Agenda packet, regular meeting, second session — Gilroy City Council, August 18, 2025 (part 1 of 2)

August 18, 2025 | 6:00 PM Page 1 of 7 City Council
Regular Meeting

CITY COUNCIL

REGULAR MEETING
AGENDA

CITY CHAMBERS, CITY HALL
7351 ROSANNA STREET, GILROY, CA
95020
MONDAY, AUGUST 18, 2025 | 6:00 PM
MAYOR
Greg Bozzo

COUNCIL MEMBERS
Dion Bracco
Tom Cline
Terence Fugazzi
Zach Hilton
Carol Marques
Kelly Ramirez
CITY COUNCIL PACKET MATERIALS ARE AVAILABLE ONLINE AT www.cityofgilroy.org AGENDA CLOSING TIME IS 5:00 P.M. THE TUESDAY PRIOR TO THE MEETING

COMMENTS BY THE PUBLIC WILL BE TAKEN ON AGENDA ITEMS BEFORE ACTION IS TAKEN BY THE CITY COUNCIL. Public testimony is subject to reasonable regulations, including but not limited to time restrictions for each individual speaker. **Please limit your comments to 3 minutes.** The amount of time allowed per speaker may vary at the Mayor’s discretion depending on the number of speakers and length of the agenda.

Written comments on any agenda item may be emailed to the City Clerk’s Office at [email protected] or mailed to the Gilroy City Clerk’s Office at City Hall, 7351 Rosanna Street, Gilroy, CA 95020. Comments received by the City Clerk’s Office by 1 p.m. on the day of a Council meeting will be distributed to the City Council prior to or at the meeting and available for public inspection with the agenda packet located in the lobby of Administration at City Hall, 7351 Rosanna Street prior to the meeting. Any correspondence received will be incorporated into the meeting record. Items received after the 1 p.m. deadline will be provided to the City Council as soon as practicable. Written comments are also available on the City’s Public Records Portal at bit.ly/3NuS1IN.

In compliance with the Americans with Disabilities Act, the City will make reasonable arrangements to ensure accessibility to this meeting. If you need special assistance to participate in this meeting, please contact the City Clerk’s Office at least 72 hours prior to the meeting at (408) 846-0204 or [email protected] to help ensure that reasonable arrangements can be made.

If you challenge any planning or land use decision made at this meeting in court, you may be limited to raising only those issues you or someone else raised at the public hearing held at this meeting, or in written correspondence delivered to the City Council at, or prior to, the public hearing. Please take notice that the time within which to seek judicial review of any final administrative determination reached at this meeting is governed by Section 1094.6 of the California Code of Civil Procedure.

A Closed Session may be called during this meeting pursuant to Government Code Section 54956.9 (d)(2) if a point has been reached where, in the opinion of the legislative body of the City on the advice of its legal counsel, based on existing facts and circumstances, there is a significant exposure to litigation against the City.

Materials related to an item on this agenda submitted to the City Council after distribution of the agenda packet are available with the agenda packet on the City website at www.cityofgilroy.org subject to the Staff’s ability to

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August 18, 2025 | 6:00 PM Page 2 of 7 City Council
Regular Meeting
post the documents before the meeting.

KNOW YOUR RIGHTS UNDER THE GILROY OPEN GOVERNMENT ORDINANCE Government's duty is to serve the public, reaching its decisions in full view of the public.

Commissions, task forces, councils and other agencies of the City exist to conduct the people's business. This ordinance assures that deliberations are conducted before the people and that City operations are open to the people's review.

FOR MORE INFORMATION ON YOUR RIGHTS UNDER THE OPEN GOVERNMENT

ORDINANCE, TO RECEIVE A FREE COPY OF THE ORDINANCE OR TO REPORT A

VIOLATION OF THE ORDINANCE, CONTACT THE OPEN GOVERNMENT COMMISSION STAFF AT (408) 846-0204.

If you need assistance with translation and would like to speak during public comment, please contact the City Clerk a minimum of 72 hours prior to the meeting at 408-846-0204 or e-mail the City Clerk’s Office at [email protected].

Si necesita un intérprete durante la junta y gustaría dar un comentario público, comuníquese con el Secretario de la Ciudad un mínimo de 72 horas antes de la junta al 408- 846-0204 o envíe un correo electrónico a la Oficina del Secretario de la Ciudad a [email protected].

To access written translation during the meeting, please scan the QR Code or click this link:

Para acceder a la traducción durante la reunión, por favor escanee el código QR o haga clic en el enlace:
bit.ly/3FBiGA0
Choose Language and Click Attend | Seleccione su lenguaje y haga clic en asistir
Use a headset on your phone for audio or read the transcript on your device.

Use sus auriculares para escuchar el audio o leer la transcripción en el dispositivo.

The agenda for this regular meeting is outlined as follows:

1. OPENING

1.1. Call to Order

1.2. Pledge of Allegiance

1.3. Invocation

1.4. City Clerk's Report on Posting the Agenda

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August 18, 2025 | 6:00 PM Page 3 of 7 City Council
Regular Meeting

1.5. Roll Call

1.6. Orders of the Day

1.7. Employee Introductions

2. CEREMONIAL ITEMS - Proclamations and Awards

2.1. Recognition of Aryan Ganesh, STEM Winner at the Santa Clara County 2024 Synopsys Championship Science Fair

2.2. National Emergency Management Awareness Month Proclamation

2.3. Resource Parent Appreciation Month

3. COUNCIL CORRESPONDENCE (Informational Only)

4. PRESENTATIONS TO THE COUNCIL

4.1. PUBLIC COMMENT BY MEMBERS OF THE PUBLIC ON ITEMS NOT ON THE

AGENDA BUT WITHIN THE SUBJECT MATTER JURISDICTION OF THE CITY

COUNCIL
This portion of the meeting is reserved for persons desiring to address the Council on matters within the Gilroy City Council’s jurisdiction but not on the agenda. Persons wishing to address the Council are requested to complete a Speaker’s Card located at the entrances and handed to the City Clerk. Speakers are limited to 1 to 3 minutes each, varying at the Mayor’s discretion depending on the number of speakers and length of the agenda. The law does not permit Council action or extended discussion of any item not on the agenda except under special circumstances. If Council action is requested, the Council may place the matter on a future agenda.

Written comments to address the Council on matters not on this agenda may be e-mailed to the City Clerk’s Office at [email protected] or mailed to the Gilroy City Clerk’s Office at City Hall, 7351 Rosanna Street, Gilroy, CA 95020. Comments received by the City Clerk’s Office by 1:00 pm on the day of a Council meeting will be distributed to the City Council prior to or at the meeting and available for public inspection with the agenda packet located in the lobby of Administration at City Hall, 7351 Rosanna Street, prior to the meeting. Any correspondence received will be incorporated into the meeting record. Items received after the 1:00pm deadline will be provided to the City Council as soon as practicable. Written material provided by public members under this section of the agenda will be limited to 10 pages in hard copy. An unlimited amount of material may be provided electronically.

5. REPORTS OF COUNCIL MEMBERS
Council Member Bracco – Downtown Committee, Santa Clara County Library Joint Powers Authority, Santa Clara Water Commission, Santa Clara Valley Water Joint Water Resources Committee, SCRWA

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August 18, 2025 | 6:00 PM Page 4 of 7 City Council
Regular Meeting
Council Member Fugazzi – Santa Clara Water Commission (alternate), Silicon Valley Regional Interoperability Authority Board (alternate), SCRWA, Visit Gilroy California Welcome Center, VTA Mobility Partnership Committee
Council Member Marques – ABAG, Downtown Committee, Santa Clara County Library Joint Powers Authority (alternate), Santa Clara Valley Habitat Agency Governing Board, Santa Clara Valley Habitat Agency Implementation Board, SCRWA (alternate) Council Member Hilton – CalTrain Policy Group, Santa Clara County Expressway Plan 2040 Advisory Board (alternate), Silicon Valley Clean Energy Authority JPA Board, South County Youth Task Force Policy Team, VTA Policy Advisory Committee Council Member Ramirez – ABAG (alternate), Gilroy Gardens Board of Directors (alternate), Gilroy Sister Cities, Gilroy Youth Task Force (alternate), SCRWA, Santa Clara Housing and Community Development Advisory Committee
Council Member Cline – CalTrain Policy Group (alternate), Gilroy Sister Cities (alternate), Gilroy Youth Task Force, Santa Clara County Expressway Plan 2040 Advisory Board, Silicon Valley Clean Energy Authority JPA Board (alternate), Silicon Valley Regional Interoperability Authority Board, Visit Gilroy California Welcome Center (alternate), VTA Mobility Partnership Committee, VTA Policy Advisory Committee (alternate)
Mayor Bozzo – Gilroy Gardens Board of Directors, Santa Clara Valley Water Joint Water Resources Committee, South County Youth Task Force Policy Team, VTA Board of Directors (alternate), Santa Clara Housing and Community Development Advisory Committee (alternate)

6. CONSENT CALENDAR
All matters listed under the Consent Calendar are considered by the City Council to be routine and will be enacted by one motion. There will be no separate discussion of these items unless a request is made by a member of the City Council or a member of the public. Any person desiring to speak on any item on the consent calendar should ask to have that item removed from the consent calendar prior to the time the City Council votes to approve. If removed, the item will be discussed in the order in which it appears.

6.1. Acceptance of Cash and Investment Report as of June 30, 2025

6.2. Approve the minutes of the August 4, 2025 Regular City Council Meeting

6.3. Adopt and Issue Publicly the Report Entitled City of Gilroy Transition from AtLarge to By-District Elections: Adopted Map Final Report Pursuant to Elections Code Section 21130(f)

7. BIDS AND PROPOSALS

7.1. Award a contract to Griffin Structures, Inc. for Construction Management with Master Architectural Services for the Santa Teresa Fire Station Design-Build Project

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August 18, 2025 | 6:00 PM Page 5 of 7 City Council
Regular Meeting

1. Staff Report:

John Doughty, Public Works Director

2. Public Comment

3. Possible Action:

It is recommended that the City Council:

1. Award a contract to Griffin Structures, Inc. in the amount of $1,108,300 and Reimbursable Costs in the amount of $54,700, with a total project cost of $1,163,000 for Construction Management with Master Architectural Services for the Santa Teresa Fire Station Design-Build Project; and

2. Authorize the Interim City Administrator to execute the agreement and all other related documents.

8. PUBLIC HEARINGS

8.1. Adopt an Ordinance Adopting by Reference the 2025 California Building Codes with Amendments

1. Disclosure of Ex-Parte Communications

2. Staff Report:

Sharon Goei, Community Development Director

3. Open Public Hearing

4. Close Public Hearing

5. Possible Action:

Adopt an ordinance amending Sections 6.1, 6.6, and 6.7 of Chapter 6 of the Gilroy Municipal Code adopting by reference the 2025 California Building Code, 2025 California Residential Code, 2025 California Electrical Code, 2025 California Mechanical Code, 2025 California Plumbing Code, 2025 California Energy Code, 2025 California Historical Building Code, 2025 California Existing Building Code, 2025 California Green Building Standards Code, 2024 International Property Maintenance Code, and 2024 International Swimming Pool and Spa Code, with amendments.

8.2. Adopt an Ordinance Adopting by Reference the 2025 California Fire Codes with Amendments

1. Disclosure of Ex-Parte Communications

2. Staff Report:

Sharon Goei, Community Development Director

3. Open Public Hearing

4. Close Public Hearing

5. Possible Action:

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August 18, 2025 | 6:00 PM Page 6 of 7 City Council
Regular Meeting
Adopt an ordinance amending Sections 10.9 and 10.10 of Chapter 10 of the Gilroy Municipal Code adopting by reference the 2025 California WildlandUrban Interface Code and 2025 California Fire Code, with amendments.

9. UNFINISHED BUSINESS

9.1. Mobile Food Vending on Private Property - Pilot Program Clarification

1. Staff Report:

Bryce Atkins, Assistant to the City Administrator

2. Public Comment

3. Possible Action:

Council provide clarification regarding food truck prohibitions on private property along Monterey Road.

10. INTRODUCTION OF NEW BUSINESS

10.1. Creation of an Ice Center Ad Hoc Committee

1. Staff Report:

Bryce Atkins, Assistant to the City Administrator

2. Public Comment

3. Possible Action:

Council create a Gilroy Ice Center ad hoc committee.

11. FUTURE COUNCIL INITIATED AGENDA ITEMS

12. CITY ADMINISTRATOR'S REPORTS

13. CITY ATTORNEY'S REPORTS

14. CLOSED SESSION

14.1. THREAT TO PUBLIC SERVICES OR FACILITIES
Pursuant to Government Code section 54957; Gilroy City Code Chapter 17 A Consultation with Gilroy Police Department and Interim Chief Ken Binder Gilroy City Code Section 17 A.11 (1)

14.2. CONFERENCE WITH REAL PROPERTY NEGOTIATORS Pursuant to GC Sec. 54956.8 and GCC Sec. 17 A.8
Property: Gilroy Gardens Theme Park, 3050 Hecker Pass Highway, Gilroy, CA (APN's: 810-17-024, 810-17-026, 810-17-029, 810-17-030, 810-17-031, 810-18-002, 810-18-013, 810-19-005, 810-19-007, 810-19-010, 810-19-011, 810-19-014) Negotiators: Brad Kilger, Interim City Administrator; Victoria Valencia, Economic Development Manager
Other Party to Negotiations: Gilroy Gardens Family Theme Park, LLC Under Negotiations: Price and terms of payment for sale or lease.

15. ADJOURN TO OPEN SESSION

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August 18, 2025 | 6:00 PM Page 7 of 7 City Council
Regular Meeting
Report of any action taken in Closed Session and vote or abstention of each Council Member if required by Government Code Section 54957.1 and GCC Section 17A.13(b); Public Report of the vote to continue in closed session if required under GCC Section 17A.11(5).

16. ADJOURNMENT

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City of Gilroy

CERTIFICATE OF RECOGNITION
Presented to
Aryan Ganesh
This certificate of recognition is awarded for your distinction as the STEM Winner at the Santa Clara County 2024 Synopsys Championship Science Fair.

Monday, August 18th, 2025
Attested to by:

Greg Bozzo Kim Mancera
MAYOR City Clerk

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City of Gilroy

STAFF REPORT
Agenda Item Title: Acceptance of Cash and Investment Report as of June 30, 2025
Meeting Date: August 18, 2025
From: Brad Kilger, Interim City Administrator
Department: Finance
Submitted by: Harjot Sangha, Finance Director
Prepared by: Rosemary Guerrero, Finance Manager
STRATEGIC PLAN GOALS: Develop a Financially Resilient Organization

RECOMMENDATION
Accept and file the cash and investment report as of June 30, 2025.

BACKGROUND
The quarterly investment reports are prepared pursuant to the City’s investment policy to keep the City Council apprised of the City’s investment activities.

ANALYSIS
As of June 30, 2025, the City’s cash and investments totaled $203.6 million, of which primary investments include: $62.5 million in the Local Agency Investment Fund (LAIF), $88.2 million in US Treasury securities, $21.3 million in other Federal Agency, and $27.6 million in the California CLASS PRIME Fund. The fiscal year interest earnings are $8.5 million, which includes accrued interest as well as amortization of the discount on the US Treasury securities. The effective rate of return is 4.5%.

In addition, approximately $13.5 million is held by Fiscal Agents in the Trustee capacity for various bond issues such as bond proceeds, debt service reserves, bond payments, and other post-employment benefits (OPEB) and pensions. The majority of this balance ($7.5 million) consists of the City of Gilroy’s share of the Acquisition and Construction Funds for the SCRWA Plant Expansion Project, and the remaining portion primarily

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consists of the Section 115 Trusts for OPEB and pension ($5.7 million).

ALTERNATIVES
None.

FISCAL IMPACT/FUNDING SOURCE
There are no direct fiscal impacts to receiving and filing the quarterly cash and investment report. This is an activity included in the Finance Department’s annual workplan.

Attachments:

1. Investment Report 06302025- Signed

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City of Gilroy
Investment Report
june 2025

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TABLE OF CONTENTS

1. PORTFOLIO SUMMARY REPORT.......................................................................................... 1 - 3

2. INVESTMENTS BY ISSUER REPORT................................................................................... 4 - 5 3 INVESTMENT ACTIVITY…………………………………………………………………………….. 6 - 7

4. QUARTERLY MOVEMENT OVER THE LAST TWELVE MONTHS........................................ 8

5. MOVEMENT OVER THE LAST TWO YEARS - GRAPHICAL PRESENTATION.................... 9

6. INVESTMENT PORTFOLIO - GRAPHICAL PRESENTATION................................................ 10 - 11

7. INTEREST EARNINGS: FISCAL YEARS 2015 - 2025............................................................ 12

8. MONIES HELD BY FISCAL AGENTS REPORT………….……............................................... 13

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City of Gilroy
Portfolio Management
June 30, 2025
City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
(408)846-0294
Portfolio Summary
% of
Portfolio
Book
Value Investments
Market
Value
Par
Value
Days to
Term Maturity
YTM
360 Equiv.

YTM
365 Equiv.

LAIF 62,465,155.95 62,465,155.95 62,465,155.95 31.31 1 1 4.202 4.260 Federal Agency Non-Amortized 21,250,000.00 21,215,700.00 21,250,000.00 10.65 600 493 4.278 4.337 Treasury Notes Securities 89,140,900.00 88,264,627.12 88,234,366.37 44.22 503 193 4.418 4.479 California Class 27,583,615.65 27,583,615.65 27,583,615.65 13.82 1 1 4.284 4.343 199,533,137.97 100.00%
Investments
200,439,671.60 199,529,098.72 287 138 4.317 4.377
Cash
(not included in yield calculations)
Passbook/Checking 4,065,326.25 4,065,326.25 4,065,326.25 1 1 0.000 0.000 203,598,464.22 Total Cash and Investments 204,504,997.85 203,594,424.97 287 138 4.317 4.377 Current Year
June 30
702,206.12
Fiscal Year To Date
8,483,561.23 8,483,561.23
Fiscal Year Ending
Average Daily Balance
Effective Rate of Return
195,961,770.89 189,264,989.41

4.36% 4.48%
Total Earnings Month Ending
6 Month T-Bill Benchmark: 4.11%
NOTES:

1. See "Monies Held by Fiscal Agents" for additional amounts held in the capacity of a trustee.

2. The Maturity Aging Factor of the City's Portfolio = 4.60 months.

3. The unrealized loss resulting from a decrease in Market Values obtained from U.S. Bank of all Securities (excluding LAIF) = $4,039.25

4. The LAIF balance shown includes $5,801,996 in bond proceeds from the Gilroy Library 2010 Bonds that can be used exclusively for the construction of the library.

This is to certify that this schedule of investments is in compliance with the City of Gilroy's investment policy and that there are adequate funds available to meet the City's budgeted and actual expenses for the next six months.
__________________________________________________ ____________________ Harjot Sangha, Finance Director
Reporting period 07/01/2024-06/30/2025

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08/04/2025

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YTM
Par Value Book Value 365
Maturity
Date
Stated
Market Value Rate
Average
Balance Issuer
City of Gilroy
Portfolio Management
Portfolio Details - Investments
June 30, 2025
Days to
Maturity
YTM
CUSIP Investment # 360
Purchase
Date
LAIF
SYSLAIF01 LAIF01 47,832,701.31 47,832,701.31 47,832,701.31 4.260 4.202 4.260 1 SYSLAIF03 LAIF03 8,830,458.56 8,830,458.56 8,830,458.56 4.260 4.202 4.260 1

4.260
LAIF - City of Gilroy
LAIF - Industrial Dev. Auth.

LAIF05 LAIF05 LAIF LIBRARY 5,801,996.08 5,801,996.08 5,801,996.08 4.260 4.202 1 Subtotal and Average 57,708,489.28 62,465,155.95 62,465,155.95 62,465,155.95 4.202 4.260 1 Federal Agency Non-Amortized
3130B4XH9 USB-28 02/04/2025 11,250,000.00 11,233,800.00 11,250,000.00 4.420 4.359 4.420 583 02/04/2027

4.245
Federal Home Loan Bank Board
3130B63Y0 USB-29 Federal Home Loan Bank Board 04/30/2025 10,000,000.00 9,981,900.00 10,000,000.00 4.240 4.186 392 07/28/2026 Subtotal and Average 21,250,000.00 21,250,000.00 21,215,700.00 21,250,000.00 4.278 4.337 493 Treasury Notes Securities
91282CAB7 USB-14 11/07/2023 8,915,000.00 8,884,867.30 8,881,800.93 0.250 4.970 5.039 30 07/31/2025 91282CJE2 USB-20 01/31/2024 9,294,000.00 9,312,959.76 9,310,732.98 5.000 4.368 4.429 122 10/31/2025 91282CHN4 USB-21 04/30/2024 9,905,300.00 9,907,974.43 9,902,353.61 4.750 5.052 5.122 30 07/31/2025 91282CAB7 USB-23 07/31/2024 868,700.00 865,763.79 865,574.19 0.250 4.720 4.786 30 07/31/2025 91282CAT8 USB-24 07/31/2024 10,461,900.00 10,322,233.64 10,313,668.27 0.250 4.606 4.670 122 10/31/2025 91282CBH3 USB-25 07/31/2024 10,092,000.00 9,869,774.16 9,855,802.05 0.375 4.499 4.562 214 01/31/2026 91282CJV4 USB-26 10/31/2024 9,694,000.00 9,693,612.24 9,694,531.97 4.250 4.178 4.236 214 01/31/2026 91282CBW0 USB-27 01/31/2025 20,000,000.00 19,458,000.00 19,444,055.07 0.750 4.158 4.216 303 04/30/2026

3.833
U. S. TREASURY NOTES
U. S. TREASURY NOTES
U. S. TREASURY NOTES
U. S. TREASURY NOTES
U. S. TREASURY NOTES
U. S. TREASURY NOTES
U. S. TREASURY NOTES
U. S. TREASURY NOTES
91282CLB5 USB-30 U. S. TREASURY NOTES 04/30/2025 9,910,000.00 9,949,441.80 9,965,847.30 4.375 3.781 395 07/31/2026 Subtotal and Average 88,159,233.73 89,140,900.00 88,264,627.12 88,234,366.37 4.418 4.479 193 CLASS 27,583,615.65 27,583,615.65 27,583,615.65 4.343 4.284 4.343 California Class
CLASS PRIME 1
27,488,715.99 27,583,615.65 27,583,615.65 27,583,615.65 4.284 California Class
Subtotal and Average 4.343 1
Total and Average 195,961,770.89 200,439,671.60 199,529,098.72 199,533,137.97 4.317 4.377 138

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YTM
Par Value Book Value 365
Stated
Market Value Rate
Average
Balance Issuer
City of Gilroy
Portfolio Management
Portfolio Details - Cash
June 30, 2025
Days to
Maturity
YTM
CUSIP Investment # 360
Purchase
Date
WELLS FARGO WELLS FARGO 3,554,152.35 3,554,152.35 3,554,152.35 0.000 0.000 Wells Fargo Checking
SYSWFB 1
Other Banks-Misc.Account-Petty Cash
SYSUNDERCOV UNDERCOV 07/01/2024 698.30 698.30 698.30 0.000 0.000 1 SYS/MUFG MUFG 07/01/2024 0.00 0.00 0.00 0.000 0.000 1
SYSPETTY PETTY 07/01/2024 2,661.56 2,661.56 2,661.56 0.000 0.000 1

0.000

CHASE BANK MUFG /

UNION BANK PETTY
CASH
SYS/USBANK USB-CASH U. S. BANK 07/01/2024 25,208.99 25,208.99 25,208.99 0.000 1 SYSBAIL BAIL 07/01/2024 0.00 0.00 0.00 0.000 0.000 1
SYSDISCOVERY DISCOVERY 07/01/2024 131,208.54 131,208.54 131,208.54 0.000 0.000 1

0.000

WELLS FARGO

WELLS FARGO
SYSICS ICS WELLS FARGO 07/01/2024 349,801.51 349,801.51 349,801.51 0.000 1 SYSWORKING WORKING WORKING CASH 07/01/2024 1,595.00 1,595.00 1,595.00 0.000 0.000 1

0.00 195,961,770.89 204,504,997.85 4.317 4.377 138
Average Balance 1
Total Cash and Investments 203,594,424.97 203,598,464.22

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City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
(408)846-0294
City of Gilroy
Investments by Issuer
Active Investments
Grouped by Type - Sorted by Issuer
June 30, 2025
Market
Market Value Date
Redemption
Security Type Date
Current
Rate
Call
CUSIP Date Collateral Investment #
Investment
Class
YTM
365 Book Value
Type: CHECKING ACCOUNTS

CHASE BANK
SYSUNDERCOV UNDERCOV 698.30 698.30 06/30/2025 1
698.30 698.30
Other Banks-Misc.Account-Petty Cash Fair
Subtotal and Average 1
CLASS
California Class
CLASS PRIME California Class 27,583,615.65 4.343 27,583,615.65 06/30/2025 4.343 1 27,583,615.65 27,583,615.65 4.343
Fair
Subtotal and Average 1
LAIF01
LAIF - City of Gilroy
SYSLAIF01 LAIF 47,832,701.31 4.260 47,832,701.31 06/30/2025 4.260 1 47,832,701.31 47,832,701.31 4.260
Fair
Subtotal and Average 1
LAIF - Industrial Dev. Auth.

SYSLAIF03 LAIF03 LAIF 8,830,458.56 4.260 8,830,458.56 06/30/2025 4.260 1 8,830,458.56 8,830,458.56 4.260
Fair
Subtotal and Average 1

LAIF LIBRARY
LAIF05 LAIF05 LAIF 5,801,996.08 4.260 5,801,996.08 06/30/2025 4.260 1 5,801,996.08 5,801,996.08 4.260
Fair
Subtotal and Average 1
MUFG 0.00

MUFG / UNION BANK
SYS/MUFG 0.00 1

0.00 0.00
Other Banks-Misc.Account-Petty Cash Fair
Subtotal and Average

PETTY CASH
SYSPETTY PETTY 2,661.56 2,661.56 06/30/2025 1
2,661.56 2,661.56
Other Banks-Misc.Account-Petty Cash Fair
Subtotal and Average 1
U. S. BANK
SYS/USBANK USB-CASH Other Banks-Misc.Account-Petty Cash Fair 25,208.99 25,208.99 06/30/2025 1

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Market
Market Value Date
Redemption
Security Type Date
Current
Rate
Call
Date Collateral
City of Gilroy
Investments by Issuer
Grouped by Type - Sorted by Issuer
CUSIP Investment #
Investment
Class
YTM
365 Book Value
Subtotal and Average 25,208.99 25,208.99 1

WELLS FARGO
SYSWFB WELLS FARGO Wells Fargo Checking Fair 3,554,152.35 3,554,152.35 06/30/2025 1 SYSBAIL BAIL Fair 0.00 1
SYSDISCOVERY DISCOVERY Fair 131,208.54 1
SYSICS ICS 1
Other Banks-Misc.Account-Petty Cash
Other Banks-Misc.Account-Petty Cash
Other Banks-Misc.Account-Petty Cash Fair

0.00 131,208.54
06/30/2025 349,801.51
349,801.51 06/30/2025
Subtotal and Average 4,035,162.40 4,035,162.40 1

WORKING

WORKING CASH
SYSWORKING 1,595.00 1,595.00 06/30/2025 1
1,595.00 1,595.00
Other Banks-Misc.Account-Petty Cash Fair
Subtotal and Average 1
Type: NOT CALLABLE
Federal Home Loan Bank Board
3130B4XH9 USB-28 Fair 11,250,000.00 4.420 583 02/04/2026 3130B63Y0 USB-29 4.240 392 10/28/2025
Federal Agency Non-Amortized
Federal Agency Non-Amortized Fair
11,233,800.00 06/30/2025
9,981,900.00 06/30/2025

4.420 02/04/2027
10,000,000.00 4.245 07/28/2026
Subtotal and Average 21,250,000.00 21,215,700.00 4.337 493 U. S. TREASURY NOTES
91282CAB7 USB-14 Fair 8,881,800.93 0.250 30
91282CJE2 USB-20 Fair 9,310,732.98 5.000 122
91282CHN4 USB-21 Fair 9,902,353.61 4.750 30
91282CAB7 USB-23 Fair 865,574.19 0.250 30
91282CAT8 USB-24 Fair 10,313,668.27 0.250 122
91282CBH3 USB-25 Fair 9,855,802.05 0.375 214
91282CJV4 USB-26 Fair 9,694,531.97 4.250 214
91282CBW0 USB-27 Fair 19,444,055.07 0.750 303
91282CLB5 USB-30 4.375 395
Treasury Notes Securities
Treasury Notes Securities
Treasury Notes Securities
Treasury Notes Securities
Treasury Notes Securities
Treasury Notes Securities
Treasury Notes Securities
Treasury Notes Securities
Treasury Notes Securities Fair
8,884,867.30 06/30/2025
9,312,959.76 06/30/2025
9,907,974.43 06/30/2025
865,763.79 06/30/2025
10,322,233.64 06/30/2025
9,869,774.16 06/30/2025
9,693,612.24 06/30/2025
19,458,000.00 06/30/2025
9,949,441.80 06/30/2025

5.039 07/31/2025

4.429 10/31/2025

5.122 07/31/2025

4.786 07/31/2025

4.670 10/31/2025

4.562 01/31/2026

4.236 01/31/2026

4.216 04/30/2026
9,965,847.30 3.833 07/31/2026
Subtotal and Average 88,234,366.37 88,264,627.12 4.479 192 Total and Average 203,598,464.22 203,594,424.97 4.289 135

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City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
(408)846-0294
City of Gilroy
Purchases Report Sorted
by Type - Type April 1, 2025
- June 30, 2025
Original
Par Value
Ending
Book Value
Sec.

