,573.58 Monthly $ 10,323.11 $ 10,839.26 $ 11,381.22 $ 11,950.28 $ 12,547.80 Bi-weekly $ 4,764.51 $ 5,002.74 $ 5,252.87 $ 5,515.52 $ 5,791.29 Hourly $ 59.5564 $ 62.5343 $ 65.6609 $ 68.9440 $ 72.3911 P&T 6/20/2026 P10 Information Technology Manager Annual $ 161,141.04 $ 169,198.10 $ 177,657.99 $ 186,540.90 $ 195,867.95 Monthly $ 13,428.42 $ 14,099.84 $ 14,804.83 $ 15,545.08 $ 16,322.33 Bi-weekly $ 6,197.73 $ 6,507.62 $ 6,833.00 $ 7,174.65 $ 7,533.38 Hourly $ 77.4716 $ 81.3453 $ 85.4125 $ 89.6831 $ 94.1673 P&T 6/20/2026 P41 Internal Services Supervisor Annual $ 107,352.49 $ 112,720.11 $ 118,356.13 $ 124,273.93 $ 130,487.62 Monthly $ 8,946.04 $ 9,393.34 $ 9,863.01 $ 10,356.16 $ 10,873.97 Bi-weekly $ 4,128.94 $ 4,335.39 $ 4,552.16 $ 4,779.77 $ 5,018.75 Hourly $ 51.6118 $ 54.1924 $ 56.9020 $ 59.7471 $ 62.7344 P&T 6/20/2026 P64 Management Analyst Annual $ 100,271.42 $ 105,285.00 $ 110,549.25 $ 116,076.71 $ 121,880.54 Monthly $ 8,355.95 $ 8,773.75 $ 9,212.44 $ 9,673.06 $ 10,156.71 Bi-weekly $ 3,856.59 $ 4,049.42 $ 4,251.89 $ 4,464.49 $ 4,687.71 Hourly $ 48.2074 $ 50.6178 $ 53.1486 $ 55.8061 $ 58.5964 P&T 6/20/2026 P65 Management Specialist Annual $ 90,244.27 $ 94,756.49 $ 99,494.30 $ 104,469.02 $ 109,692.47 Monthly $ 7,520.36 $ 7,896.37 $ 8,291.19 $ 8,705.75 $ 9,141.04 Bi-weekly $ 3,470.93 $ 3,644.48 $ 3,826.70 $ 4,018.04 $ 4,218.94 Hourly $ 43.3866 $ 45.5560 $ 47.8338 $ 50.2255 $ 52.7368 P&T 6/20/2026 P69 Neighborhood Improvement Manager Annual $ 129,362.96 $ 135,831.10 $ 142,622.67 $ 149,753.79 $ 157,241.48 Monthly $ 10,780.25 $ 11,319.26 $ 11,885.22 $ 12,479.48 $ 13,103.46 Bi-weekly $ 4,975.50 $ 5,224.27 $ 5,485.49 $ 5,759.76 $ 6,047.75 Hourly $ 62.1938 $ 65.3034 $ 68.5686 $ 71.9970 $ 75.5969 P&T 6/20/2026 P35 Principal Civil Engineer Annual $ 153,887.77 $ 161,582.15 $ 169,661.25 $ 178,144.32 $ 187,051.54 Monthly $ 12,823.98 $ 13,465.18 $ 14,138.44 $ 14,845.36 $ 15,587.63 Bi-weekly $ 5,918.76 $ 6,214.70 $ 6,525.43 $ 6,851.70 $ 7,194.29 Hourly $ 73.9845 $ 77.6838 $ 81.5679 $ 85.6463 $ 89.9286 P&T 6/20/2026 P07 Principal Planner Annual $ 143,366.64 $ 150,534.97 $ 158,061.72 $ 165,964.79 $ 174,263.04 Monthly $ 11,947.22 $ 12,544.58 $ 13,171.81 $ 13,830.40 $ 14,521.92 Bi-weekly $ 5,514.10 $ 5,789.81 $ 6,079.30 $ 6,383.26 $ 6,702.42 Hourly $ 68.9263 $ 72.3726 $ 75.9913 $ 79.7908 $ 83.7803 P&T 6/20/2026 P42 Public Services Supervisor Annual $ 107,352.49 $ 112,720.11 $ 118,356.13 $ 124,273.93 $ 130,487.62 Monthly $ 8,946.04 $ 9,393.34 $ 9,863.01 $ 10,356.16 $ 10,873.97 Bi-weekly $ 4,128.94 $ 4,335.39 $ 4,552.16 $ 4,779.77 $ 5,018.75 Hourly $ 51.6118 $ 54.1924 $ 56.9020 $ 59.7471 $ 62.7344 P&T 6/20/2026 P03 Purchasing Manager Annual $ 124,154.85 $ 130,362.58 $ 136,880.71 $ 143,724.73 $ 150,910.98 Monthly $ 10,346.24 $ 10,863.55 $ 11,406.73 $ 11,977.06 $ 12,575.92 Bi-weekly $ 4,775.19 $ 5,013.95 $ 5,264.64 $ 5,527.87 $ 5,804.27 Hourly $ 59.6899 $ 62.6744 $ 65.8080 $ 69.0984 $ 72.5534 P&T 6/20/2026 P08 Recreation and Community Services Manager Annual $ 139,422.06 $ 146,393.17 $ 153,712.83 $ 161,398.47 $ 169,468.38 Monthly $ 11,618.51 $ 12,199.43 $ 12,809.40 $ 13,449.87 $ 14,122.37 Bi-weekly $ 5,362.39 $ 5,630.51 $ 5,912.03 $ 6,207.63 $ 6,518.01 Hourly $ 67.0299 $ 70.3814 $ 73.9004 $ 77.5954 $ 81.4751 P&T 6/20/2026 P70 Revenue Supervisor Annual $ 86,265.37 $ 90,578.63 $ 95,107.56 $ 99,862.94 $ 104,856.09 Monthly $ 7,188.78 $ 7,548.22 $ 7,925.63 $ 8,321.91 $ 8,738.01 Bi-weekly $ 3,317.90 $ 3,483.79 $ 3,657.98 $ 3,840.88 $ 4,032.93 Hourly $ 41.4738 $ 43.5474 $ 45.7248 $ 48.0110 $ 50.4116 P&T 6/20/2026 P34 Senior Civil Engineer Annual $ 141,072.72 $ 148,126.36 $ 155,532.68 $ 163,309.32 $ 171,474.77 Monthly $ 11,756.06 $ 12,343.86 $ 12,961.06 $ 13,609.11 $ 14,289.56 Bi-weekly $ 5,425.87 $ 5,697.17 $ 5,982.03 $ 6,281.13 $ 6,595.18 Hourly $ 67.8234 $ 71.2146 $ 74.7754 $ 78.5141 $ 82.4398 P&T 6/20/2026 P53 Senior Planner Annual $ 125,833.82 $ 132,125.51 $ 138,731.79 $ 145,668.38 $ 152,951.79 Monthly $ 10,486.15 $ 11,010.46 $ 11,560.98 $ 12,139.03 $ 12,745.98 Bi-weekly $ 4,839.76 $ 5,081.75 $ 5,335.84 $ 5,602.63 $ 5,882.76 Hourly $ 60.4970 $ 63.5219 $ 66.6980 $ 70.0329 $ 73.5345 P&T 6/20/2026 P68 Senior Public Works Inspector Annual $ 97,336.21 $ 102,203.02 $ 107,313.17 $ 112,678.83 $ 118,312.76 Monthly $ 8,111.35 $ 8,516.92 $ 8,942.76 $ 9,389.90 $ 9,859.40 Bi-weekly $ 3,743.70 $ 3,930.89 $ 4,127.43 $ 4,333.80 $ 4,550.49 Hourly $ 46.7963 $ 49.1361 $ 51.5929 $ 54.1725 $ 56.8811 P&T 6/20/2026 P30 Sewer/Storm Drain Supervisor Annual $ 115,940.68 $ 121,737.71 $ 127,824.59 $ 134,215.83 $ 140,926.61 Monthly $ 9,661.72 $ 10,144.81 $ 10,652.05 $ 11,184.65 $ 11,743.88 Bi-weekly $ 4,459.26 $ 4,682.22 $ 4,916.33 $ 5,162.15 $ 5,420.25 Hourly $ 55.7408 $ 58.5278 $ 61.4541 $ 64.5269 $ 67.7531 P&T 6/20/2026 P06 Support Services Manager Annual $ 125,256.46 $ 131,519.28 $ 138,095.25 $ 145,000.01 $ 152,250.01 Monthly $ 10,438.04 $ 10,959.94 $ 11,507.94 $ 12,083.33 $ 12,687.50 Bi-weekly $ 4,817.56 $ 5,058.43 $ 5,311.36 $ 5,576.92 $ 5,855.77 Hourly $ 60.2195 $ 63.2304 $ 66.3920 $ 69.7115 $ 73.1971 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 5

