Guadalupe City Council
November 14, 2023

3. Consultant Qualifications
The qualifications of the FE Team are outlined below.

3.1 Construction Management / Inspection Team
FE specializes in, and has significant experience in, public works construction management and inspection.

The Royal Theatre Revitalization project includes construction inspection to ensure the project is constructed pursuant to the contract documents. FE’s on-staff inspection team does have vertical construction capability, however it is not their focus. To provide the best possible team for the City, encompassing all specialty services, FE have put together the following consulting construction project professionals for construction management, inspections and testing (CMIT):

The Royal Theatre Revitalization Project CMIT Team
Filippin Engineering (FE) Project Manager & Construction Manager • Public Works Project & Construction Management
Specialists
• Construction Observation & Inspection
• https://fecivil.com/
BPR Consulting Group Building Consultant
• Building Construction Consulting
• Building inspection (if needed)
• Plan review (if needed)
• Code consulting (if needed)
• https://bpr-grp.com/
Earth Systems Special Inspector
• Special Inspections
• Materials Testing Onsite
• Materials Testing Laboratory (Santa Maria)
We understand the City will provide building inspection to ensure the project is constructed pursuant to • https://www.earthsystems.com/ the Building Permit and all applicable codes and standards. FE will coordinate with the City provided Building Inspector.

For the Royal Theatre Revitalization Project, we have considered a number of staffing models and we believe the most efficient staffing is to have a part-time combined Project Manager and Construction Manager, supported by a full-time onsite FE construction inspector and as-needed building construction consultant, special inspector and materials testers from BPR and Earth Systems respectively. This model provides the City with full-time onsite coverage by a general construction inspector who cover all aspects of construction, stormwater compliance, maintain accurate construction records, stays ahead of project issues and ensures the Contractor is constructing pursuant to the Contract (QA). When specialist building construction consulting, special inspections and materials testing is required the Construction Manager will coordinate with the appropriate specialist. In an ideal world a single inspector would cover all of the inspection and testing tasks, unfortunately having that skillset and experience in a single person is not a reality, hence FE’s proposed efficient staffing model.

Notwithstanding the general staffing approach outlined above, we are open to discussing our proposed staffing approach with City staff if it is determined that modifications to the proposed strategy are necessary for scope or budgetary purposes. Our staff offers a full range of capabilities and services and is ready to support the City and the project as needed.

As part of the services offered the FE Team propose to use an unmanned aerial vehicle (UAV / drone) to capture a video timelapse (drone hyperlapse) of the entire construction of the Royal Theatre Revitalization Project. We believe the City and other project stakeholders could benefit greatly with this type of footage for City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401

progress updates with the community – where a picture speaks a thousand words, a drone hyperlapse speaks a million!

3.2 Filippin Engineering – Construction Management

3.2.1 FE Firm Qualifications
Filippin Engineering, Inc. (FE) is a regional firm providing local service solely to Southern California including Ventura, Santa Barbara, and San Luis Obispo Counties. FE’s emphasis, and all our attention, remains focused on our local Public Agency projects and relationships.

FE’s office is situated at 994 Mill Street, Suite 230, San Luis Obispo, CA, and we also have offices in Goleta and Ventura. Our team members live throughout the region from Los Angeles County to San Luis Obispo County, providing local staff who are invested in the area and associated projects.

FE’s construction management staff have gained their experience over decades in a variety of roles—as public Agency employees, as engineering consultants, and on the private contracting side—so the experience and capability that we bring is exceptionally well-suited to this assignment. Additionally, FE has Engineering staff resources at a range of levels from Principal Engineer level to Senior Construction Inspector, meaning we can adapt the context of projects as needed to assign the most appropriate level of engineering and construction staff. FE staff specializes in construction management and has one of the largest regional teams to serve our clients. We maintain a consistent and deep pool of local qualified professionals available to support the City for the required scope, and whatever other services should the City require them. This pool of professional staff creates a responsiveness and adaptability that will translate directly to the best available quality of service at the highest available value to the City of Guadalupe. FE is a member of ACEC, ASCE and APWA.

The FE Team brings considerable experience on past municipal public agency projects. Many of our projects are contracted and administered under State and Federal guidelines, and FE manages all our projects using Caltrans Local Assistance Procedures Manual (LAPM) and Caltrans Construction Manual procedures.

Although the Royal Theatre Revitalization Project is not within Caltrans jurisdiction, following the well established guidelines and procedures of this lead Stage Agency will benefit the City in terms of reporting to funding agencies, the Department of Industrial Relations and for as-built records. We find that utilizing the Caltrans Uniform Filing system is very helpful for public projects. FE participates solely in Municipal Public Agency assignments versus residential, commercial, or private projects. Consequently, our project management controls, and our staff maintain a consistent and intimate familiarity of the Local Assistance Procedures Manual (LAPM) and project management controls. This familiarity is a necessary component to ensure construction quality control and documentation remain in accordance with the goals of our public agency clients. FE has passed every project audit to date without issue. Often the LAPM is required for funding administration, even for non-infrastructure projects, depending on the funding source.

FE and its associates have a highly successful record in managing a variety of public works projects and a reputation for building strong, long-term relationships with our clients. As a result, in addition to individual project services, FE has been selected to provide construction management and inspection services under on-call/master services agreements (MSAs) for the City of San Luis Obispo, County of San Luis Obispo, City of Grover Beach, Santa Ynez River Water Conservation District, City of Arroyo Grande, City of Santa Maria, City of Santa Barbara, County of Santa Barbara’s, City of Goleta, Goleta Sanitary District, Goleta Water District, University of California at Santa Barbara, City of Camarillo’s Federally funded Projects, Camarillo Sanitary District, City of Thousand Oaks, City of Ventura, Triunfo Sanitation District, Ventura Regional Sanitation and Cal Poly Facilities Department.

FE have recently provided construction management, inspection and testing (CMIT) services to the City of Guadalupe for the City’s West Main Street Water Line and 2022 Pavement Rehabilitation projects.

City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401

Gino Filippin, P.E. is the President of Filippin Engineering with the power to bind Filippin Engineering to this SOQ. Filippin Engineering is committed to providing and understands the contents of this SOQ shall become a contractual obligation when Filippin Engineering is awarded the Royal Theatre Revitalization Project.

3.2.2 FE Staff Qualifications
The FE personnel proposed for this project are detailed below. FE has a depth of staff, if requested by the City additional resources can be made available for this project. FE’s staff culture is team oriented, and supportive. Our approach to projects is ‘we may know a lot, but we don’t know everything, and support from someone who does know is only a phone call away’. In this instance FE will also draw on the vast experience and knowledge of BPR for advice related to building construction.

Gino Filippin, PE, QSD | Principal-in-Charge
Mr. Filippin is a registered Civil Engineer with a Bachelor of Science in construction management from California Polytechnic State University, San Luis Obispo. He has experience in all aspects of construction management, including roles as Project Manager (PM), RE, and Engineer of Record for numerous public works capital improvement projects throughout the Central Coast. Gino has knowledge of claims avoidance/resolution, and innovative solutions, as he closely monitors project documents for clarity, conformity, and consistency. Gino excels at communicating to both clients and contractors, consistently providing intelligent and well-thought-out solutions to complex project issues, and he has extensive experience coordinating with clients, contractors, consultants, private utilities, regulatory agencies, and the public on large capital projects. As the Principal-In-Charge Gino will provide higher level project management to ensure the construction management team is delivering the project in accordance with the City’s Agreement. Gino will be the City’s contact in the unlikely event issues cannot be resolved with the Project Manager.

Paul Henderson – CCM, CPEng | Project Manager & Construction Manager Mr. Henderson joined Filippin Engineering in November 2022 and has over 17 years of public and private work experience in the United States, Australia, and New Zealand. Paul is a civil engineer and construction manager. Paul’s has experience in all aspects of civil engineering projects, including roles as Project Manager, Design Manager, Construction Manager, and Resident Engineer. Paul’s’ extensive public works experience includes the design and construction of bridges, roadways, roundabouts, utilities, water storage structures, shoreline protection, living shorelines and emergency works for critical public infrastructure. Paul’s project management and construction management experience includes a wide variety of multi-disciplinary engineering projects including building refurbishments, roads & highways, bridges, storm drainage systems, seawalls, dams, mining, retaining walls, slide repairs, military training facilities, buildings highway interchanges and pavement rehabilitation. Paul’s role on the project, as both Construction Manager and Project Manager, includes day-to-day management of the project and construction inspection teams and coordination with the City’s contractor. Paul will also be responsible for contract administration and coordination with project stakeholders, including the City and the City’s Architect.

Jerry Missamore – CPII, QSD, QSP | Onsite Full-Time Construction Inspector Mr. Missamore is a Chief Construction Inspector with over 21 years of construction experience in the construction industry. Jerry’s extensive construction background gives him firsthand knowledge on what is essential and important to observe, report on and coordinate with all stakeholders during the construction process. Jerry has a solid background working on Public Works projects administered per the California Department of Transportation (Caltrans) methods and procedures in accordance with the Local Assistance Procedures Manual. Overseeing these projects, Jerry has experience in item quantity verification, daily time sheets, problem solving issues that come up in the job setting and managing personnel to complete tasks.

Jerry’s role on the project will be as a full-time onsite construction inspector, observing construction, coordinating with the entire project team (City, FE Team, Contractor and other stakeholders). Jerry will be the primary resource ‘on the ground’, where he will keep accurate records of construction as it progresses with daily journals/reports, photos, and videos. Jerry will track the Contractor’s labor and equipment to ensure the City has an accurate record in the case of claims and other contractual issues that may arise with the Contractor. Jerry will draw on his decades of experience to develop professional relationships with the City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401

contractor and look ahead to foresee potential issues as construction progresses. Jerry will assist with coordination of milestone and compliance building inspections and special inspections and materials testing.

3.3 BPR Consulting Group – Building Construction Consulting

3.3.1 BPR Firm Qualifications
BPR Consulting Group was founded with the sole focus of providing thorough and efficient building inspection, plan review, code consulting and other capital improvement project support services on behalf of California communities. BPR’s leadership team has worked together for the past 17 years and collectively possess more than 100 years of experience providing building safety services to cities, counties, state agencies and other municipal agencies throughout California and the western United States. BPR’s focus is to support major building projects in a professional manner by providing efficient, timely and professional building safety services for the communities we serve. We have extensive experience providing all aspects of building safety services and presently provide building inspection, plan review and code consulting services, similar to those being requested, to multiple high profile and unique projects. We have worked with numerous public agencies throughout California to provide these same services.

BPR’s staff of 70 building safety professionals consists of the following: California licensed structural, civil, mechanical, electrical and fire protection engineers; Certified Access Specialist (CASp) professionals; ICCcertified building officials, plans examiners, inspectors, permit technicians, and highly experienced administrative personnel.

Project support services we provide include:
▪ Building inspection services
▪ Building plan review services
▪ CASp plan review and inspection services
▪ Civil plan review and inspection services
▪ Permit Technician Services
▪ Building department support services
▪ Fire prevention plan review and inspection services
▪ Building Official services
BPR Consulting Group maintains a staff of ICC Certified building inspectors available to support the Guadalupe Royal Theatre Revitalization Project. We understand the importance of personality coupled with code knowledge and the ability to explain identified deficiencies in a professional non-threatening manner, or goal is to work with the construction team in a collaborative manner in a team concept. We carefully select inspection staff to ensure that selected staff possess the appropriate skills and knowledge for the types of projects at hand. We value our inspection staff’s ability to effectively communicate with city officials, contractors, and others as an important trait necessary for delivery of successful inspection services. We have found that demonstrated code knowledge, along with clear and efficient communication, are required ingredients for a fair and transparent inspection program.

Building Inspection Services (only if needed)
BPR building inspectors are qualified and appropriately ICC certified to provide the requested inspection services. Our inspection staff will perform inspection services to verify that the work of construction is in conformance with the approved project plans as well as identifying issues of non-compliance with applicable building codes. Our field inspection services will include inspection of all portions of projects including the project site as applicable. Our building inspectors will write legible and understandable correction notices, field reports and will be available to answer in-person or telephone inquiries. All inspection personnel assigned will be ICC and/or CASp certified as required. In addition to providing the required building inspections, our proposed building inspector will be available to participate in weekly progress meetings.

We understand that many municipalities have amended code sections, policies and ordinances that impact the work that is inspected and approved project plans. Our inspection staff will familiarize themselves with local requirements to ensure that the projects we are inspecting are compliant with current code requirements.

Specifically, we will ensure compliance with the applicable provisions of the Title 24 California Building City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401

Standards Code, Parts 1 through 12, covering structural, fire prevention, life safety, disabled access, energy conservation, green building, plumbing, mechanical, electrical, existing and historic building codes for the Guadalupe Royal Theatre Revitalization Project. BPR’s ICC/CASp certified inspectors have performed building inspection services on a wide variety of construction projects including single-family residences, residential developments, custom homes, commercial, manufacturing, institutional, assembly, essential service, industrial projects and historically designated buildings. BPR’s inspectors will inspect projects to verify conformance with approved project drawings and specifications which will include review of the permit documents to verify that onsite conditions are consistent with the approved documents for size, setbacks, heights and other applicable requirements. At the completion of inspections, BPR’s inspectors will update database information, complete necessary forms and documents as required to provide seamless service.

3.3.2 BPR Staff Qualifications (Building Inspections only if needed) BPR’s proposed inspection team are appropriately certified and qualified with experience applicable to the City of Guadalupe’s Royal Theatre Revitalization Project.

Inspection personnel will have the ability to read, understand and interpret construction plans, truss drawings and calculations, prepare and maintain accurate records and reports, communicate effectively orally and in writing and to work effectively with contractors, agency staff and other involved parties. Our proposed staff possess knowledge of approved and modern methods, materials, tools and safety used in building inspection and the most current building standards. Our inspectors are familiar with most of the common scheduling and tracking systems utilized by building departments and can quickly adapt to your systems and requirements.

Following are brief bios of BPR’s proposed inspection staff for the Guadalupe Royal Theatre Revitalization Project – noting building inspections are only if needed, we understand the City will be providing a Building Inspector for the Project:

Mark Meyers, CBO, ICC | Building Inspector / Lead
For over 30 years, Mark has served as a Building Inspector, Building Official, Deputy Building Official, Plans Examiner and Permit Coordinator serving multiple California communities. Mark recently served as the Building Official for Arroyo Grande and currently for the Tachi Palace for Santa Rosa Rancheria in Lemoore, California. Mark also provides specialized Building Official Services for the County of Madera. He has implemented permit tracking software for multiple jurisdictions, prepared operating budgets and managed all facets of building department activities. He currently serves as a Regional Manager and Building Official, supervising plan review, inspection and clerical staff ensuring a high level of customer services and technical excellence for assigned California based clients and projects Years of Experience: 31 City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401

3.4 Earth Systems – Special Inspection & Testing

3.4.1 Earth Systems Firm Qualifications
Earth Systems, Inc. was founded as a California corporation in 1969, with its original offices in Palo Alto and Ventura, California. The San Luis Obispo office of Earth Systems was opened in the early 1980s. Earth Systems Pacific, a subsidiary of Earth Systems, Inc., was established as a California corporation in 1999.

The Earth Systems staff consists of registered geotechnical engineers, professional civil engineers, certified engineering geologists, soil technicians, special inspectors, and laboratory technicians, augmented by drilling, drafting, and support personnel. With over 50 years of experience in materials testing and special inspection for public works projects, Earth Systems can bring expertise and value to this project that other firms cannot equal.

Earth Systems is an experienced consultant, having specialized in geotechnical engineering, field and laboratory materials testing, and special inspection for over 50 years. We are recognized company meeting the requirements of the American Society of Testing Materials (ASTM) Standards, Sections E 329-02 “Agencies Engaged in the Testing and/or Inspection of Materials Used In Construction.” We maintain an experienced and well-qualified staff that holds all of the required licenses and certifications required to perform the proposed special inspection scope of work. We have maintained offices in San Luis Obispo and Santa Barbara Counties for over four decades and are licensed to perform business in the City of Guadalupe and Santa Barbara County.

For the size and complexity of this project, retaining a firm with the ability to provide adequate staffing is critical. Our large staff of qualified technical personnel gives the City the assurance of knowing we are able to efficiently and expeditiously provide experienced personnel for all of the required services.

Earth Systems has a comprehensive materials testing laboratory located approximately 15 miles from the site, which will translate to cost savings, efficiency, and rapid response times that will allow the project to proceed smoothly without unnecessary delays. Earth Systems laboratories are fully qualified to perform all of the materials testing anticipated to be associated with the project. The California Building Code (CBC) requires that the materials testing/special inspection agency work directly for the project owner to eliminate the potential for conflicts of interest between the inspector and the entity whose work is being inspected. In this manner, Earth Systems acts as “the eyes and ears” of the City and the Construction Manager, ensuring that the work performed meets the requirements of the project plans, specifications and requirements of the CBC. In other words, we assist you in ensuring that you receive the full value and proper workmanship for which you have paid.

The Earth Systems laboratories have the capacity to perform hundreds of tests upon soils, concrete, asphalt, steel, masonry, and other building materials. Earth Systems laboratories have been certified or inspected by the U.S. Army Corps of Engineers, the Division of the State Architect (DSA), the Cement and Concrete Reference Laboratory (CCRL), and the AASHTO re:Source (formerly AMRL). The Ventura, San Luis Obispo, and Hollister offices also maintain Caltrans-approved laboratories. Having multiple laboratories allows Earth Systems to control sample handling, chain of custody, and quality of tests so accurate results can be assured.

Earth Systems participates in the Caltrans Reference Sample Program, the Cement and Concrete Reference Laboratory (CCRL) and AASHTO re:Source Proficiency Sample Programs for Concrete, Soil, Aggregate and Rebar. The laboratory equipment is calibrated annually, and the calibrations are traceable to the National Bureau of Standards. We have mobile laboratory equipment for soil, concrete, and asphalt concrete testing.

Tests are conducted by trained technicians/inspectors in accordance with ASTM, Caltrans, AASHTO re:Source, and other appropriate laboratory standards.

Earth Systems’ scope of services for the Royal Theatre Revitalization project is for geotechnical observation and compaction testing during rough and fine grading, utility trench backfill, and foundation excavation. We also propose to provide testing and special inspection services during construction of structural concrete and/or shotcrete; during shop and field welding and bolting for both heavy gauge and light gauge structural steel; and during masonry construction. Our scope will include laboratory testing and report preparation associated with these services. Non-destructive testing (NDT) of welds will be performed for shop and field fabricated welds. Earth Systems will perform all shop inspection for shops located in Northern Santa Barbara County. However, as the shop location is currently not known, it may be more cost effective for us to use a City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401

subconsultant to perform these services. As the location is unknown, we have not included the qualifications for the inspection firm but will provide such once the location is known. Earth Systems anticipates the following materials testing and special inspections for the Royal Theatre Revitalization Project:
• Geotechnical sampling and testing of soils
• Foundation excavation observation
• Sampling, testing, and inspection of asphalt concrete • Sampling and testing of Portland cement concrete; including slump, casting test cylinders, and laboratory compression testing
• Sampling and testing of reinforcing steel
• Sampling and testing of masonry; including block compliance, prisms, mortar strength, grout strength and cores of completed construction
• Batch plant inspection of concrete and grout
• Special inspection of concrete
• Special inspection of masonry
• Special inspection of shop and field welding
• Special inspection of anchor and high strength bolts
• Special inspection of driven or drilled piles
• Asphalt and concrete mix design review

3.4.2 Earth Systems Staff Qualifications
The staff who would be assigned to this project all have many years of experience, multiple certifications, and have worked on large-scale, multi-million-dollar public works projects for all local jurisdictions. We have provided similar services for several hospitals, fire stations, schools, and other essential services structures as well as performing arts centers and theatres. These projects have involved similar scopes of work for materials testing and special inspection. Earth Systems has been retained by all of the local jurisdictions and local school districts to perform special inspection of soil and other construction materials, thereby verifying and documenting that their projects were constructed in accordance with code requirements for essential services structures, the project plans, specifications, and any applicable quality assurance plans. Our experience ranges from minor projects such as parking lot and ADA improvements to large-scale projects such as hospitals, schools, prisons, water/wastewater treatment plants, freeway interchanges, multi-story buildings, parking structures, and airports.