Type Type
Maturity
YTM
Accrued Interest
CUSIP Investment # Issuer Payment Periods at Purchase Date Purchase
Date
Principal
Purchased
Rate at
Purchase

NOT CALLABLE
3130B63Y0 USB-29 NOT FAC FHLB 10,000,000.00 4.240 07/28/2026 4.245 10,000,000.00 9,974,613.20 106,594.10 4.375 07/31/2026 3.833 9,965,847.30 10,000,000.00 04/30/2025 07/28 - 01/28
91282CLB5 USB-30 NOT TRC USTN 9,910,000.00 04/30/2025 07/31 - 01/31 Subtotal 19,910,000.00 19,974,613.20 106,594.10 19,965,847.30 Total Purchases 19,910,000.00 19,974,613.20 106,594.10 19,965,847.30

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City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
(408)846-0294
City of Gilroy
Maturity Report
Sorted by Maturity Date
Amounts due during April 1, 2025 - June 30, 2025
Rate
Par Value at Maturity
Sec.

Type Type
Maturity
Date
Maturity
Interest Proceeds Income
Net
CUSIP Investment # Issuer
Purchase
Date
Book Value
at Maturity
91282CGX3 USB-11 NOT TRC USTN 3.875 8,186,000.00 158,603.75 8,344,603.75 158,603.75 9128284M9 USB-17 NOT TRC USTN 2.875 646,000.00 9,286.25 655,286.25 9,286.25 912828ZL7 USB-22 NOT TRC USTN 0.375 20,151.75 10,767,751.75 8,186,000.00 04/30/2025 07/31/2023
646,000.00 04/30/2025 11/07/2023
10,747,600.00 04/30/2025 04/30/2024 10,747,600.00 20,151.75 Total Maturities 19,579,600.00 19,579,600.00 188,041.75 19,767,641.75 188,041.75

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DESCRIPTION SEP Dec Mar Jun % of Total
2024 2024 2025 2025 Jun
LAIF:

CITY OF GILROY 29,247,773 42,446,881 37,894,655 47,832,701 23.97% GILROY INDUSTRIAL DEV AGENCY 8,532,782 8,633,796 8,734,209 8,830,459 4.43% GILROY LIBRARY 2010 BOND 5,606,295 5,672,780 5,738,756 5,801,996 2.91% SUB TOTAL 43,386,850 56,753,457 52,367,619 62,465,156 31.31% CALIFORNIA CLASS 26,626,920 26,991,063 27,285,684 27,583,616 13.82% US GOVERNMENTAL AGENCIES:

FEDERAL AGENCY NON-AMORTIZED - - - 21,250,000 10.65%
TREASURY NOTES SECURITIES 83,773,381 86,486,293 108,566,845 88,234,366 44.22% TREASURY BILL-AMORTIZING 23,040,185 10,969,743 - - 0.00% SUB TOTAL 106,813,566 97,456,037 108,566,845 109,484,366 54.87% GRAND TOTAL (Book Value) 176,827,336 181,200,557 188,220,147 199,533,138 100.00% Quarterly Movement over the Last 4 Quarters

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0 20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000
160,000,000
180,000,000
200,000,000
June
2023
September
2023
December
2023
March
2024
June
2024
September
2024
December
2024
March
2025
June
2025
City of Gilroy
Investments From:

June 30, 2023 to June 30, 2025
LAIF CALIFORNIA CLASS US GOVT. AGENCIES

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LAIF, $62M, 31%
California Class, $28M, 14%
Federal Agency NonAmortized, $21M, 10%
Treasury Notes Securities,
$88M, 43%
Cash or Equivalent, $4M, 2%
Book Value by Investment Type
As of June 30, 2025
Value of Portfolio: $203,598,464
Page  of 13

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LAIF, CA Class, Bank Checking
Accounts, $94M, 46%
Short Term (less than 1 year),
$78M, 39%
Medium Term (1 to 5 years),
$31M, 15%
Value of Portfolio: $203,598,464
Portfolio By Maturity
As Of June 30, 2025

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0 1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 Interest Earnings
Fiscal Years
City of Gilroy
Interest Earnings FY2015 - FY2025

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CITY OF GILROY

MONIES HELD BY FISCAL AGENTS
DESCRIPTION VALUE **
AS OF 6/30/25
HIGHWAY 152 SPECIAL TAX BONDS SERIES 2018
SPECIAL TAX FUND - Bond REVENUE - HELD BY U.S. BANK - GL Acct 810-10435 GOLDMAN SACHS MONEY MARKET FUND #466, CUSIP #3814W265 6,804.15 RESERVE FUND - HELD BY U.S. BANK - GL Acct 810-10430
GOLDMAN SACHS MONEY MARKET FUND #466, CUSIP #3814W265 294,425.49 SPECIAL TAX FUND - INTEREST ACCOUNT - HELD BY U.S. BANK - GL Acct 810-10550 GOLDMAN SACHS MONEY MARKET FUND #466, CUSIP #3814W265 0.00 SPECIAL TAX FUND - PRINCIPAL ACCOUNT - HELD BY U.S. BANK - GL Acct 810-10445 GOLDMAN SACHS MONEY MARKET FUND #466, CUSIP #3814W265 0.00 GILROY PUBLIC FACILITIES FINANCING AUTHORITY REFUNDING LEASE REV BONDS 2020A REVENUE FUND - HELD BY U.S. BANK - GL Acct 520-10435
GOLDMAN SACHS FINANCIAL SQUARE MMKT #466, CUSIP #38141W265 221.61 INTEREST ACCOUNT - HELD BY U.S. BANK - GL Acct 520-10440 GOLDMAN SACHS FINANCIAL SQUARE MMKT #466, CUSIP #38141W265 0.01 PRINCIPAL ACCOUNT - HELD BY U.S. BANK - GL Acct 520-10445 GOLDMAN SACHS TR FINL SQ GV ADM #466, CUSIP #38141W265 4.54 GILROY PUBLIC FACILITIES FINANCING AUTHORITY REFUNDING LEASE REV BONDS 2022A INTEREST ACCOUNT - HELD BY U.S. BANK - GL Acct 510-10440 FIRST AM.GOVT OB FD CL D, CUSIP #31846V401, U.S. TREASURY BILL #912796C31 190.41 PRINCIPAL ACCOUNT - HELD BY U.S. BANK - GL Acct 510-10445 FIRST AM.GOVT OB FD CL D, CUSIP #31846V401, U.S. TREASURY BILL #912796C31 1,107.25 GILROY PUBLIC FACILITIES FINANCING AUTHORITY WASTEWATER REV BONDS 2021A BOND PAYMENT FUND - HELD BY U.S. BANK - GL ACCT 700-10428 FIRST AM.GOVT OB FD CL D, CUSIP #31846V401, U.S. TREASURY BILL #912796C31, 880.41 ACQUISITION AND CONSTRUCTION FUND - HELD BY U.S. BANK - GL Acct 700-10426 LAIF MONEY MARKET FUND #5399989H9 7,544,461.26
GILROY POST - SECTION 115 TRUST HELD BY PARS
OPEB 1,055,439.23
PENSION 4,613,782.57
TOTAL 13,517,316.93
** Market Values

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August 4, 2025 | 6:00 PM

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1. OPENING

1. Call to Order
City of Gilroy
City Council
Minutes
Monday, August 4, 2025 | 6:00 PM
The meeting was called to order by Mayor Bozzo at 6:00 PM.

2. Pledge of Allegiance
Council Member Cline led the Pledge of Allegiance.

3. Invocation
Pastor Malcolm McPhail with New Hope Community Church led the Invocation.

4. City Clerk's Report on Posting the Agenda
City Clerk Kim Mancera reported on the Posting of the Agenda.

5. Roll Call
Attendance Attendee Name
Present Council Member Dion Bracco
Council Member Tom Cline
Council Member Terence Fugazzi
Council Member Zach Hilton
Council Member Carol Marques
Council Member Kelly Ramirez
Mayor Greg Bozzo

6. Orders of the Day

7. Employee Introductions
Interim Police Chief Binder introduced Police Safety Communicator Summer Jimenez and Police Officer Austin McKinney.

LeeAnn McPhilllips introduced City Clerk Kim Mancera, newly promoted Senior Equipment Mechanic Gibran Mendoza, Management Assistant Juanita Menig, Human Resources Summer Intern Alyssa Remily, and Police Department Summer Interns Leah Martinez and Giselle Rodriguez.

John Doughty introduced Management Analyst Trainee Pamela Brown, Management Analyst Trainee Bryan Rodriguez and Engineering Tech/Inspector Juan Tovar.

2. CEREMONIAL ITEMS - Proclamations and Awards

1. Centennial Wineries Proclamation
DRAFT

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August 4, 2025 | 6:00 PM

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3. PRESENTATIONS TO THE COUNCIL

1. PUBLIC COMMENT BY MEMBERS OF THE PUBLIC ON ITEMS NOT ON THE

AGENDA BUT WITHIN THE SUBJECT MATTER JURISDICTION OF THE CITY

COUNCIL
Mayor Bozzo opened public comment at 6:38 P.M.

Greg Felios - commented on National Night Out.

With no further speakers, Mayor Bozzo closed public comment.

4. REPORTS OF COUNCIL MEMBERS

1. Council Member Bracco – Downtown Committee, Santa Clara County Library Joint Powers Authority, Santa Clara Water Commission, Santa Clara Valley Water Joint Water Resources Committee, SCRWA
Council Member Fugazzi – Santa Clara Water Commission (alternate), Silicon Valley Regional Interoperability Authority Board (alternate), SCRWA, Visit Gilroy California Welcome Center, VTA Mobility Partnership Committee Council Member Marques – ABAG, Downtown Committee, Santa Clara County Library Joint Powers Authority (alternate), Santa Clara Valley Habitat Agency Governing Board, Santa Clara Valley Habitat Agency Implementation Board, SCRWA (alternate)
Council Member Hilton – CalTrain Policy Group, Santa Clara County Expressway Plan 2040 Advisory Board (alternate), Silicon Valley Clean Energy Authority JPA Board, South County Youth Task Force Policy Team, VTA Policy Advisory Committee
Council Member Ramirez – ABAG (alternate), Gilroy Gardens Board of Directors (alternate), Gilroy Sister Cities, Gilroy Youth Task Force (alternate), SCRWA, Santa Clara Housing and Community Development Advisory Committee
Council Member Cline – CalTrain Policy Group (alternate), Gilroy Sister Cities (alternate), Gilroy Youth Task Force, Santa Clara County Expressway Plan 2040 Advisory Board, Silicon Valley Clean Energy Authority JPA Board (alternate), Silicon Valley Regional Interoperability Authority Board, Visit Gilroy California Welcome Center (alternate), VTA Mobility Partnership Committee, VTA Policy Advisory Committee (alternate)
Mayor Bozzo – Gilroy Gardens Board of Directors, Santa Clara Valley Water Joint Water Resources Committee, South County Youth Task Force Policy Team, VTA Board of Directors (alternate), Santa Clara Housing and Community Development Advisory Committee (alternate)
Council Member Bracco - No report.

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August 4, 2025 | 6:00 PM

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Council Member Fugazzi - No report.

Council Member Marques - No report.

Council Member Hilton - Reported on the Metropolitan Transportation Commissions (MTC) plan Bay Area, Silicon Valley Clean Energy (SVCE) and South County Youth Task Force (SCYTF).

Council Member Ramirez - No report.

Council Member Cline - No report.

Mayor Bozzo - No report.

5. CONSENT CALENDAR
Mayor Bozzo opened public comment at 6:42 P.M.

With no speakers, Mayor Bozzo closed public comment.

Motion
Approve the consent calender.

RESULT: Passed
MOVER: Council Member Dion Bracco
SECONDER: Council Member Carol Marques
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo

1. Approve the Minutes of the July 24, 2025 Special Closed Session City Council Meeting, and the July 28, 2025 Regular City Council Meeting

6. PUBLIC HEARINGS

1. Consideration of the Report of Abatement of Weeds and Refuse Within the City of Gilroy and Adoption of a Resolution Confirming the Imposition of Assessment Liens Against the Land
Fire Marshall Jonathan Crick provided a report.

Mayor Bozzo opened the public hearing at 7:08 P.M.

With no speakers, Mayor Bozzo closed the public hearing.

Motion
Adopt a resolution allowing the assessment of fees, minus any qualifying objections, as reported by the Santa Clara County Weed Abatement Program.

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August 4, 2025 | 6:00 PM

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RESULT: Passed
MOVER: Council Member Tom Cline
SECONDER: Council Member Kelly Ramirez
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo

7. UNFINISHED BUSINESS

1. Appointment of Members to the Youth Commission
Mayor Bozzo opened public comment at 7:12 P.M.

Greg Felios - commented about the youth that applied.

Michelle Carlen - commented on praising the applicants that applied that were not selected.

With no further speakers, Mayor Bozzo closed public comment.

The Council appointed the following youth:
1-year term ending 6/30/2026
Benedict Pham
Maya Sanchez
2-year term ending 6/30/2027
Alazander Cruz Bermudez
Ashleen Bhandal
Biruh Abaneh
Diana Diakova
Logan Gill
Sophia Gutierrez
Motion
Appoint the Youth Commissioners selected.

RESULT: Passed
MOVER: Council Member Dion Bracco
SECONDER: Council Member Zach Hilton
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo

8. INTRODUCTION OF NEW BUSINESS

1. Update on the Consolidated FY26 Annual Sidewalk Replacement Project No. 25-PW-296 and Consideration of Minor Modifications and Clarifications on the

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August 4, 2025 | 6:00 PM

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Council-Approved Sidewalk Replacement Program and Adopt a Budget Amendment Resolution to Appropriate $1.0 million of Unspent Funds from Prior Years for the Project
Public Works Project Manager Ryan Osenton provided a report and presentation.

Mayor Bozzo opened public comment at 7:43 P.M.

Maria Aguilar - asked a question regarding cutting the roots of the tree and replacing the sidewalk.

With no further speakers, Mayor Bozzo closed public comment.

Motion
Adopt a budget amendment resolution to appropriate $1.0 million of unspent funds from prior fiscal years for the project, from the Sidewalk Repair Reserve Fund (200).

RESULT: Passed
MOVER: Council Member Tom Cline
SECONDER: Council Member Zach Hilton
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo

2. Initial Direction and Scope of Tobacco and Smoking Control Ordinance Update and Potential Moratorium
Assistant to the City Administrator Bryce Atkins provided a report and presentation.

Mayor Bozzo opened public comment at 8:11 P.M.

With no speakers, Mayor Bozzo closed public comment.

Council provided direction to staff.

The meeting recessed at 8:16 P.M. and reconvened at 8:26 P.M.

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August 4, 2025 | 6:00 PM

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3. Six-Month Update on the Gilroy Police Department Therapy Dog Program Captain Luke Powell provided a report and presentation.

Mayor Bozzo opened public comment at 8:35 P.M.

Janet Krulee - spoke about Leadership Gilroy, and therapy dog Maui and addition of another therapy dog Baily.

Greg Felios - commented on therapy dog Maui.

With no further speakers, Mayor Bozzo closed public comment.

Report received.

4. Introduce an Ordinance Adopting by Reference the 2025 California Building Codes with Amendments, and Set a Public Hearing on August 18, 2025, for Adoption of the Ordinance
Community Development Director Sharon Goei, Building Official Hipolito Olmos and Fire Marshall Jonathan Crick provided a report and presentation.

Mayor Bozzo opened public comment at 9:02 P.M.

With no speakers, Mayor Bozzo closed public comment.

Motion
Approve to read the ordinance by title only and waive all further reading.

RESULT: Passed
MOVER: Council Member Zach Hilton
SECONDER: Council Member Tom Cline
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo
Motion
Introduce the ordinance.

RESULT: Passed
MOVER: Council Member Carol Marques
SECONDER: Council Member Kelly Ramirez
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo
Motion
Approve to set the public hearing on August 18, 2025 for the adoption of the

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August 4, 2025 | 6:00 PM

Page 7 of 10 ends

ordinance.

RESULT: Passed
MOVER: Council Member Kelly Ramirez
SECONDER: Council Member Carol Marques
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo

5. Introduce an Ordinance Adopting by Reference the 2025 California Fire Codes with Amendments, and Set a Public Hearing on August 18, 2025, for Adoption of the Ordinance
Community Development Director Sharon Goei, Building Official Hipolito Olmos and Fire Marshall Jonathan Crick provided a report and presentation.

Mayor Bozzo opened public comment at 6 P.M.

With no speakers, Mayor Bozzo closed public comment.

Motion
Approve to read the ordinance by title only and waive all further readings.

RESULT: Passed
MOVER: Council Member Kelly Ramirez
SECONDER: Council Member Tom Cline
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo
Motion
Approve to set the public hearing on August 18, 2025 for the adoption of the ordinance.

RESULT: Passed
MOVER: Council Member Carol Marques
SECONDER: Council Member Kelly Ramirez
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council

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August 4, 2025 | 6:00 PM

Page 8 of 10 ends

Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo

6. Approval of Gilroy Police Officers Association Memorandum of Understanding and Adoption of Resolution Approving Salary Schedules for the Period of July 1, 2025 - June 30, 2028
Assistant City Administrator/HR Director LeeAnn McPhillips provided a report.

During the verbal staff report presentation, Director McPhillips specifically reviewed the fiscal impact associated with the implementation of the GPOA MOU. She noted that the there year cost of implementing the new GPOA MOU was approximately $1.86M and that this dollar amount was consistent with prior discussions with Council regarding the costs associated with the new MOU.

Mayor Bozzo opened public comment at 9:15 P.M.

With no speakers, Mayor Bozzo closed public comment.

Motion
Adopt a resolution of the City Council of the City of Gilroy amending the budgets for FY 26 and FY 27 to implement the terms of the Gilroy Police Officers Association Memorandum of Understanding (MOU) for FY 26 and 27, appropriating proposed expenditure amendments, and authorizing the inclusion of appropriate funds in the future FY 28 budget for salary and benefit expenditures related to the implementation of the MOU.

RESULT: Passed
MOVER: Council Member Dion Bracco
SECONDER: Council Member Terence Fugazzi
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo
Motion
Approve a Memorandum of Understanding between the City of Gilroy and the Gilroy Police Officers Association for the period July 1, 2025 - June 30, 2028.

RESULT: Passed
MOVER: Council Member Tom Cline
SECONDER: Council Member Terence Fugazzi
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo
Motion
Adopt a resolution of the City Council of the City of Gilroy approving the July 1, 2025, July 1, 2026, and July 1, 2027 salary schedules associated with the Gilroy

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August 4, 2025 | 6:00 PM

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Police Officers Association Memorandum of Understanding.

RESULT: Passed
MOVER: Council Member Terence Fugazzi
SECONDER: Council Member Kelly Ramirez
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo

7. Approval of the July 1, 2025, July 1, 2026, and July 1, 2027 Salary Schedules for Full-time/Unrepresented/Exempt/Mid-Management and Appointed Employees, Part-Time/Temporary/Unrepresented/Exempt Employees, and FullTime/Unrepresented/At-Will/Department Head Employees Assistant City Administrator/HR Director provided a report.

Mayor Bozzo opened public comment at P.M.

With no speakers, Mayor Bozzo closed public comment.

Motion
Adopt a resolution of the City Council of the City of Gilroy of the City of Gilroy approving the July 1, 2025, July 1, 2026, and July 1, 2027salary schedules for FullTime/Unrepresented/Confidential/Exempt/Mid-Management Employees and FullTime/Unrepresented/Exempt/Mid-Management/Appointed Employees.

RESULT: Passed
MOVER: Council Member Tom Cline
SECONDER: Council Member Terence Fugazzi
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo
Motion
Adopt a resolution of the City Council of the City of Gilroy of the City of Gilroy approving the July 1, 2025, July 1, 2026, and July 1, 2027 salary schedules for PartTime/Temporary/Unrepresented/At-Will/Exempt Employees.

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August 4, 2025 | 6:00 PM

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approving the July 1, 2025, July 1, 2026, and July 1, 2027.

RESULT: Passed
MOVER: Council Member Tom Cline
SECONDER: Council Member Carol Marques
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council Member Terence Fugazzi, Council Member Zach Hilton, Council Member Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo

9. CITY ADMINISTRATOR'S REPORTS
Interim City Administrator Brad Kilger mentioned that he has been meeting with City Council and city staff. He said that he was impressed with the professionalism and dedication of both Council and staff. He is impressed the most about how much they all love Gilroy.

10. CITY ATTORNEY'S REPORTS
No report.

11. ADJOURNMENT
With no additional business before the Council, the meeting was adjourned at 9:20 P.M I HEREBY CERTIFY that the foregoing minutes were duly and regularly adopted at a regular meeting of the City Council of the City of Gilroy on August 18, 2024.

Kim Mancera
City Clerk

Page 37 of 224 ends

City of Gilroy

STAFF REPORT
Agenda Item Title: Adopt and Issue Publicly the Report Entitled City of Gilroy Transition from At-Large to By-District Elections: Adopted Map Final Report Pursuant to Elections Code Section
21130(f)
Meeting Date: August 18, 2025
From: Andy Faber, City Attorney
Department: Administration
Submitted by: Andy Faber
City Attorney
Prepared by: Andy Faber, City Attorney
STRATEGIC PLAN GOALS: Ensure Neighborhood Equity from City Services

RECOMMENDATION
Review and issue publicly the report entitled City of Gilroy Transition from At-Large to By-District Elections: Adopted Map Final Report (the “Final Report”) pursuant to Elections Code Section 21130(f).

EXECUTIVE SUMMARY

BACKGROUND
On December 16, 2024, the City received a letter alleging a violation of the California Voting Rights Act (“CVRA”). The letter asserts that the City is in violation of the CVRA because the City's councilmember elections are at-large as opposed to by district and there exists racial polarization and vote dilution. On February 24, 2025, the City Council adopted a resolution declaring its intent to transition to a district-based electoral system commencing with the November 2026 Election.

On March 3, 2025, and March 17, 2025, the City Council held the first and second of

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five public hearings required for the City’s transition to by-district elections. Public Hearings Nos. 1 and 2 were held prior to any draft maps being drawn. Redistricting Partners, the City’s retained demographer, made presentations at both public hearings regarding the CVRA, the transition process from at-large to district elections, the potential composition and number of districts, as well as the public input process.

Members of the public provided input at both hearings regarding communities of interest in and the various attributes of the City of Gilroy to aid in the districting process. At the close of the March 17th hearing, having considered the public's input and the presentation by Redistricting Partners, the City Council provided direction to the demographer to begin drawing draft maps for a by-district electoral system comprised of six districts and an at-large mayor.

In addition, on March 25 and March 29, 2025, the City hosted two workshops—offering childcare and language translation — where Redistricting Partners gave a presentation on districting, facilitated a Q&A session, engaged the public in map-drawing, and gathered additional public input.

On April 7, 2025, Public Hearing No. 3 was held to receive public and City Council feedback on the first set of draft maps. After considering this public input and the presentation by the demographer, the City Council provided direction to Redistricting Partners on proposed revisions to the draft maps to be considered and new maps drawn.

On April 21, 2025, Public Hearing No. 4 was held to receive public and City Council feedback on the second set of draft maps. After considering this public input and the presentation by the demographer, the City Council provided direction to Redistricting Partners on proposed revisions to the draft maps to be considered and new maps drawn.

Two weeks later, on May 5, 2025, Public Hearing No. 5 was held to receive public and City Council feedback on the second set of draft maps. After considering this public input and the presentation by the demographer, the City Council provided direction to Redistricting Partners on the final two maps for consideration at the final public hearing No. 6.

On May 19, 2025, Public Hearing No. 6 was held to receive public feedback on the selection of the final map, as well as the order of elections for the districts, and potential residency requirements. After receiving public testimony, the City Council introduced an ordinance selecting Draft Map F; selecting district #4, #5, and #6 to be determined during the 2026 election and district #1, #2, and #3 to be determined during the 2028 election; and establishing a residency requirement of 30 days in the district before filing papers are issued to run for the respective Councilmember seat.

On June 2, 2025, the City Council adopted Ordinance No. 2025-04 adopting the selected final Map,
map D.

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The City’s demographer has prepared the Adopted Map Final Report (Attachment 1) for the City Council’s review and adoption pursuant to the requirements of Elections Code section 21130(f).

ANALYSIS
Elections Code section 21130(f) requires that, within 21 days of adopting the final district boundaries, the districting body shall issue a report that explains the basis on which the districting body made its decisions in achieving compliance with the requirements and criteria described in this section, including, as to each neighborhood, community of interest, city, or census designated place that was split into two or more districts, the reason for that split. In selecting Adopted Map F, the City complied with the Fair and Inclusive Redistricting for Municipalities and Political Subdivisions (Fair Maps) Act, Cal. Elections Code Section 21100, et seq., in adopting the districts, which provides criteria that the City must utilize when establishing election district boundaries or when undertaking the redistricting process (which must occur every ten years after each population census). The criteria are summarized below. a. The election districts must be substantially equal in population based on the most recent census.
b. The districting body shall adopt election district boundaries that comply with the United States Constitution, the California Constitution, and the Federal Voting Rights Act of 1965 (52 U.S.C. Sec. 10301 et seq.) and consistent with the Federal Voting Rights Act, the districting body shall determine whether it is possible to create an election district or districts in which a minority group is sufficiently large and geographically compact to constitute a majority in a singlemember district, as set forth in Thornburg v. Gingles, 478 U.S. 30 (1986). c. The districting body shall adopt election district boundaries using the following criteria as set forth in the following order of priority:

1. To the maximum extent practicable, election districts shall be geographically contiguous. Areas that meet only at the points of adjoining corners are not contiguous. Areas that are separated by water and not connected by a bridge, tunnel, or regular ferry service are not contiguous.

2. To the maximum extent practicable, and where it does not conflict with the preceding criterion, the geographic integrity of any local neighborhood or local community of interest shall be respected in a manner that minimizes its division. A “community of interest” is a population that shares common social or economic interests that should be included within a single election district for purposes of its effective and fair representation.

Characteristics of communities of interest may include, but are not limited to, shared public policy concerns such as education, public safety, public health, environment, housing, transportation, and access to social services. Characteristics of communities of interest may also include, but are not limited to, cultural districts, shared socioeconomic characteristics, similar voter registration rates and participation rates, and shared

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histories. Communities of interest do not include relationships with political parties, incumbents, or political candidates.

3. To the maximum extent practicable, and where it does not conflict with the preceding criteria, election districts shall be bounded by natural and artificial barriers, by streets, or by the boundaries of the local jurisdiction.

Election district boundaries should be easily identifiable and understandable by residents.

4. To the maximum extent practicable, and where it does not conflict with the preceding criteria, election districts shall be drawn to encourage geographical compactness in a manner that nearby areas of population are not bypassed in favor of more distant populations.
d. The districting body shall not adopt election district boundaries for the purpose of favoring or discriminating against an incumbent, political candidate, or political party.

Redistricting Partners has prepared the attached Adopted Map Final Report which satisfies the requirements of Elections Code section 21130(f). Draft F originated from the public (“Fair-1”) and was modified live and in real time at the City Council public hearing on May 5, 2025, in order to maintain four majority minority districts while using the FAIR MAPS Act criteria. The Adopted Map Final Report documents the specific criteria used during the districting process and explains the basis on which the City Council made its decisions, including explanations of why communities of interest were split.

The adoption of the Adopted Map Final Report is the last action that the Council will need to take to complete the transition process from at-large elections to by-district elections.

Information is available on the City’s website about the districting process and supporting documents. The City website dedicated to this district transition process can be found here: https://www.cityofgilroy.org/1069/District-Based-Elections.

ALTERNATIVES
The City Council could choose not to adopt the Final Map Report. If this alternative is selected, staff requests further direction.

FISCAL IMPACT/FUNDING SOURCE
There is no direct cost associated with this specific action.

PUBLIC OUTREACH
The issuance of the Final Report was included on the publicly posted agenda for this

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meeting. The entire process for transitioning to district-based elections was carried out by the City with extensive public notice and participation, including conducting extensive public outreach, creating and maintaining a dedicated website, holding six public hearings and two community meetings, and social media outreach.

NEXT STEPS
The Final Report will be posted on the City's website for public review.

Attachments:

1. Final Report - City of Gilroy

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City of Gilroy
Transition from At-Large to By-District
Elections: Adopted Map
Final Report

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2 | Page
Executive Summary
The City of Gilroy followed the FAIR MAPS Act and the California Voting Rights Act criteria to guide the city’s transition from at-large to by-district elections. The City hosted six public hearings on converting to by-district elections and two community workshops to help educate the public on how to participate while providing public mapping tools for the public to submit their own maps. The City Council unanimously selected Draft F on May 19, 2025, with districts 4, 5 and 6 up for election beginning in 2026 and districts 1, 2 and 3 up in 2028. The final map, which was officially adopted on June 2, 2025, meets all criteria required by state and federal laws.