Page 701 ends

P&T 6/20/2026 P54 Support Services Supervisor Annual $ 102,324.57 $ 107,440.80 $ 112,812.84 $ 118,453.48 $ 124,376.16 Monthly $ 8,527.05 $ 8,953.40 $ 9,401.07 $ 9,871.12 $ 10,364.68 Bi-weekly $ 3,935.56 $ 4,132.34 $ 4,338.96 $ 4,555.90 $ 4,783.70 Hourly $ 49.1945 $ 51.6543 $ 54.2370 $ 56.9488 $ 59.7963 P&T 6/20/2026 P21 Water Supervisor Annual $ 118,259.49 $ 124,172.46 $ 130,381.09 $ 136,900.15 $ 143,745.16 Monthly $ 9,854.96 $ 10,347.71 $ 10,865.09 $ 11,408.35 $ 11,978.76 Bi-weekly $ 4,548.44 $ 4,775.86 $ 5,014.66 $ 5,265.39 $ 5,528.66 Hourly $ 56.8555 $ 59.6983 $ 62.6833 $ 65.8174 $ 69.1083 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 City Manager 6/20/2026 CMG City Manager Annual $ 306,569.30 Monthly $ 25,547.44
Bi-weekly $ 11,791.13
Hourly $ 147.3891
Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 Admin Officers 6/20/2026 D01 Chief of Police Annual $ 236,027.71 $ 247,829.10 $ 260,220.54 $ 273,231.59 $ 286,893.15 Monthly $ 19,668.98 $ 20,652.43 $ 21,685.05 $ 22,769.30 $ 23,907.76 Bi-weekly $ 9,077.99 $ 9,531.89 $ 10,008.48 $ 10,508.91 $ 11,034.35 Hourly $ 113.4749 $ 119.1486 $ 125.1060 $ 131.3614 $ 137.9294 Admin Officers 6/20/2026 D12 City Clerk/Risk Administrator Annual $ 163,704.58 $ 171,889.82 $ 180,484.31 $ 189,508.53 $ 198,983.94 Monthly $ 13,642.05 $ 14,324.15 $ 15,040.36 $ 15,792.38 $ 16,582.00 Bi-weekly $ 6,296.33 $ 6,611.15 $ 6,941.70 $ 7,288.79 $ 7,653.23 Hourly $ 78.7041 $ 82.6394 $ 86.7713 $ 91.1099 $ 95.6654 Admin Officers 6/20/2026 D04 Community Development Director Annual $ 208,167.26 $ 218,575.64 $ 229,504.41 $ 240,979.64 $ 253,028.62 Monthly $ 17,347.27 $ 18,214.64 $ 19,125.37 $ 20,081.64 $ 21,085.72 Bi-weekly $ 8,006.43 $ 8,406.76 $ 8,827.09 $ 9,268.45 $ 9,731.87 Hourly $ 100.0804 $ 105.0845 $ 110.3386 $ 115.8556 $ 121.6484 Admin Officers 6/20/2026 D10 Community Development Director/Deputy City Manager Annual $ 218,575.62 $ 229,504.40 $ 240,979.63 $ 253,028.61 $ 265,680.04 Monthly $ 18,214.64 $ 19,125.37 $ 20,081.64 $ 21,085.72 $ 22,140.00 Bi-weekly $ 8,406.75 $ 8,827.09 $ 9,268.45 $ 9,731.87 $ 10,218.46 Hourly $ 105.0844 $ 110.3386 $ 115.8556 $ 121.6484 $ 127.7308 Admin Officers 6/20/2026 D08 Community Services Director Annual $ 194,765.75 $ 204,504.03 $ 214,729.24 $ 225,465.71 $ 236,738.99 Monthly $ 16,230.48 $ 17,042.00 $ 17,894.10 $ 18,788.81 $ 19,728.25 Bi-weekly $ 7,490.99 $ 7,865.54 $ 8,258.82 $ 8,671.76 $ 9,105.35 Hourly $ 93.6374 $ 98.3193 $ 103.2353 $ 108.3970 $ 113.8169 Admin Officers 6/20/2026 D13 Community Services Director/Deputy City Manager Annual $ 204,504.03 $ 214,729.24 $ 225,465.70 $ 236,738.99 $ 248,575.94 Monthly $ 17,042.00 $ 17,894.10 $ 18,788.81 $ 19,728.25 $ 20,714.66 Bi-weekly $ 7,865.54 $ 8,258.82 $ 8,671.76 $ 9,105.35 $ 9,560.61 Hourly $ 98.3193 $ 103.2353 $ 108.3970 $ 113.8169 $ 119.5076 Admin Officers 6/20/2026 D09 Deputy City Manager Annual $ 191,488.44 $ 201,062.88 $ 211,116.01 $ 221,671.82 $ 232,755.41 Monthly $ 15,957.37 $ 16,755.24 $ 17,593.00 $ 18,472.65 $ 19,396.28 Bi-weekly $ 7,364.94 $ 7,733.19 $ 8,119.85 $ 8,525.84 $ 8,952.13 Hourly $ 92.0618 $ 96.6649 $ 101.4981 $ 106.5730 $ 111.9016 Admin Officers 6/20/2026 D03 Director of Public Works Annual $ 214,894.41 $ 225,639.13 $ 236,921.09 $ 248,767.15 $ 261,205.51 Monthly $ 17,907.87 $ 18,803.26 $ 19,743.42 $ 20,730.60 $ 21,767.13 Bi-weekly $ 8,265.17 $ 8,678.43 $ 9,112.35 $ 9,567.97 $ 10,046.37 Hourly $ 103.3146 $ 108.4804 $ 113.9044 $ 119.5996 $ 125.5796 Admin Officers 6/20/2026 D06 Finance Director Annual $ 208,916.62 $ 219,362.47 $ 230,330.58 $ 241,847.11 $ 253,939.46 Monthly $ 17,409.72 $ 18,280.21 $ 19,194.22 $ 20,153.93 $ 21,161.62 Bi-weekly $ 8,035.25 $ 8,437.02 $ 8,858.87 $ 9,301.81 $ 9,766.90 Hourly $ 100.4406 $ 105.4628 $ 110.7359 $ 116.2726 $ 122.0863 Admin Officers 6/20/2026 D02 Fire Chief Annual $ 230,017.47 $ 241,518.34 $ 253,594.26 $ 266,273.97 $ 279,587.67 Monthly $ 19,168.12 $ 20,126.53 $ 21,132.86 $ 22,189.50 $ 23,298.97 Bi-weekly $ 8,846.83 $ 9,289.17 $ 9,753.63 $ 10,241.31 $ 10,753.37 Hourly $ 110.5854 $ 116.1146 $ 121.9204 $ 128.0164 $ 134.4171 Admin Officers 6/20/2026 D07 Human Resources Director Annual $ 194,765.75 $ 204,504.03 $ 214,729.24 $ 225,465.71 $ 236,738.99 Monthly $ 16,230.48 $ 17,042.00 $ 17,894.10 $ 18,788.81 $ 19,728.25 Bi-weekly $ 7,490.99 $ 7,865.54 $ 8,258.82 $ 8,671.76 $ 9,105.35 Hourly $ 93.6374 $ 98.3193 $ 103.2353 $ 108.3970 $ 113.8169 Admin Officers 6/20/2026 D11 Information Technology Director Annual $ 194,764.96 $ 204,503.21 $ 214,728.37 $ 225,464.80 $ 236,738.03 Monthly $ 16,230.41 $ 17,041.93 $ 17,894.03 $ 18,788.73 $ 19,728.17 Bi-weekly $ 7,490.96 $ 7,865.51 $ 8,258.78 $ 8,671.72 $ 9,105.31 Hourly $ 93.6370 $ 98.3189 $ 103.2348 $ 108.3965 $ 113.8164 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 PT 6/20/2026 T38 Accounting Technician I * Hourly $ 30.8003 $ 32.3403 $ 33.9573 $ 35.6551 $ 37.4379 PT 6/20/2026 T39 Accounting Technician II * Hourly $ 32.3403 $ 33.9573 $ 35.6551 $ 37.4379 $ 39.3098 PT 1/1/2024 T06 Administrative Intern Hourly $ 18.0000 $ 18.9000 $ 19.8450 $ 20.8373 $ 21.8792 PT 1/1/2024 T28 Administrative Intern - City Manager's Office Hourly $ 18.0000 $ 18.9000 $ 19.8450 $ 20.8373 $ 21.8792 PT 6/20/2026 T29 Administrative Specialist * Hourly $ 23.9860 $ 25.1853 $ 26.4445 $ 27.7668 $ 29.1551 PT 2/3/2026 T44 Ambulance Operator* Hourly $ 18.5000 $ 19.4250 $ 20.3963 $ 21.4161 $ 22.4869 PT 1/1/2024 T14 Customer Service Representative Hourly $ 23.5000 $ 24.6750 $ 25.9088 $ 27.2042 $ 28.5644 PT 6/20/2026 T15 Dispatcher * Hourly $ 40.1463 $ 42.1536 $ 44.2613 $ 46.4744 $ 48.7980 PT 6/20/2026 T32 Emergency Medical Services Manager * Hourly $ 64.8116 $ 68.0523 $ 71.4549 $ 75.0276 $ 78.7790 PT 1/1/2024 T22 Emergency Preparedness Assistant Hourly $ 18.2000 $ 19.1100 $ 20.0655 $ 21.0688 $ 22.1222 PT 1/1/2024 T42 Engineering Intern Hourly $ 19.5000 $ 20.4750 $ 21.4988 $ 22.5737 $ 23.7024 PT 6/20/2026 T05 Engineering Technician I * Hourly $ 34.6096 $ 36.3401 $ 38.1571 $ 40.0650 $ 42.0683 PT 6/20/2026 T40 Engineering Technician II * Hourly $ 38.4590 $ 40.3819 $ 42.4010 $ 44.5211 $ 46.7471 PT 6/20/2026 T41 Engineering Technician III * Hourly $ 42.6905 $ 44.8250 $ 47.0663 $ 49.4196 $ 51.8906 PT 6/20/2026 T37 Firefighter/Paramedic Trainee (non-suppression) Hourly $ 44.0877 PT 6/20/2026 T36 Firefighter Trainee (non-suppression) Hourly $ 39.6789 PT 1/1/2024 T31 Graduate Intern Hourly $ 19.5000 $ 20.4750 $ 21.4988 $ 22.5737 $ 23.7024 PT 1/1/2024 T18 Human Resources Coordinator Hourly $ 25.0000 $ 26.2500 $ 27.5625 $ 28.9406 $ 30.3876 PT 6/20/2026 T25 Information Technology Technician * Hourly $ 38.7775 $ 40.7164 $ 42.7523 $ 44.8899 $ 47.1344 PT 1/1/2024 T07 Maintenance Worker I Hourly $ 23.7500 $ 24.9375 $ 26.1844 $ 27.4936 $ 28.8683 PT 6/20/2026 T33 Management Aide * Hourly $ 40.9728 $ 43.0214 $ 45.1725 $ 47.4311 $ 49.8026 PT 1/1/2024 T23 Management Intern Hourly $ 19.5000 $ 20.4750 $ 21.4988 $ 22.5737 $ 23.7024 PT 1/1/2024 T17 Office Specialist I Hourly $ 18.5000 $ 19.4250 $ 20.3963 $ 21.4161 $ 22.4869 PT 1/1/2024 T13 Office Specialist II Hourly $ 23.5000 $ 24.6750 $ 25.9088 $ 27.2042 $ 28.5644 PT 1/1/2024 T43 Planning Intern Hourly $ 19.5000 $ 20.4750 $ 21.4988 $ 22.5737 $ 23.7024 PT 1/1/2024 T20 Police Cadet Hourly $ 18.5000 $ 19.4250 $ 20.3963 $ 21.4161 $ 22.4869 PT 6/20/2026 T01 Police Recruit Hourly $ 43.1685
PT 1/1/2024 T30 Police Services Officer Hourly $ 25.0000 $ 26.2500 $ 27.5625 $ 28.9406 $ 30.3876 PT 1/1/2024 T34 Public Information Officer Hourly $ 52.0000 PT 6/20/2026 T26 Recreation Coordinator * Hourly $ 34.4618 $ 36.1849 $ 37.9941 $ 39.8938 $ 41.8885 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 6