City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401

3.5 Project Experience
The FE Team staff have extensive experience providing public works and building inspection services for both rehabilitation and new construction projects, including historic buildings, theatres, fire houses, courthouses, restaurant, commercial, retail and animal care facilities and municipal parks. Below are examples of recent and relevant projects where members of the FE Team successfully provided services including construction management, building inspection, plan review and/or code consulting services.

PROJECT EXAMPLE 1 - City of Napa | Historic Buildings | BPR Project Description: Following the 2014 earthquakes, the City of Napa retained BPR staff members to perform multiple building inspections of the County’s historical buildings.

Client City of Napa
Contact Dan Kavarian, Chief Building Official
Project Timeline August 2014 – December 2014
Staff Bill Rodgers
Services Building Inspection Services
Project Amount Consultant Fee: Varied based on project type Construction Cost: Varied
Funding Source FEMA Funded
PROJECT EXAMPLE 2 - City of Sacramento | California Fruit Building | BPR Project Description: This project involved readapting a historic 1914 office building into a boutique hotel located in downtown Sacramento. BPR staff provided plan review service for this project which included a seismic upgrade utilizing ASCE 41 provisions; and alternate means and methods of design requests to allow open stairway lobbies.

Staff worked closely with City staff and the design teams to successfully preserve the historic character of this 10- story office building’s during its conversion into a boutique hotel.

Client City of Sacramento
Contact Anna Tekautz, Supervising Engineer
916.808.7877 | [email protected]
Project Timeline 2020 - 2021
Staff Bill Rodgers, Andrew Burke, Jingpei Zhang
Services Building Plan Review, Code Consulting
Project Amount Consultant Fee: $48,600
Construction Cost: Estimated $30M
Funding Source City of Sacramento
City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401

PROJECT EXAMPLE 3 - City of Roseville | Multiple Historic Buildings | BPR Project Description: BPR staff worked with the City of Roseville to repurpose multiple buildings in Roseville’s historic downtown district. BPR staff provided plan reviews and code consulting services to the City as these former retail and office buildings were being converted to restaurants and taverns with assembly occupancies. Plan review included review of seismic upgrades of unreinforced masonry buildings, and review of updated egress and access systems for the new uses.

Client City of Roseville
Contact Jim Mangino, Building Official
916.774.5332 | [email protected]
Project Timeline Varied
Staff Bill Rodgers, Andrew Burke, Jingpei Zhang
Services Building Plan Review, Code Consulting
Project Amount Consultant Fee: Varied based on project type Construction Cost: Varied
Funding Source City of Roseville
PROJECT EXAMPLE 4 - UC Merced | 2020 Campus Expansion Project | BPR Project Description: BPR staff provide Plan Review and Inspection services for the University’s 2020 Campus Expansion Project. This ambitious project doubled its student body between 2016-2020, which required significant expansion of the young campus and the rapid addition of 14 buildings and support infrastructure. The ultimate result was a vibrant, collaborative and sustainable campus that can accommodate 10,000 students. The innovative design / build / develop / maintain project delivery method that the University implemented created some unique challenges for the project delivery. BPR staff provided 100% of all plan review, inspections, and project management for utilities and buildings.

Client UC Merced
Contact Michael McLeod, Associate Vice Chancellor
209.228.4055
Project Timeline 2016 - 2020
Staff Mark Meyers, Ron Beehler, Don Ctibor, Stacy
Barker, Bill Rodgers
Services Full Building Department Services to include
Building Inspection, Building Plan Review, Civil
Inspection, Project Management
Project Amount Consultant Fee: $15 million
Construction Cost: $1.2 Billion
Funding Source California University System
City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401

PROJECT EXAMPLE 5 - City of Newport Beach | Civic Center Project | BPR Project Description: The Newport Beach Civic Center Project consisted of a new two-story civic center building, a city council chambers building, a community meeting building a four story parking structure, a library addition, a walking park, a dog park and a bridge over a major street to access the dog park. BPR staff provided plan review and inspection services for this high profile project which was completed on schedule and under budget.

Client City of Newport Beach
Contact Dennis Jue, 310,701.1911
Project Timeline 2012 – 2014
Staff Roger Peterson
Services Building Inspection and Plan Review
Project Amount Consultant Fee: $1.2 million
Construction Cost : $130 million
Funding Source City of Newport Beach
PROJECT EXAMPLE 6 - City of Goleta | Jonny D Wallis Neighborhood Park | Filippin Engineering Project Description: Filippin Engineering provided construction management, inspections and testing for the Hollister – Kellogg Park Development project which included transforming approximately 4 acres into a new neighborhood park located at 170 South Kellogg Avenue. The new park included a driveway, sidewalks, bike path, parking lot, skate plaza, nature themed play equipment and exercise equipment. Other attractions included multi-use courts, handball and bocce ball courts, a multi-use athletic natural turf field, picnic tables, BBQ pits, prefabricated restroom facilities, recreational amenities, irrigation, electrical, plumbing, and landscape.

Client City of Goleta
Contact JoAnne Plummer, [email protected]
Project Timeline 2018 – 2019
Staff Gino Filippin
Services Construction Management and Inspection
Project Amount Consultant Fee: $0.5 million
Construction Cost: $3.6 million
Funding Source Prop 84, Statewide Park Development and
Community Revitalizaton Program
PROJECT EXAMPLE 7 - City of Arroyo Grande | CIP Program Management | Filippin Engineering Project Description: Filippin Engineering is currently providing Capital Improvement Project Program Management services for the City of Arroyo Grande. The scope of services includes program budgeting, concept design, funding authority liaison, design management, procurement, construction management and closeout of a number of critical City capital projects, including: fire station improvements, pavement management and repairs, concrete repairs, water and sewer replacement, bridge repairs and replacement projects and emergency flood repairs.

Client City of Arroyo Grande
Contact Shannon Sweeney, [email protected]
Project Timeline 2023 – Current
Staff Paul Henderson
Services Capital Project Management
Project Amount Consultant Fee: $180k
Construction Cost: N/A
Funding Source City General Fund
City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401

4. Organization Chart
The FE Team structure is outlined in the organizational chart below. The intent is that the City will deal primarily with Paul Henderson as the Project Manager and Construction Manager, however the City can also coordinate with FE’s full time onsite inspector, Jerry Missamore, as-needed. Gino Filippin will serve as the Project Principal, providing high level oversight and will be the City’s contact for resolution in the unlikely event that the City has issues with the team. We understand Tom Brandeberry will be the City Project Manager and will coordinate with the team. Generally, the Construction Inspector, Jerry Missamore, will coordinate inspections, special inspection and materials testing for the project.

The organization chart shows key team members for each role, other staff will be utilized as their specialities are needed. All proposed staff are listed in Section 3, and staff resumes are provided in Appendix A. It should be noted that the City will provide Building Inspection services, with the person in that role to be determined at the time of this proposal. FE will coordinate with the City’s Building Inspector throughout the project.

City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401

5. Additional Data

5.1 Public Works Project Delivery Experience
As noted specifically in the RFQ, the City of Guadalupe is looking for a construction management/inspection firm with experience working for municipal governments on public projects. While the Royal Theatre Revitalization project may not be a typical ‘public works’ project, it will be delivered as a public works project, which comes with various requirements that only those with public work project delivery experience know.

The entire FE Team has extensive and varied project delivery and inspection experience on public and municipal projects. We work for multiple clients providing constructability reviews in order to identify code related and project document coordination issues prior to project bidding in order to reduce unnecessary revisions and changes post bid. Additionally, staff have provided quality assurance and inspection services for civil improvements including domestic water systems, sewer systems, gas and electric utility systems, bridges, paving, outdoor recreation facilities and other associated public works projects. Our staff have experience in all aspects of project development including site improvements, underground utilities, and building projects. Importantly the FE Team understands specific requirements of public works projects, for example we have intimate knowledge of the requirements of the Department of Industrial Relations for certified payroll and prevailing wage. FE mitigates risk to public project owners by completing labor compliance interviews and certified payroll checks. The Team is also very familiar with California Public Contract Code (PCC) requirements.

5.2 Agency Coordination
The FE Team’s project & construction manager, inspectors, plans examiners, and engineers are experienced in working with multiple agencies and adjusting service levels to meet specific project needs. The team proposed to serve the City of Guadalupe have many years of experience providing the requested services to public agencies throughout the state and specifically for the City of Guadalupe and surrounding communities in Santa Barabara and San Luis Obispo Counties.

The team have worked with multiple public agencies on projects utilizing a variety of funding mechanisms to successfully complete challenging projects. We are able to quickly assimilate and provide services in the method required by the specific agreement and project owner requirements. Our project managers are skilled at promoting cooperation and partnership with outside agencies and other parties involved in a professional and collaborative manner, including funding authorities.

5.3 Procore
FE is proud to share that we offer full-service Procore Project Management software on all of our projects, and at no cost to the Agency, Contractor, or any other user.

Utilization of the Procore tools will ensure standardization of Quality, significantly increased efficiency in document control, continuous transparency to the Agency staff (and any number of desired/authorized stakeholders). This software platform is the best available technology in the field and will be used to successfully manage the document control procedures, still keeping with the contract and agency requirements.

We believe that digital and cloud/web-based platforms for project management and document control are not only an eventual reality, but also a very effective and valuable evolution.

With inspectors proving real time documentation and photographs of work in progress the City can rest assured that a complete record of construction is available at all times, including a full archive at the completion of the project.

City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401

6. Optional Services
In addition to the services requested in the RFQ the FE Team, including FE, BPR and Earth Systems, are able to provide other services that may provide additional value to the City and the Project. Below are examples of other services that the City may benefit from, we would be pleased for the opportunity to discuss these opportunities, or others.

6.1 Plan Review & Code Compliance Review
BPR has the depth of qualified staff available to quickly and accurately address any plan review or code compliance issues that may arise. Our staff consist of building code experts in all disciplines including structural, civil, mechanical, electrical, plumbing and accessibility and will use these skills to support any plan review or code compliance needs associate with the Guadalupe Royal Theatre Revitalization Project. With BPR, the City will have immediate and direct access to a team of code professionals. We have the ability to assign plans examiners with the same qualifications and professional licenses as required for project designers which allows efficient professional communication of plan review and code compliance related issues. FE can provide plan review and constructability review for various project aspects, including all civil engineering work, utilities, grading, landscaping and civil structure.

6.2 Bid Phase Services
If requested the FE Team can manage all, or part, of the contractor procurement process. We have significant experience in bid package development and review, bid advertisements, pre-bid job walk meetings, addenda development, bid opening, bid assessment and recommendation for award.

BPR staff will be available to assist the City with questions that may arise through the RFI and construction process. BPR’s staff have many years of experience providing constructability and code compliance review services. BPR review project documents to verify building code compliance, coordination between disciplines, adequate level of detailing, coordination between trades, coordination of the project plans with specification requirements, coordination within the project specifications, and completeness of the documents. BPR will assign reviewers with the same qualifications and professional licenses as required for project designers which allows efficient professional communication of constructability review related issues. We believe this approach affords efficient communication with the project designers allowing identified issues to be resolved efficiently and projects to move to construction without delays. The primary focus of our constructability services is to provide complete and coordinated construction documents for our client’s projects in order to minimize issues during the bidding process and to reduce costly changes during the project’s construction phase.

City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401 Appendix A – Resumes
GINO FILIPPIN , P.E.QSD

PRINCIPAL - IN - CHARGE
Mr. Filippin has over 40 years of experience in all aspects of construction management, including roles as project manager, resident engineer, engineer of record, and project engineer for public works projects throughout the Central Coast. Gino has extensive experience, knowledge of Caltrans procedural matters and claims avoidance/resolution and innovative solutions as he closely monitors project documents for clarity, conformity, and consistency. Gino excels at communicating to both clients and contractors, consistently providing intelligent and well thought out solutions to complex project issues, and he has extensive experience coordinating with clients, contractors, consultants, private utilities, regulatory agencies, and the public on large construction projects.

Gino will be a constant resource for the CMIT team on this project.

RELEVANT PROJECT EXPERIENCE

TRANSPORTATION PROJECT EXPERIENCE
OLIVAS PARK DRIVE EXTENSION AND LEVEE PROJECT (City of Ventura) Filippin Engineering will be providing Construction Management and Inspection for the Olivas Park Drive Extension and Leveee Project. The Olivas Park Drive is approximately 4,500 linear feet for the Golf Course Drive to the Auto Center Drive and work includes new curb, gutter, sidewalk, bicycle lanes, street lighting, traffic signals, landscaped median, utilities, storm drain, water, reclaimed water and sewer. This project also includes constructing approximately 5,400 linear feet of levee, flood walls, and floodgates to protect the new road and future development.

MATILIJA DAM ECOSYSTEM RESTORATION AND SANTA ANA BLVD. BRIDGE REPLACEMENT (County of Ventura) Resident Engineer for this $11.2M the Matilija Dam Ecosystem Restoration and Santa Ana Blvd Bridge Replacement project. Project work included the removal of the existing bridge and construction of the Santa Ana Boulevard Bridge over the Ventura River in Oak View, CA.

Part of the project will be to remove the Matilija Dam to restore suitable habitat and improve water and sediment flows. This project included demo of an old bridge and construction of the new bridge with two large diameter CIDH piles, abutments, and roadways. Project also included improvement of sidewalks, channel embankment work, rock riprap, removal and relocation of numerous utilities, chain link fencing and gates, rock walls, ornamental gates, retaining walls, storm drains and landscape and mitigation plantings.

MEADOWPARK BRIDGE REPLACEMENT (City of San Luis Obispo) Filippin Engineering provided engineering design services to the City of San Luis Obispo by preparing plans and specification for the replacement of two pedestrian bridges at Meadow Park.

SYCAMORE CREEK WIDENING & PUNTA GORDA STREET BRIDGE REPLACEMENT (City of Santa Barbara) Resident Engineer on this critical first segment of the Sycamore Creek Widening Program.

Project included over 300ft of channel widening, bridge demolition, and construction of a new precast bridge deck structure supported on CIDH pile system foundation. The environmental coordination included relocation of sensitive species, temporary creek diversion, daily coordination with project MMRP’s, and complete creek/habitat restoration.

SHEFFIELD RESERVOIR QUALITY PROJECT (City of Santa Barbara) Resident engineer and structures representative for the tank portion of this project which consisted of the construction of two 6.5- million-gallon reservoirs and related structures and site improvements on the 23-acre project.

BARANCA HONDA BRIDGE REPLACEMENT (Western Gate Ranch, Cojo, Ca.) Provided construction management for a prefabricated steel bridge spanning 110’. Work also included abutments, creek restoration, and road reconstruction.

BRIDGE STREET BRIDGE REHABILITATION (City of Arroyo Grande) Fulfilled Resident Engineer duties on this Historic 2-span steel truss structure. A portion of the superstructure was preserved and used while the substructure was reconstructed using CIDH foundations.

Work also included reconstruction of roadway approaches; relocating domestic water, gas, and sewer facilities; and installing storm drainage facilities.

REGISTRATION

AREAS OF EXPERTISE

EDUCATION
GINO FILIPPIN , P.E.QSD

PRINCIPAL - IN - CHARGE
MARSH STREET BRIDGE REPLACMENT (City of San Luis Obispo) Fulfilled Resident Engineer duties on the Marsh Street Bridge for the City of San Luis Obispo. The replacement of the bridge consisted of removing and replacing a concrete bridge and roadway approaches; relocating domestic water facilities; constructing concrete channel walls utilizing rock slope protection and solder pile wall; micropile foundation on the abutments; planting landscape materials and irrigation systems; installing storm drainage facilities; installing street lights; and protecting existing utilities.

US 101/SPRINGVILLE INTERCHANGE PROJECT (City of Camarillo) Resident Engineer and Construction Manager for $23 Million Springville Drive Interchange Project on the 101 Freeway in Camarillo. Project included the construction of a new interchange over the 101 Freeway in the City of Camarillo through a Cooperative Agreement with Caltrans. The project included a four lane cast-inplace box girder bridge over the 101 Freeway, extension of Springville Drive and Ponderosa Drive to the new interchange, interchange signalization, landscaping, relocation of gas, electrical, sewer, and water mains, and construction of new water, reclaimed water, electrical, cable TV, and sewer gravity and force mains. Work also included the extension of existing freeway storm drain culverts as well as the jack and bore of a new triple 66” storm drain culvert under the 101 Freeway.

LEWIS ROAD WIDENING, COUNTY SEGMENT (County of Ventura) Resident Engineer for the construction of $24 Million road widening and bridge project completed in 2008. The work included the widening and realignment of a 3.8-mile stretch of Lewis Road between Pleasant Valley Road and Hueneme Road for the County of Ventura. Also included was the construction of a 300-foot concrete pile and box girder bridge on Santa Barbara Road over Calleguas Creek for future connection to California State University Channel Islands, construction of a 700-foot-long reinforced concrete box culvert, creation of three signalized intersections, and undergrounding of all utilities. The project also expanded the existing two-lane rural roadway to four lanes and included median and eight-foot shoulders for most of the project length, incorporated safety improvements, and connected U.S. 101 to S.R. 1 west of Camarillo.

UPLAND ROAD IMPROVEMENT PROJECT (City of Camarillo) Resident Engineer on this project which included performing project engineering and construction management of this $4.1M project, involving the expansion of 1.2 miles of road serving the City of Camarillo.

CITYWIDE STREET IMPROVEMENT PROJECT 2015-2016 (City of Santa Paula) Provided Resident Engineering responsibilities which consisted of inspection for 16,550 LF of water main reconstruction, 2500 LF of sewer main reconstruction, the removal of 37 existing sewer manholes and replacing them with new polymer manholes, the installation of 58 access ramps and the full depth reconstruction of 708,000 SF of city roadway. The project contained work in six separate areas of the city, ranging from the downtown commercial area to residential neighborhoods that were built between the 1960’s and the early 1900’s.

TANK FARM ROAD/BROAD STREET INTERSECTION (City of San Luis Obispo) Provided Resident Engineering responsibilities on this project included the reconstruction and widening of one of the most active and heaviest used intersections in the City of San Luis Obispo. The widening project included phased construction of new pavement sections, replaced signal light poles and upgraded video detection systems, altered lane assignments and turning patterns, and a final micro-surfacing and re-striping finish, performed during night work.

ATP CYCLE 3 FUNDED PEDESTRIAN IMPROVEMENTS (City of Guadalupe) Resident Engineer for the construction of sidewalks and ADA curb ramps on Guadalupe Street (Highway 1) and curb ramps at the intersection of Obispo Street and 10th Street. The work included bulbouts, sidewalks, curb ramps, crosswalks, striping and markings, signs, rapid flashing beacons, and other pedestrian facilities, traffic control and stormwater pollution control programs.