This report documents the specific criteria used during the districting process and describes the reasoning and decisions made when communities of interest (COIs) were split. While the City did its best to maintain as many COIs as possible, splits were necessary to follow the higherranking criteria set forth by the FAIR MAPS Act. All decisions and deliberations were made by the City Councilmembers and Mayor in public meetings. Meetings and other relevant documents can be accessed here: https://www.cityofgilroy.org/1069/Transition-to-District-Based-Elections Adopted Map: Draft F
Draft F originated from the public (“Fair-1”) and was modified live and in real time at the City Council public hearing on May 5, 2025, in order to maintain four majority minority districts while using the FAIR MAPS Act criteria.

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3 | Page
FAIR MAPS Act Criteria
As required, the City of Gilroy adopted a map that ensures the population is well balanced, uses the appropriate census dataset, follows the Federal Voting Rights Act, and does not discriminate or favor a political party, incumbent or candidate. The total deviation for the adopted map is

9.9%, which is within the 10% maximum allowed for municipalities. Additionally, the City and its demographers used the required Statewide Database’s adjusted census data, which reallocated incarcerated residents throughout the state.

The importance of adhering to the FAIR MAPS Act criteria was emphasized from the outset of the districting process. The demographers presented on these requirements at every public hearing and provided the City Council with documentation identifying which publicly submitted maps did and did not comply with the FAIR MAPS Act. Below is the ranked list of criteria as required by the FAIR MAPS Act and how the Adopted Map met these criteria.

FAIR MAPS Act Ranked Criteria Adopted Map (Dra� F)
(1) To the maximum extent practicable, council
districts shall be geographically contiguous.

All districts are whole and do not overlap with each
other.
(2) To the maximum extent practicable, the
geographic integrity of any local neighborhood
or local community of interest shall be respected
in a manner that minimizes its division.

The City does not have official neighborhood
boundaries, but they do have well-established
communities and historical areas. The East Side of
Gilroy was split into two districts with like-minded
and similar areas just east of Monterey Road.
(3) To the maximum extent practicable, and
where it does not conflict with the preceding
criteria in this subdivision, the geographic
integrity of a city or census designated place
shall be respected in a manner that minimizes its
division. This paragraph does not apply to a city.

Not applicable to a city.
(4) To the maximum extent practicable, council
districts shall be bounded by natural and
artificial barriers, by streets, or by the boundaries
of the city. Council district boundaries should be
easily identifiable and understandable by
residents.

The City used main roads as much as possible and
avoided any type of zigzagging through side
streets.
(5) To the maximum extent practicable, and
where it does not conflict with the preceding
criteria in this subdivision, election districts shall
be drawn to encourage geographical
compactness in a manner that nearby areas of
population are not bypassed in favor of more
distant populations.

The City created compact districts and avoided
constructions that would bypass nearby
population in favor of more distant population.

Most districts are more circular/square in
appearance.

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4 | Page
Public Participation
The City of Gilroy collected testimony from the public via email, map submissions, community workshops and public hearings, where there was always the option of Spanish translators. All written testimony and map submissions can be viewed on the City’s districting website. At least 39 public maps were submitted, with one ultimately being selected as the final map.

Splits: Communities of Interest
East Side Community
The East Side community is largely defined as east of Monterey Road and is historically a working-class and Latino community. Draft F splits the East Side into two compact districts, both of which have Latino Citizen Voting Age Populations well over 50%, helping to ensure this protected class will be able to elect candidates of their choice. One important aspect of splitting the East Side was ensuring it was grouped with like-minded communities just west of Monterey Road, rather than any part of the West Side of the City, which is recognized as the area west of Santa Teresa Boulevard.

At the May 19th meeting, Council Member Terence Fugazzi said of the split, “When I take a look at it from a ‘how do you get the most representation’ stand point in the City and in the East Side of the City, having two representatives that can work together, two majority-minority districts… you actually have a chance to have more representation on the Council and to bring things forward…. I think there’s a lot of advantage to have that, as well as to keep the Downtown area kind of together in one particular district.”

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City of Gilroy

STAFF REPORT
Agenda Item Title: Award a contract to Griffin Structures, Inc. for Construction Management with Master Architectural Services for the Santa Teresa Fire Station Design-Build Project
Meeting Date: August 18, 2025
From: Brad Kilger, Interim City Administrator
Department: Public Works
Submitted by: John Doughty, Public Works Director
Prepared by: Ryan Osenton, Project Manager
STRATEGIC PLAN GOALS: Maintain and Improve City Infrastructure

RECOMMENDATION
It is recommended that the City Council:

2. Authorize the Interim City Administrator to execute the agreement and all other related documents.

EXECUTIVE SUMMARY
The City of Gilroy has long planned for the addition of a fourth fire station to address the operational needs of the Gilroy Fire Department. The time has come to initiate work on the design and construction of the Santa Teresa Fire Station, located on an approximately 1.36-acre parcel at West Luchessa Avenue and Miller Avenue in the Glen Loma Ranch development. Staff is recommending constructing the fire station under the Design-Build model to reduce overall costs and expedite delivery.

In June 2025, the City issued a Request for Proposals seeking qualified firms to provide Construction Management with Master Architectural (CM-MA) Services to guide the

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project through planning, bridging document development, procurement of the DesignBuild Entity (DBE), oversight of DBE design, construction management, and project closeout. This is the first (and critical) step in the Design-Build process as the CM-MA services provide the City with comprehensive technical oversight and architectural expertise throughout the Santa Teresa Fire Station Design-Build process. The CM-MA will serve as the City’s representative from project initiation through closeout, ensuring the design, budget, schedule, and quality align with City requirements. By preparing well-defined bridging documents, supporting the Design-Build Entity (DBE) procurement, and managing DBE design and construction phases, the CM-MA will help minimize risk, control costs, and maintain project quality. This approach provides the City with technical capability not available in-house, continuity and safeguards the City’s investment in a critical public safety facility.

Following a competitive selection process, Griffin Structures Inc. was determined to be the most qualified firm. Griffin has extensive experience in delivering public safety facilities, with over 100 completed fire and public safety projects statewide. The contract will provide the City with expert oversight and guidance from initial fire station programming through final occupancy (project closeout).

BACKGROUND
The City of Gilroy entered into a Development Agreement in 2005 with the Glen Loma Group to build housing along Santa Teresa Boulevard. This agreement also required delivery of a turnkey fire station prior to the 1,100th building permit. Due to construction cost escalation, the project was delayed multiple times, with the City and developer ultimately agreeing the City would lead the development and delivery of the project and the developer would provide the land and remaining funds.

The new fire station in the Glen Loma Ranch area will improve service coverage and response times for the residents and businesses of Gilroy. The proposed Santa Teresa Fire Station will be located on a 1.36-acre parcel at the southeast corner of West Luchessa Avenue and Miller Avenue. The fourth Gilroy Fire Station will be approximately 6,500 square feet and include two apparatus bays, dormitory space, kitchen, offices, restrooms, and support areas, with site improvements and emergency power provisions.

On November 8, 2022, Gilroy voters approved a Charter Amendment to allow for Design-Build procurement process by the City of Gilroy. Design-Build is an alternative method for delivery of public projects that provides many improvements and benefits when compared to traditional approach of Design-Bid-Build (DBB). The Design-Build methodology allows for a few key benefits, notably:
• A single point of responsibility for both design and construction, which leads to fewer disputes or delays regarding scope, errors, or omissions. • Faster project delivery times due to phases being able to overlap. • Costs are more clearly defined earlier in the process due to Guaranteed

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Maximum Prices or Fixed Based Prices being developed earlier through bridging documents.
• Reduces risk and frequency of Change Orders, which helps keep the project on budget and schedule.

ANALYSIS
The City issued the Request for Proposals in June 2025 (see Attachment 3) to procure CM-MA services to develop program verification, bridging documents, and manage the Design-Build Entity through final design, construction, and project closeout. The City received four proposals, which were reviewed by an internal evaluation committee in accordance with the published criteria. The evaluation committee evaluated, scored the proposals, and provided a recommendation on the preferred CM-MA of record for this project. The review committee unanimously recommended Griffin Structures as the topranked proposer. Their proposal is attached to this staff report as Attachment 2.

The selection was based on several factors, including Griffin’s extensive experience delivering over 100 public safety facilities statewide, including numerous fire stations and Design-Build projects, their specialized Design-Build expertise, with Certified Construction Managers (CCM) and Design-Build Institute of America (DBIA) professionals on staff to oversee every phase from programming through occupancy, and their demonstrated understanding of the City’s needs, schedule, and budget objectives, with an approach designed to minimize risk and ensure compliance with state and local codes. Griffin Structures, Inc. has a Northern California Office and staffing and has served as Construction Manager for many projects in the Monterey Bay Area including the Salinas Police Services Headquarters and the Watsonville Civic Plaza Project.

The cost of CM-MA services as proposed is $1,108,300 and Reimbursable Costs in the amount of $54,700, with a total project cost of $1,163,000. Pricing was a factor in the review committee’s evaluations, with Griffin Structures’ cost proposal receiving the highest average score of 26.5/30 points and the 2nd lowest total cost of the proposals received.

The contract will use the City’s standard form of agreement, and the scope of work and milestone schedule will be based on the proposal’s response timeframe and project phasing. The design timeframe is anticipated to extend approximately 34 months, ending in June 2028. In discussing the project with Griffin, there is a consensus that this schedule is conservative and that the City and Griffin may be able to shorten the delivery schedule by 2-3 months.

Proposed Project Schedule (in summary):

Phase 1 – Program Verification & Conceptual Design – approximately 4 months Phase 2 – Bridging Document Development – approximately 4 months

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Phase 3 – DBE Procurement Support – approximately 2 months Phase 4 – DBE Design Oversight – approximately 6 months Phase 5 – Construction Management – approximately 16 months Phase 6 – Project Closeout and Turnover – approximately 2 months

ALTERNATIVES
The City Council may choose to proceed with a standard public bid process. This process would require solicitation of an architect, completion of construction drawings followed by public bid process. Staff does not recommend this alternative as it would delay the project and result in increased costs of the project.

FISCAL IMPACT/FUNDING SOURCE
This capital project is included in the adopted FY24-28 CIP and is identified as CIP Project 800290. This contract will be funded by the Capital Projects Fund (400) Fund through FY26-27, with a total budget of $13 million, $1.5 million in FY26, and $11.5 million in FY27. The agreement with Griffin Structures Inc. is for an amount not to exceed $1,108,300 and Reimbursable Costs in the amount of $54,700, with a total project cost of $1,163,000. The requested amount is consistent with and was anticipated soft costs to be incurred in FY26.

The funding for the fire station project is primarily from contributions received from Glen Loma; $2.3 million under the Third Operating Memorandum, $7.2 million under the Fourth Operating Memorandum, and the remaining $3.5 million from existing fund balance within the City's Capital Projects Fund (400). It is important to note that the Fourth Operating Memorandum contained a series of financial obligations which triggered installment payments to the City of the total $7.2 million to be contributed. All but one of the obligations have been met. The last obligation/installment is for $3.6 million, which is still pending, and is tied to the consideration and recordation of the first final map relative to Tentative Map TM24-03 in Glen Loma Ranch. In June 2025, Public Works Land Development received an update that Glen Loma Ranch is in the process of identifying developers to complete the project, including processing of the final map for TM24-03, which could take up to a year, at a minimum, in current housing market conditions. Although not anticipated at this moment, depending on the timing of when the last obligation/installment is received relative to the status and progress of the City's fire station project, the City may need to temporarily backfill with City funds. Staff will monitor and bring forth a recommendation, if warranted.

PUBLIC OUTREACH

NEXT STEPS

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If approved by Council, staff will complete the contract with the selected vendor and commence the project.

Attachments:

1. 2025-08-18 - Staff Report - Santa Teresa Fire Station DRAFT

2. Griffin Structures - Gilroy Santa Teresa Fire Station Proposal

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City of Gilroy

Meeting Date: August 18, 2025
From: Brad Kilger, Interim City Administrator
Department: Public Works Department
Submitted By: John Doughty, Public Works Director
Prepared By: Ryan Osenton, Project Manager
Strategic Plan Goals
☐ Develop a Financially
Resilient Organization
☐ Ensure Neighborhood
Equity from City
Services
☐ Promote Economic
Development
Activities
☐ Promote Safe,
Affordable Housing for All
 Maintain and Improve
City Infrastructure

RECOMMENDATION
It is recommended that the City Council:

2. Authorize the Interim City Administrator to execute the agreement and all other related documents.

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EXECUTIVE SUMMARY
The City of Gilroy is moving forward with the design and construction of the Santa Teresa Fire Station, the City’s fourth station, located at West Luchessa Avenue and Miller Avenue in the Glen Loma Ranch development. The City issued a Request for Proposals seeking qualified firms to provide Construction Management with Master Architectural (CM-MA) Services to guide the project through planning, bridging document development, procurement of the Design-Build Entity (DBE), oversight of DBE design, construction management, and project closeout.

The CM-MA services provide the City with comprehensive technical oversight and architectural expertise throughout the Santa Teresa Fire Station Design-Build process.

The CM-MA will serve as the City’s representative from project initiation through closeout, ensuring the design, budget, schedule, and quality align with City requirements. By preparing well-defined bridging documents, supporting the Design-Build Entity (DBE) procurement, and managing DBE design and construction phases, the CM-MA will help minimize risk, control costs, and maintain project quality. This approach provides continuity, reduces the administrative burden on City staff, and safeguards the City’s investment in a critical public safety facility.

The new fire station in the Glen Loma Ranch area will improve service coverage and response times for the citizens of Gilroy. The proposed Santa Teresa Fire Station will be located on a 1.36-acre parcel at the southeast corner of West Luchessa Avenue and Miller Avenue. The fourth Gilroy Fire Station will be approximately 6,500 square feet and include two apparatus bays, dormitory space, kitchen, offices, restrooms, and support areas, with site improvements and emergency power provisions.

ANALYSIS
The City issued the Request for Proposals in June 2025 (Attachment 3) to procure CMMA services to develop program verification, bridging documents, and manage the Design-Build Entity through final design, construction, and project closeout. The City

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received four proposals, which were reviewed by an internal evaluation committee in accordance with the published criteria. The evaluation committee evaluated, scored the proposals, and provided a recommendation on the preferred CM-MA of record for this project. The review committee unanimously recommended Griffin Structures as the topranked proposer. Their proposal is attached to this staff report at Attachment 2.

Proposed Project Schedule (in summary):

Phase 1 – Program Verification & Conceptual Design – approximately 4 months Phase 2 – Bridging Document Development – approximately 4 months Phase 3 – DBE Procurement Support – approximately 2 months Phase 4 – DBE Design Oversight – approximately 6 months Phase 5 – Construction Management – approximately 16 months Phase 6 – Project Closeout and Turnover – approximately 2 months

27. Current budgets indicate $1.5 million for FY26, with $11.5 million available in FY27.

The agreement with Griffin Structures Inc. is for an amount not to exceed $1,108,300 and Reimbursable Costs in the amount of $54,700, with a total project cost of $1,163,000.

The remaining funds needed to construct the project are held by the developer and will be submitted to the City in the future.

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ALTERNATIVES
Council may choose not to award the agreement to Griffin Structures and reject all proposals. This is not recommended, as the procurement process would be required to restart, delaying the project. It is also anticipated that restarting the process would be unlikely to yield different results without altering the scope of work and may result in higher contract costs.

NEXT STEPS
If approved by Council, staff will complete the contract with the selected vendor and commence the project.

Attachments:

1. Griffin Structures, Inc. – Agreement for Services

2. Griffin Structures Proposal – Construction Management with Master Architectural Services for City of Gilroy – New Santa Teresa Fire Station Design-Build Project

3. Construction Management with Master Architectural Services for City of Gilroy – New Santa Teresa Fire Station Design-Build Project Request for Proposals (25-RFP-PW521)

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CITY OF GILROY
C O N S T R U C T I O N M A N A G E M E N T W I T H M A S T E R A R C H I T E C T U R A L S E R V I C E S F O R C I T Y O F G I L R O Y – N E W SANTA TERESA FIRE STATION DESIGN-BUILD PROJECT, CITY CAPITAL PROJECT #800290 IN COLLABORATION WITH:

MANHATTAN BEACH FIRE STATION NO.2

ORANGE CITY FIRE DEPT HEADQUARTERS
TUSTIN FIRE STATION NO.37
CATHEDRAL CITY FIRE STATION NO.411
BUENA PARK FIRE STATION NO.61
VISALIA EMERGENCY COMM. CENTER
IRVINE FIRE STATION NO.51 SELMA FIRE STATION NO.3

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TABLE OF CONTENTS

4.1.-4.3. 1

4.4.A. Cover Letter 2

4.4.B. Description of Firm 4

4.4.C. Organizational Chart 12

4.4.D. Understanding of Scope of Work 15

4.4.E. Qualifications & Experience 18

4.4.F. Staffing 26

4.4.G. References 29

4.4.H. Authorized Representative 31

4.5. Work Plan / Technical Services 32

4.6. Required Attachments / Appendices 45

4.7. Controls & Reporting 63

4.8. Fee Proposal 64
Why Our Team?
Significant
Experience With:

Fire Stations
Fire Headquarters
Public Safety
Design-Build Delivery
44 Years of Public Sector
Experience within CA
Donated Site Development
Training Facilities
Emergency Operations
Centers
Projects within Santa
Clara County
Unparalleled public safety & fire portfolio
and team with direct CM / Master
Architect & Engineering experience.

Public sector experienced Project &
Construction Management (established
in 1981) and Master Architect design
professionals (established 1965).

Highlighted
Projects:

Selma Fire Station No.3
Visalia Emergency
Communication Center
Visalia Civic Center
Buena Park Fire Station
No.61
Manhattan Beach Fire
Station No.2
Cathedral City Fire
Station No.411
Orange City Fire Dept. HQ
Carlsbad Police & Fire HQ
Deep breadth of Design-Build experience,
including a team comprised of CCM and
DBIA professionals.

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ORANGE CITY FIRE DEPARTMENT HEADQUARTERS

4.1. - 4.3.

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4.1.-4.3. GRIFFIN STRUCTURES + LPA 1
+

4.1. Project Title
'Construction Management with Master
Architectural Services FOR CITY OF GILROY –
NEW SANTA TERESA FIRE STATION DESIGNBUILD PROJECT, City Capital Project # 800290'

4.2. Applicant or Firm Name(s)
Proposed Construction Manager:

Griffin Structures
Proposed Master Architect:

LPA Design Studios

4.3. Introduction Statement of
Overriding Qualifications
Griffin Structures brings a unique skill set to
the City of Gilroy in the delivery of its new
Santa Teresa Fire Station project. Our proposed
team has not only overseen the delivery of
over 100 public safety projects from concept
to keys (pre-design through completion), but
most specifically fire station facilities including
those delivered within the Design-Build delivery
method.

Collectively, the team of Griffin Structures and
LPA have seen to the completion of projects
such as the Visalia Emergency Communications
Center, Visalia Civic Center, Buena Park
Fire Station No.61, Salinas Police Services
Headquarters, and most notably the $400M
County of Orange Civic Center both delivered
ahead of schedule and with returned savings to
the County. All delivered with the Design-Build
method of delivery, our team has been involved
from pre-design and early programming with
LPA serving as the Master Architect for projects
such as the Selma Fire Station No.3, Cathedral
City Fire Station No.411, Campbell Police
Operations Building, Eastvale Civic Center (which
will include a fire and police station), Riverside
County Sheriff’s Ben Clarke Training Center,
as well as the San Bernardino County’s Valley
Communication Center.

Together, we have the combined experience
to support the City in this project ensuring the
delivery of a state-of-the-art safety amenity to
the greater community of Gilroy.

BUENA PARK FIRE STATION NO.61

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BUENA PARK FIRE STATION NO.61

4.4.A. COVER LETTER

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4.4.A. Cov er L etter GRIFFIN STRUCTURES 2
1850 WARBURTON AVENUE, SUITE 120 | SANTA CLARA, CA | 408 955 0431 | GRIFFINSTRUCTURES.COM July 16, 2025
City of Gilroy
Gilroy City Hall, 7351 Rosanna Street, Gilroy, CA 95020 Attention: Carina Baksa, Finance Manager; John Doughty, Public Works Director; Ryan Osenton, Capital Projects Manager
RE: Construction Management with Master Architectural Services for the City of Gilroy, New Santa Teresa Fire Station Design-Build Project Dear Ms. Baksa, Mr. Doughty, Mr. Osenton, & City Evaluation Team We are pleased to submit our proposal to the City of Gilroy for the New Santa Teresa Fire Station project. As you will discover within our proposal, Griffin Structures is highly qualified to deliver this project given our extensive and ongoing public safety experience, unparalleled fire station portfolio throughout the state, demonstrated experience with LPA Design Studios, and the Design-Build method of project delivery.

As the City embarks on this project, it will require a partner which brings an in-depth understanding of public safety facilities. Our team brings this exact experience, having managed the successfully delivery of the Manhattan Beach Fire Station No.2, Cathedral City Fire Station No.411, Visalia Emergency Communications Center and Civic Center Public Safety Headquarters, Orange City Fire Department Headquarters, Buena Park Fire Station No.61 and several additional projects.

The Design-Build experience of our team is unparalleled, particularly in the delivery of over 100 public safety facilities, including many alongside our bridging architect partner, LPA Design Studios. In this proposal, you'll notice a clear understanding of the delivery method nuances, including the selection of the Design-Build entity and managing their work from selection, through design and construction, and on to occupancy. We have additionally included Certified Construction Managers (CCM) and Design-Build Institute of America (DBIA) Associates on our team to further demonstrate our experience and commitment to realizing the benefits of this innovative form of project delivery.

Our team will be led by Joshua Kaiser, a seasoned professional with extensive experience in public safety and design-build delivery. Joshua has also managed some of the State Hospital system’s most complex and technically demanding projects, equipping him with a deep understanding of the challenges inherent in highly specialized public facilities. He will be supported by Dustin Alamo and Jon Hughes, who together have overseen the successful delivery of more than 60 public safety facilities from concept to completion—including every fire station featured in our portfolio. As the project transitions into construction, Lance Solomon will provide focused support, leveraging his background as a public works inspector and his leadership on high-profile projects such as the Orange City Fire Department Headquarters the City of Campbell Police Operations Building, and the Carlsbad Police & Fire Headquarters. Notably, our entire IN COLLABORATION WITH:

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4.4.A. Cov er L etter GRIFFIN STRUCTURES 3
proposed team is currently leading the design-build delivery of the Selma Fire Station, a highly relevant and translatable project to the City’s goals.

To summarize, we offer the following benefits:
• A portfolio inclusive of many of the most high-profile public safety facilities in the state, including a wealth of fire station projects.
• Demonstrated team with experience with LPA Design Studios, having served on over 50 successful projects including the Buena Park Fire Station No.61, Salinas Police Services Headquarters, and additional projects as a collective team. • A team with vast experience with Design-Build project delivery, including the Selma Fire Station No.3, Cathedral City Fire Station No.411, Salinas Police Services Headquarters, and a wealth of additional public safety Design-Build projects. • Leadership committed to reducing administrative overhead, while ensuring the efficient and on-time delivery of services to the City of Gilroy.

Griffin Structures takes great pride in providing both competitive pricing, and highly qualified personnel, going to great measures to ask ourselves, “What is our true value-added proposition to the City?” The answer is our people. Our people offer creative delivery options, solutions-based recommendations, and a true perspective of ownership that our competitors do not possess. This is our differentiator, and the meaning behind our pledge to provide Excellence in Project Delivery.

We look forward to serving you,
Dustin Alamo, CCM, DBIA, LEED AP, DRE Broker 0193029
Vice President
P: (408) 955-0431 | E: [email protected]

WE HEREBY ACKNOWLEDGE RECEIPT OF ALL ADDENDA
1850 WARBURTON AVENUE, SUITE 120 | SANTA CLARA, CA | 408 955 0431 | GRIFFINSTRUCTURES.COM

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MANHATTAN BEACH FIRE STATION NO.2

4.4.B. DESCRIPTION OF FIRM

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4.4.B. D escripti o n o f F ir m GRIFFIN STRUCTURES + LPA 4 +

ABOUT US
Founded in 1981, Griffin Structures is a diversified Owner's Representative / Program, Project and Construction Management firm serving public, private, non-profit, and institutional sectors. A unique aspect of our firm rests not only in our unparalleled fire station / public safety portfolio, but also in our delivery of over 60+ facilities completed via Design-Build delivery. We hereby confirm we are ready to provide all applicable services as outlined within the RFP.

ORGANIZATION
Griffin Structures is a California "S" Corporation, incorporated in 1997.

Griffin Structures Introduction

CONCEPT TO KEYS
Unlike our competitors, Griffin Structures possesses the experience and capacity to manage projects from Concept to Keys, including projects alongside LPA Design Studios. By researching and evaluating current and future needs and engaging users before facility planning begins, Griffin Structures can assist clients in creating a framework for solid, information-based decision-making, providing clear options and trade-offs for initial capital outlay, facility delivery methods and the budgetary considerations of future costs and considerations.

MANAGEMENT OF DESIGN-BUILD DELIVERY
Griffin Structures is ready to manage all phases of Design-Build delivery from initial needs assessment, planning, budgeting, cost estimating and scheduling; through design, bid and award; to construction, occupancy and beyond. Griffin achieves each client’s specific goals and objectives for each project by providing a single point of responsibility, accountability and coordination, serving as an extension of client staff to deliver projects in a timely and cost-effective manner.

SIMILAR PROJECT EXPERIENCE
The public safety portfolio of Griffin Structures is extensive with over 50 fire facilities delivered within California. This is includes a range of facilities with a multitude of complex design elements, including fire and police headquarters, emergency operations centers, training facilities, and the like. We are also incredibly familiar with sustainable design, including photovoltaic panels and additional design elements, given our experience on a series of LEED Platinum and Net Zero Energy projects.

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4.4.B. D escripti o n o f F ir m GRIFFIN STRUCTURES + LPA 5 +

STRATEGIC CONSULTING
Operational Assessment
Needs Assessment
Space Efficiency Studies
Space Planning
Programming
Facility Condition Assessment
Benchmarking Studies
Feasibility Studies
Capital Assessment
Campus Master Planning
Phasing Analysis
Implementation Strategies
Relocation Planning & Mgmt.

Portfolio Utilization Analysis
Sustainability
DEVELOPMENT MGMT.

Site Selection
Acquisition Analysis
Financing Support
Planning
Implementation
Sales & Marketing Support
Disposition Analysis
Lease Analysis
Market Analysis
Due Diligence

FINANCIAL SERVICES
Budget Analysis
Sources & Uses
Actual / Projected Expenditures
Contract Allowances
Contingency Update & Tracking
Financial Structuring & Planning
Portfolio Review & Rationalization
Transaction Management
Operating Expenses Evaluation
Portfolio Optimization
Sale-Leasebacks
Disposition Strategies
Financial Statement Evaluations
Negotiations
PROJECT MGMT. & DELIVERY
Owner Representation
Program Management
Preconstruction Management
Delivery Method Consulting
Project Mgmt. Tools & Program
Develop.

Facilities Management
Entitlement Management
Procurement
Design & Construction Administration
Occupancy Management
Project Accounting
Agreement Review
Budget Development
Schedule Development Analysis
Delay Claims
Look Ahead / Look Back Update
Current Construction Schedule
Project Closeout
Areas of Expertise & List of Services

AREAS OF EXPERTISE
In addition to the key service areas outlined below, Griffin Structures offers direct expertise in the delivery of fire stations and public safety facilities of virtually every type, including Design-Build method of delivery from early programming, through design and construction, to successful completion.

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4.4.B. D escripti o n o f F ir m GRIFFIN STRUCTURES + LPA 6 +

ABOUT US
LPA was founded in 1965. Today, the firm has expanded to over 425 people with four locations in California and two in Texas. As an integrated design firm, LPA breaks down the barriers between disciplines. We bring together in-house experts in architecture, engineering, interior design, landscape architecture and master planning to collaborate with clients from start to finish.

ORGANIZATION
LPA, Inc. is a California "C" Corporation, incorporated in 1971.

LPA Introduction
CIVIC + CULTURAL EXPERTISE
LPA views each civic design project as a special opportunity to create places and spaces that bring people together and strengthen community ties. We coordinate closely with government staff, stakeholders and the community to build consensus and deliver unique solutions. Our goal is to create enduring civic landmarks that reflect the values and vision of both the city and the community. And as leaders in sustainable design, we have the ability to lighten your project’s footprint, while creating a more cost-effective and healthier environment.

THE POWER OF INTEGRATED DESIGN
LPA believes that collaboration drives creativity and improves problem-solving.

That’s the philosophy behind our integrated design process. When you work with us, you benefit from a multidisciplinary team of designers, planners, engineers, researchers and thought leaders all working together for the greater good of the project. From the beginning of the design process through completion and postoccupancy evaluation—everyone is actively involved and in sync.