Page 702 ends

PT 1/1/2024 T03 Recreation Leader Hourly $ 18.5000 $ 19.4250 $ 20.3963 $ 21.4161 $ 22.4869 PT 1/1/2024 T04 Recreation Specialist Hourly $ 23.5000 $ 24.6750 $ 25.9088 $ 27.2042 $ 28.5644 Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 Non Represented 2/3/2026 A01 Ambulance Operator Annual $ 38,480.00 $ 40,404.00 $ 42,424.30 $ 44,545.49 $ 46,772.75 Limited-Service Monthly $ 3,206.67 $ 3,367.00 $ 3,535.36 $ 3,712.12 $ 3,897.73 Bi-weekly $ 1,480.00 $ 1,554.00 $ 1,631.70 $ 1,713.29 $ 1,798.95 Hourly $ 18.5000 $ 19.4250 $ 20.3963 $ 21.4161 $ 22.4869 Notes:
*Classifications are considered full-time equivelents- they receive same increases as FTE PT Firefighter Trainee is 10% below Step 1 FF (40 hr rate) PT Paramedic Trainee is equivelent to Step 1 FF (40 hr rate) Police Recruit is 10% below Step 1 Police Officer
FT FF/PM is 14.5% above FF
FT Fire Engineer is 1% above FF/PM
Suppression Division Chief is 9% above a Suppression Battalion Chief 7/1/2023 Part-time added Steps 4 and 5 to classifications indicated Bargaining
Unit
Effective
Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 7

Page 703 ends

CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: June 16, 2026
Members of the City Council
SUBJECT: Amendment #4 to Extend Contract #22-11 from July 1, 2026, through July 1, 2027, with City Net for Homeless Outreach Services in the Amount of $366,874 Three-Year Strategic Goals
☒ Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live.”
☐ Ensure long-term fiscal stability by evaluating processes, and attract and retain revenue producing businesses/opportunities.
☐ Attract and retain quality staff through best practices and trends. ☐ Maintain, build, plan for, and modernize infrastructure to support the growth and future needs of the City.
☐ Not applicable

EXECUTIVE SUMMARY
In 2022, Staff identified City Net as a sole-source vendor that was uniquely qualified to provide street outreach and engagement for the homeless population in the City of Fountain Valley.

The agreement has since been extended through successive one-year extensions approved by the City Council and is currently set to expire on June 30, 2026. Staff recommends extending the City Net contract for an additional one-year term to continue providing essential social services to our homeless population.

DISCUSSION
The City’s partnership with City Net began March 1, 2022, and has been very successful with 199 successful street exits through May of 2026. Specifically, 158 of these exits have been to shelters, 25 have been to institutions (recuperative care, hospitals, detox centers), and 16 permanent exits (housed or relocated with family/friends). Furthermore, hundreds of other homeless individuals have utilized City Net’s outreach services, including, but not limited to, temporary shelter, medical services, mental health services, financial services and employment services.

City Net, in conjunction with the Police Department’s Special Operations Bureau (S.O.B.) and several other City departments, has been vital in minimizing encampments within the community, increasing the quality of life for the residents and unhoused individuals. City Net has collaborated with S.O.B. by being responsive to their needs, often responding to the Renewal of City Net Contract
June 16, 2026

Page 2 ends

unhoused population prior to law enforcement contact. City Net provides their own transportation, allowing them to transport people directly to shelters, hospitals, retrieve paperwork necessary for housing, and a multitude of other resources. This ability allows them to provide service quickly and efficiently.

The Central Cities Navigation Center (CCNC) opened in June 2024. City Net has supported the City and Police Department in utilizing the City’s dedicated beds at this facility. To date, City Net has successfully placed 76 unhoused individuals, with 40 of those placements occurring since June 2025. The ongoing collaboration between City Net, CCNC, and the Police Department has been superior.

The Point in Time Count (PIT) is a bi-annual survey that counts the number of people experiencing homelessness in the County of Orange. It covers the entire geographic area of the County, including all 34 cities and unincorporated areas. In 2024, the PIT count identified 114 unsheltered individuals in the City. The results from the 2026 count show a significant decrease, with the total number of unsheltered individuals now at 44. This is a decrease of approximately 62 percent. In comparing 2024 and 2026 for Orange County, there was a 27 percent decrease in the unsheltered population, along with a slight 3 percent increase in the sheltered population. The measurable decline in the number of unsheltered individuals in the City demonstrates the impact of the strong working relationship between City Net and the Police Department. Staff believes maintaining this downward trend will require continued collaboration, proactive outreach efforts, and a strong partnership between City Net and the Police Department.

Homelessness is a complex problem that requires a multifaceted approach, and City Net has been a vital partner in efforts to address this issue. While the Police Department and other City departments play a role in addressing homelessness, it is clear they cannot solve this problem alone. City Net’s work aligns with the City's Strategic Goal to cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live,” and City Net’s continued involvement is essential.

FISCAL REVIEW
The cost of the 12-month City Net services contract (July 1, 2026 - July 1, 2027) is $366,874, and is already included in the adopted FY 2026-27 Police Department budget within the General Fund (100.70.70700.53006). There are no additional anticipated costs associated with the City Net contract.

The FY 2025-26 contract cost totaled $376,999.66. The proposed FY 2026-27 contract reflects $10,125.66 in cost savings compared to the current fiscal year.

The Police Department has received the full $835,713 in grant funding through the California Housing and Community Development Department PLHA Program (Funding Years 2019 through 2023) to offset the costs of past, current, and extended City Net contracts.

PUBLIC NOTIFICATION
Renewal of City Net Contract
June 16, 2026

Page 3 ends

Public notification was made through the regular agenda process.

ENVIRONMENTAL IMPACT REVIEW
Not applicable.

ATTORNEY REVIEW
This action has been approved by the Attorney for the City.

ALTERNATIVES
Alternative No. 1: Approve Amendment #4 to extend Contract #22-11 from July 1, 2026 through July 1, 2027, with City Net for homeless outreach services in the amount of $366,874.

Alternative No. 2: Do not approve Amendment #4 to extend Contract #22-11 from July 1, 2026 through July 1, 2027, with City Net for homeless outreach services in the amount of $366,874.

RECOMMENDATION
Staff is requesting the City Council approve Alternative No. 1: Approve Amendment #4 to extend Contract #22-11 from July 1, 2026, through July 1, 2027, with City Net for homeless outreach services in the amount of $ 366,874.

Prepared by: Robert Cortes, Police Lieutenant
Reviewed by: Craig Heredia, Chief of Police
Attorney Review by: Colin Burns, Attorney for the City
Fiscal review by: Ryan Smith, Finance Director
Approved by: Maggie Le, City Manager
Attachments:

A. FY 26/27 Cost
B. Original Contract 2022/2023
C. 2027 FV scope of work
AMENDMENT #4
AGREEMENT FOR SERVICES – FOUNTAIN VALLEY

STREET OUTREACH AND ENGAGEMENT
(CON 22-11) #1153
THIS FOURTH AMENDMENT is made and entered this 16th day of June 2026, by and between the City of Fountain Valley (hereinafter "CITY") a municipal corporation, and Kingdom Causes, Inc. Dba City Net(hereinafter "CONSULTANT").