PAVEMENT RESURFACING – DEL NORTE AND OXNARD WEST AREAS (County of Ventura) Provided Resident Engineer responsibilities for this pavement resurfacing of roads in the Del Norte and Oxnard West areas to strengthen existing deficient pavements and extend the service life of the road. Work consisted of pavement resurfacing including Type II Emulsion-Aggregate Slurry, Public Access and Notice, mobilization, traffic control and construction signing Water Pollution Control, roadway preparation, surface preparation and creak treatment, Cold Milling and AC Hot Mix fill, AC Dike Rehabilitation, AC Dike Seal, Shoulder backing, pavement delineation and striping, and survey monument frame replacement and adjustment.

GINO FILIPPIN , P.E.QSD

PRINCIPAL - IN - CHARGE
POTRERO ROAD BIKE LANES (County of Ventura) Resident engineer for the potrero bike lanes project which consisted of pavement widening on both sides of potrero road to accommodate 2.8 bike lane from south of bridge #321 to Trentwood Dr. And lake Sherwood Dr. To vista oaks way. As part of the project, traffic control and construction signing, water pollution prevention, root barrier, PCC drain with grates and frame, light rock splash pad, percolation trench, cast-in-place catch basin, air placed concrete with wire mesh, PCC driveway approach reconstruction, road shoulder slope and ditch regrading, ac pavement widening, miscellaneous ac paving, ac curb, PMB shoulder backing, micro milling, road surface preparation and crack sealing, type ii emulsion-aggregate slurry, pavement delineation and striping were included.

MEASURE K-14 STREET REHABILITATION PROJECT (City of Grover Beach) Resident Engineer providing construction management and inspection on this $6.3M project which provided pavement rehabilitation and repair, concrete curb, gutter, cross gutter and sidewalk work; accessibility improvements; water utility piping improvement, sewer piping improvements, service upgrades, and fire hydrant installations and relocations; and utility valve box and sewer manhole improvements.

DONLON ROAD REALIGNMENT PROJECT (County of Ventura) Provided Resident Engineer services of a 65-foot Arch Culvert installation. This $2.220M project involved the relocation of existing county road (220 ft. westerly) to align with the intersection of Highway 118 and Somis Road., creating a 4-way intersection. Due to the multiple easements and right-of-ways involved, extensive agency and utility coordination was required to construct a new segment of Donlon Rd. to the north of the intersection, and provide drainage, concrete hardscape, paving, striping and signalization improvements for Hwy 118. Additionally, an 80-foot arch culvert with a 35-foot span was constructed. During project finalization, new roadway sections received micro-surfacing. 2017 CONCRETE REPAIRS PROJECT (City of Arroyo Grande) Fulfilled Resident Engineer responsibilities with construction management and inspection for the 2017 Concrete Repair Project. This project consisted of the removal and replacement of driveways, sidewalk, and curb and gutter throughout various locations within the City. The total construction cost of the project was $155,000. 2017 STREET REPAIRS PROJECT (City of Arroyo Grande) Resident Engineer overseeing the construction management and inspection on the 2017 Street Repair project. This project consisted of asphalt digouts, cold planning, HMA overlay, placement of ADA curb ramps, and striping. The total construction cost of the project was $390,000. 2017 STREET RESURFACING PROJECT (City of Arroyo Grande) Resident Engineer providing construction management and inspection on the 2017 Street Resurfacing Project. This project consisted of crack seal, slurry seal, micro-surfacing, and striping. The total cost of the project was $182,600.

LOS CARNEROS AND CALLE REAL ROUNDABOUT (City of Goleta) Received award by APWA Central Coast Chapter 2012 for best project under $5M. Construction Inspector for the $1.3M Roundabout project for the City of Goleta. The project consisted of the reconstruction of an existing three-way intersection with a new roundabout including new lighting, drainage facilities bike lanes, and landscaping improvements.

EMERGENCY SERVICES FOR THE MATILIJA ROADWAY (County of Ventura) Provided design and construction management services for slope stabilization, embankment reconstruction, and roadway repairs.

EMERGENCY SERVICES FOR THE SANTA ANA ROAD CLOSURE (County of Ventura) Provided design and construction management services for a 350,000 cubic yards’ landslide area to ensure slope stabilization as well road reconstruction.

MOORPARK ROAD REALIGNMENT (County of Ventura) Provided Resident Engineer services for new road construction which included embankment, utility relocations, storm drain facilities, 18”-72” RCP & 102” CSP storm drain, headwalls, and asphalt paving.

STONEY BROOK NEIGHBORHOOD PAVEMENT REHABILITATION (Stoney Brook Homeowners Association) Provided Resident Engineer services for curb and gutter, edge grind, base repair, ARHM overlay.

CENTRAL AVENUE WIDENING (County of Ventura) Fulfilled Resident Engineer responsibilities of 3 miles of bike lane widening. Work included storm drain improvements including: 42” RCP, 18” CMP, inlet & junction structures, driveway reconstruction, shoulder construction, and cross gutters.

GINO FILIPPIN , P.E.QSD

PRINCIPAL - IN - CHARGE
GARDEN STREET EXTENSION 1997 (City of Santa Barbara) Provided construction management and administration services for new alignment of $3 million roadway project.

BOB JONES BIKE TRAIL CONNECTION AT PRADO ROAD & SOUTH HIGUERA (City of San Luis Obispo) Responsibilities include Project Manager for the latest section of the Bob Jones Bike Trail construction, which showcased a 120’ prefabricated steel truss pedestrian bridge spanning San Luis Creek.

LANDSCAPE MEDIAN RECONSTRUCT, PHASE 2 (City of San Buenaventura) Provided construction management services involving tree removals, grading, and directional boring of electrical conduit, complete 24 station irrigation system, decorative pavers and curb & gutters.

UTILITIES PROJECT EXPERIENCE
WATERLINE AND VALVE REPLACEMENT PROJECT (City of Lompoc) Resident Engineer for the City of Lompoc Waterline and Valve Replacement Project, Ocean-Walnut Alley between “H” Street and “I” Street project consisted of the abandonment of an existing water main, installation of 1,300 LF of new 6” PVC C900 by conventional trench and pave back as well as jack and bore method underneath State Highway 1. The project included installation of new water valves, fire hydrants and utility boxes, connections of water laterals, construction of new concrete sidewalk, driveway and spandrel, and AC trench pavement removal and replacement.

Filippin Engineering provided construction management and inspection services and documentation of all construction tasks. 2014 SEWER MAIN REPLACEMENTS (City of Lompoc) Resident Engineer for the 2014 Sewer Main Replacements at Ocean Avenue and Locust Avenue project includes: Furnish and install temporary sewer services; pothole utilities; pavement saw cutting; structure excavation; special excavation in the Cultural Resources Overlay District; disposal of structure; install polyvinyl chloride pipe (P.V.C.) sanitary sewer; install fitting, maintenance holes, and sewer services; abandoning maintenance holes and sewer pipe sections; trench bedding and backfill; removal and disposal of existing concrete and asphalt concrete, furnish and construct Portland Cement Concrete (PCC) sidewalk, cross-gutter, and driveway; furnish and construct asphalt concrete trench paving and patching clean-up and related work as required, to complete the work as specified by the Plans and Specifications.

EMERGENCY REPAIR OF WASTEWATER MAIN FACILITIES ON E, R, AND 3RD STREETS (City of Lompoc) Filippin Engineering provided the Emergency repair of sewer lines on E, R, and 3rd Streets. Worked include the replacement of sewer lines, manholes, and the surface restoration on 3 intersections.

LOMPOC GAS COLLECTION SYSTEM (City of Lompoc) Resident Engineer Inspection of drilling of methane gas wells and placement of HDPE piping and well heads. Inspection of placement for above ground and below ground 2”,4”,6”,8”, and 12” HDPE piping. Inspection of methane gas collection sumps installation. Inspection of rebar and pouring of the blower skid slab. Inspection of blower skid system and flare stack installation. Inspection of electrical conduit, pull boxes, and wiring of the blower skid equipment. Inspection of asphalt and slurry placement. Records of all well depths. Inspection of SWPPP and BMP placement. 2018-19 WATER MAIN REPLACEMENT (City of Lompoc) Filippin Engineering provided construction management and inspection for the City of Lompoc Waterline and Valve Replacement Project, Ocean-Walnut Alley between “A” Street and “2nd” Street project consisted of the abandonment of an existing water main. Installation of 4,100 L.F. of new 6” PVC C900 by conventional trench and pave back. Included: Pothole existing utilities; furnish and install temporary water services and bypass line; pavement saw cutting, removal and disposal; structure excavation; disposal of structure excavation (including AC pipe to be handled as hazardous asbestos material; trench shoring, sheeting, and bracing; furnish and install polyvinyl chloride (P.V.C.) C900 or ductile iron pipe (D.I.P.) waterline; furnish and install valves, fittings, thrust blocks, tracer wire, water services, fire hydrants, meter boxes and yokes; trench bedding and backfill; hydrostatic and sterilization testing; coordination, removal and replacement of existing utility vaults; removal & disposal of existing concrete, furnish and construct PCC improvements; furnish and construct hot mix asphalt trench paving and patching. 2016 WATERLINE AND VALVE REPLACEMENTT (City of Lompoc) Filippin Engineering provided Waterline Design and Valve Replacement Project consisted of the potholing of existing utilities, furnish and install temporary water services and bypass line; excavation and disposal of existing AC pipe; install new 6” PVC C900 pipe, furnish and install new valves, fittings, thrust blocks, fire hydrants, and services. Furnish and install new service meter and valve boxes. Remove and replace PCC improvements including, driveways, cross-gutters, ADA ramps, sidewalk, curb, and curb & gutter. Furnish and construct hot mix asphalt trench paving and patching.

GINO FILIPPIN , P.E.QSD

PRINCIPAL - IN - CHARGE
TRACT 61105-01 POTABLE WATER (ZONE IIA) & RECYCLED WATER (ZONES 2 & 3) IMPROVEMENTS (Santa Clarita Valley Water Agency) Provided Resident Engineer services for this $2.2 million project which consisted of installing 21,000 LF of 6 to 12-inch ductile iron, installing 500 LF of 6 to 12-inch PVC water main lines, connecting 50 water services and installing 31 fire hydrants, tying in existing watermains to new watermains and coordinating with the Water Agency for Bac-T testing, high/low chlorine testing, pressure testing, and flushing velocities.

TRACT 73858 LOT 1 WATERLINE IMPROVEMENTS FOR CONDOMINIUM (Santa Clarita Valley Water Agency) Providing Resident Engineer responsibilities for the waterline improvement project which consists of installing 6,160 LF of 6 to 12-inch ductile iron, connecting 183 water services and installing 9 fire hydrants, tying in existing watermains to new watermains and coordinating with the Water Agency for Bac-T testing, high/low chlorine testing, pressure testing and flushing velocities.

FY 19A AND B WATERLINE REPLACEMENT (City of Santa Barbara) Provided Resident Engineer services for this $7.6 million project which consisted of installing 1,022 LF of 6 to 12-inch ductile iron, installing 29,657 LF of 6 to 12-inch PVC water main lines, reconnecting 600 water services and installing 36 fire hydrants, tying in existing watermains to new watermains and coordinating with the City water department for Bac-T and low chlorine testing, and GPS services for the main, T’s and new valves.

MARGARITA LIFT STATION (City of San Luis Obispo) Project Manager/Resident Engineer involved in the design and construction of the Margarita Lift Station. The existing station were to stay active and uninterrupted through the construction of a completely new station including new pumps, drywell, electrical and controls gear, as well as associated site piping and fittings. FE worked in conjunction with another engineering design firm to complete the design feasibility and thorough concept design development. 2018 PIPELINE REHABILITATION PROJECT (Goleta Sanitary District) Resident Engineer for this $1.1M project rehabilitation of approximately 460 linear feet of 6-inch diameter sanitary sewer, 10,192 linear feet of 8-inch diameter sanitary sewer, rehabilitation of 228 services with a “Top Hat” lateral seals, rehabilitation of 43 manholes, removal of 4 sewer clean outs to be replaced with 4 sewer manholes, maintaining and diverting sewage flows, pipeline cleaning, CCTV inspection and video recording, traffic control and ancillary work as herein specified and as shown on the Drawings. The method of rehabilitation to be used shall be cured in place pipe lining.

LAGUNA LIFT STATION REPLACEMENT (City of San Luis Obispo) Project Manager for construction of a 75-horsepower pumping station and associated piping, manifold, precast wet well and submersible pumps connecting to 16” force main. Project included demolition and abandonment of the existing pumps, new site hardscape, planting and irrigation. 2017 PIPELINE REHABILITATION PROJECT (Goleta Sanitary District) Resident Engineer for this $645K project in accordance with a cooperative agreement with the Goleta Sanitary District. The effort included rehabilitation of approximately 1,664 linear feet of 6-inch diameter sanitary sewer, 5,490 linear feet of 8-inch diameter sanitary sewer, rehabilitation of 80 services with a “Top Hat” lateral seals, rehabilitation of 32 manholes, modification and repair of one manhole, removal of 3 sewer clean outs to be replaced with 3 sewer manholes, abandonment of approximately 30 LF of existing pipe and modification of existing sewer manhole, point repairs, maintaining and diverting sewage flows, pipeline cleaning, CCTV inspection and video recording, traffic control and ancillary work.

FUCHSIA TANK WATER MAIN IMPROVEMENT (City of Santa Paula) Resident Engineer for a $530,000 project which consisted of the installation of new water main to connect Fuchsia Tank to the adjacent zones of the Santa Paula water distribution system over a twomonth period.

ZONE 3 INTERCONNECT PROJECT (Santa Ynez River Water Improvement District, Id#1) Construction Manager for construction of approximately 500 linear feet of directional drilling of 8” HDPE water pipe to cross Alamo Pintado Road and across a private property to connect to Zone 3 and increase existing pressure, and approximately 1,000 linear feet of open cut. The project also includes a bridge crossing with pipe hangers, a small pipe bridge across a drainage culvert, and work in the County right-of-way and across private property.

TANK FARM GRAVITY SEWER, FORCE MAIN, AND LIFT STATION (City of San Luis Obispo) Responsibilities include overall project management for this $9.3M, involving construction of a new pump station, 0.75 mile force main, 1.25 mile gravity sewer along a route that covers City, County and Caltrans right-of-ways.

GINO FILIPPIN , P.E.QSD

PRINCIPAL - IN - CHARGE
GOLETA SANITARY DISTRICT’S CAPITAL REFURBISHMENT PROJECT (Goleta Sanitary District) Responsibilities include performing project engineering and construction management of this $4.1M project, involving pump station upgrades, chemical tank replacement, biofilter upgrades, and the construction an addition chemical storage building.

SANTA COTA/VIA JUANA PHASE 2 WATER MAIN REPLACEMENT (Santa Ynez River Water Improvement District, Id#1) Provided construction management services for 3,500 ft. of water main and appurtenance installations. Report and coordinate field observations, changes and testing to project management, water district and engineering staff.

EL RIO RESERVOIR (United Water Conservation District) Provided construction management and administration services for the installation of new liner and floating cover.

COTTAGE HOSPITAL RECONSTRUCTION (Santa Barbara Cottage Hospital) Responsibilities include Engineer of Record for this $ $750M, multi-phased hospital and flood control project consisted of on and off-site civil improvements, i.e., coordination with utilities agencies, street design, water and sewer relocations, and storm drain design and construction. This involved the installation of 2,200 lineal feet of an 8 foot by 8foot reinforced concrete box culvert from the proposed main Hospital location to Mission Creek, two parallel sewers, a sewer replacement on Padre Street, a new water main on portions of Oak Park Lane and Junipero Street, and numerous storm drain inlets and laterals on Junipero Street.

PAUL HENDERSON,CPEng,CCM

CONSTRUCTION MANAGER
Mr. Henderson joined Filippin Engineering in November 2022 and has over 17 years of public and private work experience in the United States, Australia, and New Zealand. Paul’s experience in all aspects of civil engineering projects, including roles as Project Manager, Design Manager, Construction Manager, and Resident Engineer. Paul’s’ extensive public works experience includes the design and construction of bridges, roadways, roundabouts, utilities, water storage structures, shoreline protection, living shorelines and emergency works for critical public infrastructure. Paul’s project management and construction management experience includes a wide variety of multidisciplinary engineering projects including roads & highways, bridges, storm drainage systems, seawalls, dams, mining, retaining walls, slide repairs, military training facilities, buildings highway interchanges and pavement rehabilitation.

Well-versed in construction administration and civil engineering design, Paul has served as design manager, construction manager, inspector, and cost estimator during all phases for projects in communities throughout the California. Paul is very familiar with the requirements of local, state, and federal agencies as they relate to engineering design and construction projects.

RELEVANT PROJECT EXPERIENCE
CITY OF ARROYO GRANDE CAPITAL IMPROVEMENT PROJECTS PROGRAM MANAGER (City of Arroyo Grande) Paul is currently providing Capital Improvement Project Program Management services for the City of Arroyo Grande. The scope of services includes program budgeting, concept design, funding authority liaison, design management, procurement, construction management and closeout of a number of critical City capital projects, including: fire station improvements, pavement management and repairs, concrete repairs, water and sewer replacement, bridge repairs and replacement projects and emergency flood repairs.

OAK PARK BOULEVARD ECR STORM DRAIN IMPROVEMENT (City of Arroyo Grande) Prior commencing a role as the CIP Manager with the City he served as Associate Construction Manager for the Oak Park Boulevard ECR Storm Drain Improvement project which included the removing and replacing of an existing drainage inlet, installing a new manhole, concrete junction boxes, and a new HDPE pipe within the City and Caltrans right-of way. Work also included connecting to an existing box culvert within the Highway 101 right-of-way; restoring landscaping; providing traffic control, stormwater control and compliance with the Caltrans permit.

SR 49/108 ROUNDABOUT PROJECT (Tribe of Mi Wuk Indians, Chicken Ranch Casino) Project Manager and Resident Engineer for $5M Tribe funded roundabout project on state highway that included design and construction of a new roundabout as a safety improvement. Paul’s dual role as overall project manager for the design team and construction manager during the design phase provided the Tribe and Caltrans an efficient approach to delivery of this important safety improvement project. The roundabout construction project includes complex phasing to allow minimum disruption to highway users and the construction of a large resort project ($300M), that uses the same intersection that the roundabout is being constructed in as the primary delivery access location. The project is located in Jamestown on a 2-lane conventional highway and includes bulk earthworks, storm drainage, utilities, HMA paving, curb & gutter, concrete median and splitter islands, lighting, flashing beacons and other typical new highway project aspects.

BEACH BOULEVARD SEAWALL EMERGENCY REPAIRS (City of Pacifica) Through the winter of 2020/2021 The City of Pacifica experienced several large wave events that caused damage to the City’s municipal fishing pier abutment, putting the structure critically at risk and undermining the adjoining Beach Boulevard Roadway. Paul supported the City with inspection of the damage, immediate mitigating repairs and a permanent repair solution. Paul was onsite working with the Contractor and City to make the area safe and mitigate further damage. Wave action caused a blow-hole to develop which was blowing aggregate and rock backfill 50 ft in the air. The repair included construction of a formed concrete ‘plug’ to stop the blow-hole, then slurry backfill was utilized to fill voids and backfill the large hole in the roadway, which was approximately 40 ft deep. Construction conditions were challenging with large overtopping waves at the seawall limiting shifts and causing safety issues.