SUSTAINABLE SOLUTIONS THAT ARE BETTER FOR BUSINESS
As pioneers in sustainability, LPA has been setting new standards for more than 50 years. Unlike many firms who view green design as a LEED checklist or project addon, sustainability informs everything we do. We create smarter sustainable designs that improve efficiency and reduce operational and maintenance costs for clients.

Our projects also help to promote health and well-being and enhance the user experience.

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4.4.B. D escripti o n o f F ir m GRIFFIN STRUCTURES + LPA 7 +

ARCHITECTURE
Architectural building design
Project management/scheduling
Construction drawings/specifications
Contract administration
Jurisdictional approval processing

INTERIOR DESIGN
Program visioning
Educational specifications
Materials/fixtures technical standards
Furniture selection and installation
High-performance learning
environments

LANDSCAPE ARCHITECTURE
Site and environmental analysis
Landscape and irrigation design
Outdoor gathering environments
Recreation planning and design
Post-construction maintenance
analysis

ENGINEERING
Structural modeling, analysis, design
and documentation
Existing and new structures seismic
performance evaluation
Mechanical and plumbing design,
energy use modeling
Civil engineering design and
documentation
Electrical engineering, technology and
low voltage systems

MASTER PLANNING
Site surveys and facility needs
assessments
Educational programming and
philosophy
Cost and budget estimating
Land use planning
Funding source scenarios and scope
prioritization

SUSTAINABLE DESIGN
LEED/CHPS sustainable assessments
Sustainable design standards
Agency program rebate
Life cycle cost analysis
Project commissioning

SIGNAGE/GRAPHICS
Project entry announcements
Site and building navigation
Space identification
ADA compliance
Coordinated architectural aesthetic

R E L A T E D P R O F E S S I O N A L

SERVICES
Feasibility studies
Site test fits
Public workshops and presentations
Community outreach strategies
Renderings and architectural models
Areas of Expertise & List of Services

AREAS OF EXPERTISE
At LPA, we have created a very different kind of design firm, where architecture, interiors, landscape architecture and engineering work together harmoniously to create efficient, innovative and inspiring projects for the present and future. Our inter-discipline approach draws upon the experience and expertise of the different teams, working cohesively as a unit, without ego or pre-conceptions, to find the best solutions for our clients.

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4.4.B. D escripti o n o f F ir m GRIFFIN STRUCTURES + LPA 8 +
REPRESENTATIVE + COMBINED
Griffin Structures + LPA Shared Experience
Public Safety
Buena Park Fire Station No.61, CA
Buena Park Police Department Headquarters, CA
Campbell Police Operations Building Renovation, CA
Cathedral City Fire Station No. 411, CA
Eastvale Civic Center, Police Station & Fire Station, CA Garden Grove Police Department Pre-Development, CA
Hesperia Police Department, CA
Inglewood Emergency Operations Center Renovation, CA
Inglewood Police Department Pre-Development, CA
Riverside Sheriff's Office, Ben Clark Training Center
Modernization, CA
Salinas Police Services Headquarters, CA
San Bernardino County Public Safety Operations Center, CA San Bernardino County, Valley Communications Center, CA Selma Fire Station No.3, CA
Tustin Water Administration Building, Corporate Yard &
Emergency Operations Center, CA
Victorville Police Department, CA
Visalia Civic Center & Public Safety Office Building, CA Visalia Emergency Communications Center, CA
Other
Brea Sports Park, CA
Buena Park Navigation Center, CA
County of Orange Civic Center, CA
County of Orange Workforce Reentry Center, CA
El Centro Dr. Martin L. King Jr. Sports Pavilion, CA
Environmental Nature Center, Newport Beach, CA
Great Park Ice & FivePoint Arena, Irvine, CA
Hesperia City Library, CA
Hesperia City Hall, CA
Hesperia Civic Center Plaza Park, CA
Inglewood Main Library Renovation, CA
Jurupa Community Services District Harrel Headquarters
Renovation, CA
Laguna Beach Community & Susi-Q Senior Center, CA
Montebello City Hall Pre-Development, CA
Newport Beach Emergency Homeless Shelter, CA
Pflugerville Downtown East, TX
Pretend City Children's Museum, Irvine, CA
Rancho Cordova Mills Crossing Civic Center, CA
Samueli Academy, Santa Ana, CA
Santa Cruz County Sanitation District Facilities Plan, CA Santa Cruz County Superior Court, Watsonville, CA
Seal Beach Lifeguard HQ & Police Dept. Pre-Develop., CA Tustin Legacy Annex, CA
Tustin Transitional Homeless Shelter, CA
Watsonville Civic Plaza Library, CA
Watsonville Civic Plaza Parking Structure, CA
Watsonville Civic Plaza Court, CA
West Hollywood Plummer Park Community Center, CA TUSTIN EMERGENCY OPERATIONS CENTER AND CORPORATE YARD *CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law. +

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4.4.B. D escripti o n o f F ir m GRIFFIN STRUCTURES + LPA 9 +
Buena Park Fire Station No.61, CA
Burbank Police & Fire Department Headquarters, CA
Carlsbad Police & Fire Headquarters Renovation, CA
Cathedral City Fire Station No. 11, CA
Chino Hills Fire Administration Headquarters, CA
Eastvale Civic Center Police Station & Fire Station, CA Fairfield Fire Station, CA
Garden Grove Fire Department & HQ Pre-Development, CA
Irvine Fire Station No.20, CA
Irvine Fire Station No.27, CA
Irvine Fire Station No.38, CA
Irvine Fire Station No.39, CA
Irvine Fire Station No.47, CA
Irvine Fire Station No.51, CA
Irvine Fire Station No.55, CA
Laguna Niguel Fire Station No.39, CA
Manhattan Beach Fire Station No.2, CA
Modjeska Canyon Fire Station No.16, CA
Newport Beach Fire Headquarters Pre-Development, CA
OCFA Fire Station, Development Guide & Prototype, CA
Orange City Fire Department Headquarters, CA
Redwood City Fire Training Facility, CA
San Antonio Fire Fighting Training Facility, TX
San Antonio Fire Station No.45, TX
Selma Fire Station No.3, CA
Silverado Fire Station No.14, CA
Terrell Hills Fire Station, TX
Tustin Fire Station No.37, CA
Yorba Linda Fire Station No.32, CA
Yorba Linda Fire Station No.53, CA
REPRESENTATIVE + COMBINED
Fire Station Experience
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

IRVINE FIRE STATION NO.20

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4.4.B. D escripti o n o f F ir m GRIFFIN STRUCTURES + LPA 1 0 +
REPRESENTATIVE + COMBINED
Design-Build Experience
Alameda City Aquatic Center, CA
Anaheim Convention Center Betterment VII Expansion, CA
Buena Park Navigation Center, CA
Carlsbad Orion Center & Fleet Maintenance Building, CA
Cathedral City Fire Station No. 411, CA
College of San Mateo College Center, San Mateo, CA
College of San Mateo Science Center, San Mateo, CA
County of Orange Civic Center, Santa Ana, CA
Cupertino Library Expansion, CA
Fremont High School at LAUSD, Los Angeles, CA
Fullerton Main Library Expansion/Renovation, CA
Great Park Ice & FivePoint Arena, Irvine, CA
Hamilton High School at LAUSD, Los Angeles, CA
Hoag Irvine Campus Expansion, Irvine, CA
Lillian Court & Bloomington Grove, CA
Los Angeles Valley College Monarch Ctr, Los Angeles, CA McKinney International Airport, TX
OCTA Multiple Parking Structures, Orange County, CA
Orange County Fair Administration Bldg, Costa Mesa, CA
Newport Harbor HS Performing Arts Building, CA
Pflugerville Downtown East, TX
Pomona Water Resources Headquarters & Yard, CA
Quartz Hill Library, County of Los Angeles, CA
Rancho Cordova Mills Crossing Civic Center, CA
Rancho Palos Verdes Civic Ctr & Emergency Ops Center, CA Rancho Santa Margarita Civic Plaza Central Park, CA
Rancho Santa Margarita Community Center, CA
Riverside Sheriff's Office, Ben Clark Training Center
Modernization, CA
RiversideALIVE Mixed-Use Development, CA
Salinas El Gabilan Branch Library, CA
Salinas Hebbron Family Center Revitalization Project, CA Salinas Police Services Headquarters, CA
San Bernardino County Public Defenders' Building, CA
San Bernardino County Public Safety Ops Ctr, Hesperia, CA San Bernardino County, Valley Communications Center, CA Santa Cruz County Superior Court, Watsonville, CA
Santa Cruz Library, Housing & Mixed-Use Project, CA
SchoolsFirst Federal Credit Union Headquarters, Tustin, CA Theodore Roosevelt High School at LAUSD, Los Angeles, CA Triada at the Station District, Santa Ana, CA
UC Santa Cruz, Silicon Valley Campus, Santa Clara, CA
Visalia Civic Center Phase 2 & Public Safety Building, CA West Hollywood City Hall, CA
Westminster Corporate Yard, CA
Woodland Police Services Headquarters, Woodland, CA
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

VISALIA CIVIC CENTER PHASE 2

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4.4.B. D escripti o n o f F ir m GRIFFIN STRUCTURES + LPA 11 +
REPRESENTATIVE + COMBINED
Public Safety Experience
Beaumont Police Department, CA
Buena Park Police Department Headquarters, CA
Campbell Police Operations Building Renovation, CA
Chino Hills Government Center & Sheriff’s Facility, CA
Colton Civic Center & Police Dept Pre-Development, CA
Cotati Police Station, CA
Covina Police Department Pre-Development, CA
CSU Fullerton Police Facility, Fullerton, CA
East Bay RPD, Public Safety & Admin. HQ, Oakland, CA
Fontana Police Department, CA
Garden Grove Police Department Pre-Development, CA
Garden Grove Public Safety Master Plan Pre-Develop., CA Hesperia Police Department Headquarters, CA
Inglewood Emergency Operations Center Renovation, CA
Inglewood Police Department Pre-Development, CA
Irvine Police Department Pre-Development, CA
Irvine Valley College Maint. & Police Facility, Irvine, CA Merced Police Headquarters, Merced, CA
Moreno Valley Public Safety Expansion, Moreno Valley, CA Newport Beach Lifeguard HQ Pre-Development, CA
Newport Beach Police Department Pre-Development, CA
Oceanside Police Department, CA
Ontario Police Department Pre-Development, CA
Oroville Government Center Master Plan, CA
Rancho Palos Verdes Civic Ctr & Emergency Ops Ctr, CA
Rancho Santa Margarita Civic Ctr & Sheriff’s Station, CA Rialto Police Department, CA
Riverside Sheriff's Office, Ben Clark Training Center
Modernization, CA
Salinas Police Services Headquarters, CA
San Bernardino County Forensic Sciences Lab, CA
San Bernardino County Law Library Renovation, CA
San Bernardino County Public Safety Ops Center, CA
San Bernardino County, Valley Communications Center, CA Santa Cruz County Superior Court, Watsonville, CA
Seal Beach Lifeguard HQ & Police Dept Pre-Develop., CA
Seguin Police Department, TX
Selma Fire Station No.3, CA
Tustin Water Administration Building, Corporate Yard &
Emergency Operations Center, CA
Victorville Police Department, CA
Visalia Civic Center & Public Safety Building, CA
Visalia Emergency Communications Center, CA
Watsonville Civic Center & Superior Court, CA
Westminster Police Department Headquarters, CA
Westminster Public Safety Training Center, CA
Woodland Police Station, CA
Yuba City Police Facility Study, CA
Yucaipa Police Department Pre-Development, CA
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

CAMPBELL POLICE OPERATIONS BUILDING

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CATHEDRAL CITY FIRE STATION NO.411

4.4.C. ORGANIZATIONAL CHART

Page 72 of 224 ends

4.4.C. Organi z ati o nal Ch art GRIFFIN STRUCTURES + LPA 12 +
Project Team Organization Chart
Jon Hughes

CCM, DBIA
Principal-In-Charge
Josh Kaiser
Project Executive

CONSTRUCTION MANAGEMENT
Dustin Alamo

CCM, DBIA, LEED AP,
DRE Broker #01930629
Pre-Construction Mgr.

Lance Solomon
CCM
Sr. Construction Mgr.

CM SUPPORT
Ryan Craven

CPE, CMIT
Cost Estimator
Ti Than
ARCHITECT, LEED AP BD+C
Project Designer
Erik Ring

PE, LEED FELLOW
Director of Engineering,
MEP Engineer
Daniel Wang
SE, PE
Director of Structural
Engineering
Kathereen Shinkai
PE, F.ASCE
Director of Civil
Engineering
Kari Kikuta

PLA, ASLA
Director of Landscape
Architecture

DESIGN SUPPORT TEAM
Jeremy Hart

AIA, LEED AP, NCARB
Principal-In-Charge

MASTER ARCHITECT
Tracey Powl
ARCHITECT, LEED AP BD+C
Project Manager

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4.4.C. Organi z ati o nal Ch art GRIFFIN STRUCTURES 13
Team Matrix

GRIFFIN STRUCTURES
FIRM TASKS & RESPONSIBILITIES:

Griffin Structures will provide Owner's Representation / Project Management services throughout the course of the project, supporting the City through phase one program verification and conceptual design, bridging documents development, DBE prequalification and selection, through construction and ultimately project closeout.

PHOTO COMPANY EMPLOYEE TITLE TASKS & RESPONSIBILITIES PHOTO Griffin
Structures
Jon Hughes

CCM, DBIA
Principal-InCharge
As Principal-In-Charge and Griffin Structures President Jon Hughes will provide valuable, senior-level insight to the project team to maintain the firm’s quality of service.

Griffin
Structures
Josh Kaiser
*Key Contact
Project
Executive
Josh Kaiser will serve as the key point-of-contact throughout the course of your project, while working with the City and LPA team to ensure the City's expectations are met throughout the duration of our services.

Griffin
Structures
Dustin Alamo

CCM, DBIA, LEED
AP, DRE Broker
#01930629
PreConstruction
Manager
As Pre-Construction Manager, Dustin Alamo will offer strategic insight and support during the earliest phases of project development utilizing his direct experience in the delivery of 'concept to keys' facilities with LPA Design Studios.

Griffin
Structures
Lance
Solomon
CCM
Sr.

Construction
Manager
Lance Solomon, Senior Construction Manager, will be responsible for the day-to-day management of the project once it approaches the construction phase, utilizing his recent experience managing the timely delivery of the Orange City Fire Department Headquarters.

Griffin
Structures
Ryan Craven

CPE, CMIT
Cost
Estimator
As Cost Estimator, Ryan Craven will provide estimating, value engineering and cost control services through each stage of the project to ensure your fiscal objectives are achieved from inception to completion.

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4.4.C. Organi z ati o nal Ch art GRIFFIN STRUCTURES 14

LPA DESIGN STUDIOS
FIRM TASKS & RESPONSIBILITIES:

LPA will provide the City of Gilroy the proposed project design services per the RFP and will be responsible for developing project specifications and bridging documents. In addition, LPA will provide MEP, civil, and structural engineering services as well as landscape architecture for the New Santa Teresa Fire Station project.

PHOTO COMPANY EMPLOYEE TITLE TASKS & RESPONSIBILITIES PHOTO LPA Design
Studios
Jeremy Hart
AIA, LEED AP BD+C,
NCARB
*Key Contact
Principal-InChargeJeremy will provide executive oversight to the project and actively involved on a dayto-day basis with the project manager to ensure schedules are being met, budgets tracked and adequate resources have been assigned to execute the project.

LPA Design
Studios
Tracey Powl

ARCHITECT,
LEED AP BD+C
Project
Manager
Tracey will assist with all phases from schematic design through completion to deliver the design for an efficient and effective space. Tracey will be responsible for managing interdisciplinary coordination, maintaining quality in project documents, and will work closely with all stakeholders to ensure successful project execution.

LPA Design
Studios
Ti Than

ARCHITECT,
LEED AP BD+C
Project
Designer
Ti will translate the City’s wants, needs and desired outcomes into visual representations that ultimately will be manifested into a re-imagined community asset. He will work closely with project leadership on the programming, design, and implementation of the project.

LPA Design
Studios
Erik Ring

PE, LEED FELLOW
Director of
Engineering,
MEP
Engineer
As Director of Engineering, Erik will provide overall leadership for the multidisciplinary engineering efforts and will be responsible for the mechanical, electrical and plumbing design. He will apply proven technologies and sound engineering to optimize system and project performance.

LPA Design
Studios
Daniel Wang
SE, PE
Director of
Structural
Engineering
Daniel will lead the structural design team to ensure appropriate solutions are delivered given the project's performance requirements. He will verify general conformance with the structural documentation through coordinated team efforts and site observations.

LPA Design
Studios
Kathereen
Shinkai
PE, F.ASCE
Director
of Civil
Engineering
Kathereen will help the City and project team meet objectives, resolve site challenges, respond to field conditions, and complete the design and construction in a manner that is efficient, ethical and profitable.

LPA Design
Studios
Kari Kikuta

PLA, ASLA
Director of
Landscape
Architecture
Kari’s primary responsibility will be to aid in all aspects of the project’s site environmental development from initial design concepts through construction documentation.

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TUSTIN FIRE STATION NO.37
4 . 4 . D . U N D E R S T A N D I N G O F S C O P E O F W O R K

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4.4.D. U nderstanding o f S c o pe o f W o r k GRIFFIN STRUCTURES + LPA 15 +
Project Understanding
The City of Gilroy seeks to develop a modern,
approximately 6,500 square foot, single-story
fire station—Santa Teresa Fire Station—located
at the southeast corner of West Luchessa Avenue
and Miller Avenue within the Glen Loma Ranch
community. This facility will become the City’s
fourth station and is envisioned to enhance the
City’s emergency response infrastructure while
meeting high standards for security, safety, and
operational efficiency.

Our team understands that the City is pursuing
a traditional Design-Build project delivery
method and requires comprehensive Construction
Management with Master Architect (CM-MA)
services to support the full lifecycle of the
project—from early programming through to final
occupancy. The selected team will serve as the
City's trusted advisor throughout the process and
will be responsible for:
• Phase 1: Verifying the building program and
confirming project goals through conceptual
design, code and regulatory review, and
stakeholder engagement.
• Phase 2: Developing bridging documents that
include schematic design, performance criteria,
outline specifications, and cost estimates to
guide the Design-Build Entity (DBE).
• Phase 3: Supporting the City in the DBE
prequalification and selection process,
including participation in outreach meetings,
proposal evaluations, and technical reviews.
• Phase 4: Providing technical oversight of the
DBE’s design submittals to ensure adherence to
project goals, City standards, and the bridging
documents.
• Phase 5 & 6: Delivering on-site construction
management and administration services
through completion and close-out, including
cost/schedule management, document control,
and coordination with City stakeholders.

The Santa Teresa Fire Station will house two fire
truck bays, individual dormitories, office and
administrative areas, a kitchen and common
areas, restrooms and decontamination spaces,
a workout room, and staff and public parking.

A secured site design, public-by-invitation-only
access, backup power systems (diesel generator
or PV/battery), and integration of sustainability
measures in compliance with CalGreen are key
project priorities.

Security, seismic resilience, stormwater
compliance, and life cycle cost-efficiency are
fundamental to the project’s success. As such,
our team’s approach will incorporate detailed
performance-based design narratives and
specifications to ensure the selected DBE delivers
a facility that reflects the City's long-term
operational, maintenance, and sustainability goals.

We recognize the significance of community
perception and intend to facilitate structured
stakeholder and community engagement sessions
as part of the conceptual and bridging design
phases.

By leveraging our extensive experience with fire
station programming, Design-Build oversight, and
public facility delivery, we are confident in our
ability to deliver the Santa Teresa Fire Station
project on time, within budget, and aligned with
the City of Gilroy’s vision for future-ready public
safety infrastructure.

Please refer to section 4.5 of our proposal to
view our full approach and workplan.

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4.4.D. U nderstanding o f S c o pe o f W o r k GRIFFIN STRUCTURES + LPA 1 6 +
Strategic Considerations
Griffin Structures goes to great lengths to research
and understand the challenges and opportunities
for every pursuit. As a result of this effort, we have
prepared the following strategic considerations to
demonstrate our approach and illustrate the value
we offer. These considerations are prepared in a
question-and-answer format for ease of reading.

What unique challenges might be encountered
related to the apparatus cleaning area and the
treatment of water?
In nearly every fire station project we have
managed, the issue of treating apparatus wash
water is a challenge. Depending on the jurisdiction,
we have seen it diverted to the sanitary sewer in
some cases, and the storm drain in others. Given
the possibility of petroleum-based contaminants in
the wash water we’ll want to clearly identify how
the City would like to integrate into the bridging
documents to limit any potential change orders. In
past projects, we have seen wash stations which
have required their own clarifier before entering
the sewer. Regardless, we will investigate this
condition in close coordination with City building
officials and LPA Design Studios to ensure the
bridging documents that goes out to bid aligns
with what will be required in order to avoid costly
changes or delays.

Photo: Cathedral City FIre Station No.411
How will the City be assured the Bridging
Documents are developed in such a way as to
ensure the City receives the program desired
while also realizing the benefits of a DesignBuild delivery? It will be critical that the Bridging Documents
capture all the essential requirements of the
project so the City’s facilities meet, and exceed,
their operational needs. This is achieved by
developing a set of robust documents, including
but not limited to: Owner Project Requirements
(OPRs), a thorough Basis of Design (BOD), a wellvalidated Program, and Design Documents that convey the overall size, character, adjacencies,
systems, and material selections. This will be
done in a manner that still leaves a considerable
portion of Design Development, Construction
Documents, Specifications, and the satisfaction of
code requirements open to creative interpretation
by the Design-Build Entity (DBE). By striking the
right balance between what is prescribed and
what is left to the discretion of the DBE, the Griffin
team can manage a process that is true to the
City’s requirements while also realizing the gains in
efficiency and cost reduction strategies envisioned
by the Design-Build form of delivery.

Photo: San Bernardino County Valley Communication Ctr
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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4.4.D. U nderstanding o f S c o pe o f W o r k GRIFFIN STRUCTURES + LPA 17 +
What challenges might the project encounter
as it relates to egress requirements due to the
fact that this facility will likely be determined
an “R” use?
Given that fire stations involve personnel sleeping
at the facility, egress will likely be a potential
challenge. The layout of the floor plan, ensuring
there is emergency egress through a window, or
a rated corridor, is essential to achieving code
compliance. We are prepared to bring our lessons
learned as it relates to “R” use facilities to ensure
the delivery of an efficient space that is also code
compliant.

Photo: Orange City Fire Department Headquarters
What types of benefits do sustainable and
resilient design features bring to fire station
projects and how do they align with project
goals?
In recent years, there has been a growing
emphasis on constructing buildings that minimize
environmental impact, enhance energy efficiency,
and withstand natural disasters. For a design-build
fire station project, this could mean incorporating
features such as solar panels for renewable energy
generation, rainwater harvesting systems for
water conservation (to the degree economical),
and green building materials to reduce carbon
footprint. Additionally, resilient design strategies,
such as elevating critical infrastructure to mitigate
risks and using durable materials to withstand
extreme weather and seismic events, can enhance
the station's ability to remain operational during
emergencies. By prioritizing sustainability and
resilience in the design process, the City can
create a forward thinking fire station that not only
serves the immediate operational needs but also
contribute to the long-term environmental and
economic health of the community. efficient space
that is also code compliant.

Photo: Westminster Police Department Headquarters
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

Page 79 of 224 ends

CATHEDRAL CITY FIRE STATION NO.411

4.4.E. QUALIFICATIONS & EXPERIENCE

Page 80 of 224 ends

4.4.E. Q ualificati o ns & E x perience GRIFFIN STRUCTURES + LPA 18 +
Griffin Structures
With over 44 years of experience, Griffin has
established itself as a trusted provider of
construction management services, particularly
in the realm of fire station projects across the
state. Our extensive experience spans various
project delivery methods, including design-build,
allowing us to adapt to the unique needs and
requirements of each project. We have a proven
track record of successfully managing the design
and construction of fire stations, demonstrating
our ability to handle complex projects with
precision and expertise.

One of our core strengths lies in our ability to
serve as an extension of City staff, seamlessly
integrating with existing teams to provide
comprehensive support throughout the project
lifecycle. Our team understands the importance
of aligning with the City's goals and objectives,
and we are committed to delivering results
that meet or exceed expectations. Whether
it's developing program requirements, creating
bridging documents, or providing ongoing
support during the final design and construction
phases, we prioritize open communication and
collaboration to ensure a smooth and efficient
process.

Furthermore, our experience in public-private
partnerships (P3) adds another layer of expertise
to our capabilities. By leveraging our knowledge
of risk mitigation strategies and aligning with
schedule and budget objectives, we can help
position the City for success at every stage of
the project. With a focus on quality, efficiency,
and accountability, our firm is well-equipped to
support the City in achieving its goals for fire
station projects and beyond.

Qualifications
BUENA PARK FIRE STATION NO.61

Page 81 of 224 ends

4.4.E. Q ualificati o ns & E x perience GRIFFIN STRUCTURES + LPA 19 +
LPA Design Studios
A well-crafted design-build process strikes
a balance between the bridging documents
describing the essential elements of the project,
while keeping as many elements as possible
“open for creativity” on the part of the designbuild entity. At LPA, we have been on both sides of the design-build delivery methodology,
understanding that completeness is key in the
bridging documents. We aim to minimize RFIs
for clarification, eliminating issues that impact
the schedule. We will work with the City to
clearly describe what is required and allow for
freedom of movement with the contractors for
that which is not required. After the DBE team is
on board, our process mimics the format of our
QA/QC program that we engage on all projects
at each milestone. Our checklists and interdisciplinary review will simply continue, on your behalf.

One of the aspects of our experience that makes
us uniquely qualified to become an extension
of City staff in this process is our background
in fire station planning and design. You might
say, we wrote the book on how to design a fire
station. Working for the Orange County Fire
Authority (OCFA), which today is comprised
of 79 Fire Stations and 23 Member Cities,
LPA was hired to create a Development Guide
and a Prototype Fire Station to guide future
development, in anticipation of a tremendous
amount of future growth.

The Development Guide we created, uses
modules that flex the size of the station
based upon the number of apparatus bays.

The quantity of the apparatus bays informs
the quantity of equipment, which informs the
number of dorms required, and the size of the
kitchen, day room, and fitness room. There are
office plug-ins to the prototype station as well
from a standard office unit, a Captain’s office,
to a Battalion Chief. There are even plug-in
components for plan check services and a health
clinic as needed by the community. Over the last
20 years, LPA has developed 8 new fire stations
for OCFA based upon the Development Guide
with other firms also developing 5 additional fire
stations for OCFA. We will bring the same level
of project understanding to the City of Gilroy
where we can represent and understand the
operational needs of the Fire Department during
the Design-Build process.

IRVINE FIRE STATION NO.51

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4.4.E. Q ualificati o ns & E x perience GRIFFIN STRUCTURES + LPA 20 +
Relevancy: Griffin/LPA Project; Design-Build; Public Safety; Administrative Facilities +
Griffin Structures' reference project (1 of 3)
PROJECT NAME + LOCATION
Selma Fire Station No.3, Selma, CA

DESCRIPTION
Griffin Structures is providing Program and Construction Management services to the City of Selma with oversight of the Master Architect, LPA Design Studios, to design
and construct the new Selma Fire Station No.3. The
design will be based upon an updated needs assessment,
building program and site analysis of which we are
engaged currently.

Once completed, this Design-Build project will encompass an approximate 10,000 SF, single-story fire station
inclusive of administrative offices, support spaces, secure staff parking and public / visitor parking. Additional
features are envisioned to include three fire truck bays, office space, living quarters, training, conference, break, locker and changing rooms as well as restrooms with
accompanying showers and a new public lobby.

CLIENT REFERENCE
Jordan Webster; Former Fire Chief; City of Selma Fire
Department; (559) 891-2211; [email protected]

PROJECT DATA
Size: 14,000 SF
Construction Start Date: October 2024
Construction End Date: September 2026
Initial Construction Amount: $15,000,000
Final Construction Cost: TBD
Initial Fee: $1,400,000
Final Fee: TBD
FIRM + PM ROLE IN PROJECT
Griffin Structures - Program & Construction Manager
LPA Design Studios - Architect
Griffin Structures served as the Developer / PMCM for this Design-Build project, providing services directly aligned with the Gilroy Santa Teresa Fire Station RFP.

SIMILAR PROPOSED STAFF
Griffin Structures' Principal-In-Charge, Jon Hughes, served on this project, alongside Project Executive, Josh Kaiser, Pre-Construction Manager, Dustin Alamo, and Ti Than
alongside other members of our proposed LPA team.

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4.4.E. Q ualificati o ns & E x perience GRIFFIN STRUCTURES + LPA 21 +
PROJECT NAME + LOCATION
Orange City Fire Department Headquarters, Orange, CA

DESCRIPTION
Griffin Structures oversaw the development of the 29,000 SF Orange City Fire Department Headquarters, which
services the Old Towne Section of Orange. The new
station is substantially larger than the former building.

The campus provides firefighters with a more spacious
vehicle bay, equipment maintenance and storage areas,
training facilities, and Fire Department administrative offices.