Recitals
WHEREAS, CITY and CONSULTANT have previously entered into an Agreement for Contract Services dated March 1, 2022;
WHEREAS CITY and CONSULTANT entered into Amendment No.1 on June 6, 2023, to extend the term of the Agreement until June 30, 2024, and increase the Agreement amount by $321 036.28.

WHEREAS, CITY and CONSULTANT entered into Amendment No. 2 on June 16, 2024, to extend the term of the Agreement until June 30, 2025, and increase the Agreement amount by $376,999.66.

WHEREAS, CITY and CONSULTANT entered into Amendment No. 3 on June 30, 2025, to extend the term of the Agreement until June 30, 2026, and increase the Agreement amount by $376,999.66.

WHEREAS, the parties do now desire to extend the agreement for an additional year commencing July 1, 2026, and ending June 30, 2027, and to reduce the annual compensation for this renewal term by $10,125.66, from $376,999.66 to $366,874.00.

WHEREAS, all other terms and conditions of the Agreement shall remain in effect.

NOW, THEREFORE, the parties hereto agree as follows:

1. That the AGREEMENT is extended until June 30, 2027 after which it shall expire unless extended pursuant to an agreement between the parties.

2. Except as amended, all other terms and conditions of the AGREEMENT shall remain in effect

3. CITY shall pay CONSULTANT in accordance with Attachment “A”. ///
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In witness whereof, the parties hereto have entered into this F O U R T H AMENDMENT the date and year first above written.

ATTEST: CITY OF FOUNTAIN VALLEY
Rick Miller, City Clerk Jim Cunneen, Mayor
APPROVED AS TO FORM: CONSULTANT:

Theresa Brennan, Attorney for the City City Net

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Title/Role Description Full Comp
Hrs/
week Wks FTE TOTAL
Regional Program Director Project compliance with management, operations and public safety standards
$61.92 2 52 0.05 $6,439.68
Program Supervisor Direct program activities, staff management/ supervision and project coordination
$45.07 10 52 0.25 $23,436.40
Case Manager Street outreach, case mgt, housing navigation $36.00 40 52 1.00 $74,880.00 Case Manager Street outreach, case mgt, housing navigation $38.50 40 52 1.10 $88,088.00 Data Analyst HMIS data entry, reporting, data compliance $35.50 6 52 0.15 $11,076.00 Executive leadership Quality control, problem solving $98.00 2 52 0.05 $10,192.00 Community Engagement Align activities with community stakeholders and generate resources for client needs
$47.50 2 52 0.05 $4,940.00
Finance Project payroll, processing client assistance,
project financial controls and reporting
$53.91 2 52 0.05 $5,606.64
Human resources Staff recruiting, hiring, training, disputes $42.00 2 52 0.05 $4,368.00 Operations Inventory, purchasing, technical support $41.42 2 52 0.05 $4,307.68

2.80 $233,334.00
Item TOTAL
Client Services $24,000.00
Client Services $50,000.00
Rent $9,072.00
Computing and
Telecommunications
$5,880.00
Materials and Supplies $2,520.00
Materials and Supplies $3,360.00
Materials and Supplies $1,176.00
Materials and Supplies $4,180.00
$100,188.00
Category TOTAL
De minimis rate for nonfederal entity$33,352.00
$33,352.00
$366,874.00
Notes:

Our annual fee of $366,874 is established using best estimates as reflected in the detailed budget above. This is a fee for service agreement and invoices for 1/12th ($30,572.83) of the Project Total will be sent monthly.

Client/staff transport (1 vehicles): vehicle hire fee, gas, insurance, maintenance Administration subtotal:

Project TOTAL
Description
Per 2 CFR 200.414-11, de minimis rate established for non-Federal entities who do not have negotiated Indirect Cost Rate. This fee is charged at a rate of 10% to offset expenses incurred by the organization but not billable as direct project expenses.

Financial audit
Liability & Workers' Comp Insurance
Operations, Program and Client Expenses Subtotal:

Administration
Fees, rental assistance and move-in costs for: rapid rehousing, sober living homes, room and board, rooms for rent, relocations, etc. Also fees for documentation, local transportation, work expenses, etc.

Office space and office equipment/furniture rental
Computing (computer, IPad, phone), telecommunications (phones & cell service), printer/copier w/supplies, hardware & software, wifi, etc.

Program supplies, including: Uniforms, copies, forms, office supplies, etc.

IT support and client management software licenses
Labor Subtotal:

Labor
Fountain Valley Street Outreach and Engagement, annual budget 2 full-time case managers plus support staff, with client services Operations, Program and Client Expenses
Description
1 4/29/2026
[email protected] Page 709

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Scope of Work
City of Fountain Valley
FY 2027
Project Overview
City Net will provide a full-time team of two case managers who will provide outreach and housing navigation services to anyone experiencing homelessness in the city of Fountain Valley.

Description of Services
Street Outreach
Outreach and engagement efforts are the first intentional step City Net case managers take towards finding, connecting with and supporting people experiencing homelessness. During outreach, case managers locate common hot spots (i.e. encampments, streets, and parks) and visit frequently to build trust and rapport with clients. Case managers bring necessities like snack packs, water, and hygiene kits, as well as information regarding potential referrals to available services in the area. During outreach, there is no pressure to engage with services and conversations center around getting to know the person in a non-judgmental environment. Case managers are trained to zero in on details that provide insight to the clients’ motivations for future engagement.

Engagement
Once enough trust and rapport are built, engagement can begin. Case managers use the details they have learned about the client to begin motivational interviewing and harm reduction approaches to behavior change. The goal of engagement is to support clients in their decision to voluntarily participate in services and move towards stable housing. At this point, clients are not official “City Net clients” but are in the preparatory stages of accepting help and completing the enrollment process.

Specific activities may include:
• Conducting an initial assessment of client needs and eligibility • Providing informal crisis counseling
• Addressing urgent physical needs, such as providing meals, blankets, clothes, or toiletries
• Actively connecting and providing information and referrals to needed services
• Making formal referrals into the city and/or CoC shelter and housing system

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Case Management
Case management activities assess housing and service needs and arrange, coordinate and/or monitor the delivery of individualized services. Specific activities include:
• Assessment and intake using HMIS
• Individual service and support plan
• Coaching and crisis intervention
• Conducting initial evaluations including verifying and documenting eligibility • Developing/securing/coordinating services
• Helping obtain Federal, State, and local benefits
• Monitoring and evaluating program participant progress in particular programs
• Providing information and referrals to other providers • Developing an individualized housing stabilization plan • Coordination with medical, dental, mental health providers.

Housing Navigation
City Net will partner with local agencies and will provide housing navigation services and will acquire the documentation and assist with forms required for housing. Housing navigation also involves housing search which includes attending property owner meetings, setting appointments, and assisting with paperwork related to housing applications. Other services include coordinating moving arrangements for the client and setting up utilities, as well as mediation with property owners on behalf of the client.