REGISTRATION

AREAS OF EXPERTISE

EDUCATION
PAUL HENDERSON,CPEng,CCM

CONSTRUCTION MANAGER
MILAGRA CREEK OUTFALL REPAIR PROJECT (City of Pacifica) Pacifica experiences significant coastal bluff erosion: in one case, the bluff has retreated significantly from the 80-inch pipe outlet to the Pacific Ocean, leaving the end sections of the pipe in a failed state.

The project involved installing micropiles from within the pipe to support the concrete pipe sections as the bluff continues to recede.

The work was performed within a restricted space and in less-than-ideal conditions. Possesses piling and deep foundation construction experience, which provided the City with confidence that the project will be constructed as designed. Paul worked with the contractor and the City to overcome a number of challenges, including significant delays related to the COVID-19 global pandemic. 400 ESPLANADE AVENUE SHORELINE PROTECTION (City of Pacifica) Served as Construction Engineer for the repair of the existing failed rock revetment along the coastal bluff at 400 Esplanade Avenue in Pacifica. The project included regrading the existing, washedout access ramp, removing debris from infrastructure that has eroded along the bluff, cutting the native Franciscan Complex Greenstone rock formation to create a key pursuant to the engineering design, and placement of filter fabric followed by large and small rip rap. Because the project was funded with California Governor's Office of Emergency Services (Cal OES) funds, Paul provided construction management and project documentation services. The project was constructed within the tidal and surf zones. Paul worked with the contractor to develop a protective berm to ensure the project was completed without delay before adverse winter ocean conditions arrived.

PACIFIC MOTORWAY UPGRADE B (Queensland Department of Transport and Main Roads, Australia) On this large and complex design-build highway interchange project Paul lead construction staging and temporary works design and modelling for the Pacific Motorway Upgrade (PMU), including Daisy Hill and Paradise Road Interchange upgrades. PMU-B was used as an example of the new “benchmark” for temporary traffic design in Queensland, Australia. Temporary works design involved major interchange design for multiple construction stages and options of the project.

BRIDGE REPLACEMENT PROGRAM, QLD, AUSTRALIA (Somerset Regional Council) Project Manager and Construction Manager for the Somerset Regional Council bridge replacement program (3 years). Paul’s role included the management of the delivery of new concrete bridges from concept design through to the completion of construction. Under Paul’s management, 25 bridges were designed and 11 bridges were constructed. Paul’s hands-on approach during construction delivery included the construction management, special inspections, quality verification, and resolution of contractual queries and disputes. Paul was on site, providing guidance and inspections, for all project milestones. Many of the bridges required piling in challenging geotechnical and conditions, and all bridges were constructed in and over waterways. Funding requirements meant project timeframes needed to be strictly adhered to, for risk of funding being withdrawn. Thorough understanding of project / program management, solid procurement process, and bridge construction techniques enabled the multi-bridge program to be completed on time and on budget.

BRUCE HIGHWAY UPGRADE (C2C (Queensland Department of Transport and Main Roads, Australia) Design and development of longitudinal drainage and minor cross drainage for the Bruce Highway upgrade project. The design included hydrological and hydraulic analysis for a section of new national highway as part of the $800M project.

CARDIFF BEACH LIVING SHORELINE (City of Encinitas) Paul supported the construction management team on this innovative coastal resiliency project involving beach trenching, placement of rock revetment in the trenching, and grading new dunes over the rock revetment. This project protects California’s Highway 101 infrastructure which is threatened with anticipated sea level rise. Provided assistance with constructability review, review of design amendments during construction, and general contract administration support (i.e., review of change orders, schedule, RFIs, and submittals.) NDRRA FLOOD RECOVERY, QLD, AUSTRALIA (Somerset Regional Council) Provided management of the Somerset Regional Council Flood Recovery Works Program, including management of multi-discipline design teams, bidding, bid assessment, contract administration, and delivery of more than $40 million of infrastructure, including nine new bridges. Of the total flood recovery program cost, approximately 75% would be considered pavement related. Pavement engineering in this flood recovery program includes identification of mode of failure, selection, and design of various types of road pavement for reconstruction and rehabilitation.

PAUL HENDERSON,CPEng,CCM

CONSTRUCTION MANAGER
PILLAR POINT LIVING SHORELINE (San Mateo County Harbor District) Through the design phase Paul provided constructability review, value engineering, and design support for the Pillar Point West Trail shoreline restoration. The project involved reconstruction of the failed shoreline trail with an engineered rock revetment and construction of the new living dune shoreline, and construction into the intertidal zone and the adjacent wetland system, which is environmentally sensitive. Following the design phase Paul supported the SMCH with contractor procurement through pre-qualification and bidding. As the construction manager Paul managed the team of inspectors, surveyors and materials testers to support the SMCHD in delivering this landmark project on time and on budget. The project is a success story for future living shoreline projects.

MILITARY TRAINING AREA EXPERIENCE
CAMP SAN LUIS OBISPO (California Military Department)
Bravo Range Combat Pistol Qualification Course
Grizzly Youth Academy Training Area
Building 718 Refurbishment
Building 719 Refurbishment

GENERAL OTHER PROJECT EXPERIENCE
Tailings Dam – QAL - Australia
Tailings Dam – Eurallumina - Italy
Tailings Dam – Utkal - India
Evaporation Dams – Australia
Floodway – Marre Wier – San Luis Obispo
Floodway – Corte Madera Creek – Marin County
Anderson Dam Tunnel Project – San Jose

J E R R Y M I S S I M O R E , Q S P , Q S D

C H I E F C O N S T R U C T I O N I N S P E C T O R
Mr. Missamore is a Chief Construction Inspector with over 21 years of construction experience in the construction industry. Jerry’s extensive construction background gives him firsthand knowledge on what is essential and important to observe, report on and coordinate with all stakeholders during the construction process. Jerry has a solid background working on Public Works projects administered per the California Department of Transportation (Caltrans) methods and procedures in accordance with the Local Assistance Procedures Manual. Overseeing these projects, Jerry has experience in item quantity verification, daily time sheets, problem solving issues that come up in the job setting and managing personnel to complete tasks.

R E L E V A N T P R O J E C T E X P E R I E N C E

TRANSPORTATION PROJECT EXPERIENCE
LAS POSITAS MULTIUSE PATH BIKE PATH (City of Santa Barbara) Provided construction inspection services for this $12M Las Positas Multiuse Bike Path project. Duties included field observation, quality assurance, conflict & field issue identification, daily inspection reports, SWPPP compliance monitoring, quantity verification, material & equipment verification, T&M tracking, maintain record drawings, coordination of materials testing, coordinate with environmental consultant, monthly progress report completion, and Weekly statements of working days.

MARSH STREET BRIDGE REPLACEMENT (City of San Luis Obispo) Chief Construction Inspector for a $4.3M bridge replacement project that included removing and replacing a concrete bridge and roadway approaches, relocating domestic water facilities, constructing concrete channel walls utilizing rock slope protection and solder pile wall, micropile foundation on the abutments, planting landscape materials and irrigation systems, installing storm drainage facilities, installing street lights, and protecting existing utilities.

QUINIENTOS BRIDGE REPLACEMENT (City of Santa Barbara) Construction Inspection on a $3.8M project. Project included demolition of the existing bridge and reconstruction of a new structure with complete roadway rebuild leading up to the new structure. New storm drain and inlets were installed along with some water line utility rework.

RAILROAD SAFETY TRAIL (City of San Luis Obispo) Construction Inspection on a $3.8M Project that included: a 525 foot, 7-span steel truss structure, and an additional 600 feet of Class 1 bicycle/pedestrian path above UPRR and SR-101. Work includes embankment construction, HMA paving, retaining walls, CIDH foundations, utility relocations, sewer, water, storm drainage facilities, polyester concrete overlay, slurry seal, lighting, irrigation, landscaping, and striping.

ATP CYCLE 3 FUNDED PEDESTRIAN IMPROVEMENTS (City of Guadalupe) Construction Inspection for the $400K construction of sidewalks and ADA curb ramps on Guadalupe Street (Highway 1) and curb ramps at the intersection of Obispo Street and 10th Street. The work included bulbouts, sidewalks, curb ramps, crosswalks, striping and markings, signs, rapid flashing beacons, and other pedestrian facilities, traffic control and stormwater pollution control programs.

STREET AND SIDEWALK MAINTENANCE 2019 AND ENCROACHMENT PERMITS (City of San Luis Obispo) Provided inspection duties for conformance to plans, specifications, contract requirements within the City of San Luis Obispo’s right-of-way. Inspection of the construction of a variety of public works and private improvement projects including: roads, drainage, grading, water and wastewater pipelines and treatment facilities, tanks parks and landscaping, bike paths, bridges, environmental mitigation, traffic signals and other civil engineering projects while explaining City standards to both contractors and citizens.

ROADWAY SEALING PROJECT 2022: (City of San Luis Obispo) Construction Inspection for a $1.5M roadway project that included; slurry seal laydown, striping, pavement markings and signage to areas within the City of San Luis Obispo. The project consisted of roadway sealing, AC Digouts, ADA improvement, installing speed humps, concrete bike mediums and other traffic safety delineators with the intent of enhancing safety and multi-modal transportation.

ARE AS OF EXPERTISE

EDUCATION

J E R R Y M I S S I M O R E , Q S P , Q S D

C H I E F C O N S T R U C T I O N I N S P E C T O R
2022 PAVEMENT REHABILITATION (City of Guadalupe) Provided Senior Construction Inspection responsibilities for the City of Guadalupe. This project involves removing and replacing existing asphalt, lime/cement treatment of base, raising and lowering utility lids, striping and markings, and survey monuments. The work also includes traffic control, stormwater pollution control programs.

ROADWAY SEALING PROJECT 2022 (City of San Luis Obispo) Construction Inspection for slurry seal laydown, striping, pavement markings and signage to areas within the City of San Luis Obispo. The project consisted of roadway sealing, AC Digouts, ADA improvement, installing speed humps, concrete bike mediums and other traffic safety delineators with the intent of enhancing safety and multi-modal transportation.

FLOOD CONTROL PROJECT EXPERIENCE
2023 STORM DAMAGE AND CLEANUP EMERGENCY WORK (Santa Barbara County Flood Control and Water Conservation District and Water District) Providing Construction Inspection for the 2023 Storm Damage and Cleanup Emergency Work from the January 9 rainfall. The work consisted of extra work verification, invoice review, and preparation and organization of paperwork for audit for multiple locations in the greater Santa Barbara area (Carpinteria, Montecito, Santa Barbara, and Goleta). Work completed at the locations includes debris cleanup and removal from creeks, debris basin cleanout for multiple locations including San Roque, Cold Spring, Romero, Arroyo Paredon, Gobernador, and Santa Monica, San Jose, Atascadero, Los Carneros, San Pedro, minor repairs to structures, and disposal site monitoring.

UTILITIES PROJECT EXPERIENCE
AVILA RANCH LIFT STATION (City of San Luis Obispo) Senior Construction Inspector for a new sewer lift station for the Avila Ranch Development Plan project. The project is a new, primarily residential development with up to 720 dwelling units on a 150-acre site north of Buckley Road, located within the Airport Area Specific Plan (AASP) boundaries. The project also includes 15,000 square feet of neighborhood-serving retail and office uses next to a neighborhood park, as well as the preservation of agricultural uses and open space. Inspection of the project included: grading; shoring and de-watering; Wet Well Supply and Installation; Force Main, Gravity Sewer and Recycled Water Services to Wet Well and Gas Service, Installation of pumps and generators and flow meter and transducer; SCADA Terminations; installation of fiber optic cable from Avila Ranch Lift Station to Tank Farm; concrete pads and finish grading were included in the project.

OAK PARK BOULEVARD ECR STORM DRAIN IMPROVEMENT (City of Arroyo Grande) Senior Construction Inspector for the Oak Park Boulevard ECR Storm Drain Improvement project which included the removing and replacing of an existing drainage inlet, installing a new manhole, concrete junction boxes, and a new HDPE pipe within the City and Caltrans right-of way. Work also included connecting to an existing box culvert within the Highway 101 right-of-way; restoring landscaping; providing traffic control, stormwater control and compliance with the Caltrans permit.

PRICE CANYON SLOPE REPAIR (City of Pismo Beach) Provided inspection duties for conformance to plans, specifications, contract requirements within the City of Pismo Beach for the Restoration of Price Canyon Slope damaged by erosion. Construction included drainage improvements on the north side of Price Canyon and clearing and grubbing on the south side along the existing slope. 2014 SEWER MAIN REPLACEMENTS (City of Lompoc) Senior Construction Inspector for the 2014 Sewer Main Replacements at Ocean Avenue and Locust Avenue project includes: Furnish and install temporary sewer services; pothole utilities; pavement saw cutting; structure excavation; special excavation in the Cultural Resources Overlay District; disposal of structure; install polyvinyl chloride pipe (P.V.C.) sanitary sewer; install fitting, maintenance holes, and sewer services; abandoning maintenance holes and sewer pipe sections; trench bedding and backfill; removal and disposal of existing concrete and asphalt concrete, furnish and construct Portland Cement Concrete (PCC) sidewalk, cross-gutter, and driveway; furnish and construct asphalt concrete trench paving and patching clean-up and related work as required, to complete the work as specified by the Plans and Specifications.

EMERGENCY REPAIR OF WASTEWATER MAIN FACILITIES ON E, R, AND 3RD STREETS (City of Lompoc) Senior Construction Inspector for the Emergency repair of sewer lines on E, R, and 3rd Streets. Worked include the replacement of sewer lines, manholes, and the surface restoration on 3 intersections.

J E R R Y M I S S I M O R E , Q S P , Q S D

C H I E F C O N S T R U C T I O N I N S P E C T O R
CALLE JOAQUIN LIFT STATION REPLACEMENT (City of San Luis Obispo) Provided Construction Inspection responsibilities for the construction of a new 6-inch and 12-inch gravity sewers, 10-inch sewer forcemain, San Luis Obispo Creek crossing consisting of a 6- inch double-barrel inverted siphon by horizontal directional drilling methods, 30-inch jack and bore under US-101, duplex pumping station with wet well and immersible pumps, and associated piping and manhole improvements, and removal, demolition, and abandonment of the existing lift station, equipment, piping and appurtenances. Additional work included the construction of a 16- inch jack and bore under two box culverts.

WEST MAIN STREET WATER LINE (City of Guadalupe) Senior Construction Inspector for the West Main Street Water Line project. The project included trenching, backfill, and compaction, installation of approximately 1,050 feet of 8-inch and 12-inch municipal water main in a public street with fittings and valves, hydrant and water service improvements, asphalt and concrete surface for construction, pavement marking application with retroreflective markers, and traffic control.

R. BURKE CONSTRUCTION – PROJECT MANAGER/GENERAL SUPERINTENDENT-7/2001 – 2/2020 NOTABLE PROJECTS WORKED ON AND MANGED AT R. BURKE CORPORATION

TRANSPORTATION EXPERIENCE
RAILROAD SAFTEY TRAIL, PHASE 4A CLASS 1 BIKE TRAIL (City of San Luis Obispo) Bike Trail installed along the Railroad Right of Way on California Blvd in City of San Luis Obispo. Details Include: Excavation for abutments for precast bridge on bike path, grading, form setting, pouring sidewalks, ADA ramps, and HMA paving of trail. Installation of new sewer line for the length of the trail including 3 new SSMH. Project Value $521,125.

DOWNTOWN TRANSFER CENTER CITY OF SAN LUIS OBISPO (City of San Luis Obispo) Construction of new bus stop enclosure with walls, benches and roofs. Installation of brick pavers in the roadways and sidewalks leading up to bus stop areas. Project Value $843,755.

LAKEVIEW JUNIOR HIGH SCHOOL MODERNIZATION (R. Burke Corporation) Construction of new hardscape around campus. Tasks included demo existing concrete digging out sub grade, recompacting class II base, forming of sidewalks, ADA ramps, and curb and gutter. Also include the concrete placement within the forms. Project Value $618,750.

OLD TOWN NIPOMO ENHANCEMENT PROJECT (City of San Luis Obispo) Rebuilt the whole roadway and hardscapes for Old Downtown Nipomo. Tasks included roadway excavation, sub grade compaction, installation of new storm drain with Drain Inlets, installation of a precast box culvert with cast in place headwalls on the end of the structure. All hardscapes demo and replacement of sidewalks, ADA ramps and driveways. Project Value 1.9M
BOB JONES CITY-TO-SEA TRAIL CONNECTION (City of San Luis Obispo) Excavate for abutments, form abutments, set bolts for precast structure, pour abutments and set precast structure. Project Value $866,498.

ASPHALT PATCH REPAIR WASTEWATER COLLECTION SYSTEM (R. Burke Corporation) Total Restoration of Los Osos after the new wastewater installation was in. Included all cold planning operations of roadway, installation of class II base and paving back the streets. Tasks included keeping a schedule of daily and weekly activities, ordering all materials, daily work repots and overseeing a crew of 20-30 members. Project Value $6M
AIRPARK DRIVE REHABILITATION (Santa Maria Public Airport District) Oversight on all operations of concrete demo, asphalt cold planning, earthwork, installation of class II base, form setting, concrete pours asphalt paving. Daily work reports, scheduling testing, scheduling concrete and asphalt delivery. Project Value $335,888.

SLO COUNTY AIRPORT-NEW TERMINAL (R. Burke Corporation) Supervision on all day-to-day activities. Over excavation of 55,000 SF for new terminal building. Scheduling and overseeing lime treatment of soil going back underneath new terminal. All oversite on installation of on-site utilities including water, sewer, gas, and electrical. Grading for all hardscapes and paving. Project Value $60M.

J E R R Y M I S S I M O R E , Q S P , Q S D

C H I E F C O N S T R U C T I O N I N S P E C T O R
WIDEN AND CONSTRUCT UNDERGROUND DRAINAINGE SYSTEM HWY 192 (Caltrans) Installed new storm drain system along Hwy 192. Installation of 2 miles 24’’ RCP. Installation of Box Culvert and retaining walls at end of run. All hardscape repairs along the installation corridor. Details included: excavation, pipe installation, forming and pouring concrete. Project Value $1.8M BLUFF EROSION REPAIR ON AVILA BEACH DRIVE (County of San Luis Obispo) Installation of soil nails along embankment and shotcrete application against eroded embankment. Details included: grade checking, finishing shotcrete, flagging on roadway, tying rebar for shotcrete application and setting grade nails to achieve plan elevations. Project Value $1.7M.

CAL POLY STUDENT HOUSING NORTH (Cal Poly University) Project designed to add housing for Cal Poly Students. Details include:

Installing all sewer, water, gas, and storm drain onsite. Tasks included checking grade and installing storm drain along with drain inlet structures. Checking grade for water line trenching. Testing of Water, and Sewer lines. Installation of a Multiplate structure with roadway built over the top. Installation of abutments for a precast structure with concrete roadway. Project Value $10.9M.

CONSTRUCT CURB RAMPS & MODIFY SINGALS AND LOOP DETECTORS (Caltrans) Installed new ADA Ramps and signals at Garden St. off Ramp in Santa Barbara. Details include: Setting up ramp closure, Demo of existing concrete, forming up new concrete to plan elevation and pouring ADA ramps and sidewalks back. Project Value $100,000.

SUNKEN GARDENS ENHANCEMENT PROJECT (City of Atascadero) Demolish existing Park and install all new amenities and hardscapes.

Details included: Demo of landscape and hardscapes, check grade for sidewalk and curb & gutter sub grade and base grade. Set forms and pour curb, gutter and sidewalk. Grade sidewalk depression areas with sand for brick paver installations. Project Value $966,795.

PISMO PIER-2012 MAINTENANCE (City of Pismo Beach) Repair of existing Pismo Pier. Details included: Removing old rotten wood timbers and installing new blocking and timbers the length of the pier. Project Value $131,205.