Most importantly, the new station provides space and
technology for the Orange City Fire Department, offering updated equipment, space flexibility, and administrative offices to continue their mission of providing the citizens of Orange superior service well into the 21st Century.

CLIENT REFERENCE
City of Manhattan Beach; Jeff Fijalka; Senior Civil
Engineer; (424) 445-9350; [email protected]

PROJECT DATA
Size: 30,000 SF
Construction Start Date: January 2020
Construction End Date: October 2022
Initial Construction Amount: $27,000,000
Final Construction Cost: $25,000,000
Initial Fee: $1,000,000
Final Fee: $1,000,000
FIRM + PM ROLE IN PROJECT
Griffin Structures served as the Construction Manager
for this project, providing Construction Management /
Inspection services directly aligned with the Gilroy Santa Teresa Fire Station RFP.

SIMILAR PROPOSED STAFF
Griffin Structures' Construction Manager, Lance Solomon, served on this project.

Relevancy: Griffin Project; Fire Station; Public Safety; Administrative Facilities Griffin Structures' reference project (2 of 3)

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4.4.E. Q ualificati o ns & E x perience GRIFFIN STRUCTURES + LPA 22 +
PROJECT NAME + LOCATION
Manhattan Beach Fire Station No.2, Manhattan Beach, CA

DESCRIPTION
Griffin Structures provided Program and Construction
Management for this project five years in the making,
which included Griffin Structures' early analysis for
the city in 2016 and then again in 2017. The resulting
two-story fire station boasts a modern design, nearly
three times as large as the former station, which was
demolished to make way for the new building.

The re-imagined station is home to six crew dormitories, dining and exercise room, locker space laundry room,
medical storage, and office space for administrative
duties. The new building is also earthquakeproof, includes a shop area and is large enough to accommodate a modern apparatus bay. A trash enclosure
and backup power generator are also included, as well as new hose tower and gated parking lot to accommodate
for future fire station growth.

CLIENT REFERENCE
City of Manhattan Beach; Jeff Fijalka; Senior Civil
Engineer; (424) 445-9350; [email protected]

PROJECT DATA
Size: >10,000 SF
Construction Start Date: November 2021
Construction End Date: December 2023
Initial Construction Amount: $7,055,000
Final Construction Cost: $8,150,000
Initial Fee: $900,000
Final Fee: $900,000
FIRM + PM ROLE IN PROJECT
Griffin Structures served as the Program and Construction Manager for this project, providing services directly
aligned with the Gilroy Santa Teresa Fire Station RFP.

SIMILAR PROPOSED STAFF
Griffin Structures' Pre-Construction Manager, Dustin
Alamo.

Relevancy: Griffin Project; Fire Station; Public Safety; Administrative Facilities Griffin Structures' reference project (3 of 3)

Page 85 of 224 ends

4.4.E. Q ualificati o ns & E x perience GRIFFIN STRUCTURES + LPA 23 +
PROJECT NAME + LOCATION
Salinas Police Services Headquarters, Salinas, CA

DESCRIPTION
Griffin Structures and LPA Design Studios served for this new, Design-Build Police Services facility in the City of Salinas. The facility was delivered utilizing a PublicPrivate Partnership (P3), which provides for the design, financing, construction, and delivery of the new facility.

The 70,800 GSF Public Safety Center Complex replaces the City’s existing police department headquarters, built-in 1958, and accommodates anticipated future growth.

The project encompasses three buildings on a 6.3-acre
site. The two-story 42,300 SF headquarters building
serves as the essential services administrative building and includes detention spaces, community room, and
plaza. Two support buildings totaling 28,500 SF provide police support services, including evidence intake and
storage, crime lab spaces, and an indoor firing range.

CLIENT REFERENCE
Don Reynolds; Former Public Works Director, City of
Salinas; City Manager, San Juan Bautista; (831) 623-4661; [email protected]

PROJECT DATA
Size: 71,000 SF
Construction Start Date: June 2018
Construction End Date: June 2020
Initial Construction Amount: $58,000,000
Final Construction Cost: $55,000,000
Initial Fee: $1,750,000
Final Fee: $1,750,000
FIRM + PM ROLE IN PROJECT
Griffin Structures - Program & Construction Manager
LPA Design Studios - Architect
Griffin Structures served as the Developer / PMCM for this Design-Build project, providing services directly aligned with the Gilroy Santa Teresa Fire Station RFP.

SIMILAR PROPOSED STAFF
Griffin Structures' Principal-In-Charge, Jon Hughes, served on this project, alongside Pre-Construction Manager,
Dustin Alamo and members of our proposed LPA team.

Relevancy: Griffin/LPA Project; Design-Build; Public Safety; Administrative Facilities +
LPA's reference project (1 of 3)

Page 86 of 224 ends

4.4.E. Q ualificati o ns & E x perience GRIFFIN STRUCTURES + LPA 24 +
PROJECT NAME + LOCATION
Fire Station No. 411, Cathedral City, CA

CLIENT REFERENCE
Jan Davison; Former Redevelopment Director, Cathedral
City; (831) 588-5832; [email protected]

DESCRIPTION
Station 411 includes three apparatus bays, living quarters, as well as support and storage areas. The $7.6 million
station is set on a three-acre site which will also include development of a future Cathedral City Dog Park. The
site will include training and recreation spaces as well as separate public parking and secure employee parking
areas. Back-up utility facilities servicing the fire station will ensure uninterrupted service. The site will feature native and drought-tolerant landscaping.

This Fire Station will be constructed employing a preengineered metal building. Features will include highspeed rapid deployment bay exit doors; firefighter dormitory accommodations and semi-private captain’s
quarters; a great room to incorporate cooking, dining,
and living spaces; a flexible work/study area; equipment maintenance and storage areas; a public lobby and a
freestanding 45’ tall communications tower.

PROJECT DATA
Size: 8,500 SF
Construction Start Date: 07/2019
Construction End Date: 11/2020
Initial Construction Amount: $8,200,000
Final Construction Cost: $7,600,000
Initial Fee: $220,300
Final Fee: $240,300
FIRM + PM ROLE IN PROJECT
Griffin Structures - Program & Construction Manager
LPA Design Studios - Architect
Tracey Powl, LPA's proposed Project Manager, also served as the Project Manager for Fire Station No. 411.

SIMILAR PROPOSED STAFF
LPA's Principal-In-Charge, Jeremy Hart, served on this
project as the Project Designer. Ti Than was also a
member of the project design team for this project.

Relevancy: Griffin/LPA Project; Fire Station; Design-Build; Public Safety; Administrative Facilities +
LPA's reference project (2 of 3)

Page 87 of 224 ends

4.4.E. Q ualificati o ns & E x perience GRIFFIN STRUCTURES + LPA 25 +
PROJECT NAME + LOCATION
Buena Park Fire Station No. 61, Buena Park, California

CLIENT REFERENCE
City of Buena Park, Leah Formanes, Project Manager,
714.562.3670, [email protected]

DESCRIPTION
Fire Station 61 is approximately 18,000 square feet and includes administrative offices, 13 crew dormitories,
battalion chief office and dorm, division chief office, three chief offices, training room and a three-lane apparatus bay.

To address the limited budget of the project, it was
determined to use a Pre-Engineered Metal Building
(PEMB) structural frame. The project saved nearly
$1,000,000 in construction costs. By bidding the PEMB
between Schematic Design and Design Development,
LPA was able to integrate the building elements and
the structure more effectively, delivering the project in a shorter period and with fewer complications than is
typical with structures of this type.

PROJECT DATA
Size: 18,000 SF
Construction Start Date: 05/2017
Construction End Date: 04/2018
Initial Construction Amount: $10,500,000
Final Construction Cost: $9,423,000
Initial Fee: $853,100
Final Fee: $853,100
FIRM + PM ROLE IN PROJECT
Griffin Structures - Program & Construction Manager
LPA Design Studios - Architect
Tracey Powl, LPA's proposed Project Manager, served as
Project Manager for the Buena Park Fire Station No. 61
project.

SIMILAR PROPOSED STAFF
LPA's Principal-In-Charge, Jeremy Hart, served on this
project as the Project Designer, alongside Ti Than, Erik Ring, and Daniel Wang, all members of the proposed
project team for the Gilroy Santa Teresa Fire Station RFP.

Relevancy: Griffin/LPA Project; Fire Station; Public Safety; Administrative Facilities +
LPA's reference project (3 of 3)

Page 88 of 224 ends

ORANGE CITY FIRE DEPARTMENT HEADQUARTERS

4.4.F. STAFFING

Page 89 of 224 ends

4.4.F. S taffing GRIFFIN STRUCTURES + LPA 26
+
Key Team Members Organization Chart
Josh Kaiser
Project Executive

CONSTRUCTION MANAGEMENT
Dustin Alamo

CCM, LEED AP, DRE
Pre-Construction Mgr.

Lance Solomon
CCM
Sr. Construction Manager

MASTER ARCHITECT
Jeremy Hart

AIA, LEED AP, NCARB
Principal-In-Charge
Tracey Powl
ARCHITECT, LEED AP BD+C
Project Manager
Ti Than
ARCHITECT, LEED AP BD+C
Project Designer

Page 90 of 224 ends

4.4.F. S taffing GRIFFIN STRUCTURES + LPA 27
+

SUMMARY OF EXPERIENCE
Joshua Kaiser, Project Executive | Griffin Structures
Project Executive Joshua Kaiser brings over 25 years of experience in construction, transportation, and infrastructure development, with a specialized focus on complex civic and public safety projects. At Griffin Structures, Joshua provides strategic leadership and executive oversight for capital programs requiring intensive coordination, regulatory compliance, and stakeholder engagement. His work includes managing large-scale efforts within the California State Hospital system, Clovis Fire Station, Norwalk Police Department, and the ongoing Selma Fire Station Design-Build project. With a proven ability to navigate high-stakes environments and deliver high-quality outcomes, Joshua ensures Griffin’s most technical projects are executed with precision, integrity, and long-term community value.

Dustin Alamo, Pre-Construction Manager | Griffin Structures Vice President of Strategic Services, Dustin Alamo, oversees the earliest phases of Griffin Structures projects, particularly those delivered from 'concept to keys'. This includes early programmatic oversight, as well as the completion and adoption of integral studies and assessments, site selection, and more.

Dustin's wealth of experience spans multiple fire stations and public safety developments, as well as a long history of successful partnerships with LPA Design Studios for projects such as Selma Fire Station No.3, San Bernardino Valley Communications Center, Eastvale Civic Center with Police and Fire Station, and several other projects.

Lance Solomon, Sr. Construction Manager | Griffin Structures Construction Manager, Lance Solomon, brings with him a diverse range of public sector experience from the perspective of a former public works inspector and certified construction manager on behalf of the Construction Management Association of America. Throughout his tenure, Lance Solomon has overseen the completion of projects such as the recently completed Orange City Fire Department Headquarters, as well as the ongoing Carlsbad Police and Fire Headquarters project Campbell Police Operations Building alongside LPA Design Studios.

Page 91 of 224 ends

4.4.F. S taffing GRIFFIN STRUCTURES + LPA 28
+
SUMMARY OF EXPERIENCE (CONT.)
Jeremy Hart, Principal in Charge | LPA Design Studios
With over 25 years in the architecture industry, Jeremy has deep expertise in the design and programming of civic facilities throughout California. He has over 20 years of experience working in partnership with Griffin Structures on a variety of project types ranging from large-scale civic centers to complex public safety buildings. Jeremy Hart will serve as the key point-of-contact for LPA Design Studios.

Tracey Powl, Project Manager | LPA Design Studios
Tracey Powl has over 25 years of experience working on a range of civic projects, with a high level of technical expertise and depth of knowledge in building codes. He has effectively served as project manager for several fire station projects in California and will utilize this specialized expertise on the Gilroy Santa Teresa Fire Station project.

Ti Than, Project Designer | LPA Design Studios
Ti is well versed in the design process and an expert at addressing the specific needs of a project to ensure the vision becomes a reality and objectives are achieved. With nearly 25 years of experience in the industry, Ti has been an integral design team member on a variety of public safety and civic facilities including fire stations, police departments, civic centers, city halls, and libraries.

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SALINAS POLICE SERVICES HEADQUARTERS

4.4.G. REFERENCES

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4.4.G. R eferences GRIFFIN STRUCTURES + LPA 29
+
PROJECT PHOTO REFERENCE INFORMATION + PROJECT HISTORY
REFERENCE:

San Bernardino County; Rene Glynn; Supervising Project Manager, Project & Facilities Mgmt. Dept.; (909) 771-1223; [email protected] PROJECT HISTORY:

San Bernardino County High Desert Govt Center (Design-Build); Public Safety Operations Center (Design-Build); Valley Communications Center (Design-Build) (pictured); Downtown Govt. Center; Public Defenders' Building (Design-Build) KEY INDIVIDUALS INVOLVED:

Jon Hughes; Dustin Alamo; Lance Solomon; Jeremy Hart + LPA Team REFERENCE:

James B. Vanderpool; Current City Manager, Anaheim; Former City Manager, Buena Park; (714) 562-3550; [email protected]
PROJECT HISTORY:

Buena Park Fire Station No.61 (pictured); Buena Park Police Department Headquarters; Buena Park Navigation Center; Buena Park Library; Buena Park Community Center
KEY INDIVIDUALS INVOLVED:

Jon Hughes; Dustin Alamo; Jeremy Hart + LPA Team
REFERENCE:

Jordan Webster; Former Fire Chief; City of Selma Fire Department; (559) 891-2211; [email protected]
PROJECT HISTORY:

Selma Fire Station No.3 (Design-Build)
KEY INDIVIDUALS INVOLVED:

Joshua Kaiser; Jon Hughes; Dustin Alamo; Lance Solomon; Jeremy Hart + LPA Team References
+
+

Page 94 of 224 ends

4.4.G. R eferences GRIFFIN STRUCTURES + LPA 30
+
PROJECT PHOTO REFERENCE INFORMATION + PROJECT HISTORY
REFERENCE:

City of Rialto; Mark Kling; Chief of Police; 909.820.2550; [email protected] PROJECT HISTORY:

Rialto Police Department (Design-Build)
KEY INDIVIDUALS INVOLVED:

Jeremy Hart; Ti Than; Erik Ring; Kathereen Shinkai; Jon Hughes; Dustin Alamo REFERENCE:

City of Visalia; Mike Porter; 559.713.4300; [email protected] PROJECT HISTORY:

Visalia Emergency Communications Center; Public Safety Office Building (Design-Build); City Council Chambers
KEY INDIVIDUALS INVOLVED:

Jeremy Hart; Ti Than; Jon Hughes; Dustin Alamo
REFERENCE:

City of Campbell; Todd Capurso; Public Works Director; 408.376.0958; [email protected]
PROJECT HISTORY:

Campbell Police Operations Building
KEY INDIVIDUALS INVOLVED:

Jeremy Hart; Ti Than; Erik Ring; Kathereen Shinkai; Kari Kikuta; Jon Hughes; Dustin Alamo; Lance Solomon
References
+
+
+

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BUENA PARK POLICE

DEPARTMENT HEADQUARTERS

4.4.H. AUTHORIZED REPRESENTATIVE

Page 96 of 224 ends

4.4. H . A ut h o ri z ed R epresentati v e GRIFFIN STRUCTURES + LPA 3 1 +
Authorized Representative
Dustin Alamo, CCM, DBIA, LEED AP, DRE BROKER #0193029
Vice President
P: 408.955.0431 | 949.280.4441
Dustin Alamo, Vice President
CATHEDRAL CITY FIRE STATION NO.411

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VISALIA EMERGENCY

COMMUNICATIONS CENTER

4.5. WORK PLAN / TECHNICAL SERVICES

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4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 32 +
Work Plan /
Technical Services
As Owner’s Representatives and Construction
Managers, Griffin approaches each project with
the perspective of an owner and the insight of a
developer. Based on our blend of comprehensive
experience in managing and developing projects,
we have the unique ability to offer each client a
complete ‘menu’ of professional services tailored
to the specific requirements of their individual
project.

Like an owner, we approach every project with
a viewpoint that it is our own money, schedule,
and facility to be planned, designed, constructed,
and utilized. With an in-depth understanding
of technical issues faced by a contractor, we
have extensive field experience that guides us
with decision making processes out on the field.

Together, with these two key components, Griffin
provides construction management services which
ensure a successful project delivery of the highest
quality.

With the above in mind, Griffin has developed an
approach to assist the City in delivering a project
which meets its budget and schedule expectations
while also adhering to the assumption in the
Project Understanding.

P H A S E 1 : P R O G R A M

V E R I F I C A T I O N &

CONCEPTUAL DESIGN
In Phase 1, we begin with the establishment of
crucial communication channels, clarification
of roles, and alignment of project objectives.

These protocols are critical and are particularly
key to a successful Program and Construction
Management. We will establish a clear line of
communication between the team members who
will be utilized during the process. Working closely
with City, Griffin will identify the proper channels
for all communication between the design staff
and, later, field (contractors and inspectors) to
establish seamless communication for the duration
of any project(s). This phase is pivotal in laying the
groundwork for the successful realization of the
project. The following depicts the tasks outlined as
part of Phase 1 services.

Task 1.1 - Project Initiation
We kickoff this task by crafting a detailed Work
Plan and Project Schedule, outlining the project's
trajectory, key milestones, and responsibilities.

A Project Kick-off meeting serves as our official
start, where key stakeholders will be integrated
to introduce themselves, define their roles, and
collectively set the project's tone and direction.

We plan to discuss the roadmap which will
undergo refinement through collaborative review
sessions with the City, ensuring alignment with
expectations.. With the implementation of our
robust document control system, which we
will define later on in the approach, we ensure
seamless document sharing and management
throughout the project's lifecycle.

BUENA PARK FIRE STATION NO.61
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

Page 99 of 224 ends

4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 33 +
Task 1.2 - Site Evaluation
It’s critical to begin every project with due
diligence, where we immerse ourselves in the site’s
physical realities, verifying existing conditions and
assessing its potential. We will review all site data
provided by the City, ensuring its adequacy for
our forthcoming endeavors which is anticipated
to include civil/topographic surveys, ALTA report,
geotechnical reports, CEQA documentation, and
anything more the City can furnish. Through
site visits and comprehensive analysis, we gain
invaluable insights into the site's characteristics,
from soil composition to drainage patterns, laying
the foundation for informed decision-making.

Task 1.3 - Building Program
As the foundation of the project, we engage in
dialogue with Fire Department representatives,
conducting a detailed program review
development phase bringing our Team’s robust
experience in planning, designing and building
fire station projects throughout the State. Through
collaboration and iteration, we will develop the
Building Program, ensuring it reflects the needs
and aspirations of all stakeholders involved.

Task 1.4 - Research Regulatory
Requirements
Our team will initiate a thorough review of all
applicable regulatory codes and standards in
parallel with other early project activities. With a
deep understanding of Title 24 requirements, local
ordinances, and fire station-specific exceptions,
we will ensure full compliance while identifying
potential opportunities to enhance project delivery.

To clarify any ambiguities, we may coordinate a
meeting with the City’s Building Official to align on
key code interpretations early in the process. While
we understand the City will lead the environmental
review, our team will actively support this effort
by providing necessary design information and
documentation. We have excluded technical
studies from our base scope under the assumption
that they will be managed by the City; however,
we have included a contingency allowance to
support project-related needs, which can be
refined through further discussion with City staff.

Task 1.5 - Conceptual Design
Drawing inspiration from site characteristics
and stakeholder input as well as agreed upon
programmatic parameters, we will craft two
distinct design options, each embodying a
unique vision for the project's future. Through
collaboration with the Steering Committee, we will
refine these concepts into a final iteration, ready
to be presented to the City accompanied by a
detailed schedule and budget developed for review
and comment.

Ultimately, our work in Phase 1 will result in the
following deliverables:
• Draft and final building program
• Site analysis
• Zoning and code analysis
• Two (2) conceptual design options and final
conceptual design
• 3D BIM massing model of conceptual design
• Meeting minutes and record of concept
reviews and comments
• Construction estimate of the final selected
conceptual design
• Updated project master schedule and master
budget
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 34 +
PHASE 2: BRIDGING

DOCUMENTS DEVELOPMENT
Upon the successful completion of Phase 1
and upon receiving formal authorization from
the City, our focus shifts seamlessly towards
the development of Bridging Documents for
the Project. These documents serve as a vital
conduit between the approved Conceptual Design
Documents and subsequent project phases,
ensuring clarity, cohesion, and alignment with the
project's overarching goals.

Task 2.1 - Schematic Design
From architectural intricacies to structural integrity, mechanical specifications to landscape aesthetics,
our Master Architect, LPA Design Studios, will
articulate the project's vision and requirements.

Through detailed floor plans, updated 3D BIM
massing models, and comprehensive code
analyses, we will work to achieve a synthesis of
functionality and design, layered with sustainable
principles and compliance with regulatory
standards.

Task 2.2 - Performance Criteria
As stewards of project excellence, we craft
Performance Criteria which serve as the guide
for the project's functional objectives and quality
standards. These documents will outline every
aspect of the Project, from spatial requirements
to environmental considerations, setting the
stage for the selection and engagement of a
Design-Build Entity. Our focus extends beyond
mere functionality, encompassing elements of
energy efficiency, green building standards, and
value engineering processes, thereby ensuring
a holistic and future-ready approach to project
development.

Task 2.3 - Outline Specifications
With a keen eye for detail, we define the quality
benchmarks that outline the project's design
and construction. From site work specifications
to architectural nuances, engineering systems
to telecommunications standards, each element
is articulated to uphold the City's vision and
standards of excellence. Our commitment to
sustainability and efficiency permeates through
the specifications, and demonstrated through our
portfolio of work through the State, aligning with
the City's aspirations for a forward-thinking and
environmentally conscious facility.

Task 2.4 - Budget & Schedule Updates
Navigating the intricacies of project budgeting,
we provide preliminary estimates for Design-Build
contract costs, which will aim to align with the
City's financial objectives. Our recommendations
for program or design modifications will be
rooted in pragmatism and fiscal responsibility,
ensuring that the project remains on track towards
successful realization. This will include responding
promptly to City feedback, providing updated
schedules and construction budgets that chart a
clear path towards project completion.

ORANGE CITY FIRE DEPT HEADQUARTERS
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 35 +
Task 2.5 - Final Bridging Documents
With the culmination of our collective efforts,
we will present the City with the final Bridging
Documents package. Incorporating City feedback
and insights, these documents serve as the
cornerstone of the Design-Build Entity's Request
for Statements of Qualifications package, paving
the way for the project's seamless transition into
the next phase.

To summarize, Phase 2 work will include the
following deliverables:
• Final Bridging Documents, including:
» Schematic Design set including
Architectural site and floor plans,
exterior elevations, building sections, 3D
renderings, and engineering narratives
» Outline specifications
» List of finishes, equipment, materials, and
City standards
» Final building program including gross and
net square footages, room data / space
criteria sheets, adjacency diagrams
» Updated CalGreen or LEED Silver checklist
with description of design elements
incorporated to achieve the selected
points
• Updated 3D BIM massing model
• Submittal to City Planning & Building for
preliminary review; response to comments
received.
• Submittal to Public Works Environmental for
initial CEQA review and determination.
• Updated Construction Cost Estimate
• Updated Project Schedule and Budget
P H A S E 3 : D E S I G N - B U I L D E N T I T Y
( D B E ) P R E Q U A L I F I C A T I O N &

SELECTION
As we progress into Phase 3, our focus shifts
towards supporting the City in the process of
selecting a Design-Build Entity (DBE) to execute
the final design and construction of the Project.

This two-step process encompasses rigorous
evaluation and consultation, ensuring the
engagement of the most qualified firm.

Task 3.1 – DBE Prequalification / Request
for Statement of Qualifications
In tandem with the development of the bridging
documents, we highly recommend that the City
undertakes a detailed prequalification process for
Design-Build Contractors (DBEs). The selection of a
proficient DBE is paramount to the success of the
project, contingent upon careful assessment and
execution. To this end, Griffin Structures advocates
for utilizing the Department of Industrial Relations
questionnaire template as a framework for this
endeavor. Collaborating closely with City staff
and the Design Team, we will establish specific
criteria encompassing overall revenue thresholds,
bonding capacity, safety ratings (EMR), minimum
experience requirements, and potentially,
prequalification of specialty subcontractors.

Moreover, we will proactively identify and
extend invitations to reputable Contractors
with proven expertise in constructing similar
facilities, leveraging recommendations from local
municipalities.
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 36 +
Task 3.2 - Request for Proposal & DBE
Selection
Upon the completion of the bridging documents
and the selection of a prequalified list of DesignBuild Contractors, Griffin will assume responsibility for overseeing and executing the bid process in
strict adherence to City procurement policies.

Serving as the primary point of contact, we will
manage all bid Requests for Information (RFIs),
bid-related communications, and substitution
requests. Additionally, our team will supervise
the issuance of Addenda and promptly respond
to inquiries, ensuring transparency and clarity
throughout the bidding process. To maintain
schedule integrity, we will conduct regular weekly
meetings with the project team to address bidrelated RFIs and manage Addenda effectively. This rigorous approach guarantees that bidders are
equipped with accurate scope details, facilitating
the submission of responsive and responsible bids
from the prequalified pool.

Following bid submission, Griffin will meticulously
evaluate all responses and prepare a
comprehensive Bid Analysis for review with the
City. This analysis will encompass both qualitative
and quantitative assessments, enabling the
City to make informed decisions regarding the
best value proposition. Upon confirmation of
the recommended award by City staff, we will
collaborate with the City to draft a detailed staff
report outlining the award recommendation for
presentation to the board.

Upon securing a Design-Build entity, Griffin will
facilitate an introductory meeting with the selected
DBE firm to evaluate the bridging documents,
clarify design expectations, and provide guidance
to expedite project commencement.

To summarize, Griffin will provide the following
deliverables in Phase 3:
• Review and comment on City-provided RSOQ
and RFP documents
• Response to Requests for Information (RFIs)
and questions during the RSOQ and RFP
solicitations
• Evaluation of DBE proposals submitted in
response to the RSOQ and RFP solicitations
• Attendance at meetings during the RSOQ
process for evaluation of DBE firm proposals
• Attendance at design review meetings with
pre-qualified DBE firms during the RFP
proposal development phase
• Attendance at meetings for the detailed
review of proposal packages with the
Selection Committee
• Documentation of all meetings, discussions,
reviews, and generated information
throughout this phase
TUSTIN FIRE STATION NO.37
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 37 +
P H A S E 4 : D E S I G N - B U I L D

E N T I T Y ( D B E ) F I N A L D E S I G N &

CONSTRUCTION DOCUMENTS
Griffin will assume a pivotal role in providing
design oversight and technical support to the City
subsequent to the awarding of a Design-Build
contract to the chosen DBE, spanning the final
design development and construction documents
phase of the Project.

Task 4.1 – Meeting Participation
We will begin this phase with a DBE Kick-Off/PreDesign Meeting, convened in collaboration with the City and the selected DBE. This session as well as
following design sessions will serve as a forum for
issuing formal directives to the DBE, signaling the
commencement of design development activities.

Additionally, potential revisions, enhancements, or
design intricacies are deliberated upon, ensuring
alignment with project objectives. These meetings
will track the design's progress, address critical
issues and challenges to the design, and involve a
robust analysis to ensure the project maintains its
original intent.

Task 4.2 – DBE Design Submittal Reviews
Griffin will review and evaluate all design progress,
construction document drawings, and specification
submittals furnished by the DBE. At pivotal design
milestones, including Design Development and
successive stages of construction document
completion, Griffin will deliver a comprehensive
written evaluation to the City in the form of a
constructability review. These reviews scrutinize
adherence to Bridging Documents, performance
criteria, and outline specifications, ensuring
consistency and compliance.

One of the major advantages of selecting our
Team, is that we hire professionals who have
sat on all sides of the table. Our staff have
backgrounds in architecture, engineering, and
general contracting and are able to review design
packages thoroughly for their (a) attention to
detail, (b) completeness based on the phase
of work, and (c) constructability as it relates to
practicality, coordination and anticipation of issues
that will turn into change orders later.

As such, we have a three-step approach to
constructability review we assign to each design
phase as noted below.

Preparation and Research. Griffin begins each
constructability review with a high-level first
pass of the design package for each building and
related as-builts. It’s critical we understand the
entire work scope and how each piece relates to
the overall project, prior to our detailed review.

After this review period, we often visit the site to
mentally absorb the boundary conditions, existing
structures, utility conditions, topography, and other
key issues that need to be integrated into a design
package.

Review and Investigation. The next step in our
constructability review process includes an indepth review of the drawings. As mentioned earlier, Griffin utilizes its team of construction
management experts with extensive backgrounds
in construction, design / engineering, and
development. Our seasoned staff reviews each
drawing in detail and works through the Griffin
checklist to ensure a comprehensive evaluation has
been completed for each project.
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 38 +
The checklist reviews materials, integration with
other systems / trades, cost-benefit evaluations,
and detail about each design element. We
will also review project documents for missing
information, ambiguous details, conflicts, and
potential confusions. These are logged and
returned, with suggestions for corrections, to
the Design Team to integrate into the project
documents. We apply the following standards to
our review:
• Ensure the construction plans are clear and
understandable
• Verify the drawings match specifications
• Be vigilant in recognizing missing information
Once the review is completed, we find it important
to provide a final check of our own work to ensure
comments and intentions are clear and articulate.