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Transportation
Through use of privately leased vans and/or transportation services, City Net will engage in:
• Transporting unsheltered people to emergency shelters, emergency health, emergency mental health, or other service facilities
• Provision of public transportation for participants
• Transportation costs (bus tickets, gas, minor car repairs, etc.) to assist homeless neighbors to relocate out of the region, provided they have permanent housing there
• Assisting program participants to use public transportation Emergency Health/Mental Health
City Net will refer homeless neighbors to emergency health and/or emergency mental health services to the extent that other customary emergency health services and treatments are unavailable or inaccessible to the homeless neighbor. A referral example is outpatient treatment of urgent medical conditions by licensed medical professionals in community-based settings (e.g. streets, parks, and campgrounds) to those eligible participants unwilling or unable to access emergency shelter or an appropriate healthcare facility.

Services for Special Populations
Services for special populations are essential services that have been tailored to address the special needs of homeless youths, victims of domestic violence, dating violence, sexual assault, or stalking, including connections to services offered by rape crisis centers, domestic violence shelters, and other organizations that serve persons who meet the HUD homeless definition and have special needs.

Food and Emergency Services
Food and other emergency services will be given to clients primarily as they first move in to housing and for emergency circumstances. During the duration of their tenancy, clients will be connected food banks and service agencies in the community as their primary resource for emergency needs.

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City Net Data Collection Policy
The information City Net collects about individuals and families who access our services is confidentially stored in a local electronic database called the Homeless Management Information System (HMIS). HMIS securely records information (data) about people accessing housing and homeless services, which may include, but is not limited to, names and contact information, birthdates, demographic information, selfreported medical information, Veteran status, disability status, etc. Under the HMIS Data-Sharing Agreement, the individual client data of those who consent to have their information stored in HMIS is only viewable by qualified staff at each participating agency. In order to participate in HMIS, leaders at each agency must sign an Agency Agreement that includes a commitment to protecting client data and maintaining confidentiality, and agency staff must pass multiple trainings that each go over the importance of client privacy.

City Net is accountable to our HMIS Data-Sharing partners, to the local County, to our local Continuum of Care, and to the Department of Housing and Urban Development (HUD) to maintain the privacy and security of the confidential personal information we collect about our clients and their families. Aside from these legal and funding-related obligations, we also believe we have an ethical responsibility to our clients to not share their personal data in ways to which they’ve not agreed. To ensure City Net's commitment to excellent data collection, privacy and security, analysis and reporting practices, City Net does not authorize external agencies to complete these functions on our behalf except in very limited circumstances and only with prior written approval and with City Net's full participation in all data reporting and analysis. This is so that City Net can responsibly provide context and analysis for the data City Net collects within collaborative efforts to coordinate the most effective services for our homeless neighbors, better understand homelessness in our community, assess the types of resources needed in our local area, and participate in generating aggregate statistical reports to HUD, which help to improve policy and bring adequate funding of services for the most vulnerable populations in our community, and so City Net can assure its ethical and legal responsibilities to homeless neighbors to not share their data in ways to which they have not agreed.

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During performance of the services, consultant will provide the city with a monthly dashboard of performance and outcomes:

The monthly dashboards will include at minimum the following:

1. Case managed client interactions

2. Case managed clients enrolled

3. Positive exits, broken down by:
a. Exits to shelter
b. Exits to temporary housing
c. Exits to permanent housing

4. Case Managed Client Services includes:
a. Case management
b. Transportation
c. Documentation
d. Medical/mental health referrals

5. Case Manage clients that are document ready

6. Connect clients to Coordinated Entry System

7. Housing Navigation Services

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CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: June 16, 2026
Members of the City Council
SUBJECT: APPROVAL OF SERVICE CONTRACTS FOR POLICE TOWING SERVICES FOR A PERIOD OF FIVE YEARS BEGINNING JULY 1, 2026, TO JUNE 30, 2031, WITH AN OPTION OF TWO ADDITIONAL ONEYEAR EXTENSIONS.

Three-Year Strategic Goals
☐ Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live.”
☒ Ensure long-term fiscal stability by evaluating processes, and attract and retain revenue producing businesses/opportunities.
☐ Attract and retain quality staff through best practices and trends. ☐ Maintain, build, plan for, and modernize infrastructure to support the growth and future needs of the City.
☐ Not applicable.

EXECUTIVE SUMMARY
The City of Fountain Valley initiated a request for proposal (RFP) on April 2, 2026, to renew the current police towing service contracts for Tow Operators, which will expire on June 30, 2026. The purpose of the RFP was to select two Tow Operators to provide towing services on a rotational basis as set by the Fountain Valley Police Department.

The service contract will be based on a five-year term with the City beginning on July 1, 2026, with an expiration of June 30, 2031. There will be an option of two additional oneyear extensions. The selected Tow Operators will be required to provide services according to the terms and conditions as outlined in Chapter 4.85 of the Fountain Valley Municipal Code and the Fountain Valley Police Department Tow Policy Guidelines and Requirements. Based on the Police Towing Service panel’s evaluation of the submitted proposals, it is recommended that G&W Towing and Southside Towing be awarded contracts to provide police towing services to the City of Fountain Valley.

DISCUSSION
In May 2026, a Police Towing Services evaluation panel was formed to evaluate the four proposals submitted by Tow Operators.

An initial evaluation resulted in three Tow Operators (G&W Towing, Best Towing, and

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POLICE TOWING SERVICES CONTRACTS
June 16, 2026

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Southside Towing) being selected for further consideration. This was based on their general approach and work plans to meet the requirements of the RFP, qualifications and experience of the project manager and other key individuals, and the proposer’s past performance on projects of similar size and scope.

A secondary evaluation was conducted based on physical inspections of the Tow Operators’ tow yard and business offices. After the physical inspections were conducted, G&W Towing and Southside Towing scored the highest based on tow yard location, capacity for outdoor storage, indoor storage capabilities, and resources for vehicle damage inspections.

G&W Towing and Southside Towing also scored the highest overall. Based on their scores, the Police Towing Services evaluation panel recommends the selection of G&W Towing and Southside Towing to provide police towing services to the City.

PROCUREMENT
In accordance with the City’s Purchasing Policies, the City of Fountain Valley issued a Request for Proposal (RFP) for Police Directed Towing and Storage Services on April 2, 2026. The RFP was publicly advertised through Planetbids with an invitation through the City’s website. Six companies showed interest in the RFP and downloaded the RFP. The RFP closed on April 30, 2026, and four towing companies submitted proposals. The proposals were evaluated on a 10-point system for three areas, such as Approach & Plans, Qualifications and Past Performance.

In Round 1, the towing companies that scored a 450 or more, moved on to the Interview/Tow Yard Inspections (Round 2). The Towing Companies are: G&W Towing, Best Towing, and Southside Towing. The interviews/inspections consisted of a visual view of outdoor lot & indoor storage, vehicle capacity (indoor and outdoor), distribution of towed vehicles, who has access to storage facilities, surveillance, resources available for vehicle damage inspections, customer service, and driving distance. Scores were based out of 1000 points with the results outlined below.