CONSTRUCTION OF CROSS-TOWN TRAIL (Cambria Community Services District) Project consisted of installing a new bike trail through the community of Cambria. Details include: clearing and grubbing, excavation for bridge abutments for a precast structure, forming, setting bolts and pouring abutments. Setting new precast steel bridge and pouring concrete deck on top. Grade checking for class II base grade on trail and paving trail. Project Value $841,502.

CUESTA GRADE FISH LADDER (Caltrans) Demo of existing outlet side of culvert structure and retrofit the inside of concrete structure and pour back new outlet head wall for fish ladder. Project Value $88,651.

CAMPGROUND REHABILITAION AND DAY USE AREA MORRO BAY STATE PARK (Dept. Parks and Recreation) Complete remodel of campgrounds and restrooms in park. Details included: New concrete footings and walls for restrooms. New wood roofs on restroom and wood trash enclosure. Running new sewer laterals to restrooms and water lines to drinking fountains. Checking grades for new roadway paving. Project Value $3.2M.

SHADE STRUCTURE AT THE WILDLANDS CONSERVANCY (Wind Wolves Preserve) Survey and lay out for concrete footings, check grade for excavation, form and pour footings for shade structure. Project Value $72,344.

ARROYO BURRO BEACH PARK TRASH ENCLOSURE IMPROVMENTS (Santa Barbara County Parks) Project consisted of demo existing trash enclosure and rebuild new. Details include installing new rafters and plexiglass roofs to keep birds out. Project Value $115,492.

INSTALL MBGR AND CRASH CUSHIONS (Caltrans) Demo existing ends to barrier rail and install new concrete end attachments. Details include: Demo, form set, tie rebar and pour new concrete ends. Project Value $299,046 PLACE 600’ OF K-RAIL ALONG AVILA BEACH DRIVE (County of San Luis Obispo) Coordinated equipment mobilization and ran heavy equipment to install K-rail. Project Value $65,895.

REPAIR FAILED CLUVERT HWY 46 AT MP 3.8 (Caltrans) Replaced failed 96’’ CMP across Hwy 46. Details included excavating old culvert pipe, checking grade for new alignment of pipe, installing new 96’’ RCP culvert pipe and installing new headwalls on inlet end and outlet end. Backfill pipe and reconstruct roadway with select backfill, class II base and HMA. Installed vegetation concrete below guardrail.

J E R R Y M I S S I M O R E , Q S P , Q S D

C H I E F C O N S T R U C T I O N I N S P E C T O R
CONSTRUCT CUL-DE-SAC SOUTH PERIMETER ROAD CAL POLY (R. Burke Corporation) New cul-de-sac including paving and curb and gutter. Details include: Forming and pouring footing for a block retaining wall, form and pour new drain inlet, form and pour stairs, curb, gutter and sidewalks. Project Value: $487,000.

FY 2011-12 PAVEMENT MAINTENANCE (City of Solvang) Implement traffic control operations for paving. Set up signs, flag traffic and operate pilot car. Project Value $145,985.

TRAFFIC SIGNAL MODIFICATION AT FOOTHILL AND TASSAJARA (City of San Luis Obispo) Installed 2 Drain Inlets per City Standards, form and pour sidewalk, curb and gutter. Project Value $313,206. 2015 CITYWIDE STREET SURFACE REPAIRS & OVERLAY (City of Arroyo Grande) Project consisted of concrete repairs and overlay of various streets. Details included: Project coordination of manpower and schedule, keeping track of monthly quantities for pay estimates. Project Value $731,968.
2016/2017 ASPHALT OVERLAY COUNTY ROADS (County of San Luis Obispo) Project consisted of cold planning and overlay of various county roads. Details included: Scheduling Day to day project activities. Ordering materials and testing, keeping track of daily quantities. Project Value $2.8M.

MEASURE F-14 PMP REHABILITATION PROJECT (City of Atascadero) Project consist of various city road overlays and reconstruction.

Details include oversight of project, scheduling daily activities and weekly activities, keeping track of quantities daily for monthly pay estimates. Project Value $1.6M
SLOHS & MBHS TENNIS COURT MODERNIZATIONS (San Luis Coastal Unified School District) Project consisted of demo existing tennis courts and installing new courts. Details included: Clear and grubbing, over excavation of area, installation of class II base, form setting and pouring courts. Daily scheduling, tracking of daily quantities. Project Value $ 1.6M PISMO PRESERVE PHASE I & II (Land Conservancy of San Luis Obispo) Project consisted of building an entrance and parking lot area leading up to the park. Details included: scheduling meetings, inspections, tracking quantities, self-preforming QC for all work done on R. Burke side. Project Value $2M.

STRUCTURES EXPERIENCE
CALLE REAL BRIDGE AND ROADWAY WIDENING (County of Santa Barbara) Installation of cut-off walls for creek restoration and concrete slope protection. Installation of piers and abutments for flat slab bridge deck. Project Value $1.5M FULLER ROAD BRIDGE (R. Burke Corporation) Installation of bridge footings and 20’ tall abutments to support bridge deck across Fuller Creek. Formed up deck and preformed concrete placement. Project Value $365,285 BRIDGE RAIL REPLACMENT (Caltrans) Project along Hwy 101 corridor near Paso Robles consisted of demo of old bridge barrier rail and installation of new rebar dowels grouted in the deck with new rail installation. Project Value $1M.

DEMOLISH AND REPLACE BRIDGE AT CAMP SAN LUIS (R. Burke Corporation) Project was a complete demo and rebuild of existing bridge. Tasks on the project include installation of 36’’ CIDH piles, forming and pouring footings, abutments, and bridge deck. Project Value $973,781.

SOUND WALL CONSTRUCTION (Caltrans) Involved drilling for “I” beam installation, checking grades for pile depth, installing beams and pouring concrete around them. Installing pre-cast concrete panels for wall in between beams. Project Value $1.1M BRIDGE OVER SAN LUIS OBISPO CREEK SAN LUIS BAY DRIVE (County of San Luis Obispo) Demo existing structure excavate for new structure footings, abutments, wingwalls and retaining walls. De-water and installation of pile. Set panels for footings, abutments and pier columns. Set False work along with set panels for girders and pour bridge deck. Project Value $4.7M.

J E R R Y M I S S I M O R E , Q S P , Q S D

C H I E F C O N S T R U C T I O N I N S P E C T O R
TAR SPRINGS BRIDGE BRANCH MILL RD (County of San Luis Obispo) Demo of existing bridge and roadway and installation of new structure and roadway. Oversight on all operations of the project for scheduling and testing operations. Details include: Structure excavation, installation of driven piles, forming/pouring footings abutments, setting precast girders, forming/pouring deck. Project Value $2.1M
CONSTRUCT CLIMBING LANE AND WIDEN STRUCTURE (Caltrans) Widen Hwy 101 near Avila Beach drive to three lanes. Including the bridge in the Southbound Lane. Installation of driven “H” beam piles. 2 new pier columns, extension of footings and abutments. 4 new wingwalls, new approach slabs, concrete bridge deck closure pour. New 200’L x 15’T retaining wall. Paving of 3 new lanes of Hwy 101. Project Value $5.2M.

CAMBRIA FLOOD IMPORVMENT PROJECT (County of San Luis Obispo) Installation of new bridge on Hwy 1 in Cambria. Excavation for footings and abutments, setting forms and pour concrete. Structure backfill and class II base in roadways. Grade checking for sidewalks and ADA improvements around site. Project Value $2.4M
TORO CREEK ROAD BRIDGE REPLACEMENT (R. Burke Corporation) Demo existing bridge and install new wood bridge. Details include:

Removed all rotted-out wood timbers and replaced with new ones. Project Value $43,635.

BRIDGE CONSTRUCTION AND FISH PASSAGE RESTORATION COON CREEK (City of San Luis Obispo) New bridge over Coon Creek in San Luis Obispo County. Details included: checking grade for bridge footing excavation, forming up footings, abutments, and bridge deck. Placing all the concrete for the structure. Project Value $793,045.

CYPRESS BRIDGE/ADDIE STREET PROMENADE (City of Pismo Beach) Complete Demolition of Cypress Bridge and reconstruct bridge stringers and deck timbers. Details include: Removing all wood decking with heavy equipment and retrofitting pile columns underneath structure, installing all new wood pile caps, stringers and wood deck. Project Value $191,970.

BRIDGE REPLACMENTS FROM CUESTA GRADE NORTH TO ATASCADERO (Caltrans) Project consisted of widening bridge decks and extending box culverts form Cuesta Grade to Atascadero along Hwy 101. Details include: Dewatering, Grade checking for excavation, drill and dowel existing structures, form/pour footings, abutments, bridge decks, and approach slabs. Setting precast girders in place and attaching to existing steel structures. Project Value $1.7M BRIDGE REPLACMENT SANTA MARGARITA HWY 101 (Caltrans) Widen South Bound bridge at Santa Margarita Creek on Hwy 101.

Details include: Dewater and install diversion, Demo edge of bridge deck, drill and dowel existing structure, add on to footings, abutments, install new wingwalls, add new pier column and attach to existing with new pier cap, set 3 rows of new precast girders, form and pour new concrete deck and approach slabs. Project Value 1.9M MONTECITO STREET BRIDGE REPLACMENT & PED IMPORVMENTS (City of Santa Barbara) Project consisted of installing new sidewalks, retaining walls and new bridge structure. Details included: oversight on daily operations, scheduling deliveries, tracking daily quantities for monthly pay estimate. Project Value $3.6M BRIDGE WIDENING JALAMA ROAD AT SALISUEDES CREEK (County of Santa Barbara) Project consisted of widening west bound lane on bridge. Details included: Daily scheduling, weekly meetings, project coordination of deliveries and milestones, tracking daily quantities for monthly pay estimates. Project Value $1.7M CHUMASH CASINO AND RESORT (Chumash Indian Tribe) Project consisted of installing a new bridge at front drop of new casino.

Details include: Grade checking for abutment excavation, forming/pouring footings, abutments, setting bolts for precast bridge installation, setting precast bridge. Project Value $400,000.

BPR

EDUCATION
 BS, Business and General
Management, San Francisco State
University
 AA, Business Administration, College
of San Mateo
 Coursework, Electrical Engineering
California Polytechnic State
University, San Luis Obispo

CERTIFICATIONS
International Code Council 8005399
 ICC Certified Building Official
 ICC Building Code Specialist
 ICC Plumbing Inspector UPC
 ICC Building Inspector
 ICC Building Plans Examiner
 ICC Plumbing Inspector

MARK MEYERS, CBO, ICC

BUILDING INSPECTOR
For over 30 years, Mark has served as a Building Inspector, Building Official, Deputy Building Official, Plans Examiner and Permit Coordinator serving multiple California communities. Mark recently served as the Building Official for Arroyo Grande and currently works with Tachi Palace for the Santa Rosa Rancheria in Lemoore, California. Mark also provides specialized Building Official / Inspection Services for the County of Madera. He has implemented permit tracking software for multiple jurisdictions, prepared operating budgets and managed all facets of building department activities. He currently serves as a Regional Manager and Building Official, supervising plan review, inspection and clerical staff ensuring a high level of customer services and technical excellence for assigned California based clients and projects.

PROFESSIONAL HISTORY
Building Official | Project Manager | BPR Consulting Group | 2021 – Present
Mark provides Building Official services for several Cities and Counties throughout California. In addition, Mark provides supervision for inspection staff and clerical staff for the Cities and Counties where he works. Marks responsibilities also include meeting with clients to ensure that expectations are being met and maintaining client relationships.

Inspection Manager | Consultant | 2016 – 2021
Mark supervised inspection staff and clerical staff for the UC Merced 2020 Project, working with client staff for the design and implementation of the inspection program to fit the changing needs of UC Merced.

Building Official | City of Clovis | 2008 – 2015
Mark supervised 9 staff and was responsible for all building inspections. His duties included supervision and training of office staff and implementing new training programs for building inspectors. Mark designed and implemented a new computerized permit tracking and issuance program for the Planning and Development Services Department.

This system included complete integration with the City’s well-developed GIS systems. All permit processing was done manually before new permit tracking system was implemented. The program interfaces with the Tax Collector and Assessor’s Office. Mark formulated a million-dollar budget and presented it annually. He worked regularly with the Fire, Planning, and Engineering Departments.

Deputy Building Official | City of Clovis | 2006 – 2008 Mark supervised 14 staff responsible for building inspection processes and building permit fee revision. He trained office staff and implemented new training programs for building inspectors. Mark designed and implemented new computerized permit fees to better comply with state laws and to track time for each inspection type.

Permit Coordinator | County of Madera | 2000 – 2006
Mark was responsible for all building inspection processes and coordinating building permit issuance. He performed all the duties of a Building Official, and supervised and trained a staff of 20 employees, as well as implementing new training programs for building inspectors. Mark designed and implemented a new computerized permit tracking Mark Meyers, CBO, ICC –Building Inspector
BPR
and issuance program for the Resource Management Agency. Mark coordinated and supervised the remodel of a 37,000 square foot retail building into an office complex for the Resource Management Agency and moved four departments into one building. Mark’s duties allowed him to work regularly with the Environmental Health, Fire, Planning, Engineering and General Services, Public Works, Roads and Transportation Departments.

Building Inspector | Plans Examiner | Acting Chief Building Official | City of Madera | 1991 – 2000
As a building inspector, Mark inspected residential and commercial buildings, and was responsible for enforcing all building codes per State and local codes. As a plans examiner, Mark regularly worked with the planning department. He formulated the budget for the Building Department and regularly presented staff reports to the City Council. He also did preliminary work on designing a computerized tracking program for the issuance of permits for the Building Department. Mark was eventually designated Acting Chief Building Official.

PROJECT EXPERIENCE
2020 Project Expansion | University of California, Merced | 2016 - 2021 Inspection Manager | Mark supervised inspection staff and clerical staff for the UC Merced 2020 Project, working with client staff for the design and implementation of the inspection program to fit the changing needs of UC Merced.

Table Mountain Rancheria | Friant, CA | 2018 – 2021
Building Official | Mark served as the Building Official for the Table Mountain Casino and Hotel Expansion providing guidance to the Tribe for code alternatives and manages the inspection and plan review team for the project.

BPR

EDUCATION
 Studied Math, Fresno City College,
Fresno, CA.

PROFESSIONAL LICENSE &

CERTIFICATIONS
 CA Licensed Contractor
 ICC Certified E2 Residential Electrical
SKILLS
 Project Management
 Building Codes and Regulations
 Job Bidding
 Budget Development
 Construction Quality Standards
 Residential Construction Specialist
 Project Scope Assessment
 Customer Service
 Working Collaboratively
 Relationship Building
 Conflict Resolution
 Organizational Skills
 Work Ethic
 People Skills
 Plumbing and Electrical Work
 Inspection Coordination
 Equipment Operation
 Labor Management
 Materials Delivery Coordination
 Safety Procedures
 Written Communication
 Problem-Solving
 Specification and Blueprint
Interpretation
 Permit and License Procurement
 Project Estimation
 Codes Compliance
 Subcontractor Management

JEREMY ABSHIRE, ICC

BUILDING INSPECTOR
Jeremy is a resourceful Construction Professional with experience in commercial construction and residential home projects. Team player with knowledge in Codes and Inspection. Independent multi-tasker to facilitate projects through completion.

PROFESSIONAL HISTORY
Building Inspector | BPR Consulting Group | 2022 - Present Jeremy provides building inspection services for multiple California municipalities. He provides inspections to ensure compliance with the approved drawings for residential and commercial projects. Jeremy is experienced and successful in providing building inspections, code interpretations, construction concept / scope analysis, client relationship management and project management.

Contractor | Abshire Enterprises | Madera, CA | 1997 – 2022 Jeremy supervised highly skilled electricians, carpenters, plumbers and other tradesmen on job sites for commercial projects. He established work, budgets and construction timelines to manage and plan projects.

Oversaw and coordinated construction for expansion of commercial buildings. Monitored overall safety by regularly inspecting job sites and confirming observation of protocols and standards by workers. He recruited, supervised and directed outsourced qualified third-party contractors. Improved cost savings initiatives, reviewing and qualifying competitive subcontractor bids prior to contract execution. Saved money by managing cost-effective supplier purchases. Reviewed invoices submitted by contractors and approved payments based on acceptable work products. Scheduled subcontractors to stagger work and streamline completion of project phases.

Inspector I | Merced County | 2017 – 2019
Jeremy performed inspections of current construction, refurbishment and repair projects. Conducted inspections of buildings, equipment and grounds for deficiencies and evaluated for potential health, safety and code violations. Maintained up-to-date knowledge of inspection techniques, codes, ordinances and regulations. Documented violations and issued documentation such as stop work orders to contractors or owners. Re-evaluated commercial and residential constructions with previous failed inspections. Gave information about methods and materials to correct problems and bring construction in compliance with ordinances and codes. Evaluated whether work was in accordance with all applicable city, state and federal guidelines, as well as applicable discipline-specific codes. Noted recurrent issues and worked with contractors to prevent re-occurrence. Resolved interpersonal conflicts by listening, finding common ground and building relationships.

BPR

PROFESSIONAL LICENSES AND

CERTIFICATIONS
 AWS Associate Certified Welding
Inspector, 01110444
 ACI Concrete Field-Testing
Technician Grade I, 030005
 Nuclear Density Testing Gauge,
12495
ICC NO. 5003730
 ICC Reinforced Concrete Special
Inspector Associate
 ICC Spray Applied Fire Proofing
Special Inspector
 ICC Structural Welding Special
Inspector
 ICC Structural Masonry Special
Inspector
 ICC Structural Steel and Bolting
Special Inspector
 ICC Commercial Building Inspector

ISIDORO ZAPIEN, ICC

BUILDING INSPECTOR
Isidoro is an Inspector with 26 years of experience in the construction industry. He has extensive experience and is currently certified in structural steel and welding, high strength bolting, spray applied fireproofing, structural masonry and reinforced concrete. Isidoro is also nuclear gauge certified with experience in soils and asphalt. He has performed various inspection services including quality assurance and quality control to ensure projects were built in accordance with approved plans, specifications and specified codes.

PROFESSIONAL HISTORY
Inspector | BPR Consulting Group | 2021 - Present
Isidoro provides building inspection services for various Northern California municipalities.He provides inspections for code compliance and compliance with the approved drawings for residential and commercial projects.

Isidoro’s areas of expertise include building inspections, code interpretations, construction concept/scope, client relationship management and project management.

Inspector | Consultant | 2017 - 2021
Isidoro provided building inspection services for various Northern California municipalities. He provided inspections for code compliance and compliance with the approved drawings for residential and commercial projects.

Senior Special Inspector | Pleasanton, CA | 2012 - 2017 Isidoro performed special inspections on a variety of commercial projects including and 2.8 million square foot Amazon fulfillment center, a seven story Kaiser Permanente Hospital and Medical Center, a 500,000-square foot tilt up and the Nasa Ames Research Center in Mountain View which consisted of 5-million-gallon water tanks and a super computer cooling tower. As the lead special inspector for these projects, Isidoro was responsible for coordinating with the project inspectors and project managers on daily inspections, performing field inspections which included welding, concrete, rebar and fireproofing, mapping all RFI changes on the approved drawings and submitting daily filed reports to the client.