The deliverable is provided to the City and the
Design Team for review, consideration, and
integration into the design package.

Implementation Review. Occasionally it may be
difficult to determine whether comments have
been incorporated into the design package.

However, applying our Bluebeam technology, we
can quickly compare and determine differences in
the design sets to ensure City approved comments
have been integrated into the package. The
ultimate goal is to protect the City from costly
oversights that could have been prevented in the
pre-construction phase.

Additionally, and outside of constructability
review services, Griffin has extensive experience in
utilizing nearly every type of construction method
on the market including wood-frame, steel-frame,
concrete tilt-up, concrete masonry units (CMU),
pre-engineered metal building (PEMB), to even
modular shipping containers. We will review the
options with the City based on cost, schedule,
maintenance, and lifecycle expectancy and make a
recommendation.

From a value engineering perspective, we will play
a pivotal role in evaluating proposals submitted
by the DBE, providing informed recommendations
to the City for consideration. This collaborative
approach maximizes the benefits inherent in
the Design-Build process, harnessing the DBE's
creativity and flexibility to optimize project
outcomes.

To summarize, Griffin will provide the following
deliverables in Phase 4:
• Attendance at Kick-Off / Pre-Design meetings
and provision of comprehensive meeting
minutes
• Review and meticulous written evaluation of
DBE submittals across key project milestones,
including Design Development and successive
stages of construction document completion
• Evaluation and recommendation on value
engineering and added value proposals
submitted by the DBE, fostering collaborative
decision-making to optimize project outcomes

VISALIA EMERGENCY COMMUNICATIONS CENTER
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 39 +
PHASE 5: CONSTRUCTION

PHASE SUPPORT
Phase 5 will transition into management and
administration of the DBE as it moves into the
construction phase until the successful completion
of the project. Throughout the construction phase,
we will provide on-site Construction Management
and will serve as the City's vigilant eyes and ears
on the ground, monitoring construction activities
to uphold compliance with the Construction
Documents and prescribed quality standards. The
below outlines the specifics of the anticipated
tasks.

Task 5.1 – Construction Observation &
Project Site Management
A paramount priority entails maintaining a
diligent on-site presence for daily observation
and monitoring of construction work. Griffin
Construction Managers are inherently construction
inspectors. By utilizing our keen understanding
of all aspects of construction, our Construction
Manager will perform regular inspections of
all aspects of the project daily. We will review
material deliveries, material types, installation
methods, finished installations in comparison
to contract documents, and construction code
adherence.

Additionally, we will coordinate the timely
execution of all specialty inspections, including
geotechnical, building dept., special inspections,
and materials testing, to ensure the City receives
the highest level of quality and consistency
with the plans and specifications as well as all
standards and practices.

Griffin employs multiple forms of photography
and technology to enforce the quality of the
construction process. Accordingly, we will perform
the following:
• Record Existing Conditions – Before a DB
Contractor begins construction, we will
perform detailed video surveillance of
the entire site and the surrounding site to
ensure there is no damage to the existing
infrastructure and mitigate against any
potential future claims.
• Daily Photography – Griffin will photograph
the progress of the job daily. This will serve as
a record of the project throughout the job and
a vehicle for resolving issues.
• Bluebeam technology – Griffin employs the
use of Bluebeam technology to facilitate the
communication of challenges in the field for
their quick resolution and documentation.
• BIM technology – Griffin has extensive
experience in the deployment and
management of Building Integration Modeling
and can adequately identify and resolve
issues that are discovered through this
medium.

We will employ our Field Observation Report
weekly. Typically updated and presented at the
weekly meeting, we will track all issues, and
observations, identified by the CM and the project
team (DBE, City, operations staff, etc.) and follow
them on this log. The log will identify the issue,
the date it was observed, a photograph of the
issue, and a resolution description once the item
has been closed. In effect, this log serves as a
running punch list of all issues identified and
addresses these issues promptly.
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 40 +
Task 5.2 – Construction Progress & Site
Meetings
To facilitate effective communication and
coordination, our Team will conduct weekly
construction progress meetings, bringing together
key stakeholders from the DBE and City Project
Management Team. Through documentation and
dissemination of meeting outcomes, we will foster
a collaborative environment conducive to swift
decision-making and timely resolution of issues.

Task 5.3 – Construction Schedule & Budget
Management
Vigilant oversight of the construction schedule
and budget remains integral to our approach,
with our Team conducting regular assessments
and analyses to identify deviations and potential
risks. By providing informed recommendations and
conducting monthly earned value analyses, we will
empower the City to make data-driven decisions
to ensure the Project remains on track and within
budgetary constraints. As part of these efforts,
we break down this work into the following four
components:

DBE Schedule Oversight
One key aspect of this effort will be to ensure
the project schedule is maintained. To do so,
Griffin will oversee the DBE entity's production
of the comprehensive construction schedule that
incorporates all the elements above that occur
during construction and demonstrate a clear and
logical critical path. Our extensive construction
experience will determine if the DBE has a good
understanding of the project that is both realistic
and achievable.

Griffin will then provide strict communication
protocols to ensure answers to questions, reviews
of submittals, submissions for deferred permits,
and requests for inspections are all process timely
and effectively.

Corrective measures may need to be implemented
should the DBE fall behind. As described above,
the City and project suffer when the DBE fails.

Therefore, Griffin will employ extensive field
experience and construction understanding to
provide solutions to schedule failures to maintain
the project's overall objectives and protect the
City's investment.

By these methods, Griffin will maintain the project
schedule and expedite productivity as needed.

DBE Financial Controls
Another critical aspect to the success of any
project, specifically Design-Build projects, is the
effective management of financial controls. Griffin
has extensive experience in financial controls and
is uniquely qualified in employing those controls,
specifically in the execution of Design-Build
projects.

Griffin is keenly aware of the importance
of maintaining financial controls over the
invoicing process. Accordingly, we will establish
a systematic approach to reviewing invoices
specifically by executing the following:
• Establishing a very detailed Schedule of
Values that breaks out both labor and
materials for each trade and spec section
• Review all invoices for consistency with
improvements installed in the field
• Investigate the DBE’s payment policies
to subcontractors to avoid issues of nonpayment
• Evaluate subcontractor performance
to anticipate potential bankruptcies of
subcontractors who are not adequately
solvent to perform on the job
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 41 +
DBE Change Controls
Construction projects are inherently iterative
operations. With multiple efforts and coordination
of tasks and efforts underway concurrently,
managing the discovery and correct identification
of changes is particularly challenging. Accordingly,
we will review and address all possible changes in
work in the following manner:
• The first component to correctly addressing
possible changes in scope and cost is to
identify what is and is not a real change.

We will perform a comprehensive analysis of
the issue at hand and determine if a change
has occurred. Key to this is the detailed
understanding of the Bridging Documents and
an understanding of the initial program that
was provided to the DBE. We will provide
insight during the Bridging Documents'
final development and a firm interpretation
of those documents in their interpretation
regarding our analysis of the proposed
change to preserve the City's interests prudent
budgetary constraints. The key to this analysis
is our enhanced understanding of contracts
and scope to determine if the issue is already
covered under the existing scope.
• If a change is in fact necessary, we will then
seek to execute this change in a manner
that results in a no-cost solution to the City.

This may involve proposing materials and/or
methods that are comparable in scope to the
original intent, thus allowing for solutions that
do not compromise quality, schedule, or cost.
• If such an option is not possible, or if
unforeseen conditions materialize that result
in a real change to the project's cost, Griffin
will then perform a detailed analysis of the
best form of execution. This may take the
form of a hard estimate for the proposed
change or if a T&M execution is in the
project's best interest. Another option is to
utilize a T&M/Not-to-Exceed method, which
allows for the execution of a proposed change
while putting a ceiling on the final costs of
the change.
• Finally, any change that is officially
recognized will undergo a detailed
examination of costs, including but not limited
to: materials back up, labor analysis, labor
rate analysis, detailed subcontractor backup, time impacts, and a unit cost comparison based on industry trends.

Together, with these tools, we will be able to
provide financial protection to the Client to
avoid production challenges, protect the City's
resources against overpayment, and ensure proper
accounting of the project's health.

VISALIA CIVIC CENTER PHASE 2
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 4 2 +
Claims Mitigation
Of particular importance to the health of a project
is claims management. The most effective way to
mitigate claims is to avoid them altogether. This
seems obvious but is, in fact, the most challenging
aspect of managing a successful project. To
prevent claims, there are a few fundamental
principles that we follow:
• Clarity = Enforceability: If the direction
is clear, the drawings and specifications
consistent, and the direction to the field in
line with these documents, then there is little
to no chance of a future claim.
• When everyone succeeds, the City succeeds:

This is a critical concept that many
professionals do not grasp or pursue. Claims
arising out of a need to mitigate against risk
or loss. Avoiding risk for all parties lowers the
likelihood of claims.
• Commitment to Value: Despite the efforts
above, sometimes things go wrong. A
submittal gets submitted and approved
incorrectly. A material specification is
discontinued, and its replacement is three
times the cost. Drawings do not identify the
total scope of work. In instances like these, a
clear commitment to value rules the process.

In each of the instances listed above, Griffin
can navigate and resolve these issues in a
manner that provides value to the City (i.e.,
little or no cost increase), continued progress
(timely decisions that do not delay the
schedule), and creative architectural solutions
(maintaining the overall quality of the finished
product). By having a balanced understanding
of all the aspects of value to the project,
Griffin can mitigate the conditions that often
result in claims.
• Clear Documentation and Legal
Understanding: Despite all the above,
sometimes claims do arise. The critical
defense against these occurrences is clear
documentation and a comprehensive
understanding of the contract and contract
code. Griffin Structures employs elite
construction management professionals with
an extensive knowledge of contracts and
contract code and employs a sophisticated
and comprehensive document management
system that ensures claims can be mitigated
when unavoidable. A more detailed
description of our document management
system is provided below.

Task 5.4 – Project File Management
Efficient document management lies at the
heart of effective project administration, and
we maintain a robust web-based construction
management platform called Submittal Exchange.

This platform allows us to track all project
document controls, including the management
of correspondence, documents, submittal/
review approvals, RFIs, daily reports, punch lists,
drawings, Change Management process, and
countless other activities. This provides our team
with the ability to significantly improve workflow
with its additional project management features,
including scheduling, asset management, and
planning.

By utilizing Submittal Exchange, Griffin Structures
will establish a hub to save and manage all
project documents. Utilizing this system as a single
source of document control will provide clear
and consistent communication to the field. This
ensures comprehensive document coordination and
protection against claims while also accelerating
the construction schedule with streamlined
communications. This could ultimately save the
entire project significant costs by eliminating
printing and shipping and improving operational
efficiency.
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 43 +
Task 5.5 - DBE Submittal Reviews
Furthermore, we will review and assess all DBE
submittals, payment requests, and compliance
with prevailing wage reporting regulations. By
evaluating each submission and providing timely
feedback, we will maintain accountability and
adherence to contractual obligations, thereby
safeguarding the City's interests.

Task 5.6 - Master Architect Construction
Phase Responsibilities
In tandem with the Team’s efforts, LPA will
diligently review and evaluate DBE-generated
documents, ensuring alignment with project
design criteria and objectives. By participating in
construction progress meetings and conducting
periodic observations, LPA will provide valuable
insights and recommendations to uphold the
integrity and quality of the Project's execution.

Through commitment and diligent oversight,
we endeavor to uphold the City's interests and
ensure the successful execution of the construction
phase, thereby bringing the Project to fruition
in accordance with established standards and
objectives.

P H A S E 6 : P R O J E C T C L O S E O U T
In this final phase of work, our focus shifts
towards evaluating the overall performance of the
Project, ensuring that all aspects are reviewed,
and any outstanding details are addressed with
accuracy guaranteeing a seamless transition for
the end-user. We tend to break delineate our
efforts into the following objectives:

Punchlist Coordination & Documentation
Efficiently coordinating, documenting, and tracking
the completion of Punchlist items is essential
to achieving the Project's desired outcome. By
addressing these items, we ensure that any
lingering deficiencies are promptly rectified
to meet the highest standards of quality and
satisfaction. Specifically, Griffin will employ a Field Observation Log during construction to identify
quality issues observed by the project team on an
ongoing basis. This will serve to function as an
ongoing pre-punch list and help minimize issues
discovered at final punch walks. Griffin will also
oversee the following punch walks to confirm
corrective action is resolved. Once completed,
Griffin will issue a comprehensive punch list for
completion by the DB Contractor. Griffin will
oversee the completion of these items and ensure
that all deficiencies and corrections are completed
to the City's satisfaction.

Management of Warranty Work
As the Project nears completion, effective
management of warranty work becomes
imperative to safeguarding the City’s interests and
ensuring long-term satisfaction. By overseeing
and coordinating warranty-related activities,
we uphold our commitment to delivering a final
product that exceeds expectations and withstands
the test of time.

SALINAS POLICE SERVICES HEADQUARTERS
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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4.5. Wo r k P lan / T ec h nical S er v ices GRIFFIN STRUCTURES + LPA 44 +
Final Project Cost Evaluation
Thoroughly documenting and evaluating the final
project costs is crucial for providing the client with
comprehensive insights into the financial aspects
of the Project. By conducting a cost evaluation,
we enable informed decision-making and ensure
transparency throughout the Project's lifecycle.

Review of DBE Closeout Documentation
Reviewing the DBE's close-out documentation
and As-Builts/Record Drawings are essential for
verifying compliance with established standards
and specifications. Through detailed scrutiny, we
confirm the accuracy and completeness of all
submitted documentation, providing the City with
the assurance that all contractual obligations have
been fulfilled to the highest degree. Integral to
our cloud-based document management system,
Submittal Exchange will assemble all guarantees,
certifications, affidavits, leases, easement deed,
operating and maintenance manuals, warranties,
and any other closeout documents. This system
will provide a complete digital file for all
documents for future use, as well as maintain a
cloud-based file for future use.

Delivery of Final Documents
Delivering the final documents in both hard copy
and electronic formats for City archives ensures
seamless access to critical project information
for future reference and maintenance purposes.

By providing comprehensive documentation, we
empower the City to effectively manage and
maintain the Project's integrity over its lifecycle.

As we navigate through completion of the project,
our unwavering commitment to excellence in
project delivery remains consistent, ensuring
that every aspect of the Project is reviewed and
finalized to the highest standards of quality
and satisfaction. Through diligent coordination
and attention to detail, we pave the way for a
successful completion of the Project.

CONCLUSION
We take pride in providing unparalleled
professional program management services.

As described above, Griffin will serve as the
eyes and ears of the City of Gilroy. Our mantra
is ‘no surprises.’ We achieve that by proper
management (avoiding the issues in the first
place), and clear and concise documentation (for
defense and resolution of unavoidable issues).

Accordingly, Griffin will provide comprehensive
program management services to plan, design,
and successfully deliver a new fire station facility,
which will be a key cornerstone in serving the
community.

BUENA PARK POLICE DEPT HEADQUARTERS
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

Page 111 of 224 ends

WESTMINSTER POLICE

DEPARTMENT HEADQUARTERS

4.6. REQUIRED ATTACHMENTS / APPENDICES

Page 112 of 224 ends

4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 4 5 +
Jon Hughes

CCM, DBIA
Principal-In-Charge

EDUCATION
Bachelor of Science, Westmont
College

CERTIFICATIONS
Certified Construction Manager
(CCM)
Design Build of America Institute
(DBIA) Associate

AFFILIATIONS
NAVFAC and US Army Corps
Construction Quality Management
(CQM) Program

YEARS OF EXPERIENCE
31 QUALIFICATIONS
President, Jon Hughes, offers a wealth of expertise in
Program and Construction Management, contributing to
the successful completion of many of California’s most
prestigious properties. His tenure spans virtually every project type, including administrative headquarters,
corporate yards/warehouses, community centers,
recreational facilities, public safety and healthcare, as well as maintenance and infrastructure projects. Jon’s
extensive background, coupled with his demonstrated
early career experience in the field, further enhances his ability to guide our team in order to provide Excellence in Project Delivery to each client we serve.

REPRESENTATIVE EXPERIENCE
Selma Fire Station No.3, CA
Buena Park Fire Station No.61, CA
Carlsbad Police & Fire HQ Renovation Project, CA
Cathedral City Fire Station No. 411, CA
Eastvale Civic Center Police Station & Fire Station, CA Manhattan Beach Fire Station No.2, CA
Orange City Fire Department Headquarters, CA
Tustin Fire Station No. 37, CA
Fairfield Fire Station, CA
Fairfield Police Station, CA
Salinas Police Services Headquarters, CA
Campbell Police Operations Building, CA
San Bernardino County, Valley Communication Center, CA
Rialto Police Department, CA
Victorville Police Department, CA
Visalia Civic Center Ph2 Project, CA
Buena Park Police Headquarters, CA
Visalia 9-1-1 Emergency Communications Center, CA
Westminster Police Department Headquarters, CA
Hesperia Police Department Headquarters, CA
San Bernardino County, Public Safety Ops Ctr, Hesperia, CA Inglewood Emergency Operations Center, CA
Tustin Admin Building, Yard & Emergency Ops Center, CA

Page 113 of 224 ends

4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 46 +
Josh Kaiser
Project Executive

EDUCATION
Bachelor of Science, Professional
Aeronautics Engineering, Embry
Riddle Aeronautical University

CERTIFICATIONS
Cal OSHA 30-Hour Certification
Advanced Logistics & Program
Management
Top Secret Security Clearance

AFFILIATIONS
Construction Management
Association of America, Member

YEARS OF EXPERIENCE
27 QUALIFICATIONS
Joshua Kaiser is a results-driven professional with over 27 years of experience in construction, transportation, and infrastructure development. A strategic leader with a strong track record in capital project management,
Joshua offers regulatory compliance oversight and
executive leadership for large-scale municipal and
federal construction initiatives. Adept at navigating
complex regulatory landscapes, overseeing multi-million dollar budgets, and cultivating high-performing teams,
Joshua Kaiser is known driving operational excellence,
optimizing resources, and leading transformations that
enhance communities and improve quality of life. He is
also a skilled communicator and relationship builder,
engaging effectively with elected officials, stakeholders, and cross-functional teams to ensure the successful
delivery of high-impact projects.

REPRESENTATIVE EXPERIENCE
Selma Fire Station No.3, CA
Clovis Fire Station, CA
Norwalk Police Operations Consolidation Project, CA
Fresno County Sheriff Substation, CA
Visalia Civic Center (Public Safety Office Building, Evidence Processing/Storage Building, & Council Chambers), CA
Department of State Hospitals, CA
90+ Projects, Totaling $1.7B+
Naval c Maintenance Center
Flight Simulator Building
24 Maintenance Facilities
Flightline, Taxi & Fuel Skid Additions
Naval Air Station Lemoore Hangar 6, CA
Naval Air Station Lemoore Hangar 5 Remodel, CA
Naval Air Station Lemoore Centralized Engine Repair
Facility, CA
Piedmont Aquatic Center, CA

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4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 47 +
Dustin Alamo
CCM, LEED AP, DRE BROKER #01930629
Pre-Construction Manager

EDUCATION
Bachelor of Architecture
University of Colorado, Boulder

CERTIFICATIONS
State of California Licensed Real
Estate Broker
Certified Construction Manager
(CCM)
LEED Accredited Professional

AFFILIATIONS
U.S. Green Building Council, Member
Construction Management
Association of America, Member
State of California Licensed Real
Estate Broker DRE #01930629

YEARS OF EXPERIENCE
20 QUALIFICATIONS
Dustin serves as the Vice President of Strategic Services for Griffin Structures, Inc. His primary responsibilities include the executive management of all needs
assessment and master planning projects ranging by
facility type, including corporate yards, administration facilities, library and cultural arts buildings, law
enforcement facilities, fire safety facilities, community and senior centers, utility facilities, and others. In
addition, Dustin is skilled at developing long-term facility plans (ranging from $10M to $400M) which incorporate
future space requirements, phasing considerations, and
capital funding mechanisms such as bonds, repositioning real estate assets, and public private partnerships (P3).

REPRESENTATIVE EXPERIENCE
Selma Fire Station No.3, CA
Buena Park Fire Station No.61, CA
Cathedral City Fire Station No. 411, CA
Manhattan Beach Fire Station No.2, CA
Morgan Hill Butterfield Fire Station Pre-Development, CA Salinas Police Services Headquarters, CA
Tustin Water Administration Building, Corporate Yard &
Emergency Operations Center, CA
San Bernardino County, Valley Communications Center, CA Buena Park Police Department Headquarters, CA
Visalia Emergency Communications Center, CA
Watsonville Civic Center & Police Department, CA
Covina Police Department Pre-Development, CA
Garden Grove Police & Fire Department Headquarters PreDevelopment, CA Hesperia Police Department Headquarters, CA
Inglewood Emergency Operations Center Renovation, CA
Newport Beach Police Department Pre-Development, CA
Redondo Beach Shooting Range Pre-Development, CA
Rialto Police Department Pre-Development, CA
San Bernardino County Public Safety Operations Center, CA Westminster Public Safety Training Center, CA
Yucaipa Police Department Pre-Development, CA

Page 115 of 224 ends

4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 48 +
Lance Solomon
CCM
Sr. Construction Manager

E D U C A T I O N /

CERTIFICATIONS
Certified Construction Manager
(CCM)
Qualified SWPPP Practitioner
APWA, Public Works Inspection
Certification
Certified Professional in Erosion &
Sediment Control (CPESC)
Confined Space Training
Concrete Field Testing Technician
OSHA, Construction Safety & Health
US Army Corps, Construction Quality
Mgmt
CPR & Basic First Aid, ASHI

YEARS OF EXPERIENCE
28 QUALIFICATIONS
Lance Solomon offers more than 25 years of construction experience that encompasses public works renovations
and new construction, educational facilities, sports parks/ recreational facilities, underground utilities, demolition, and stormwater. His responsibilities have encompassed
preparation of a bid ability review; evaluation of the
bids; conduction of the pre-construction conference; and processing control documents such as minutes, progress
payments, schedules, change orders, weekly reports, and all federally and state required documents.

REPRESENTATIVE EXPERIENCE
Selma Fire Station No.3, CA
Carlsbad Police & Fire Headquarters Renovation Project, CA Campbell Police Operations Building Renovation, CA
Orange City Fire Department Headquarters, CA
Dixon Hall Memorial Park, CA
San Juan Capistrano Paseo Adelanto Mixed-Use Housing &
City Hall, CA
Lake Forest Sports Park & Recreation Center, CA
East Bay Regional Parks District, Aquatic Ctr, Oakland, CA Mountain View Rengstorff Park Aquatic Center, CA
San Bruno Recreation & Aquatics Center, CA
Vista Hermosa Aquatic Ctr & Sports Park, San Clemente, CA Esencia Sports Park, Mission Viejo, CA
Rialto Frisbie Park Expansion, CA
San Bernardino County Lake Gregory Dam Rehabilitation, CA Carlsbad Pine Avenue Community Center & Gardens, CA
Huntington Beach Senior Center in Central Park, CA
Jurupa Area Recreation & Park District, Vernola Park
Expansion & Community Center, CA
Campbell Library Renovation, CA
Segerstrom Concert Hall, Costa Mesa, CA
Carlsbad Orion Center Maintenance Building, CA
Oso Parkway, Laguna Hills, CA
Urban Runoff Treatment Facility, San Clemente, CA
Arroyo Avenue Landslide Winterization, Oceanside, CA
Roblar Road Emergency Repair, Camp Pendleton, CA

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4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 49 +
Ryan Craven

CPE, CMIT
Cost Estimator

EDUCATION
Bachelor of Science, Construction
Engineering, National University,
Costa Mesa

CERTIFICATION
Certified Public Estimator (CPE)
Construction Manager in Training
(CMIT)

AFFILIATIONS
American Society of Plumbing
Engineers (ASPE)
CoreNet Global (Young Leaders
Group)

YEARS OF EXPERIENCE
17 QUALIFICATIONS
Ryan is an expert in value engineering and construction cost estimating, including master planning, conceptual, schematic design development, and construction
document phases. He is a skilled mediator, participating in change order preparation, validation, and negotiation.

He has reconciliation experience with general contractors and subcontractors, and communicates well with all
design team members, promoting open-door dialogue
and effective project solutions.

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4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 50 +
Jeremy Hart
AIA, LEED AP BD+C, NCARB
Principal-in-Charge

EDUCATION
Bachelor of Architecture
Cal Poly Pomona

CERTIFICATION
Licensed Architect, California
No. 29148
LEED Accredited Professional

AFFILIATIONS
American Institute of Architects
U.S. Green Building Council

YEARS OF EXPERIENCE
25 QUALIFICATIONS
As Director of Civic + Cultural at LPA, Jeremy Hart
designs with discovery and impact in mind. With
more than 25 years of experience, he believes that
the direction of design should reflect the will of the
community.

As an architect and a history buff, Jeremy is driven by the desire to create and influence our environment in
a meaningful way. He asserts that architects’ ability
to create meaningful impressions on people can
influence a community, interactions and the surrounding environment. Jeremy approaches each project like a
puzzle that needs to be solved, uncovering each factor
that may contribute to a project. Jeremy strives to learn how the project site and environment will inform the
functional requirements of the building program and the values of the community.

REPRESENTATIVE EXPERIENCE
Selma Fire Station No.3, CA
Salinas Police Services Headquarters, Salinas, CA
Rialto Police Department, Rialto, CA
Buena Park Fire Station No. 61, Buena Park, CA
Cathedral City Fire Station No. 411, Cathedral City, CA Orange County Fire Authority Station No. 20, Irvine, CA Orange County Fire Authority Station No. 55, Irvine, CA Orange County Fire Authority Station No. 38, Irvine, CA Orange County Fire Authority Station No. 27, Irvine, CA Orange County Fire Authority Station No. 39, Irvine, CA Orange County Fire Authority Station No. 47, Irvine, CA Visalia Emergency Communications Center, Visalia, CA
Valley Communications Center, San Bernardino, CA
Fire Station No. 178, Rancho Cucamonga, CA
Victorville Police Department, Victorville, CA
Chino Hills Government Center - Police & Fire Facilities, Chino Hills, CA
High Desert Public Safety Operations Center, Hesperia, CA Campbell Police Operations Building, Campbell, CA
San Bernardino County Forensic Sciences Lab, CA

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4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 5 1 +
Tracey Powl
ARCHITECT, LEED AP BD+C
Project Manager

EDUCATION
Bachelor of Science, Aerospace
Engineering, Cal Poly Pomona

CERTIFICATION
Licensed Architect, California
No. 33257
LEED Accredited Professional

AFFILIATIONS
U.S. Green Building Council

YEARS OF EXPERIENCE
25 QUALIFICATIONS
An architect with more than 25 years of experience,
Tracey has worked on a range of projects in the civic,
corporate, targeted developer and education markets.

His knowledge of building codes reflects his technical
expertise and attention to detail.

Tracey is adept to approach each project with logic
and reason, while remaining flexible to varying project demands. Dedicated to project performance goals, he
has an extensive understanding of building systems.

For the Gilroy Santa Teresa Fire Station, Tracey will
assist with all phases of from schematic design through completion to deliver the design for an efficient and
effective space.

REPRESENTATIVE EXPERIENCE
Selma Fire Station No.3, CA
Buena Park Fire Station No. 61, Buena Park, CA
Cathedral City Fire Station No. 411, Cathedral City, CA Orange County Fire Authority Station No. 20, Irvine, CA Orange County Fire Authority Station No. 55, Irvine, CA Orange County Fire Authority Station No. 38, Irvine, CA Orange County Fire Authority Station No. 27, Irvine, CA Orange County Fire Authority Station No. 39, Irvine, CA Orange County Fire Authority Station No. 47, Irvine, CA San Bernardino County Forensic Sciences Lab,
San Bernardino, CA
Tustin Corporate Yard, Tustin, CA
West Hollywood Aquatics and Recreation Center,
West Hollywood, CA
LAUSD Fremont High School Expansion (Design Build),
Los Angeles, CA

Page 119 of 224 ends

4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 52 +
Ti Than
ARCHITECT, LEED AP BD+C
Project Designer

EDUCATION
Bachelor of Architecture
Cal Poly Pomona

CERTIFICATION
Licensed Architect, California
No. C38322
LEED Accredited Professional

AFFILIATIONS
U.S. Green Building Council

YEARS OF EXPERIENCE
23 QUALIFICATIONS
For over 20 years, Ti has worked as a designer for civic projects. With his range of experience, he is well versed in adapting the design process to meet the specific
needs and ensure that the vision for the project becomes the reality and the objectives are achieved.

For the Gilroy Santa Teresa Fire Station project, Ti will act as the lead project designer and be responsible for the initial master plan studies, conceptual design process through construction documentation and communicating
the design concepts to the client. Ti will use BIM
application tools, 3-D modeling and renderings to help
visualize the concept and idea.

With a creative design approach that uses sustainable
strategies, Ti has a keen eye for detail and effective
communication to bring a concept to life.