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June 16, 2026

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After proposal review and inspection/interviews were completed, the scores were added up below showing that the top two towing companies best fit the City’s needs and exceed some expectations.

FISCAL REVIEW
Fees for towing services are paid directly to the towing company by the registered or legal owner, or representative, of the vehicle towed, at no cost to the City. The City of Fountain Valley receives 50% of all storage fees collected by the contractor for all vehicles impounded by the Police Department under California Vehicle Code Section 14602.6(a)(1), as well as 50% of all gross receipts for vehicles impounded under CVC 14602.6(a)(1) that are subsequently sold or transferred to another party pursuant to a lien sale.

PUBLIC NOTIFICATION
This item was noticed publicly as an agenda item for action in accordance with the rules and regulations regarding noticing of public meetings and agendized items and topics for discussion and/or action by the City Council.

LEGAL REVIEW
City Attorney has reviewed and concurs with the recommended action.

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June 16, 2026

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ALTERNATIVES
Alternative No. 1: Approve the recommendation and award police towing service contracts to G&W Towing and Southside Towing for a period of five years beginning July 1, 2026, and expiring June 30, 2031, with an option of two additional one-year extensions.

Alternative No. 2: Do not approve the recommendation and award police towing service contracts to G&W Towing and Southside Towing for a period of five years beginning July 1, 2026, and expiring June 30, 2031, with an option of two additional one-year extensions.

RECOMMENDATION
Staff recommends Alternative No. 1: Approve the recommendation and award police towing service contracts to G&W Towing and Southside Towing for a period of five years beginning July 1, 2026, and expiring June 30, 2031, with an option of two additional oneyear extensions.

Prepared by: Heather Williams, Lieutenant
Reviewed by: Craig Heredia, Chief of Police
Fiscal Review by: Ryan Smith, Finance Director
Legal Review by: Colin Burns, Attorney for the City
Approved by: Maggie Le, City Manager
Attachments:

A. RFP 26-005 FVPD TOW SERVICES
B. RFP G&W TOWING
C. RFP SOUTHSIDE TOWING
D. CONTRACT G&W TOWING
E. CONTRACT SOUTHSIDE TOWING

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City of Fountain Valley
Electronic submittal of Request for Proposal
RFP 26.005

POLICE DIRECTED TOWING AND STORAGE SERVICES
Questions Deadline:
4:00 p.m., PST, Thursday, April 16, 2026
Proposals Due Date:
4:00 p.m., PST, Thursday, April 30, 2026
City Contact:

Amanda Penaloza, Mgmt. Analyst / Purchasing Officer
email: [email protected]
Phone No. (714) 593-4413
CITY OF FOUNTAIN VALLEY’S ELECTRONIC BIDDING SITE, PLANETBIDS *Read Upload Instructions*
for important information on the best time to upload proposals (Issued April 2, 2026)

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City of Fountain Valley Request for Proposal for Police Directed Towing and Storage Services

SUMMARY
The City of Fountain Valley is seeking proposals from qualified Tow Operators for towing and storage services in connection with vehicles which have been determined to be a public nuisance pursuant to Chapter 10.76 of the Fountain Valley Municipal Code, or which are in violation of statutes and ordinances relating to parking, traffic, and law enforcement. The selected Tow Operator will be required to provide services according to the terms and conditions as outlined in the Chapter 4.85 of the Fountain Valley Municipal Code. The City of Fountain Valley will select two Tow Operators to provide towing services on a rotational basis as set by the Fountain Valley Police Department. The service contract will be based on a 5 year term with the City beginning on July 1, 2026 with an expiration of June 30, 2031. There will be an option of two (2) additional one (1) year extensions.

Proposals, prepared according to the following detailed instructions, must be received via PlanetBids no later than 4:00 p.m., Pacific Standard Time, Thursday, April 30, 2026.

The City of Fountain Valley assumes no obligations of any kind for expenses incurred by any respondent to this solicitation.

It is the City of Fountain Valley’s policy to assure nondiscrimination in any contract entered into pursuant to this advertisement. Firms will not be discriminated against on the grounds of race, color, national origin, or sex in consideration for an award as provided by Title VI of the Civil Rights Act of 1964.

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The City of Fountain Valley is soliciting proposals for Police Directed Towing and Storage Services.

I. SUMMARY
The City of Fountain Valley is seeking proposals from qualified Tow Operators for towing and storage services in connection with vehicles which have been determined to be a public nuisance pursuant to Chapter 10.76 of the Fountain Valley Municipal Code, or which are in violation of statutes and ordinances relating to parking, traffic, and law enforcement. The selected Tow Operator will be required to provide services according to the terms and conditions as outlined in the Chapter 4.85 of the Fountain Valley Municipal Code. The City of Fountain Valley will select two Tow Operators to provide towing services on a rotational basis as set by the Fountain Valley Police Department. The service contract will be based on a 5 year term with the City beginning on July 1, 2026 with an expiration of June 30, 2031. There will be an option of two (2) additional one (1) year extensions.

II. ABOUT THE CITY
Background Information
The City of Fountain Valley is a general law city that has operated under the councilmanager form of government since its incorporation in 1957. The City is located in Orange County, California, and is located roughly 30 miles southeast of Los Angeles and 90 miles northwest of San Diego. The City has an estimated population of 56,920 and has a land area of 9.75 square miles. The City is a full-service City that offers a range of municipal services that includes, but is not limited to: police and fire protection; water and sewer utility operations; building and safety; development services for land use planning, and zoning; housing and community development; and a full range of recreation and cultural activities.

III. SCOPE OF WORK
The general scope of the Tow Operator’s duties will be to tow and deliver vehicles to its designated storage yard and to store, manage, and release such vehicles at the direction of the Fountain Valley Police Department.

A. Tow Operators must be able to provide services twenty-four (24) hours a day, seven (7) days a week, three hundred sixty-five (365) days a year. Tow Operators shall also provide vehicle release access in compliance with California Vehicle Code 22658.

B. Vehicles to be towed and stored will include but not be limited to: cars, vans, 4 x 4 trucks, light duty trucks, heavy-duty trucks, street sweepers, fire trucks, ambulances, off-road equipment, fully loaded tractor trailers, boats, RV’s, motorcycles, and heavy equipment.

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C. Tow Operators will conduct towing and impound services as needed in connection with clearing motor vehicle accidents, conducting criminal investigations, impounding abandoned vehicles, and enforcing motor vehicle traffic/parking violations.

D. The rotational order for the two selected Tow Operators shall be under the control of the City’s Telecommunications Division to ensure equitable distribution of calls.

The current method used by the City of Fountain Valley for tow rotation is based on alternation of each tow provider from the 1st to the 15th of each month and the 16th to the 31st of each month.

IV. QUALIFICATIONS AND REQUIREMENTS
Tow Operators should submit documentation to meet the following minimum requirements. All requirements must be met at the time of proposal. If these requirements are not met, the proposal may not receive further consideration, as determined in the sole discretion of the City.

A. Must have 10 years of continuous tow service for a government agency.

B. Must be owned by the current owner for a minimum of five years.

C. Must have the ability to store two vehicles inside approximately 500 square feet.

D. The open vehicle storage area shall be a minimum of five thousand square feet and shall be enclosed with a solid wall or a fence not less than six feet in height. The enclosure structure shall be provided with not less than one gate or door of adequate width and of a height equal to that specified above.