Senior Special Inspector | Quality Control Manager | San Diego, CA | 2009 - 2012 Isidoro was the Senior Special Inspector and Quality Control Manager for a variety of naval air station projects including a Marine Reserve training center, group hanger #5, a child development center and the renovation of building 730 A. He was responsible for providing special inspections for concrete, structural steel and welding, structural masonry, reinforced concrete, material sampling, verification of material type, field density testing and monitoring quality of work. He also ensured his daily reports documented compliance to plan, the geotechnical report, job specifications and compliance to the code.

Senior Engineering Technician | Concord, CA | 2002 - 2009 As the Senior Engineering Technician, Isidoro was responsible for concrete and welding inspections in the field, NDT procedures during construction and performing construction inspections as required on multiple projects including the Livermore Civic Center Library and the West Sacramento Force Main Pipeline.

City of Guadalupe
Construction Management / Inspection Services for the Royal Theatre Revitalization Project FILIPPIN ENGINEERING, INC. ▪ 994 MILL ST. SUITE #230, SAN LUIS OBISPO, CA 93401 Appendix B – Contact Information

EXHIBIT A

CONTACT INFORMATION SHEET
Company Name
Street Address
City/State/ZIP
Contact Name
Contact Position
Phone Number
E-mail Address
Complete this sheet and email it as a PDF file to [email protected] as part of your RFQ submission. The City will provide any clarifications and addendums to this RFQ directly to all respondents who have completed this form.

City Atty Rev 6/23 1

AGREEMENT FOR CONTRACTOR SERVICES

BETWEEN

THE CITY OF GUADALUPE
AND FILIPPIN ENGINEERING INC.

THIS AGREEMENT FOR CONTRACTOR SERVICES (the "Agreement") is made and entered into this 14th day of November 2023, by and between the CITY OF GUADALUPE, a municipal corporation ("City") and Flippin Engineering, Inc., a California corporation ("Contractor").

In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

Section 1. Term of Agreement. Subject to the provisions of Section 19 (Termination of Agreement) of this Agreement, the term of this Agreement shall be for a period two (2) years from the date Contractor begins providing the services required under this Agreement, which is anticipated to occur sometime in 2024. The City will provide notice to Contractor to commence services and two (2) year term of this Agreement will commence on that date. Such term may be extended upon written agreement of both parties to this Agreement.

Section 2. Scope of Services. Contractor agrees to perform the services set forth in Exhibit A (Scope of Services) and made a part of this Agreement.

Section 3. Additional Services. Contractor shall not be compensated for any services rendered in connection with its performance of this Agreement which are in addition to or outside of those set forth in this Agreement or listed in Exhibit A unless such additional services are authorized in advance and in writing by the City Council or City Administrator of City. Contractor shall be compensated for any such additional services in the amounts and in the manner agreed to by the City Council or City Administrator.

Section 4. Compensation and Method of Payment.
(a) Subject to any limitations set forth in this Agreement, City agrees to pay Contractor the amounts specified in Exhibit B (Compensation) and made a part of this Agreement.
(b) Each month Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories: labor (by subcategory), travel, materials, equipment, supplies, sub-contractor contracts and miscellaneous expenses. City shall independently review each invoice submitted by Contractor to determine whether the work performed and expenses incurred are in compliance with the provisions of this ATTACHMENT 5
City Atty Rev 6/23 2
Agreement and Scope of Services. In the event that no charges or expenses are disputed, the invoice shall be approved and paid according to the terms set forth in subsection (c).

In the event City disputes any charges or expenses, City shall return the original invoice to Contractor with specific items in dispute identified for correction and re-submission.

All undisputed charges shall be paid in accordance with this Agreement and Scope of Services.
(c) Except as to any charges for work performed or expenses incurred by Contractor, which are disputed by City, City will cause Contractor to be paid within thirty (30) days of receipt of Contractor's invoice.
(d) Payment to Contractor for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Contractor. (e) Contractor shall have the right to suspend services if not paid in accordance with this Agreement.

Section 5. Inspection and Final Acceptance. City may inspect and accept or reject any of Contractor's work under this Agreement, either during performance or when completed, if the work is found to be defective or not in compliance with the defined Scope of Services. Acceptance of any of the Contractor's work by City shall not constitute a waiver of any of the provisions of this Agreement, including but not limited to, Sections 15 and 16, pertaining to indemnification and insurance, respectively. Contractor agrees to cooperate in any such inspection.

Section 6. Ownership of Documents. All original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents prepared, developed or discovered by Contractor in the course of providing any services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Reuse of any materials outside the scope of this Agreement shall be at the sole risk of the City.

Section 7. Contractor's Books and Records.
(a) Contractor shall maintain any and all documents and records demonstrating or relating to Contractor's performance of services pursuant to this Agreement. Contractor shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, or other documents or records evidencing or relating to work, services, expenditures and disbursements charged to City pursuant to this Agreement.

Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently completed and detailed so as to permit an accurate evaluation of the services provided by Contractor pursuant to this Agreement. Any and all such documents or records shall be maintained for three (3) City Atty Rev 6/23 3
years from the date of execution of this Agreement and to the extent required by laws relating to the audits of public agencies and their expenditures. (b) Any and all records or documents required to be maintained pursuant to this section shall be made available for inspection, audit and copying, upon reasonable notice during regular business hours, upon written request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Contractor's address indicated for receipt of notices in this Agreement. The City shall compensate the Contractor for all costs associated with providing these materials to the City.
(c) Where City has reason to believe that any of the documents or records required to be maintained pursuant to this section may be lost or destroyed due to dissolution or termination of Contractor's business, City may, by written request, require that custody of such documents or records be given to the requesting party and that such documents and records be maintained by the requesting party. Access to such documents and records shall be granted to City, as well as to its successors-in-interest and authorized representatives.

Section 8. Status of Contractor.
(a) Contractor is and shall at all times during the terms of this Agreement remain a wholly independent Contractor and not an officer, employee or agent of City.

Contractor shall have no authority to bind City in any manner, nor to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless such authority is expressly conferred under this Agreement or is otherwise expressly conferred in writing by City.
(b) The personnel performing the services under this Agreement on behalf of Contractor shall at all times be under Contractor's exclusive direction and control.

Neither City nor any elected or appointed boards, officers, officials, employees or agents of City, shall have control over the conduct of Contractor or any of Contractor's officers, employees or agents, except as set forth in this Agreement. Contractor shall not at any time or in any manner represent that Contractor or any of Contractor's officers, employees or agents are in any manner officials, employees or agents of City. (c) Neither Contractor nor any of Contractor's officers, employees or agents shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City's employees. Contractor expressly waives any claim Contractor may have to any such rights.

City Atty Rev 6/23 4
Section 9. Standard of Performance. Contractor represents and warrants that it has the qualifications, experience and facilities necessary to properly perform the services required under this Agreement in a thorough, competent and professional manner. Contractor shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all services described herein. In meeting its obligations under this Agreement, Contractor shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to those required of Contractor under this Agreement.

Section 10. Compliance With Applicable Laws, Permits and Licenses.

Contractor shall keep itself informed of and comply with all applicable federal, state and local laws, statutes, codes, ordinances, regulations and rules in effect during the term of this Agreement applicable to Contractor. Contractor shall obtain any and all licenses, permits and authorizations necessary to perform the services set forth in this Agreement. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall be liable at law or in equity as a result of any failure of Contractor to comply with this section.

Section 11. Nondiscrimination. Contractor shall not discriminate, in any way, against any person on the basis of race, color, religious creed, national origin, ancestry, sex, age, disability, marital status or sexual orientation in connection with or related to the performance of this Agreement.

Section 12. Unauthorized Aliens. Contractor hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act, 8 U.S.C.A. sections 1101, et seq., as amended, and in connection therewith, shall not employ unauthorized aliens for the performance of work and/or services covered by this Agreement, and should any liability or sanctions be imposed against City for such use of unauthorized aliens, Contractor hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorney's fees, incurred by City.

Section 13. Conflicts of Interest. Contractor will comply with all conflict of interest laws and regulations including, without limitation, the City’s Conflict of Interest Code (on file in the City Clerk’s Office). All officers, employees and/or agents of Contractor who will be working on behalf of the City pursuant to this Agreement, may be required to file Statements of Economic Interest. Therefore, it is incumbent upon the Contractor or Contracting firm to notify that City of any staff changes relating to this Agreement.

A. In accomplishing the scope of services of this Agreement, all officers, employees and/or agents of Contractor(s), unless as indicated in Subsection B, will be performing a very limited and closely supervised function, and, therefore, unlikely to have a conflict of interest arise. No disclosures are required for any officers, employees, and/or agents of Contractor, except as indicated in Subsection B.

City Atty Rev 6/23 5
____________
Initials
B. In accomplishing the scope of services of this Agreement, Contractor(s) will be performing a specialized or general service for the City, and there is substantial likelihood that the Contractor’s work product will be presented, either written or orally, for the purpose of influencing a governmental decision. As a result, the following Contractor(s) shall be subject to Disclosure Category “1” of the City’s Conflict of Interest Code.

Section 14. Confidential Information; Release of Information. (a) All information gained or work product produced by Contractor in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Contractor. Contractor shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Administrator, except as may be required by law.
(b) Contractor, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the City Administrator or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, responses to interrogatories or other information concerning the work performed under this Agreement. A response to a subpoena or court order shall not be considered "voluntary" provided Contractor gives City notice of such court order or subpoena.
(c) If Contractor, or any officer, employee, agent or subcontractor of Contractor, provides any information or work product in violation of this section, then City shall have the right to reimbursement and indemnity from Contractor for any damages, costs and fees, including attorney's fees, caused by or incurred as a result of Contractor's conduct.
(d) Contractor shall promptly notify City should Contractor, its officers, employees, agents or sub contractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contractor agrees to cooperate fully with City and to provide City with the City Atty Rev 6/23 6
opportunity to review any response to discovery requests provided by Contractor.

However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. Contractor shall be compensated for all costs associated with complying with this section.

Section 15. Indemnification.
(a) City and its respective elected and appointed boards, officials, officers, agents, employees and volunteers (individually and collectively, "Indemnitees") shall have no liability to Contractor or any other person for, and Contractor shall indemnify, defend, protect and hold harmless Indemnitees from and against, any and all liabilities, claims, actions, causes of action, proceedings, suits, damages, judgments, liens, levies, costs and expenses of whatever nature, including reasonable attorney's fees and disbursements (collectively, "Claims") which Indemnitees may suffer or incur or to which Indemnitees may become subject by reason of or arising out of any injury to or death of any person(s), damage to property, loss of use of property, economic loss or otherwise occurring as a result of or allegedly caused by Contractor's performance of or failure to perform any services under this Agreement or by the negligent or willfully wrongful acts or omissions of Contractor, its agents, officers, directors, sub contractors or employees, committed in performing any of the services under this Agreement. (b) If any action or proceeding is brought against Indemnitees by reason of any of the matters against which Contractor has agreed to indemnify Indemnitees as provided above, Contractor, upon notice from City, shall defend Indemnitees at Contractor's expense by counsel acceptable to City, such acceptance not to be unreasonably withheld. Indemnitees need not have first paid for any of the matters to which Indemnitees are entitled to indemnification in order to be so indemnified. The insurance required to be maintained by Contractor under Section 16 shall ensure Contractor's obligations under this section, but the limits of such insurance shall not limit the liability of Contractor hereunder. The provisions of this section shall survive the expiration or earlier termination of this Agreement.
(c) The provisions of this section do not apply to Claims occurring as a result of the City's sole negligence or willfully wrongful acts or omissions. (d) City agrees to indemnify Contractor for any such neglect or willfully wrongful acts committed by City or its officers, agents or employees.

Section 16. Insurance. Contractor agrees to obtain and maintain in full force and effect during the term of this Agreement, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work provided by Contractor, its agents, representatives or employees in performance of this Agreement. Insurance is to be placed with insurers with a current A.M. Best's rating of no less City Atty Rev 6/23 7
than A-:VII. All insurance policies shall be subject to approval by City as to form and content.

These requirements are subject to amendment or waiver, if so approved in writing by City Administrator. Contractor agrees to provide City with copies of required policies upon request.

Prior to the beginning of and throughout the duration of the Work, Contractor and its subcontractors shall maintain insurance in conformance with the requirements set forth below.

Contractor will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth herein, Contractor agrees to amend, supplement or endorse the existing coverage to do so. Contractor acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to Contractor or its subcontractors in excess of the limits and coverage identified in this Agreement and which is applicable to a given loss, claim or demand, will be equally available to CITY.

Contractor shall provide the following types and amounts of insurance. Without limiting Contractor’s indemnification of CITY, and prior to commencement of Work, Contractor shall obtain, provide and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form satisfactory to CITY:

A. Minimum Scope of Insurance: Coverage shall be at least as broad as:
(1) Insurance Services Office Form Commercial General Liability coverage (Occurrence Form CG 0001).
(2) Insurance Services Office Form No. CA 0001 covering Automobile Liability, including code 1"any auto" and endorsement CA 0025, or equivalent forms subject to written approval of City.
(3) Workers' Compensation insurance as required by the Labor Code of the State of California and Employers' Liability insurance and covering all persons providing services on behalf of the Contractor and all risks to such persons under this Agreement, along with a waiver of subrogation endorsement.
(4) Errors and omission liability insurance appropriate to the Contractor's profession.

B. Minimum Limits of Insurance: Contractor shall maintain limits of insurance no less than:
(1) General Liability Insurance: Contractor shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage, and a $2,000,000 completed operations aggregate. The policy shall provide or be endorsed to provide that CITY and its officers, City Atty Rev 6/23 8
officials, employees, agents, and volunteers shall be additional insureds under such policies. This provision shall also apply to any excess/umbrella liability policies. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted. This insurance and any umbrella or excess liability insurance shall be maintained for a minimum of three years or as long as there is a statutory exposure to completed operations claims, with the City and its officers, officials, employees, and agents continued as additional insured.
(2) Automobile Liability: Contractor shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Contractor arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident. (3) Workers' Compensation and Employer's Liability: Contractor shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000) for Contractor’s employees in accordance with the laws of the State of California, Section 3700 of the Labor Code. In addition, Contractor shall require each subcontractor to similarly maintain Workers’ Compensation Insurance and Employer’s Liability Insurance in accordance with the laws of the State of California, Section 3700 for all of the subcontractor’s employees. Contractor shall submit to CITY. (4) Errors and Omissions Liability: $1,000,000 per claim as appropriate for the profession.
(5) Umbrella or excess liability insurance (if needed): Contractor shall obtain and maintain an umbrella or excess liability insurance that will provide bodily injury, personal injury and property damage liability coverage at least as broad as the primary coverages set forth above, including commercial general liability, automobile liability, and employer’s liability.

Such policy or policies shall include the following terms and conditions:
• A drop-down feature requiring the policy to respond in the event that any primary insurance that would otherwise have applied proves to be uncollectable in whole or in part for any reason;
• Pay on behalf of wording as opposed to reimbursement; • Concurrency of effective dates with primary policies; • Policies shall “follow form” to the underlying primary policies; and
• Insureds under primary policies shall also be insureds under the umbrella or excess policies.
(6) Pollution liability insurance. Environmental Impairment Liability Insurance shall be written on a Contractor’s Pollution Liability form or other form acceptable to City Atty Rev 6/23 9
CITY providing coverage for liability arising out of sudden, accidental and gradual pollution and remediation. The policy limit shall be no less than $1,000,000 dollars per claim and in the aggregate. All activities contemplated in this Agreement shall be specifically scheduled on the policy as “covered operations.” The policy shall provide coverage for the hauling of waste from the project site to the final disposal location, including non-owned disposal sites.

C. Other Provisions: Insurance policies required by this Agreement shall contain the following provisions:
(1) Notice of Cancellation: Each insurance policy required by this Agreement shall be endorsed and state the coverage shall not be suspended, voided, canceled by the insurer or other party to this Agreement, reduced in coverage or in limits except after thirty (30) days' prior written notice by certified mail, return receipt requested has been given to City. (2) Primary/noncontributing: Coverage provided by Contractor shall be primary and any insurance or self-insurance procured or maintained by CITY shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of CITY before the CITY’s own insurance or self-insurance shall be called upon to protect it as a named insured. (3) City’s Rights of Enforcement: In the event any policy of insurance required under this Agreement does not comply with these requirements or is canceled and not replaced, CITY has the right but not the duty to obtain the insurance it deems necessary and any premium paid by CITY will be promptly reimbursed by Contractor or CITY will withhold amounts sufficient to pay premium from Contractor payments. In the alternative, CITY may cancel this Agreement.
(4) Waiver of Subrogation: All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against CITY, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow Contractor or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Contractor hereby waives its own right of recovery against CITY, and shall require similar written express waivers. (5) Enforcement of Contract Provisions (non estoppel): Contractor acknowledges and agrees that any actual or alleged failure on the part of the CITY to inform Contractor of non-compliance with any requirement imposes no additional obligations on the CITY nor does it waive any rights hereunder.

City Atty Rev 6/23 10
(6) Requirements not Limiting: Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Contractor maintains higher limits than the minimums shown above, the CITY requires and shall be entitled to coverage for the higher limits maintained by the Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the CITY. (7) Prohibition of Undisclosed Coverage Limitations: None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to CITY and approved of in writing. (8) Separation of Insureds: A severability of interests provision must apply for all additional insureds ensuring that Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions. (9) Pass through Clause: Contractor agrees to ensure that its subconsultants, subcontractors, and any other party involved with the project who is brought onto or involved in the project by Contractor, provide the same minimum insurance coverage and endorsements required of Contractor. Contractor agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Contractor agrees that upon request, all agreements with consultants, subcontractors, and others engaged in the project will be submitted to CITY for review. (10) City’s Right to Revise Requirements: The CITY reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Contractor a ninety (90) day advance written notice of such change. If such change results in substantial additional cost to the Contractor, the CITY and Contractor may renegotiate Contractor’s compensation.
(11) Self-insured Retentions: Any self-insured retentions must be declared to and approved by CITY. CITY reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these specifications unless approved by CITY.
(12) Timely Notice of Claims: Contractor shall give CITY prompt and timely notice of claims made or suits instituted that arise out of or result from Contractor’s performance under this Agreement, and that involve or may involve coverage under any of the required liability policies.

City Atty Rev 6/23 11
(13) Additional Insurance: Contractor shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the Work.

Section 17. Assignment. The expertise and experience of Contractor are material considerations for this Agreement. City has an interest in the qualifications of and capability of the persons and entities who will fulfill the duties and obligations imposed upon Contractor under the Agreement. In recognition of that interest, Contractor shall not assign or transfer this Agreement or any portion of this Agreement or the performance of any of Contractor's duties or obligations under this Agreement without the prior written consent of the City Council. Any attempted assignment shall be ineffective, null and void, and shall constitute a material breach of this Agreement, entitling City to any and all remedies at law or in equity, including summary termination of this Agreement. City acknowledges, however, that Contractor, in the performance of its duties pursuant to this Agreement, may utilize sub contractors.

Section 18. Continuity of Personnel. Contractor shall make every reasonable effort to maintain the stability and continuity of Contractor's staff assigned to perform the services required under this Agreement. Contractor shall notify City of any changes in Contractor's staff assigned to perform the services required under this Agreement, prior to any such performance.

Section 19. Termination of Agreement.
(a) City may terminate this Agreement, with or without cause, at any time by giving thirty (30) days' written notice of termination to Contractor. In the event such notice is given, Contractor shall cease immediately all work in progress. (b) Contractor may terminate this Agreement at any time upon thirty (30) days' written notice of termination to City.
(c) If either Contractor or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Contractor or City may terminate this Agreement immediately upon written notice. (d) Upon termination of this Agreement by either Contractor or City, all property belonging exclusively to City which is in Contractor's possession shall be returned to City. Contractor shall furnish to City a final invoice for work performed and expenses incurred by Contractor, prepared as set forth in Section 4 of this Agreement.