REPRESENTATIVE EXPERIENCE
Selma Fire Station No.3, CA
Salinas Police Services Headquarters, Salinas, CA
Cathedral City Fire Station No. 411, Cathedral City, CA Buena Park Fire Station No. 61, Buena Park, CA
Chino Hills Government Center - Police & Fire Facilities, Chino Hills, CA
Rialto Police Department, Rialto, CA
Campbell Police Operations Building, Campbell, CA
High Desert Government Center, Hesperia, CA
San Bernardino County Forensic Sciences Lab, San
Bernardino, CA
Oroville Government Center Campus, Butte County, CA
Tustin Corporate Yard, Tustin, CA
West Hollywood City Hall, West Hollywood, CA
West Hollywood Aquatics and Recreation Center,
West Hollywood, CA

Page 120 of 224 ends

4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 53 +
Daniel Wang
SE, PE
Director of Structural Engineering

EDUCATION
Master of Science, Civil Engineering
University of Southern California
Bachelor of Science, Civil Engineering
University of Southern California

CERTIFICATION
Licensed Structural Engineer (SE),
California, No. S4453
Licensed Professional Engineer (PE),
California, No. C46318

AFFILIATIONS
Structural Engineers Association of
Southern California (SEAOSC)

YEARS OF EXPERIENCE
37 QUALIFICATIONS
With more than 30 years of structural engineering
experience, Daniel uses his extensive experience in design and construction to create a holistic approach between
architecture and engineering. He provides comprehensive technical design, delivering innovative structural solutions for a wide variety of project types utilizing a handson approach during all design phases, from agency processing, through construction administration to
project closeout.

Passionate about innovation and creativity, Daniel
is committed creating cohesive solutions to complex
challenges. The ingenuity of every solution matures
with each project, often allowing exploration in new
techniques. Awareness to these opportunities and
employment of them, is Daniel's key to successfully
delivering desired project objectives, such as safety,
functionality, efficiency and constructibility.

REPRESENTATIVE EXPERIENCE
Selma Fire Station No.3, CA
Buena Park Fire Station No. 61, Buena Park, CA
Orange County Fire Authority Station No. 20, Irvine, CA Garden Grove Fire Department, Garden Grove, CA
County of Orange Civic Center, Santa Ana, CA
LAUSD Hamilton High School Modernization (Design-Build), Los Angeles, CA
LAUSD Roosevelt High School Modernization (Design-Build), Los Angeles, CA
West Hollywood City Hall, West Hollywood, CA
West Hollywood Aquatics and Recreation Center,
West Hollywood, CA
Laguna Niguel City Hall and Library, Laguna Niguel, CA
Malibu City Hall and Library Renovation, Malibu, CA

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4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 54 +
Erik Ring

PE, LEED FELLOW
Director of Engineering,
MEP Engineer

EDUCATION
Master of Architecture
UC Berkeley
Bachelor of Engineering
Harvey Mudd

CERTIFICATION
Licensed Professional Engineer (PE),
California, No. 31731
LEED Fellow

AFFILIATIONS
U.S. Green Building Council
American Society of Heating,
Refrigerating and Air Conditioning
Engineers (ASHRAE)

YEARS OF EXPERIENCE
28 QUALIFICATIONS
As Director of Engineering, Erik Ring provides overall
leadership for the LPA’s multi-disciplinary engineering efforts including structural, sites, and systems design focused teams. The engineering teams at LPA work to
enhance our approach of an informed design process
using integrated teams. Erik provides technical and
design leadership for integrating appropriate, costeffective and high-performance engineering solutions for LPA projects. His focus is on integrating sustainable design strategies within LPA projects through
understanding every projects’ goals, opportunities, and constraints.

Erik’s professional experience includes engineering,
research, commissioning and building energy analysis
for over 50 LEED and green building projects. Erik
specializes in designing high-performance HVAC systems
and energy-efficient buildings. He applies passive
strategies, load reduction, proven technologies and sound engineering to optimize energy performance and indoor
environmental quality, while minimizing capital, energy, and maintenance costs for LPA clients.

REPRESENTATIVE EXPERIENCE
Selma Fire Station No.3, CA
Salinas Police Services Headquarters, Salinas, CA
Buena Park Fire Station No. 61, Buena Park, CA
Orange County Fire Authority Station No. 20, Irvine, CA Rancho Cucamonga Fire Station No. 178, Rancho
Cucamonga, CA
Rialto Police Department, Rialto, CA
Valley Communications Center, San Bernardino, CA
San Bernardino County Forensic Sciences Lab, San
Bernardino, CA
High Desert Public Safety Operations Center, Hesperia, CA Campbell Police Operations Building, Campbell, CA
County of Orange Civic Center, Santa Ana, CA
Colton Civic Center Feasibility Study, Colton, CA
Tustin Corporate Yard, Tustin, CA
West Hollywood Aquatics and Recreation Center,
West Hollywood, CA

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4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 55 +
Kathereen Shinkai
PE, F.ASCE
Director of Civil Engineering

EDUCATION
Bachelor of Science, Civil Engineering
University of California, Irvine

CERTIFICATION
Licensed Professional Engineer (PE),
California, No. 68369
ASCE Fellow

AFFILIATIONS
American Society of Civil Engineering

YEARS OF EXPERIENCE
25 QUALIFICATIONS
As a civil engineer, Kathereen Shinkai has extensive
experience with local agencies, and has strong working
relationships developed with agency staff which enables more timely and efficient plan review and permit
processing.

Kathereen has managed and designed a range of
projects that include institutional, retail/commercial
centers, master planned residential communities,
religious facilities, public works and industrial facilities.

Her technical expertise includes the design and
coordination of water, sewer, storm drain, horizontal
control, rough and precise grading and street
improvements plans. Kathereen is also adept in obtaining environmental compliance and has prepared many EIR,
SWPPP and WQMP reports.

REPRESENTATIVE EXPERIENCE
Selma Fire Station No.3, CA
Salinas Police Services Headquarters, Salinas, CA
Rancho Cucamonga Fire Station No. 178, Rancho
Cucamonga, CA
Valley Communications Center, San Bernardino, CA
Rialto Police Department, Rialto, CA
High Desert Government Center, Hesperia, CA
High Desert Public Safety Operations Center, Hesperia, CA Campbell Police Operations Building, Campbell, CA
San Bernardino County Forensic Sciences Lab, San
Bernardino, CA
County of Orange Civic Center, Santa Ana, CA
Laguna Niguel City Hall and Library, Laguna Niguel, CA
Malibu City Hall and Library Renovation, Malibu, CA
West Hollywood City Hall, West Hollywood, CA
West Hollywood Aquatics and Recreation Center,
West Hollywood, CA
LAUSD Hamilton High School Modernization (Design Build), Los Angeles, CA
LAUSD Roosevelt High School Expansion (Design Build),
Los Angeles, CA

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4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 5 6 +
Kari Kikuta

PLA, ASLA
Director of Landscape Architecture

EDUCATION
Bachelor of Landscape Architecture
Cal Poly Pomona

CERTIFICATION
Licensed Landscape Architect,
California, No. 4932

AFFILIATIONS
American Society of Landscape
Architects

YEARS OF EXPERIENCE
25 QUALIFICATIONS
Kari Kikuta designs outdoor spaces to positively shape
environments for meaningful uses. As LPA’s Director
of Landscape Architecture, Kari is primarily focused
on developing landscape architecture for site-focused
projects while overseeing the growth and organization of the discipline throughout the firm.

With 25 years of landscape design experience, leadership and passion, Kari’s portfolio ranges from large-scale
planning and urban design, to multifamily residential, to the development of site-specific sustainable solutions
for education facilities. To effectively program the
outdoors, Kari blends the existence between interior and exterior environments, extending the opportunities for
the outdoors to promote healthy, balanced lifestyles.

This innovative style benefits both the project process and client experience, helping to develop outdoor
environments conducive to creativity, collaboration,
connectivity and exploration.

REPRESENTATIVE EXPERIENCE
Campbell Police Operations Building, Campbell, CA
County of Orange Civic Center, Santa Ana, CA
County of Orange Facilities Strategic Plan, Santa Ana, CA San Pablo Police Department, San Pablo, CA
LAUSD Fremont High School Expansion (Design Build),
Los Angeles, CA
LAUSD Hamilton High School Modernization (Design Build), Los Angeles, CA
Hoag Irvine Campus Expansion (Design Build), Irvine, CA Agnews K-12 Campus, Santa Clara, CA

Page 124 of 224 ends

4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 57 +
APPENDIX D – RISK ASSESSMENT QUESTIONNAIRE
Required Submittal
ϭ͘ List the full names of any partners, owners, officers or other persons occupying a position of authority or responsibility in your organization.

Ϯ͘ Have the individual(s) in item #1 been subject to bankruptcy, insolvency, or receivership proceedings in the last five (5) years?
Yes □ No □ If yes, please enclose details.
ϯ͘ Has your business/company/organization filed for bankruptcy within the last five (5) years? Yes □ No □If so, please enclose details.
ϰ͘ Has your business/company/organization/individual(s) in item #1 ever had a contract for the general type of services/product sought by the City terminated for non-compliance or inadequate performance? Yes □ No□ If yes, please enclose details.
ϱ͘ Has your business/company/organization/individual(s) in item #1 ever defaulted on a contract for the general type of services/product being sought by the City? Yes □ No □ If yes, please enclose details.
ϲ͘ Has there been, in the last five (5) years, or is there now pending or threatened, any litigation, arbitration, governmental proceeding or regulatory proceeding involving claims in excess of $100,000 with respect to the performance of any services or the provision of any product by your business/company/organization/individual(s) in item #1? Yes □ No □If yes, please enclose details.
ϳ͘ Has your business/company/organization/individual(s) in item #1 ever defaulted in fulfilling all of its obligations relating to the payment of City taxes, fees, or other obligations? Yes □ No □ If no, please enclose details.

ϴ͘ In the last five (5) years, has your business/company/organization/individual(s) in item #1, been or currently involved in any action, audit or investigation brought by any federal government agency or authority or by any state or local governmental agency? Yes □ No □ If yes, please enclose details.
ϵ͘ In the last five (5) years, has your business/company/organization/individual(s) in item #1 been debarred or suspended for any reason by any federal, state, or local government or refrained from bidding on a project due to an agreement with such governmental agency? Yes □ No □ If yes, please attach a full explanation.
ϭϬ͘ In the past five (5) years, has your business/company/organization/individual(s) in item #1 had its Please refer to the bottom of page 2 of Appendix D to
view our owners and officers.

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4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 5 8 +
surety called upon to complete any contract, whether government or private sector? Yes □ No □ If yes, please enclose details.
ϭϭ͘ In the past five (5) years, has your business/company/organization/individual(s) in item #1 had a revocation, suspension, or disbarment of any business or professional permit and/or license? Yes □No □ If yes, please enclose details.
ϭϮ͘ Has your firm or any of its owners, officers or partners ever been convicted of a federal or state crime of fraud, theft, or any other act of dishonesty?
Yes □No □ If yes, identify on a separate signed page the person or persons convicted, the court (the County if a state court, the district or location of the federal court), the year and the criminal conduct.

Signature
͘ THE UNDERSIGNED HEREBY CERTIFIES THAT THE RESPONSES PROVIDED ARE

CORRECT AND TRUTHFUL TO THE BEST OF MY KNOWLEDGE AND FOR THOSE

RESPONSES GIVEN WHICH ARE BASED ON INFORMATION AND BELIEF, THOSE

RESPONSES ARE TRUE AND CORRECT BASED ON MY PRESENT BELIEF AND INFORMATION.
͘ Dated this day of of the year
Name of organization:

Signature:

Printed Name and title:
16 July 2025
Griffin Structures, Inc.

OWNERS & OFFICERS
Roger Torriero, Chief Executive Officer (Owner)
Jon Hughes, President
Mark Hoglund, Chief Financial / Operations Officer
Kelly Boyle, Executive Vice President
Dustin Alamo, Vice President of Strategic Services
Robert Godfrey, Vice President of Operations
Dustin Alamo, Vice President

Page 126 of 224 ends

4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 59 +
APPENDIX D – RISK ASSESSMENT QUESTIONNAIRE
Required Submittal
ϭ͘ List the full names of any partners, owners, officers or other persons occupying a position of authority or responsibility in your organization.

ϴ͘ In the last five (5) years, has your business/company/organization/individual(s) in item #1, been or currently involved in any action, audit or investigation brought by any federal government agency or authority or by any state or local governmental agency? Yes □ No □ If yes, please enclose details.
ϵ͘ In the last five (5) years, has your business/company/organization/individual(s) in item #1 been debarred or suspended for any reason by any federal, state, or local government or refrained from bidding on a project due to an agreement with such governmental agency? Yes □ No □ If yes, please attach a full explanation.
ϭϬ͘ In the past five (5) years, has your business/company/organization/individual(s) in item #1 had its 







Please refer to the following page.

Please see attached for furher details.

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4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 60 +
surety called upon to complete any contract, whether government or private sector? Yes □ No □ If yes, please enclose details.
ϭϭ͘ In the past five (5) years, has your business/company/organization/individual(s) in item #1 had a revocation, suspension, or disbarment of any business or professional permit and/or license? Yes □No □ If yes, please enclose details.
ϭϮ͘ Has your firm or any of its owners, officers or partners ever been convicted of a federal or state crime of fraud, theft, or any other act of dishonesty?
Yes □No □ If yes, identify on a separate signed page the person or persons convicted, the court (the County if a state court, the district or location of the federal court), the year and the criminal conduct.

Signature
͘ THE UNDERSIGNED HEREBY CERTIFIES THAT THE RESPONSES PROVIDED ARE

CORRECT AND TRUTHFUL TO THE BEST OF MY KNOWLEDGE AND FOR THOSE

RESPONSES GIVEN WHICH ARE BASED ON INFORMATION AND BELIEF, THOSE

RESPONSES ARE TRUE AND CORRECT BASED ON MY PRESENT BELIEF AND INFORMATION.
͘ Dated this day of of the year
Name of organization:

Signature:

Printed Name and title:



16 July 2025
LPA, Inc.

Jeremy Hart, Principal

SENIOR OFFICIALS / EXECUTIVES
Wendy Rogers, Chief Executive Officer
Keith Hempel, President and Chief Design Officer
Jon Mills, Chief Operating Officer
Frederick Braggs, Chief Financial Officer
James Kelly, Secretary & Treasurer, Executive Vice President

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4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 61 +

A T T A C H M E N T T O A P P E N D I X D -

RISK ASSESSMENT QUESTIONNAIRE
In more than 59 years of business, LPA has not been involved in any litigation or arbitration resulting in a judgment or any other evidence of liability that has been the result of alleged negligent design by the firm. We have been informed by our Professional Liability Insurance Agent that LPA is in the lowest five percent of professional architectural and engineering firms with regard to incidence of litigation. LPA takes great pride in this record and feel it reflects our professionalism and ability to resolve inevitable project challenges as they occur, rather than allowing problems to become larger issues.

This record of success is due to the professional manner in which we produce bid documents and manage our projects. In addition, the collaborative process that LPA utilizes to program and design a project helps our clients build a facility that is appropriately functional and representative of their needs.

Litigation & Claims [ Past 5 Years ]
Palomar Community College District
Explanation – The General Contractor was sued by its subcontractors for additional costs and retention monies owing, and the Contractor cross-complained against the District. The District, in turn, cross-complained for indemnity to LPA. LPA entered into a joint defense agreement with the District.

Date of Notice: April 1, 2016.

Status: Resolved October 21, 2021 through direct negotiation with the Client and Contractor by mutual agreement without admission of liability.

Court: County of San Diego, North County Division
Case No.: 37-2019-00008919-CU-BC-NC.

Grossmont-Cuyamaca Community College District,
Performing & Visual Arts Center
Explanation – Client is claiming additional change order and delay costs due to alleged E&O in the contract documents.

Date of Notice: September 30, 2022
Status: In Litigation
Court: Superior Court of California, County of San Diego Case No.: 37-2022-00039161-CU-BC-CTL

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4.6. R equired A ttac h m ents / A ppendices GRIFFIN STRUCTURES + LPA 62 +
Exclusions & Exceptions
We have reviewed the City's requisite documents and have included the proposed exceptions and deviations below.

SAMPLE PROFESSIONAL SERVICES AGREEMENT
• Article 4.C. Insert at the end: “Consultant reserves the right to assess a 1 ½% per month (18% per year) service charge on any non-disputed unpaid balances over 60 days outstanding.” • Article 5.B. 2nd line. Remove "and agents" and "defend with counsel acceptable to" • Article 5.C.1 3rd line. Remove "agents"
• Article 5.C.2 3rd line. Remove "agents" and on 5th line add "to the extent" between "fees," and "arising" • Article 5.D. 2nd line from bottom. Remove "lapse or" and replace "a material change" with "nonrenewal" • Article 7B. 2nd line. Insert "after providing notice of default and a reasonable opportunity to cure" between "option," and "may"
• Exhibit A.V.G. Ownership of Material. Replace all language with "Upon completion or termination of this Agreement, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of the CITY and may be used, reused, or otherwise disposed of by the CITY without the permission of the CONSUL TANT (but use or alteration without CONSULTANT'S permission is at CITY'S sole risk). With respect to computer files, CONSULTANT shall make available to the CITY at the CONSULTANT'S office, upon reasonable written request by the CITY, the necessary computer software and hardware for purposes of accessing, compiling, transferring, copying and/or printing computer files. CONSUL TANT hereby grants to CITY all right, title, and interest in and to the documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared by CONSUL TANT in the course of providing the Services under this Agreement. All reports, documents, or other written material developed by CONSUL TANT in the performance of the Services pursuant to this Agreement shall be and remain the property of the CITY. Notwithstanding the foregoing, any intellectual property owned, created, made, conceived, reduced to practice, or developed prior to, or independent of, any services performed under this Agreement ("Prior Intellectual Property") will remain the property of CONSULTANT. Upon execution of this Agreement, CONSUL TANT hereby grants to CITY a nonexclusive, perpetual, fully-paid, assignable license in CONSULTANT'S Prior Intellectual Property used on this Project as reasonably required to make use of the work product for the sole purpose of completing the design and construction of the Project, provided that the CITY substantially performs its obligations, including prompt payment of all undisputed sums when due under this Agreement and any use or modification of CONSULTANT'S Prior Intellectual Property is at CITY'S sole risk. This assignable license in CONSULTANT'S Prior Intellectual Property does not extend to CONSULTANT'S Prior Intellectual Property not used on this Project."
• Exhibit A.J. We assume that no federal funds will be applied to this project.

We respectfully request, and welcome, the opportunity to review and discuss the above comments with the City and its legal counsel.

Thank you.

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SAN BERNARDINO COUNTY

VALLEY COMMUNICATIONS CENTER

4.7. CONTROLS & REPORTING

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4.7. Co ntr o ls & R ep o rting GRIFFIN STRUCTURES + LPA 63 +
Controls & Reporting
Griffin Structures brings a wealth of experience
in project management and controls, supported
by a robust suite of industry-standard software
tools. Leveraging our significant experience,
particularly in fire station projects across the
state, we have honed our expertise in utilizing
various project management software systems.

Our firm is well-versed in platforms such
as Submittal Exchange, Bluebeam, and the
Microsoft Suite, which have proven instrumental
in facilitating document management,
communication, and progress tracking. From
a document management perspective we
recommend Submittal Exchange given its ease
of use and transparency of document flow,
however we possess familiarity with other
software solutions like Procore and Raken,
enabling us to adapt to the specific needs of
each project seamlessly.

Moreover, Griffin Structures is committed to
embracing innovation in project management
technology. We are prepared to integrate
cutting-edge tools like OpenSpace, enabling
real-time synchronization of jobsite observations
with project documentation. This forwardthinking approach enhances transparency and efficiency, allowing stakeholders to access timely
information and make informed decisions.

In terms of reporting procedures, our firm
has established methods for developing and
disseminating comprehensive project reports
and records. Our approach emphasizes clarity
and conciseness, ensuring that all stakeholders
are kept informed of project status, milestones,
and any pertinent updates.

Overall, Griffin Structures is positioned to
provide an integrated cost/change/schedule
control system tailored to your project's
requirements. Our extensive experience, coupled
with our commitment to leveraging advanced
technology, enables us to deliver exceptional
project management services while mitigating
risks and aligning with schedule and budget
objectives.

WESTMINSTER POLICE DEPT HEADQUARTERS
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

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IRVINE FIRE STATION NO.20

4.8. FEE PROPOSAL

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F ee P r o p o sal GRIFFIN STRUCTURES + LPA 64
+
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

Griffin Structures Fee Proposal
Gilroy Santa Teresa Fire Station
July 16, 2025
Griffin Structures’ Fee Proposal is based on all reasonable costs necessary to perform Construction Management and Master Architectural Services for the City of Gilroy’s New Santa Teresa Fire Station Facility. For these requisite services Griffin Structures proposes the following Not-to-Exceed Fee based on hourly rates:

Construction Management Services: $ 847,300
Master Architectural Services: $ 261,000
Reimbursable Expenses: $ 54,700
Total $ 1,163,000
All proposed hourly rates are fully burdened and include overhead profit, taxes, and benefits. Hourly rates are escalated by the CPI annually and the fee is reflective of the annual increases. The hours identified for each individual employee and task are estimates only and are not to be construed as not to exceed hours for any individual task, phase, or time period. We reserve the right to reallocate hours between staff members and tasks, in consultation with the City’s Project Manager, in order to accomplish the overall objectives and requirements of the project.

Services are based on an assumption of a 30-month schedule assuming 16 months for construction and closeout. Any extension of the schedule may result in added fee, in good faith negotiation with the City.

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F ee P r o p o sal GRIFFIN STRUCTURES + LPA 65
+
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

APPROACH TO PROJECT SCHEDULE
This proposal assumes the following durations by phase (some which may overlap with one another) and is illustrated in the Resource Allocation Schedule attached:

1. Phase 1: Program Verification & Concept Design (2 months)

2. Phase 2: Bridging Documents Development (3 months)

3. Phase 3: DBE Prequalification & Selection (6 months)

4. Phase 4: DBE Final Design & Construction Documents (9 months)

5. Phase 5: Construction Support (15 months)

6. Phase 6: Project Closeout (1 month)

APPROACH TO STAFFING & PROJECT TEAM
To bring the highest level of efficiency and value to the City, Griffin Structures has assembled following team:

Jon Hughes will serve as Principal-in-Charge for the duration of the project and will provide oversight as-needed to the team to ensure a successful delivery for a total of 120 hours.

Joshua Kaiser will serve as Project Executive for the duration of the project and will provide as-needed leadership to the team to ensure successful delivery bringing his current fire station experience to the Team. For this level of service, we have allocated a total of 608 hours of Leonard’s time.

Dustin Alamo will serve as the Preconstruction Manager and will lead the Team in shaping of program verification and successful preparation of bridging documents. We have allocated a total of 344 hours of Dustin’s time.

Lance Solomon will serve as the Sr. Construction Manager throughout the project. In that role, Lance will support the Pre-Construction Phase with constructability reviews and then manage the construction & closeout phase. For these services, we have allocated 1,704 hours of Lance’s time.

Ryan Craven will serve as the Cost Estimator for the duration of the project. We have allocated a total of 100 hours of Ryan’s time.

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F ee P r o p o sal GRIFFIN STRUCTURES + LPA 66
+
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

QUALIFICATIONS & EXCLUSIONS

1. Insurance costs are included as a reimbursable expense and will be billed monthly at the rate of $10 per $1,000.

2. On-site trailer rental, furniture, utilities, and sanitary facilities for our field staff (Project Management team) are excluded. We assume that offices will be provided as part of the construction site trailer(s) being provided by the City’s contractor or by the City.

3. Costs for all permits required for the project are excluded. It is assumed that the Agency will pay for all permitting fees, assessments, easements, school fees, and other agency or governmental fees or costs to support the design and construction the project. We have not included any permit related fees within our fee proposal. Permits will be pulled by others.

4. At no cost to the Owner, and subject to Internal Revenue Code 179D, (Deduction for Energy Efficient Commercial Buildings) Owner agrees to allocate any applicable tax deductions to construction manager (Griffin Structures) as may be relevant to ‘public entity’ projects.

5. Costs for construction staking, environmental and hazardous materials surveys, and all environmental and hazardous materials transportation and remediation costs are excluded.

6. Software licenses or user fees and all software training costs for specific project management software being required by either the City or their contractor(s) is excluded.

7. Cost of bulk blueprinting for plans and specifications for use by the contractors and subcontractors is excluded. Funds included in reimbursable expenses are for Griffin printing costs alone.

8. Independent or third-party testing companies such as Roofing, Peer Reviews, LEED, or other specialized third-party oversight services other than those listed herein are excluded.

9. No FF&E or OS&E procurement is included in this proposal.

10. Construction Site Security is excluded.

11. This proposal does not include a formal independent Inspector of Record (IOR); it is assumed that any Building Department inspections will be performed by the City’s Building Department inspections staff.

12. Construction Manager will review all RFI’s, Submittals, and Substitutions only for completeness.

Approvals shall be executed by the designer of record.

13. Construction Cost Estimates, when provided, are based on standard industry practice, professional experience, and knowledge of market conditions. Griffin has no control over material and labor costs, contractor’s methods of establishing prices or the market and bidding conditions at the time of bid.

Therefore, Griffin does not guarantee that bids received will not vary from the cost estimate provided and Griffin is not liable for any costs, liabilities, or damages incurred by the Agency arising from Griffin’s opinion of cost, the actual project cost to the Agency, delays caused by events outside the control of Griffin, or any labor or material cost increases.

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F ee P r o p o sal GRIFFIN STRUCTURES + LPA 67
+
*CONFIDENTIAL*
NOTICE: The data on pages of this response identified by an asterisk (*) contain technical or financial information, which are trade secrets, or information for which disclosure would result in substantial injury to the proposer’s competitive position. Proposer requests that such data be used only for the evaluation of the response but understands that the disclosure will be limited to the extent the City considers proper under the law. If an agreement is entered into with the proposer, the City shall have the right to use or disclose the data as provided in the agreement, unless otherwise obligated by law.

14. Griffin is not responsible for, and the City will hold Griffin harmless from, any schedule delays and/or any losses, damages, or liabilities resulting therefrom that are caused by (1) events or conditions that are outside of Griffin’s control or (2) the acts or omissions of parties for whom Griffin is not legally liable (collectively, “Non-Consultant Delays”). The schedule for completion will be extended for any Non-Consultant Delays. If Griffin incurs additional costs or expenses due to Non-Consultant Delays, then Griffin’s fee compensation will be equitably adjusted to cover such additional costs or expenses.

15. For document tracking control, Griffin has included the use of “Submittal Exchange” for managing construction documentation, and based the hours allocated in this proposal accordingly. The cost of “Submittal Exchange” is included here as a reimbursable expense.

16. Dry utility design consultation services are not included.

17. This proposal does not include services inclusive of surveying, geotechnical engineering, environmental consulting, construction inspection, SWPPP monitoring, IT network equipment specification and planning, or move-in / start-up coordination and planning.

18. This proposal shall remain valid and in full force and effect for a period of 120 days from date of issuance, after which time it shall be deemed null and void.

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4.8. F ee P r o p o sal GRIFFIN STRUCTURES + LPA 68
+
Fee Proposal
PRINCIPAL-INCHARGEPROJECT

EXECUTIVE

PRECONSTRUCTION

MANAGER
SR. CONSTRUCTION

MANAGER
COST

ESTIMATOR

LPA DESIGN

STUDIOS
Jon Hughes Joshua Kaiser Dustin Alamo Lance Solomon Ryan Craven $300/hr* $285/hr* $285/hr* $265/hr* $240/hr*
1 PROGRAM VERIFICATION & CONCEPTUAL DESIGN 8 16 80 0 40 $84,800 $121,680

1.1 Project Initiation Incl Incl Incl Incl Incl Incl

1.2 Site Evaluation Incl Incl Incl Incl Incl Incl

1.3 Building Program Development Incl Incl Incl Incl Incl Incl

1.4 Research Regulatory Requirements Incl Incl Incl Incl Incl Incl

1.5 Conceptual Design Incl Incl Incl Incl Incl Incl
2 BRIDGING DOCUMENTS DEVELOPMENT 12 24 120 0 60 $127,200 $182,520

2.1 Schematic Design Incl Incl Incl Incl Incl Incl

2.2 Performance Criteria Incl Incl Incl Incl Incl Incl

2.3 Outline Specifications Incl Incl Incl Incl Incl Incl

2.4 Budget & Schedule Updates Incl Incl Incl Incl Incl Incl

2.5 Final Bridging Documents Incl Incl Incl Incl Incl Incl 3 DESIGN-BUILD ENTITY (DBE) PREQUALIFICATION & SELECTION 12 24 120 0 0 $0 $41,520

3.1 DBE Prequalifcation / Request for Statement of Qualifications Incl Incl Incl Incl Incl Incl

3.2 Request for Proposal and DBE Selection Incl Incl Incl Incl Incl Incl 4 DESIGN-BUILD ENTITY (DBE) FINAL DESIGN & CONSTRUCTION DOCUMENTS 24 240 24 40 0 $34,000 $125,600

4.1 Meeting Participation Incl Incl Incl Incl Incl Incl

4.2 DBE Design Submittal Reviews Incl Incl Incl Incl Incl Incl 5 CONSTRUCTION PHASE SUPPORT 60 288 0 1560 0 $15,000 $601,900

5.1 Construction Observation & Project Site Management Incl Incl Incl Incl Incl Incl

5.2 Construction Progress and Site Meetings Incl Incl Incl Incl Incl Incl

5.3 Construction Schedule and Budget Management Incl Incl Incl Incl Incl Incl

5.4 Project File Management Incl Incl Incl Incl Incl Incl

5.5 DBE Submittal Reviews Incl Incl Incl Incl Incl Incl

5.6 Master Architect Construction Phase Responsibilities Incl Incl Incl Incl Incl Incl Incl 6 PROJECT CLOSEOUT 4 16 0 104 0 $0 $35,080

6.1 Punchlist Coordination and Documentation Incl Incl Incl Incl Incl Incl

6.2 Management of Warranty Work Incl Incl Incl Incl Incl Incl

6.3 Final Project Cost Evaluation Incl Incl Incl Incl Incl Incl

6.4 Review of DBE Closeout Documentation Incl Incl Incl Incl Incl Incl

6.5 Delivery of Final Documents Incl Incl Incl Incl Incl Incl 120 608 344 1,704 100
$38,520 $182,720 $99,080 $502,080 $24,900 $261,000
$1,108,300
7 REIMBURSABLE COSTS $54,700

7.1 Insurance $12,200

7.2 Misc. Expenses (Printing, Travel, etc.) $30,000

7.3 Document Control System (18 months) $12,500
GRAND TOTAL $1,163,000
* The rates shown are for 2025. The fee is inclusive of rates escalated annually.