E. Must have 24 hours a day access to inside storage.

F. Business office must be located within a five (5) mile radius of Fountain Valley Police Department (10200 Slater Ave, Fountain Valley, CA 92708).

EQUIPMENT AND FACILITIES
The information requested in this section should describe the proposer’s equipment and facilities meeting the requirements of the Scope of Work and Exhibit “C”, Police Tow Policy Guidelines and Requirements. Information shall include:

1. Provide a list and short description of all of the vehicles proposed to be used in the performance of services. In the event that the firm does not currently own or lease a sufficient amount of vehicles, provide a description of the firm’s plan to acquire the necessary equipment.

2. Describe the radio equipment proposed to be used in the dispatching of tow vehicles. If dispatching is aided by equipment in addition to radios, describe that equipment.

3. Provide a detailed description of the firm’s facilities including storage lots and business offices. In the event that the firm does not currently own or lease sufficient facilities, provide a description of the firm’s plan to acquire the necessary facility.

4. Provide a detailed description of facility security.

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KEY PERSONNEL
It is essential that the Proposer provide adequate experienced personnel, capable of and devoted to the successful accomplishment of work to be performed under this contract. The Proposer must agree to assign specific individuals to the key positions. Information provided shall meet requirements of Exhibit “C”, Police Tow Policy Guidelines and Requirements.

1. Identify the members of the staff who would be assigned to act for Proposer’s firm in key management and filled positions providing the services described in the Proposal, and the functions to be performed by each.

2. Include brief resumes or curriculum vitae of each such staff member, including name, position, telephone number, email address, education, and years and type of experience.

3. The Contractor agrees that, once assigned to work under this contract, key personnel shall not be removed or replaced without written notice to the City.

4. If key personnel are not available for work under this contract for a continuous period exceeding thirty calendar days, or are expected to devote substantially less effort to the work than initially anticipated, the Contractor shall immediately notify the City, and shall, subject to the concurrence of the City, replace such personnel with personnel of substantially equal ability and qualifications.

V. PROPOSAL REQUIREMENTS
A. General Requirements
Inquiries/Questions concerning this request for proposal should be made before 4:00 p.m., PST, on Thursday, April 16, 2026.

If the Proposer is in doubt as to the meaning or finds discrepancies and/or omissions from any part of the RFP and Agreement Documents, the Proposer must submit a written request for clarification via PlanetBids.

All questions regarding this project shall be submitted electronically in PlanetBids up to the Question and Answer (QA) deadline. All project correspondence will be posted in PlanetBids. It is the responsibility of the Proposers to check the website regularly for information updates, clarifications, and addenda. At the Agency’s discretion, Proposers requests for clarifications may or may not be responded to.

All revisions of the RFP by the City will be made in writing and will be posted on PlanetBids in accordance with the procurement schedule. Proposers shall electronically acknowledge receipt of all addenda at time of submittal and all addenda so issued shall become part of the RFP and the effects of all Addenda shall be considered in the proposal.

B. Submission of Proposals

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Proposals must be received no later than 4:00 p.m., PST, Thursday, April 30, 2026.

Proposals shall be received in electronic format EXCLUSIVELY at the City of Fountain Valley’s electronic bidding (ebidding) site, at:
https://pbsystem.planetbids.com/portal/25002/portal-home and are due by the date, and time shown on this solicitation. See “upload instructions” document for details. Files are to be uploaded accordingly:
• Response File: Upload proposal with no cost attached. • General Attachments: If City request forms, upload under specified file as shown on PlanetBids.
• Cost File: Cost proposal is to be uploaded electronically as a separate file and not attached to the response file.
• Line Item (if required): make sure to input an amount on each item, can use the notes section to clarify your amount.

The following instructions describe the form in which proposals must be presented. Proposal documents must be prepared simply, economically, and provide a straightforward, concise response to the requirements of the RFP.

Completeness and clarity of content must be emphasized. The requirements stated do not preclude proposers from furnishing additional reports, functions, and costs as deemed appropriate.

C. Proposal Content Format
Should contain no more than twenty (20) pages, including exhibits and resumes, single-sided, single column, portrait layout, 1" side margins and 1/2" top and bottom margins, font size no less than 12 pt., and single or double spaced.
• RFP Addenda. Proposers shall check the website for addenda prior to proposing and shall be required to electronically acknowledge receipt of all addenda at time of proposal submittal.

1. Transmittal Letter
The proposal transmittal letter shall be addressed to the Purchasing Officer for the City of Fountain Valley and shall contain the following:
• Name of individual, partnership, company, or corporation submitting proposal.
• Statement that indicates an understanding of the scope of work as presented in this specification and confirmation that all terms and conditions of the RFP are understood and acknowledged by the undersigned.
• Team organization including an organization diagram and time commitment shall be submitted showing all key team members and illustrating the relationship between the City, the manager, and key staff.
• Signature(s) of representative(s) legally authorized to bind the proposer.

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2. Company Experience
• Provide a description of your company’s experiences (including subconsultants’ experience) in performing similar work, addressing the elements listed above.
• Provide company’s experience with a list of current and previous contracts similar to the requirements for Fountain Valley. Include all public agencies served. For each, provide a brief description of the scope of work, the length of time the firm has been providing services and the name, title and telephone number of the person who may be contacted regarding the firm’s service record.

3. Key Personnel/Past Performance
• Identify and describe the relevant experience and qualifications of the pertinent individuals who would serve as key personnel for various City of Fountain Valley projects.
• Identify other staff members and/or sub-consultants that would contribute to the project, and their relevant experience. • Identify availability of key personnel to work on each task described in “General Scope of Work”.
• If sub-consultants are used, names of sub-consultants’ key personnel for the project, their professional experience, qualifications, and training which are applicable to this project, and the scope of services that will be provided by each sub-consultant.
• Any changes to personnel assigned to this project shall be made in writing to CITY. CITY reserves the right to reject any proposal with modified personnel.
• The office location from which the consultant(s) shall operate.

4. Approach and Schedule
• Discuss your company’s ability to provide desired services, addressing the elements listed under “General Scope of Work”.
• Describe how your company would ensure City requests are completed in a timely manner.
• Describe, in detail, the company’s method of approach to the Scope of Work as defined in Exhibit “C” Police Tow Policy Guidelines and Requirements. Address the manner in which the firm proposes to meet the specific requirements of the scope of work including, but not limited to, response time, business office and hours, 24-hour availability and reporting requirements.
• List the names, titles, responsibilities and telephone numbers of the persons to be contacted, at any hour, in the event of an emergency. • Provide information on whether any of the services in this towing contract will be subcontracted out to another company and if so, then describe the portion of work and who will be providing the service. • Describe in detail the company’s proposed procedures for the release of a vehicle under this contract
• Describe the company’s proposed policies and procedures for allowing access to vehicles by owners. Additionally, state procedures for the

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Fountain Valley City CouncilJune 16, 2026

Fountain Valley City Council
June 16, 2026