This final invoice shall be reviewed and paid in the same manner as set forth in Section 4 of this Agreement.

City Atty Rev 6/23 12
Section 20. Default. In the event that Contractor is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Contractor for any work performed after the date of default and may terminate this Agreement immediately by written notice to Contractor.

Section 21. Excusable Delays. Contractor shall not be liable for damages, including liquidated damages, if any, caused by delay in performance or failure to perform due to causes beyond the control of Contractor. Such causes include, but are not limited to, acts of God, acts of the public enemy, acts of federal, state or local governments, acts of the City, court orders, fires, floods, epidemics, strikes, embargoes, and unusually severe weather. The term and price of this Agreement shall be equitably adjusted for any delays due to such causes.

Section 22. Cooperation by City. All public information, data, reports and maps as are existing and available to City as public records, and which are necessary for carrying out the work as outlined in Exhibit A, shall be furnished to Contractor in every reasonable way to facilitate, without undue delay, the work to be performed under this Agreement.

Section 23. Notices. All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, or sent by telecopier or United States mail, postage prepaid, addressed as follows:

To City: City Administrator
City of Guadalupe
918 Obispo Street
Guadalupe, CA 93434
To Contractor:

Notice shall be deemed effective on the date personally delivered or transmitted by facsimile or, if mailed, three (3) days after deposit of the same in the custody of the United States Postal Service.

Section 24. Authority to Execute. The person or persons executing this Agreement on behalf of the Contractor represents and warrants that they have the authority to so execute this Agreement and to bind Contractor to the performance of its obligations hereunder.

Section 25. Binding Effect. This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the parties.

Section 26. Modification of Agreement. No amendment to or modification of this Agreement shall be valid unless made in writing and approved by the Contractor and by the City Atty Rev 6/23 13
City Council. The parties agree that this requirement for written modifications cannot be waived and that any attempted waiver shall be void.

Section 27. Waiver. Waiver by any party to this Agreement of any term, condition or covenant of this Agreement shall not constitute a waiver of any other term, condition or covenant. Waiver by any party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision, nor a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work or services by Contractor shall not constitute a waiver of any provisions of this Agreement.

Section 28. Law to Govern; Venue. This Agreement shall be interpreted, construed and governed according to the laws of the State of California. In the event of litigation between the parties, venue in state trial courts shall lie exclusively in the County of Santa Barbara. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in Los Angeles.

Section 29. Attorney's Fees, Costs and Expenses. In the event litigation or other proceeding is required to enforce or interpret any provision of this Agreement, the prevailing party in such litigation or other proceeding shall be entitled to any award of reasonable attorney's fees, costs and expenses, in addition to any other relief to which it may be entitled.

Section 30. Entire Agreement. This Agreement, including the attached exhibits, is the entire, complete, final and exclusive expression of the parties with respect to the matters addressed therein and supersedes all other agreements or understandings, whether oral or written, or entered into between Contractor and City prior to the execution of this Agreement.

No statements, representations or other agreements, whether oral or written, made by any party which are not embodied herein shall be valid and binding. No amendment to this Agreement shall be valid and binding unless in writing duly executed by the parties or their authorized representatives.

Section 31. Severability. If a term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby, and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s).

Section 32. Preparation of Agreement. This Agreement is the product of negotiation and preparation by and among the parties and their respective attorneys. The parties, therefore, expressly acknowledge and agree that this Agreement shall not be deemed prepared or drafted by one party or another, or any party's attorney, and will be construed accordingly.

City Atty Rev 6/23 14
CITY: CONTRACTOR:

CITY OF GUADALUPE FILIPPIN ENGINEERING, INC

By:______________________________ By:_________________________________ Ariston Julian, Mayor Gino Filippin
Title:_______________________________
President
APPROVED AS TO FORM:

By:_________________________________
__________________________________ Title:_______________________________ Philip F. Sinco, City Attorney
City Atty Rev 6/23 15

EXHIBIT A

SCOPE OF WORK
Work Plan
The Filippin Engineering (FE) team will deliver the Royal Theatre Revitalization Project using an efficient and systematic approach.

The following elements are critical pieces of the Work Plan and will be consistently adhered to throughout the project. The RFQ included a number of General Services tasks for the construction management consultant. In Appendix A of the Response to the RFQ, a mapping table was provided to show where each General Services tasks falls in the FE Team’s proposed Work Plan tasks.

Clear Understanding of the Project and Roles
The FE Team will approach the Royal Theatre Revitalization Project with a clear understanding of the City’s project context and the elements that will be critical to the City for this assignment.

Strict and consistent adherence with the specified design standards, codes and other requirements as well as the project plans and permit conditions, will be critical to the Quality Control and successful project acceptance.

Project Management / Coordination
Project Management will be primarily completed by FE’s Project Manager/Construction Manager, with occasional support from office staff. Generally, Project Management will consist of ensuring the Construction Management/Inspection team are completing tasks in accordance with the Work Plan and providing quality deliverables to the City on time and on budget. The Project Manager will also be responsible for billing.

The Project Manager and Construction Manager will be the same person, Paul Henderson, who will be the primary contact for the City.

Pre-Construction Phase
Prior to the start of construction, the FE Team will perform the following:
• Contract Document Review – The FE team will review the project package in detail to give the team a head starts on staying ahead of potential issues, also minimizing costly claims during the project.

City Atty Rev 6/23 16
• Pre-Construction Conference – Coordinate and chair the Pre-Construction Conference.

Schedule meeting and provide notices to project participants prior to the start of any field activities. Prepare and distribute minutes of the conference. • Early Submittals Review – Receive, review and/or distribute Construction Contractor submittals prior to the project for materials submittals, shop drawings, schedules permit compliance, and any other required documentation necessary prior to project kick-off. • Document Control – Establish document control procedures and Construction Management procedures to ensure organized, complete, and effective construction management and documentation at the onset and throughout the project duration.

Construction Phase
During the construction phase of the project, the FE team will perform all construction management and observation including the following services, in addition to those requested by City staff during the course of construction. The list of services below is provided as typical or necessary:

1. Construction Management & Contract Administration:
• On-Site Management & Construction Phase Communication - Establish and implement coordination and communication procedures among City, other permitting agencies, property owners & businesses, Design Professional, and Contractors. FE’s Construction Manager will manage all field operations relating to project inspection, special inspections, and materials testing. FE will also coordinate with any biological or cultural monitors to ensure the right people are onsite at the right time. • Construction Administration Procedures –Caltrans Local Assistance Procedures Manual shall be used as a basis for construction document control, modifying as necessary for any agency or funding-specific requirements. The Construction Management procedures in this manual will be utilized for reviewing and processing requests for clarification/interpretation of the Contract Documents; shop drawings, samples and other submittals; contract schedule adjustments; change order proposals; written proposals for substitutions; payment applications; and the maintenance of logs. As the City’s representative at the construction site Filippin Engineering shall be the party to whom all such information shall be submitted. • RFIs, Submittals - Review of Requests for Information (RFIs), Shop Drawings, & Other Submittals will be completed by FE in the first instance. If FE can provide a clear response by reference to the Contract plans or specifications, then FE will formally respond to the Contractor. If FE’s initial review finds that a response is required for the designer or City, the RFI or Submittal will be forwarded to the appropriate party using Procore and tracked to ensure timeframes are met. Reviews will determine the anticipated effect on compliance with the Project requirements, the City Atty Rev 6/23 17
Project and Construction Budget, and the Baseline Schedule. FE comments will not relate to design considerations, rather to matters of constructability, cost, sequencing, scheduling and time of construction, clarity, and consistency. • Contract Change Orders (CCOs) – FE will manage the process for Change Order review, preparation, negotiation, and processing. A Contract Change system will be established, for processing all CCOs. FE will negotiate all CCOs with the Construction Contractor and prepare CCO documentation for execution by the Construction Contractor and City. To assist the City with CCO decisions FE will provide the City with a summary of background, effects to schedule, cost, and quality. In the first instance FE will determine whether the change order request from the Construction Contractor has merit, if it does not have contractual merit the change order review will proceed no further.
• Construction Contractor's Construction Schedule - FE will review the Construction Contractor’s Construction Schedule and verify that the schedule is prepared in accordance with the requirements of the Contract Documents and that it establishes completion dates that comply with the requirements of the approved Baseline Schedule. In addition, FE will track conformance with the project schedule, requiring submission of a make-up schedule if necessary to keep the project on track for completion within the time deadlines. A 3-week lookahead schedule will be utilized to plan for near-term construction tasks that will provide a higher level of detail when compared to the overall baseline schedule and updates. • Progress Payments – FE will review monthly payment applications submitted by the Construction Contractor and determine whether the amount requested reflects the progress of the Construction Contractor’s work. FE will make appropriate adjustments to each payment application and shall prepare and forward to the City a Progress Payment Report. The Report will state the total contract price, payments to date, current payment requested, retainage and actual amounts owed for the current period. FE’s CM & inspection team will work with the Construction Contractor to come to agreement on quantities or percent complete items prior to submitting to the City with recommendation for payment.
• Traffic Control and Public Safety – FE will coordinate with City Public Works for review of traffic control and public safety plans, then monitor for compliance throughout construction. The inspector will review all detour, lane closures, temporary access, signing, delineation and traffic control and report deficiencies to the Construction Contractor for correction.
• Public Relations – FE will perform public relations and outreach as necessary to the community. This project is in a very visible, high-profile area within the City of Guadalupe. We are sensitive to the need to be good neighbors, being proactive, responsive, and informative.

City Atty Rev 6/23 18
• Labor Compliance Checks – The Office Engineer will perform labor compliance checks as recommended by the Caltrans Construction Manual and the Caltrans Local Assistance Procedures Manual, including labor compliance interviews for the prime contractor and subcontractors, review of certified payrolls, checking contractor postings for all specified posters, notices and wage determinations at the project site (Equal Employment Opportunity posters), and notifications of any observed labor non-compliances so that sanctions can be imposed per Caltrans policy (Construction Manual Chapter 8 “Labor Compliance”). Although this project is not within Caltrans jurisdiction following their established guidelines and procedures related to the Department of Industrial Relation (DIR) is best practice. • Reports – FE will prepare a compiled monthly report that includes weekly statements of working days, daily observation reports, and weekly status reports. As needed, FE will prepare other reports related to field services requested by City staff. • Claims/Dispute Resolution – The FE Team will work collaboratively with the City, Designer and Construction Contractor to avoid disputes and claims (‘claims avoidance’). FE will maintain a potential claims log, prepare, and file each potential claim issue. The FE Team will evaluate, analyze, and coordinate negotiation to achieve claims and dispute resolutions in line with the Contract and City’s direction.

2. Daily Inspection and Reporting:
• Construction Observation & Inspection – FE’s full-time onsite construction inspector will provide detailed field observation services to verify compliance and conformance with the contract documents. Daily construction reports will be completed real time using Procore.
• Building inspections will be provided by the City for all portions of the proposed Theatre Revitalization project, including the architectural, fire & life safety, structural, electrical, plumbing, mechanical, accessibility and site improvements associated with the project. FE’s inspector will provide construction inspections as necessary to visually verify that the proposed remodel is constructed in substantial compliance with the approved project documents and applicable Building Codes. • Our proposed inspector will be highly qualified, ICC Certified, and possess the ability to coordinate all project related inspection activities for the project as required by the California Building Code and the City of Guadalupe. • The FE Project Inspector will conduct and coordinate communications with the project’s representative(s) as needed to maintain the project schedule. Copies of all project-related correspondence will be maintained and provided to the City of Guadalupe at their request and at the completion of the project. The City Building Inspector will report directly to the City, and will be coordinated by FE’s Construction Manager, or Construction Inspector, who will coordinate with the City of Guadalupe or their agent(s) for all project-related work.

City Atty Rev 6/23 19
• In general, inspection services will include, but are not limited to: Visual inspection of work to verify substantial compliance with the latest approved project documents. • Verification that deferred submittals and separate permit items are being submitted in a timely manner, and that these items are approved by the City prior to the work being performed and/or accepted.
• Inspect the building and site improvements for substantial compliance with approved construction documents and applicable codes, ordinances and conditions of approval as noted on the approved project plans.
• Coordinate inspection services with other City departments, government agencies providing services, etc., as required for compliance with building and safety codes and regulations.
• Management of documents approved for construction inspection purposes. • The FE inspector will meet with project superintendent, designers and contractors as needed to resolve construction and code related issues in the most efficient manner possible—always focused on successful project outcomes to avoid construction delays.
• The FE inspector will inspect all portions of the project and provide written notification to the project superintendent, City of Guadalupe, project architect and other designated individuals of any noted discrepancies between the approved project documents and the as-built work. Problems and discrepancies observed in the field will be documented and reviewed with the project management team and contractor. Resulting corrections will be monitored to ensure conformance with the approved plans.
• Inspection services will consist of the following:
o The inspector will meet with the City of Guadalupe, Project Superintendent and Contractor as required to coordinate inspection services and outline scope and schedule of inspections.
o When work is found to be in nonconformance with the approved construction documents or applicable codes and regulations, the inspector will document the deficiencies in the form of a Field Inspection Daily Report and provide notification of the deficiencies to the project superintendent, project architect, City of Guadalupe, and Construction Contractor.
o The inspector shall verify that all deficiencies have been corrected or approved by the project engineer / architect prior to approval of the portion of the work in question.
o The inspector will track all approved changes to the work, Inspection Requests and Correction Notices.

City Atty Rev 6/23 20
• Photographs - Photographic documentation of project site prior to, during, and after construction will be maintained primarily in Procore. The City will have access to Procore at all times. A full photograph library will be maintained, in addition the daily reports will also contain photographs of pertinent items to assist with descriptions and records.
• Storm Water Compliance: Rain Event Inspections - Prior to forecasted rain events the inspector will review the site for conformance with the Construction Contractor’s rain event action plan (REAP) and provide both verbal and written notice of nonconformances to be remedied prior to rain events. As needed, the inspector will also review the site during and after rain events to identify failures of the Construction Contractor’s stormwater BMPs i.e., clean up sediment.
• Coordinate Sampling - FE will coordinate water sampling with City staff, as needed. • As-Built Redline Plans and Specifications: Progressive Updates - FE will maintain one set of contract documents with up-to-date information regarding all addendum, substitutions, clarifications and change orders, including markups to the plans.

Throughout, and at completion, FE will provide plan markups to the City and designer to ensure the latest information is available.
• Final Redlines - At completion of the project FE will submit to the designer a full set of redlines plans and specifications for their preparation of the As-Built Record Drawings. • Meetings: Construction Progress Meetings – FE will conduct weekly progress meetings to review progress and quality, notify the attendees of any contractor deficiencies, determine availability of labor, material, and equipment for upcoming work, coordinate utility outages and site disruptions, and address coordination matters.

Additional special meetings may be required to address special issues and conditions and to address special coordination conditions. FE’s Construction Manager will chair these meetings, conduct each meeting according to published agenda, and have minutes prepared and promptly distributed. Minutes will detail action items, the discussions that ensued, and announce the time and date of the next meeting. The inspector will also attend weekly progress meeting. Meetings may take place in-person, or remotely using Microsoft Teams or Zoom, or a combination of in-person and remotely. The weekly progress meeting format will be established at the pre-construction meeting.

3. Special Inspection & Testing
• Quality Assurance – FE will provide special inspections and testing pursuant to the requirements of the plans and specifications. Prior to construction work commencing City Atty Rev 6/23 21
FE will develop a Quality Assurance Plan (QAP) that outlines the special inspections and testing requirements. The QAP will identify the items requiring special quality assurance (QA), identify the specification/plan note, the type of inspection or test, and the frequency and the parameters that must be achieved. The QAP will be provided to the Construction Contractor for review. Special inspection and testing will be provided by Earth Systems’ local laboratories.
• Quality Control – FE will review the Construction Contractor’s materials and activities for conformance with the Construction Contractor’s own Quality Control (QC) Program.
• Construction Staking QC – If necessary, FE will perform checks on the Construction Contractor’s survey provided for the project. The FE project manager will work closely with agency staff to scope the survey work as it arises on an asneeded basis.

4. Post-Construction Phase
The following services during the construction close-out phase will be carried out:
• Meetings – Conduct and coordinate meetings with City, the Construction Contractor, and other agencies, if any, related to project completion. Prepare meeting notices and prepare and distribute meeting minutes.
• Reports - Prepare reports that may be required during the final acceptance and project closeout.
• Final Inspection and Punch list - Provide final inspection and prepare list of project construction deficiencies for resolution by Construction Contractor. • Construction Approval/Acceptance - Make recommendations to City staff regarding final project approval and acceptance.
• Final Payment - Make recommendations regarding Construction Contractor's final progress payment request, including final change order negotiations if needed.

Prepare final progress payment report for submission to the City. • Project Closeout - Prepare documentation needed for project closeout. Deliver all project documentation within two weeks of project completion. • Final Report – Provide the City with a project final report that summarizes key information on the project.

City Atty Rev 6/23 22

EXHIBIT B
COST
Not to Exceed: $745,497

Agenda Item No. 7J

REPORT TO THE CITY COUNCIL OF THE CITY OF GUADALUPE
Agenda of November 14, 2023
_______________________________ _________________________________ Prepared by: Approved by:

Philip F. Sinco, City Attorney Todd Bodem, City Administrator SUBJECT: Corrections to Guadalupe Police Officers Association Memorandum of Understanding approved by City Council on October 24, 2023.

RECOMMENDATION:

It is recommended the Council adopt Resolution No. 2023-93 approving corrections to the Memorandum of Understanding (MOU) with the Guadalupe Police Officers Association (GPOA) that it approved at its meeting on October 24, 2023.

BACKGROUND:

The City Council approved a new MOU with the GPOA at its meeting on October 24, 2023. The MOU was retroactive to August 18, 2023, and will expire on June 30, 2024. After the meeting, it was discovered that the retroactive date of the MOU should have been August 19, 2023, since that is the first day of a pay period. Leaving the retroactive date as August 18, 2023, would result in an accounting “nightmare” for City staff, and the intention was always that it would be retroactive to the first day of a pay period, so the August 18, 2023, date was simply an error.

Interim Human Resources Manager, Amelia Villegas, contacted GPOA President, Michael Kuhbander, by email on October 25, 2023, and informed him of the error and asked if the GPOA would agree to change the retroactive date to August 19, 2023. Mr. Kuhbander agreed. (See Attachment 1). Thereafter, Mr.

Kuhbander raised some issues with Ms. Villegas about Section 2.10.D. in the approved MOU. This provision concerns the requirement that an irrevocable election to declare cashing out of vacation leave and/or compensatory time that will accrue the following calendar year be made by November 1. The November 1 date was questioned (in part because it was only a few days after the date the MOU was approved by the City Council), but also, why the election could not be made later (although prior to the end of the calendar year). In addition, the two references to compensatory time in this provision was an error since compensatory time is paid out at the end of each calendar year and does not carry over (and therefore, no election would be necessary).

Ms. Villegas spoke with the City Attorney about whether the November 1 date was a requirement for the irrevocable election, and he advised that this date was not a requirement, and that it was only necessary that the election be made prior to the end of the calendar year prior to the calendar year when vacation pay would be cashed out. Ms. Villegas and Mr. Kuhbander agreed that the deadline for Philip F. Sinco

the irrevocable election should be “prior to the last pay period of the calendar year,” and that the two references to “compensatory time” in this section should be deleted.