ITEM
NO.

PROJECT

PHASE LUMP-SUM
AMOUNT
TOTAL

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4.8. F ee P r o p o sal GRIFFIN STRUCTURES + LPA 69
+
Resource Allocation

SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC PHASE 1: PROGRAM VERIFICATION & CONCEPT DESIGN
Project Initiation
Site Evaluation
Building Program Verification
Research Regulatory Requirements
Conceptual Design
PHASE 2: BRIDGING DOCUMENTS DEVELOPMENT
Schematic Design
Performance Criteria
Outline Specifications
Budget & Schedule Updates
Final Bridging Documents
PHASE 3: DBE PREQUALIFICATION & SELECTION
DBE Prequal / Request for Statement of Quals
RFP and DBE Selection
PHASE 4: DBE FINAL DESIGN & CONST DOCUMENTS
Design Development
Construction Documents
Plan Check / Permitting
Budget & Schedule Updates
PHASE 5: CONSTRUCTION
Construction - Grading / Utilities
Construction - Building / Site
Principal-In-Charge, Jon Hughes 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 Project Executive, Joshua Kaiser 8 8 8 8 8 8 8 8 40 40 40 40 40 40 40 40 Preconstruction Manager, Dustin Alamo 40 40 40 40 40 40 40 40 8 8 8 Sr. Construction Manager, Lance Solomon 40 104 104
Cost Estimator, Ryan Craven 40 60
Principal-In-Charge, Jon Hughes $ 1,200 $ 1,200 $ 1,200 $ 1,200 $ 1,260 $ 1,260 $ 1,260 $ 1,260 $ 1,260 $ 1,260 $ 1,260 $ 1,260 $ 1,260 $ 1,260 $ 1,260 $ 1,260 Project Executive, Joshua Kaiser $ 2,240 $ 2,240 $ 2,240 $ 2,240 $ 2,360 $ 2,360 $ 2,360 $ 2,360 $ 11,800 $ 11,800 $ 11,800 $ 11,800 $ 11,800 $ 11,800 $ 11,800 $ 11,800 Preconstruction Manager, Dustin Alamo $ 11,200 $ 11,200 $ 11,200 $ 11,200 $ 11,800 $ 11,800 $ 11,800 $ 11,800 $ 2,360 $ 2,360 $ 2,360 $ - $ - $ - $ - $ - Sr. Construction Manager, Lance Solomon $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 11,200 $ 29,120 $ 29,120 Cost Estimator, Ryan Craven $ - $ 9,600 $ - $ - $ 15,300 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - LPA Design Studios $ 42,400 $ 42,400 $ 42,400 $ 42,400 $ 42,400 $ 4,250 $ 4,250 $ 4,250 $ 4,250 $ 4,250 $ 4,250 $ 4,250 $ 4,250 $ 57,040 $ 66,640 $ 57,040 $ 57,040 $ 73,120 $ 15,420 $ 15,420 $ 15,420 $ 19,670 $ 19,670 $ 19,670 $ 17,310 $ 17,310 $ 28,510 $ 46,430 $ 46,430

PROJECT PHASE

MONTHLY STAFFING HOURS
2025 2026

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4.8. F ee P r o p o sal GRIFFIN STRUCTURES + LPA 7 0
+
Resource Allocation (cont.)

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB PHASE 4: DBE FINAL DESIGN & CONST DOCUMENTS
Design Development
Construction Documents
Plan Check / Permitting
Budget & Schedule Updates
PHASE 5: CONSTRUCTION
Construction - Grading / Utilities
Construction - Building / Site
PHASE 6: PROJECT CLOSEOUT
Punchlist, warranties, closeout
TOTALS
Principal-In-Charge, Jon Hughes 4 4 4 4 4 4 4 4 4 4 4 4 4 4 120 Project Executive, Joshua Kaiser 16 16 16 16 16 16 16 16 16 16 16 16 16 16 608 Preconstruction Manager, Dustin Alamo 344
Sr. Construction Manager, Lance Solomon 104 104 104 104 104 104 104 104 104 104 104 104 104 104 1,704 Cost Estimator, Ryan Craven 100
Principal-In-Charge, Jon Hughes $ 1,320 $ 1,320 $ 1,320 $ 1,320 $ 1,320 $ 1,320 $ 1,320 $ 1,320 $ 1,320 $ 1,320 $ 1,320 $ 1,320 $ 1,380 $ 1,380 38,520 Project Executive, Joshua Kaiser $ 4,960 $ 4,960 $ 4,960 $ 4,960 $ 4,960 $ 4,960 $ 4,960 $ 4,960 $ 4,960 $ 4,960 $ 4,960 $ 4,960 $ 5,200 $ 5,200 182,720 Preconstruction Manager, Dustin Alamo $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 99,080 Sr. Construction Manager, Lance Solomon $ 30,680 $ 30,680 $ 30,680 $ 30,680 $ 30,680 $ 30,680 $ 30,680 $ 30,680 $ 30,680 $ 30,680 $ 30,680 $ 30,680 $ 32,240 $ 32,240 502,080 Cost Estimator, Ryan Craven $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 24,900 LPA Design Studios $ 1,154 $ 1,154 $ 1,154 $ 1,154 $ 1,154 $ 1,154 $ 1,154 $ 1,154 $ 1,154 $ 1,154 $ 1,154 $ 1,154 $ 1,154 261,000 $ 38,114 $ 38,114 $ 38,114 $ 38,114 $ 38,114 $ 38,114 $ 38,114 $ 38,114 $ 38,114 $ 38,114 $ 38,114 $ 38,114 $ 39,974 $ 38,820 1,108,300

MONTHLY STAFFING HOURS

PROJECT PHASE
2027 2028
Note: This proposal shall remain valid and in full force and effect for a period of 120 days from the day of issuance, after which it shall be deemed null and void.

Page 140 of 224 ends

NORTHERN CA OFFICE
1850 WARBURTON AVE
SUITE 120
SANTA CLARA, CA 95050
408 955 0431

SOUTHERN CA OFFICE
1 TECHNOLOGY DRIVE
BUILDING I SUITE 829
IRVINE, CA 92618
949 497 9000
MANHATTAN BEACH FIRE STATION NO.2

Page 141 of 224 ends

City of Gilroy

STAFF REPORT
Agenda Item Title: Adopt an Ordinance Adopting by Reference the 2025 California Building Codes with Amendments
Meeting Date: August 18, 2025
From: Brad Kilger, Interim City Administrator
Department: Community Development
Submitted by: Sharon Goei, Community Development Director Prepared by: Hipolito Olmos, Building Official
STRATEGIC PLAN GOALS: Not Applicable

RECOMMENDATION
Adopt an ordinance amending Sections 6.1, 6.6, and 6.7 of Chapter 6 of the Gilroy Municipal Code adopting by reference the 2025 California Building Code, 2025 California Residential Code, 2025 California Electrical Code, 2025 California Mechanical Code, 2025 California Plumbing Code, 2025 California Energy Code, 2025 California Historical Building Code, 2025 California Existing Building Code, 2025 California Green Building Standards Code, 2024 International Property Maintenance Code, and 2024 International Swimming Pool and Spa Code, with amendments.

BACKGROUND
On August 4, 2025, the City Council introduced an ordinance adopting the 2025 California Building Codes by reference, with specified amendments. The City Council set a public hearing for August 18, 2025, to consider the adoption of the ordinance, in accordance with California Government Code Section 50022.3. Notice of the public hearing was published on August 1 and 8, 2025, pursuant to Government Code Section 6066. There were no modifications to the ordinance as a result of the first reading.

ANALYSIS
Adoption of the new 2025 California Codes with local amendments that are carried forward and consistent with prior code cycles will ensure that the current level of

Page 142 of 224 ends

protection and safety will be maintained for the Gilroy community, and that buildings and structures in Gilroy will continue to safeguard the public’s health, safety, and general welfare.

Staff recommends that the Council adopt the ordinance, which incorporates the new codes with proposed amendments, along with findings that each amendment is reasonably necessary because of local climatic, geological, or topographical conditions.

Once adopted, the ordinance will become effective on September 17, 2025. Staff will file a copy of the ordinance with the California Building Standards Commission. The new 2025 codes, along with local amendments, will become effective and applicable on January 1, 2026.

ALTERNATIVES
The City Council may adopt the new codes without any of the amendments; adopt the new codes with only a portion of the amendments; or adopt the new codes with modifications to the amendments. Staff does not recommend these actions. Without the complete code adoption with amendments, the base code would provide only the minimum standards without considering local conditions in Gilroy.

FISCAL IMPACT/FUNDING SOURCE
There is no direct cost to the City for adopting the Codes.

PUBLIC OUTREACH
Notice of the public hearing is published in the Gilroy Dispatch on August 1 and August 8, 2025. The August 18, 2025, City Council meeting agenda packet is available through the City’s webpage.

NEXT STEPS
If adopted, the ordinance will become effective in 30 days on September 17, 2025. Staff will file a copy of the ordinance with the California Building Standards Commission.

Attachments:

Draft Ordinance

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ORDINANCE NO. 2025-XX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY
OF GILROY AMENDING SECTIONS 6.1, 6.6, AND 6.7 OF
CHAPTER 6 OF THE GILROY MUNICIPAL CODE
ADOPTING BY REFERENCE THE 2025 CALIFORNIA
BUILDING CODE, 2025 CALIFORNIA RESIDENTIAL
CODE, 2025 CALIFORNIA ELECTRICAL CODE, 2025
CALIFORNIA MECHANICAL CODE, 2025 CALIFORNIA
PLUMBING CODE, 2025 CALIFORNIA ENERGY CODE,
2025 CALIFORNIA HISTORICAL BUILDING CODE, 2025
CALIFORNIA EXISTING BUILDING CODE, 2025

CALIFORNIA GREEN BUILDING STANDARDS CODE,
2024 INTERNATIONAL PROPERTY MAINTENANCE
CODE, AND 2024 INTERNATIONAL SWIMMING POOL

AND SPA CODE, WITH AMENDMENTS
WHEREAS, the California Building Standards Commission has adopted and published an updated Title 24 of the California Code of Regulations, also referred to as the 2025 California Building Standards Code, that will become effective statewide on January 1, 2026; and WHEREAS, California Health and Safety Code Sections 17958, 17958.5, 17958. 7, and 18941.5 establish the authority for a city to adopt and make local amendments and modifications to the building standards in the California Building Standards Code to establish more restrictive building standards than those contained in the California Building Standards Code; and WHEREAS, California Health and Safety Code Sections 17958, 17958.5, 17958.7, and 18941.5 permit a city to make such local amendments and modifications as the city determines are reasonably necessary because of local climatic, geological, or topographical conditions; and WHEREAS, California Health and Safety Code Sections 17958, 17958.5, 17958.7, and 18941.5 require a city, before making any amendments and modifications to the California Building Standards Code, make an express finding that such amendments and modifications are reasonably necessary because of local climatic, geological or topographical conditions; and WHEREAS, the City of Gilroy has reviewed and intends to adopt the 2025 California Building Standards Code; and
WHEREAS, the City Council wishes to amend portions of the California Building Standards Code to better address local conditions and makes express findings that such amendments are reasonably necessary because of local climatic, geological or topographical conditions as set forth in this Ordinance.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GILROY DOES ORDAIN AS FOLLOWS:

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Ordinance No. 2025-XX
Building Code Adoption
City Council Regular Meeting | August 18, 2025

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SECTION I
The City Council has duly considered the full record before it, which may include but is not limited to the staff report, testimony by staff and the public, and other materials and evidence submitted or provided to the City Council. Furthermore, the recitals set forth above are found to be true and correct and are incorporated herein by reference.

SECTION II
The City Council hereby finds and determines that this Ordinance has been assessed in accordance with the California Environmental Quality Act (Cal. Pub. Res. Code, § 21000 et seq.) (“CEQA”) and the State CEQA Guidelines (14 Cal. Code Regs. § 15000 et seq.) and is categorically exempt from CEQA under CEQA Guidelines, § 15061(b)(3), which exempts from CEQA any project where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. Adoption of the proposed Ordinance would not be an activity with potential to cause significant effect on the environment because the changes made to the California Building Standards Code within are enacted to mitigate the threats posed to public peace, health and safety from earthquakes, storms, floods, high winds and fire, and therefore is exempt from CEQA. Therefore, it can be seen with certainty that there is no possibility that the Ordinance in question may have a significant effect on the environment; accordingly, the Ordinance is categorically exempt from CEQA.

SECTION III
Section 6.1 of Chapter 6 of the Gilroy Municipal Code is hereby repealed in its entirety and replaced with the text below to read as follows:

6.1 Construction codes adopted.

For the purpose of setting forth proper regulations for the protection of the public health, safety and welfare, regulating the erection, construction, enlargement, alteration, repair, relocation, demolition, conversion, occupancy, equipment, use, height, area and maintenance of buildings and structures in the city, providing for the issuance of permits and collection of fees therefor and provisions for the violation thereof, the following construction codes are adopted, as amended, to apply in the City of Gilroy:
(a) 2025 California Building Code;
(b) 2025 California Residential Code;
(c) 2025 California Electrical Code;
(d) 2025 California Mechanical Code;
(e) 2025 California Plumbing Code;
(f) 2025 California Energy Code;
(g) 2025 California Historical Building Code;

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Ordinance No. 2025-XX
Building Code Adoption
City Council Regular Meeting | August 18, 2025

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(h) 2025 California Existing Building Code;
(i) 2024 International Property Maintenance Code;
(j) 2024 International Swimming Pool and Spa Code;
(k) 2025 California Green Building Standards Code;
(l) 2025 California Fire Code;
(m) 2025 California Wildland-Urban Interface Code.

SECTION IV
Section 6.6 of Chapter 6 of the Gilroy Municipal Code is hereby repealed in its entirety and replaced with the text below to read as follows:

6.6 Adoption.

1. This article shall be known and cited as the Gilroy Building Safety Code.

2. The following Codes are hereby adopted by reference for the City of Gilroy:
(a) The 2025 California Building Code, published by the International Code Council, Inc. and the California Building Standards Commission in Part 2 of Title 24 of the California Code of Regulations, is hereby adopted and referred to, and by this reference expressly incorporated and made a part of this Chapter as though fully set forth herein. The adoption includes Appendix J. Amendments, if any, are set forth in Section 6.7(a). The 2025 California Building Code shall be designated and referred to as the "Building Code" for the City of Gilroy. There is one copy of said Code on file in the office of the Building Official for use and examination by the public.
(b) The 2025 California Residential Code, published by the International Code Council, Inc. and the California Building Standards Commission in Part 2.5 of Title 24 of the California Code of Regulations, is hereby adopted and referred to, and by this reference expressly incorporated and made a part of this Chapter as though fully set forth herein.

The adoption includes Appendix BG. Amendments, if any, are set forth in Section 6.7(b).

The 2025 California Residential Code shall be designated and referred to as the "Residential Code" for the City of Gilroy. There is one copy of said Code on file in the office of the Building Official for use and examination by the public. (c) The 2025 California Electrical Code, published by the National Fire Protection Agency and the California Building Standards Commission in Part 3 of Title 24 of the California Code of Regulations, is hereby adopted and referred to, and by this reference expressly incorporated and made a part of this Chapter as though fully set forth herein. The adoption includes Annexes A, B, C, D, and F. Amendments, if any, are set forth in Section 6.7(c). The 2025 California Electrical Code shall be designated and referred to as

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Ordinance No. 2025-XX
Building Code Adoption
City Council Regular Meeting | August 18, 2025

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the “Electrical Code” for the City of Gilroy. There is one copy of said Code on file in the office of the Building Official for use and examination by the public. (d) The 2025 California Mechanical Code, published by the International Association of Plumbing and Mechanical Officials and the California Building Standards Commission in Part 4 of Title 24 of the California Code of Regulations, is hereby adopted and referred to, and by this reference expressly incorporated and made a part of this Chapter as though fully set forth herein. Amendments, if any, are set forth in Section 6.7(d). The 2025 California Mechanical Code shall be designated and referred to as the "Mechanical Code" for the City of Gilroy. There is one copy of said Code on file in the office of the Building Official for use and examination by the public.
(e) The 2025 California Plumbing Code, published by the International Association of Plumbing and Mechanical Officials and the California Building Standards Commission in Part 5 of Title 24 of the California Code of Regulations, is hereby adopted and referred to, and by this reference expressly incorporated and made a part of this Chapter as though fully set forth herein. The adoption includes Appendices A, B, C, D, I, and M.

Amendments, if any, are set forth in Section 6.7(e). The 2025 California Plumbing Code shall be designated and referred to as the “Plumbing Code” for the City of Gilroy. There is one copy of said code on file in the office of the Building Official for use and examination by the public.
(f) The 2025 California Energy Code, published by the International Code Council, Inc. and the California Building Standards Commission in Part 6 of Title 24 of the California Code of Regulations, is hereby adopted and referred to, and by this reference expressly incorporated and made a part of this Chapter as though fully set forth herein. The adoption includes Appendices 1-A and 1-B. Amendments, if any, are set forth in Section

6.7(f). The 2025 California Energy Code shall be designated and referred to as the “Energy Code” for the City of Gilroy. There is one copy of said Code on file in the office of the Building Official for use and examination by the public. (g) The 2025 California Historical Building Code, published by the International Code Council, Inc. and the California Building Standards Commission in Part 8 of Title 24 of the California Code of Regulations, is hereby adopted and referred to, and by this reference expressly incorporated and made a part of this Chapter as though fully set forth herein. Amendments, if any, are set forth in Section 6.7(g). The 2025 California Historical Building Code shall be designated and referred to as the “Historical Building Code” for the City of Gilroy. There is one copy of said Code on file in the office of the Building Official for use and examination by the public. (h) The 2025 California Existing Building Code, published by the International Code Council, Inc. and the California Building Standards Commission in Part 10 of Title 24 of the California Code of Regulations, is hereby adopted and referred to, and by this reference expressly incorporated and made a part of this Chapter as though fully set forth herein. The adoption includes Appendices A1, A2, A3, and A5. Amendments, if any, are

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Ordinance No. 2025-XX
Building Code Adoption
City Council Regular Meeting | August 18, 2025

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set forth in Section 6.7(h). The 2025 California Existing Building Code shall be designated and referred to as the “Existing Building Code” for the City of Gilroy. There is one copy of said Code on file in the office of the Building Official for use and examination by the public.
(i) The 2024 International Property Maintenance Code, published by the International Code Council, Inc., is hereby adopted and referred to, and by this reference expressly incorporated and made a part of this Chapter as though fully set forth herein. The adoption includes Appendix A. Amendments, if any, are set forth in Section 6.7(i). The 2024 International Property Maintenance Code shall be designated and referred to as the "Property Maintenance Code" for the City of Gilroy. There is one copy of said Code on file in the office of the Building Official for use and examination by the public. (j) The 2024 International Swimming Pool and Spa Code, published by the International Code Council, Inc., is hereby adopted and referred to, and by this reference expressly incorporated and made a part of this Chapter as though fully set forth herein.

Amendments, if any, are set forth in Section 6.7(j). The 2024 International Swimming Pool and Spa Code shall be designated and referred to as the "Swimming Pool and Spa Code" for the City of Gilroy. There is one copy of said Code on file in the office of the Building Official for use and examination by the public. (k) The 2025 California Green Building Standards Code, published by the International Code Council, Inc. and the California Building Standards Commission in Part 11 of Title 24 of the California Code of Regulations, also known as the CALGreen Code, is hereby adopted and referred to, and by this reference expressly incorporated and made a part of this Chapter as though fully set forth herein. Amendments, if any, are set forth in Section

6.7(k). The 2025 California Green Building Standards Code shall be designated and referred to as the “Green Building Standards Code” for the City of Gilroy. There is one copy of said Code on file in the office of the Building Official for use and examination by the public.

SECTION V
Pursuant to California Health and Safety Code Sections 17958. 7 and 18941.5, the City Council hereby finds that the amendments are reasonably necessary due to local climatic, geological or topographical conditions as set forth below.

1. Many of the modifications or changes are reasonably necessary because of the following climatic conditions.
(a) The region is within a climate zone that requires compliance with energy efficiency standards for building construction. The amendment adds design flexibility that will add to energy efficiency in construction while maintaining nationally recognized health and safety standards. This reason is hereinafter referred to as “Climatic I.”

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Ordinance No. 2025-XX
Building Code Adoption
City Council Regular Meeting | August 18, 2025

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(b) The region is within a national climate zone that is designated “Very High” on the Termite Infestation Probability Map. This reason is hereinafter referred to as “Climatic II.”

2. Many of the modifications or changes are reasonably necessary because of the following geological conditions.
(a) The region is located in an area of high seismic activities as indicated by United States Geological Survey and California Division of Mines and Geology. Recent earthquake activities have indicated the lack of adequate design and detailing as a contributing factor to damages that reduced the protection of the life-safety of building occupants. This reason is hereinafter referred to as “Geological I.” (b) The region is located in an area of high seismic activities as indicated by United States Geological Survey and California Division of Mines and Geology. Recent earthquake activities have indicated the lack of flexibility of materials and/or building systems as a contributing factor to damages that reduced the protection of the life-safety of building occupants and increased the cost of rehabilitation of structures. This reason is hereinafter referred to as “Geological II.”

3. Many of the modifications or changes are reasonably necessary because of the following topographical conditions.
(a) Portions of the City are in hillside areas that are hazardous fire areas that have only limited fire suppression forces and facilities available for the protection of life and property. This reason is hereinafter referred to as “Topographical I” (b) Portions of the City are in hillside areas with extensive hillside construction that is prone to erosion. This reason is hereinafter referred to as “Topographical II”.

4. Some of the modifications or changes are reasonably necessary because of other climatic, geological or topographical conditions.

SECTION VI
Section 6.7 of Chapter 6 of the Gilroy Municipal Code is hereby repealed in its entirety and replaced with the text below to read as follows:

6.7 Amendments.
(a) Amendments to the Building Code
(1) Amend Section 1.8.4.2 to read as follows:

1.8.4.2 Fees. Fees shall be assessed in accordance with the adopted City of Gilroy Comprehensive Fee Schedule.

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Ordinance No. 2025-XX
Building Code Adoption
City Council Regular Meeting | August 18, 2025

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Reason for amendment: The City adopts the Comprehensive Fee Schedule annually. All Building and development fees shall be assessed in accordance with the most current and adopted Comprehensive Fee Schedule.
(2) Amend Section 105.7 to read as follows:
105.7 Placement of Permit. The building permit, along with all plans and documentation approved by the building official, shall be kept on the site of the work until final approval has been granted by the building official.

Reason for amendment: Clarifies that the approved plans and documentations are at the job site for the inspector and contractor to follow.
(3) Amend Section 109.2 to read as follows:
109.2 Schedule of permit fees. On buildings, structures, electrical, gas, mechanical and plumbing systems or alternations requiring a permit, a fee for each permit shall be paid as required by the adopted current adopted City of Gilroy Comprehensive Fee Schedule.

Reason for amendment: The City Council reviews and adopts the City of Gilroy Comprehensive Fee Schedule. All Building and development fees shall be assessed in accordance with the most current and adopted Comprehensive Fee Schedule. (4) Amend Section 109.4 to read as follows:
109.4 Work commencing before permit issuance. Whenever any work for which a permit is required by this code has been commenced without first obtaining said permit, the fee for necessary permits shall be double the fee established by the current City of Gilroy Comprehensive Fee Schedule approved by the city council.

Reason for amendment: The City Council reviews and adopts the City of Gilroy Comprehensive Fee Schedule. All Building and development fees shall be assessed in accordance with the most current and adopted Comprehensive Fee Schedule. Doubling the permit fee is a standard procedure from prior practice and adopted codes. (5) Add Section 109.7 to read as follows:
109.7 Plan review fees. When a plan review requires a plan checking fee, the fee shall be paid at the time of submitting plans, calculation and specifications for checking. When submittal documents are incomplete or changed so as to require additional plan review or when the project involves deferred submittal items an additional plan review fee may be charged as deemed necessary by the building official at an hourly rate established in the City of Gilroy Comprehensive Fee Schedule adopted by the city council.

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Ordinance No. 2025-XX
Building Code Adoption
City Council Regular Meeting | August 18, 2025

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Reason for amendment: Provides clarification of when plan review fees are paid and maintains consistency with prior adopted code cycles that additional fees may be charged as deemed necessary by the Building Official at an hourly rate as established in the most current and adopted Comprehensive Fee Schedule.
(6) Add Section 110.7 to read as follows:
110.7 Inspection Record Card. Work requiring a permit shall not be commenced until the permit holder or an agent of the permit holder has posted or otherwise made available the inspection record card issued by the building official such as to allow the Building Official to conveniently make the required entries thereon regarding inspection of the work. This card shall be maintained and available by the permit holder until final approval has been granted by the building official.

Reason for amendment: The building official amends and adds this new section to require that the inspection card be available at the job site. The inspection card contains inspection description and building inspector signoff information to allow the inspector to follow through on each permit.
(7) Amend Section 402.5 as follows:

Delete exception.

Reason for amendment: Geological I and II
(8) Amend Section 403.3 as follows:

Delete exception.

Reason for amendment: Geological I and II
(9) Amend Section 404.3 as follows:

Delete all exceptions.

Reason for amendment: Geological I and II
(10) Amend Section 410.6 as follows:

Delete all exceptions.

Reason for amendment: Geological I and II
(11) Amend Section 903.2 to read as follows:

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Ordinance No. 2025-XX
Building Code Adoption
City Council Regular Meeting | August 18, 2025

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903.2 Where Required. Approved Automatic sprinkler system in new and existing buildings and structures shall be provided in the locations as set forth in the Gilroy Fire Code and the California Fire Code. If any conflicts occur between the California Building Code and the Gilroy Fire Code, the Gilroy Fire Code shall prevail.

Reason for amendment: Amending the Code to explicitly express that if any conflicts occur between the California Building Code and the Gilroy Fire Code, the Gilroy Fire Code shall prevail.
(12) Add Section 1505.1.3 to read as follows:
1505.1.3 Roofing requirements in a Wildland-Urban Interface Fire Area.

Roofing requirements for structures located in a Wildland-Urban Interface Fire Area shall comply with Section 705A. The entire roof covering of every existing structure where more than 50 percent of the total roof area is replaced within any one-year period, the entire roof covering of every new structure, and any roof covering applied in the alteration, repair or replacement of the roof of every existing structure, shall be a fire-retardant roof covering that is at least Class A.

Reason for addition is to require that the roof covering for structures in the hillside area is a minimum Class A, and this is necessary due to the climatic conditions of the area. The hillside area has a long history of high winds, with an associated higher risk of accelerated and more significant structure damage and higher potential for related casualties.
(13) Add Section 1505.1.4 to read as follows:
1505.1.4 Roofing. Class A roof covering shall be required for all Hillside Construction.

Reason for amendment: Amending the Code to require that the roof covering for structures in the hillside area is a minimum Class A, and this is necessary due to the climatic conditions of the area. The hillside area has a long history of high winds, with an associated higher risk of accelerated and more significant structure damage and higher potential for related casualties.
(14) Amend Section 1705.3 Exception 1 to read as follows:

1. Isolated spread concrete footings of buildings three stories or less above grade plane that are fully supported on earth or rock, where the structural design of the footing is based upon a specified compressive strength, f’c , no greater than 2,500 pounds per square inch (psi) (17.2 MPa).

Reason for amendment: Amending the Code to require special inspection for isolated spread concrete footings of buildings of three stories or less where the structural design of

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Gilroy City CouncilAugust 18, 2025

Gilroy City Council
August 18, 2025