Ms. Villegas also discovered two other, very minor, clerical errors in the MOU, namely that on page 12 of the MOU, 2.11 Sick Leave, the alpha sequence is off on the bottom of the page. After subdivisions “A” - “E” the next two subdivision should have been “F” and “G” but were “D” and E.” Finally, Ms. Villegas located one other clerical error in the MOU, in Section 2.02. The error is in Section

2.02.A.(6) which currently reads: “The sixth step shall be granted to an employee who has given satisfactory service for two one additional years by the Chief of Police, and with approval of the City Administrator (Step F).” This sentence should read: “The sixth step shall be granted to an employee who has given satisfactory service for one (1) full additional year by the Chief of Police, and with approval of the city Administrator (Step F).”
DISCUSSSION:

A corrected “redline” version of the MOU is attached hereto as Attachment 2. All of the foregoing changes are reflected in this “redline” version.

FISCAL IMPACT:

None.

ATTACHMENTS:

1. Emails exchanged between Amelia Villegas and Michael Kuhbander on October 25, 2023.

2. “Redline” markup of Memorandum of Understanding with Guadalupe Police Officers’ Association approved by City Council on October 24, 2023, with corrections.

3. Resolution No. 2023-93.

ATTACHMENT 1
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MEMORANDUM OF UNDERSTANDING

BETWEEN

THE CITY OF GUADALUPE
AND

GUADALUPE POLICE OFFICERS

ASSOCIATION
AUGUST 1819, 2023 – JUNE 30, 2024
ATTACHMENT 2
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TABLE OF CONTENTS

1. INTRODUCTION……………………………………………………………….5

1.01 Preamble……………………………………………………………………5

1.02 Recognition…………………………………………………………………5

1.03 Purpose…………………………………………………………..………….5

1.04 Maintenance of Operations………………………………………………..5

1.05 Maintenance of Benefits…………………………………………………...5

2. WAGES, BENEFITS AND WORK-RELATED RULES……………………..5

2.01 Wages……………………………………………………………………….5

2.02 Application of Salary Steps………………………………………………..6

2.03 Standard of Work Periods………………………………………………...7
A.Work Hours………………………………………………………………7
B. Breaks…………………………………………………………………….7
C. Workday…………………………………………………………………7
D. Work Week………………………………………………………………7
E. Relief Shifts………………………………………………………………7
F. Time Limits………………………………………………………………7
G. Call Outs………………………………………………………………...8
H. Mandatory Schedule Changes…………………………………………8

2.04 Pay Periods…………………………………………………………………8
A. Hourly Benefits………………………………………………………….8
B. Monthly Payments of Benefits………………………………………….8

2.05 Overtime……………………………………………………………………8
A. Overtime Administration……………………………………………….8
B. Time Limits………………………………………………………………8
C. Court and Testimony……………………………………………………8
D. Paid Leave Time…………………………………………………………8
E. Mandatory Schedule Changes………………………………………….8
F.Management Rights…………………………………………………...…9

2.06 Cell Phones…………………………………………………………………9

2.07 Compensatory Time……………………………………………………….9
A. Eligibility………………………………………………………………...9
B. Compensatory Time Administration…………………………………..9
C. Accrual…………………………………………………………………...9
D. Limit of Accrual…………………………………………………………9

2.08 Call Outs…………………………………………………………………..10

2.09 Holidays…………………………………………………………………...10
A. Non-Sworn……………………………………………………………...10
B. Sworn Personnel……………………………………………………….10

2.10 Vacation……………………………………………………………………10
A. Eligibility………………………………………………………………..10
B. Vacation Administration………………………………………………11
C. Accrual………………………………………………………………….11
D. Limits of Accrual……………………………………………………….11
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TABLE OF CONTENTS
(cont’d)
E. Compensation at Termination………………………………………...11

2.11 Sick Leave………………………………………………………………….11
A. Eligibility and Purpose………………………………………………...12
B. Use………………………………………………………………………12
C. Sick Leave/Bereavement Leave while on Paid Leave………………..12 D. Accumulation…………………………………………………………..12
E. Application of Unused Sick Leave to Retirement Benefits………….12 F. Transfer of Sick Time………………………………………………….12
G. Maternity Leave……………………………………………………….12

2.12 Bereavement Leave………………………………………………………..13

2.13 Military Leave……………………………………………………………..13

2.14 Leave of Absence Without Pay……………………………………...……13

2.15 Bilingual Pay………………………………………………………………13

2.16 P.O.S.T. (Police Officers Standard of Training) Certification Incentive Pay………………………………………………………………13

2.17 Educational Incentive Pay………………………………………………..13

2.18 Uniform Allowance………………………………………………………..14
A. Uniform Administration………………………………………………14
B. Payment………………………………………………………………...14
C. New Employee………………………………………………………….14

2.19 Medical Insurance………………………………………………………...14
A. Eligibility……………………………………………………………….14
B. Medical Insurance Administration…………………………………...14

2.20 Vision Insurance…………………………………………………………..14

2.21 Dental Insurance…………………………………………………………..15

2.22 Life Insurance……………………………………………………………..15

2.23 Reimbursements…………………………………………………………..15

2.24 Retirement / PERS – Public Safety Members…………………………..15 A. Eligibility……………………………………………………………….15
B. Sworn PERS “Classic” Personnel……………………………………15
C. Sworn PEPRA New Hires…………………………………………….15

2.25 Retirement / PERS Miscellaneous Members……………………………15 A. Eligibility……………………………………………………………….15
B. Miscellaneous PERS “Classic” Personnel……………………………15
C. Miscellaneous PEPRA New Hires…………………………………….15

2.26 Mileage Reimbursement………………………………………………….16

2.27 Dues Deductions…………………………………………………………..16

2.28 Automatic Deposit………………………………………………………...16

2.29 Safety Equipment…………………………………………………………16

2.30 Recognition for Investigation Work……………………………………..16

2.31 Incentive Pay for Special Assignments…………………………………..16

2.32 Movie / Special Events Assignments……………………………………..17

2.33 Shift Differential…………………………………………………………..17
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TABLE OF CONTENTS
(cont’d)

3. DISCIPLINARY ACTION…………………………………………………….17

4. GRIEVANCE PROCEDURES………………………………………………...17

5. EMPLOYMENT STATUS……………………………………………………..18

5.01 Personnel Files…………………………………………………………….18

5.02 Probationary Period………………………………………………………18

5.03 Demotion…………………………………………………………………..18

5.04 Lay-Off…………………………………………………………………….19

5.05 Part-Time Employees……………………………………………………..19

6. POLITICAL ACTIVITIES……………………………………………………19

7. MISCELLANEOUS……………………………………………………………19

7.01 Conclusiveness…………………………………………………………….19

7.02 Saving Clause……………………………………………………………...19

7.03 Non-Discrimination……………………………………………………….20

7.04 City Rights Clause………………………………………………………...20
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MEMORANDUM OF UNDERSTANDING
August 1819, 2023 – June 30, 2024

1. INTRODUCTION

1.01 Preamble. The following constitutes a Memorandum of Understanding (MOU) that resulted from meeting and conferring in good faith concerning the wages, hours and other terms and conditions of employment, between the City of Guadalupe (City) and the Guadalupe Police Officers Association (POA).

1.02 Recognition. The City recognizes the POA to be the recognized employee bargaining association representing the classifications of Police Officer, Police Corporal, Police Sergeant, Police Office Manager and Records Technician.

1.03 Purpose. It is the purpose of this MOU to promote and provide for harmonious relations, cooperation and understanding between the City and employees covered herein and to provide an orderly and equitable means of resolving any misunderstanding or differences which may arise regarding wages, hours and other terms and conditions of employment.

1.04 Maintenance of Operations. For the term of this MOU, neither the POA or any members of the POA, nor any person acting in their behalf, will cause, authorize, engage in, or strike against the City, or engage in a work stoppage, slow down, or concerted failure to report for duty, or unauthorized absence or abstinence from the full and faithful performance of their duties of employment. This is not to mean that the POA members are waiving any rights as to the protection of personal safety as they may pertain to the refusal to cross the picket lines of another public employee organization on strike, or to the informational picketing by employees on their own time.

1.05 Maintenance of Benefits. All wages, hours and other terms and conditions of employment of POA members shall remain in full force and effect during the term of this contract. Any changes to those policies, practices or procedures that impact wages, hours and other terms and condition of employment must be effectuated by the mutual written agreement of the parties.

2. WAGES, BENEFITS AND WORK-RELATED RULES.

2.01 Wages.
(a) Salaries for employees covered by this MOU shall be increased by $5.00 per hour, retroactively effective August 1819, 2023. (See Exhibits)

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The following are the position titles and salary grades covered by this MOU:

Records Technician –Range 159
Office Manager –Range 171
Police Officer – Range182
Corporal – Range192
Sergeant –Range 202

2.02 Application of Salary Steps. All employees entering the permanent, full-time employment of City shall be paid at the first step of the salary range, unless otherwise determined by the Police Chief and the City Administrator established for his/her position classification. Salary step increases, as provided herein, are not automatic, but based upon performance and merit. Employees shall be placed on the step designated by the City Administrator for initial full-time permanent employment and qualify for increase in compensation or advancement to the next higher step of his/her salary range in the following manner. A Performance Evaluation Report on each employee recommended for advancement shall be submitted to the City Administrator by the Chief of Police prior to final action on such recommendation.

A. The salary range as set forth for each classification is divided into six (6) steps, which shall be interpreted and applied as follows:
(1) The first step is the minimum rate, and normally shall be hiring rate (Step A). (2) The second step is granted to employees upon their anniversary date who are eligible for this adjustment after completion of one (1) full calendar year of satisfactory service in a classification and not prior the completion of a probationary period. The adjustment shall be made only if granted by the Chief of Police, and subject to approval of the City Administrator (Step B).
(3) The third step shall be granted to an employee upon their anniversary date who has given satisfactory service in a given classification for one (1) full additional year from granting of previous step increase only if granted by the Chief of Police, and subject to approval of the City Administrator (Step C).
(4) The fourth step shall be granted to an employee upon their anniversary date who has given satisfactory service for an additional one (1) full additional year by the Chief of Police, and with approval of the City Administrator (Step D). (5) The fifth step shall be granted to an employee who has given satisfactory service for one (1) full additional year by the Chief of Police, and with approval of the City Administrator (Step E).
(6) The sixth step shall be granted to an employee who has given satisfactory service for two one (1) full additional years by the Chief of Police, and with approval of the City Administrator (Step F).
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A. An employee must always continue to maintain an acceptable level of performance and shall be evaluated by the Chief of Police annually.

2.03 Standard Work Periods.

A. Work Hours. (1) The standard work shift for employees represented by the POA is 8 hours for non-sworn personnel and 12 hours for sworn personnel (inclusive of all breaks and meal periods). For sworn personnel, the standard 12-hour work shift shall consist of 80 hours of regular time work and 4 hours of mandatory overtime every two weeks, plus any other authorized overtime work.
(2) Officers may, upon mutual agreement, swap shifts with another officer of same rank, for a full or partial deployment period. The employees involved shall notify the Police Chief of the shift swap in writing. An officer who, as part of a disciplinary action, is required to work a shift, may have his or her shift swap cancelled by the Police Chief.

B. Breaks. Employees shall be entitled to one (1) thirty-minute paid meal break per duty shift, during which time sworn personnel shall remain in uniform and subject to call if necessary for any urgency or emergency. Calls not of an urgent nature shall be handled after the meal break. Employees shall be allowed to take two (2) fifteen-minute paid break periods. Breaks shall be as close to two (2) hours from the start of the shift and two (2) hours before going off duty as practical. A meal period shall be as close to four (4) hours after the start of the shift as possible. The time limits shall be adjusted on a caseby-case basis taking into consideration the nature of police work, specifically, calls for service and 'on-view' violations observed by the officer.

If an employee is required to work an additional four (4) hours overtime, he/she shall be entitled to additional paid meal periods of thirty (30) minutes each, four (4) hours from the last scheduled meal period. If an employee is required to work overtime, he/she shall be entitled to additional paid rest breaks of fifteen (15) minutes each, two (2) hours from the last scheduled rest break.

C. Workday. The standard workday shall be from 0001 hours to 2400 hours.

D. Work Week. The standard work week shall be from 0001 hours on any Saturday to 2400 hours on the following Friday.

E. Relief Shifts. Relief shifts shall be scheduled as to minimize the impact on the employee assigned to that shift.

F. Time Limits. Shift schedules shall be posted and employees shall be notified thirty (30) days in advance of an impending departmental shift change. Officers shall be assigned to a department shift for four (4) months at a time. Departmental shifts shall be January through April; May through August and; September through December, or as close as practical to meet the needs of the department. 8 of 21
G. Call Outs. Employees called out to replace a sick or injured employee shall have a reasonable time to respond.

H. Mandatory Schedule Changes. During a mandatory schedule change, no officer shall work two (2) straight shifts back to back (24 hours). The schedule shall be adjusted so that the officer shall have at least an eight (8) hour break in between shifts. In the event of an emergency, the City reserved the right to modify shift schedules, including the requirement to work back to back shifts.

2.04 Pay Periods.

A. Hourly Benefits. Pay periods for hourly benefits shall be fourteen (14) days in duration. The pay period shall start on Saturday at 0001 hours and end of Friday at 2400 hours, and shall number 26 for the year. Checks shall be available to employees by 1700 hours on the Friday following the end of the pay period.

B. Monthly Payments of Benefits. The City shall make payments for all cash benefits due to the credit of employees by the tenth (10th) day of the month following the month of accrual.

2.05 Overtime. An employee shall be entitled to premium overtime compensation of one and one-half times the employee's regular rate of pay for all hours worked beyond twelve (12) hours for sworn and eight (8) hours for non-sworn in one day or forty (40) hours for non-sworn in a week or 80 hours for sworn in a two week period. All paid leaves shall be regarded as hours worked. An employee shall be eligible to receive overtime compensation or compensatory time off, at the employee's option.

A. Overtime Administration. All overtime must be approved by a supervisor prior to the work being performed, with the exception of emergency situations.

B. Time Limits. Subject to call-out minimums, overtime shall begin at the end of an officer's regularly scheduled shift or upon reaching the station.

C. Court and Testimony. Subject to call-out minimums, overtime for employees who attend court or other hearings shall be paid at the regular overtime rate. This shall include travel time from the station to court, and back to the station.

D. Paid Leave Time. When any employee is off on paid leave time, such as sick leave, holiday or vacation, jury duty leave, or compensation time, such time shall be considered as hours worked for the purpose of calculating overtime.

E. Mandatory Schedule Changes. During a shift change, if an employee is required to work more than forty (40) hours in his/her regular work week to adjust to the new schedule, the employee will be paid overtime or receive compensatory time within a specific pay period.
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G. Management Rights. Since the City Administrator is responsible for the efficient administration of all the affairs of the City, management reserves the right to control overtime hours worked, consistent with State and Federal law, and not in conflict with this MOU.

2.06 Cell Phones. When any employee is required to carry (wear) a department issued cell phone, said employee shall be responsible for telephonic response to any emergency pages from the department and/or supervisor(s) within a reasonable time period based upon each individual circumstance.

The employee shall not be held responsible for a telephonic response if the employee is deemed to have not been within cell phone range, the employee's cell phone is found to be defective, the employee is unable to reasonably respond to the emergency situation, or if the employee’s response would be of little or no value given time and distance considerations.

An employee who responds to an emergency call to service shall be paid for all time spent in such response, beginning when the employee starts traveling to the site of the emergency or the police department, at one and one-half times the employee’s regular rate of pay with a minimum of two hours.

2.07 Compensatory Time.

A. Eligibility. All regular and probationary employees shall be entitled to accrue compensatory time.

B. Compensatory Time Administration. Employees may take compensatory time off in lieu of paid overtime as approved by the Chief of Police, subject to applicable state or federal law. Employees whose compensatory time is interrupted or postponed due to injury on the job, sickness, court, call-backs for manpower shortage, schedule changes and such, shall be rescheduled after such interruption or postponement as approved by the Chief of Police. No compensatory time previously scheduled shall be lost to an employee exceeding the maximum compensatory accrued during the interruption or postponement.

When requested in writing, all employees shall be given their time off within two (2) weeks of that request, subject to departmental needs. Compensatory time may be used in uninterrupted blocks of time subject to departmental needs and as approved by the Chief of Police.

C. Accrual. Compensatory time shall be accrued at one and one-half (1.5) hours for every hour of overtime worked.

D. Limit of Accrual. An employee who is a sworn peace officer may accrue a bank of up to 280 hours of compensatory time off at any given time. An employee who is not a sworn peace officer may accrue a bank of up to 240 hours of compensatory time off at any given time. Upon written request, an employee may cash out no more than 150 hours of compensatory time every three (3) calendar months. Such request must be submitted 10 of 21
in writing no later than the end of the pay period preceding the pay period payment is to be made. No compensatory time can be rolled over from one year to the next. All compensatory time accrued throughout the calendar year (including the last full pay period of the year) will be paid out on the last payroll every December.

2.08 Call Outs. Employees called back to work from their day off, or other off-duty hours, shall receive paid overtime or compensatory time at the employee's discretion.

There shall be two (2) hours minimum guarantee.

2.09 Holidays.

A. Non-Sworn. Except as otherwise set forth below, thirteen 8-hour paid holidays shall be observed by full-time non-sworn personnel,
January 1, New Year's Day
January- 3rd Monday, Martin Luther King Day
February – 3rd Monday, Presidents Day
May - last Monday, Memorial Day
July 4, Independence Day
September - 1st Monday, Labor Day
November 11, Veterans Day
November - 4th Thursday, Thanksgiving Day
November - 4th Friday, day following Thanksgiving Day
December 24, Christmas Eve
December 25, Christmas Day
December 31, New Year’s Eve
Two Floating Holidays (to be taken within the given year.) When any of the above holidays falls on a Saturday or Sunday, the holiday will be observed on the previous Friday or following Monday, respectively.

B. Sworn Personnel. In lieu of fixed holidays, full-time sworn personnel will be paid 5.53 hours per pay period. Full-time sworn personnel will continue to receive two 10-hour floating holidays per calendar year thru calendar year 2020. (Effective January 1, 2021, for full-time sworn personnel, the two (2) floating holidays will be at 12 hours each.) Any full-time permanent or probationary sworn employee who works overtime on a City recognized holiday shall receive two (2) times his/her regular base pay for all overtime hours worked.

2.10 Vacation.

A. Eligibility. All regular and probationary employees shall accrue vacation time from the date of hire. The purpose of vacation is to enable each eligible employee to have time for rest and relaxation, and return to work mentally and physically refreshed. Each eligible employee shall be required to have served the equivalent of one (1) year of continuous service with the City in order to be eligible for full annual vacation leave. 11 of 21
However, in the event an employee so chooses, he/she may, after six (6) continuous months of service, take vacation leave not to exceed four (4) working hours with his/her Supervisor’s approval.

B. Vacation Administration. Employees whose vacations are interrupted or postponed due to injury on the job, sickness, court, call-backs for manpower shortage, or schedule changes shall be rescheduled after such interruption or postponement. No vacation previously scheduled shall be lost due to an employee exceeding the maximum vacation accrual during the interruption or postponement.

C. Accrual. For full-time employees, vacation shall be accrued and credited on a monthly basis at the following rate for time in service.

Years Days Hours Per Month
0 - 1 10 6.67
2 12 8.00
3 13 8.67
4 14 9.34
5 15 10.00
6 16 10.67
7 16 10.67
8 17 11.34
9 18 12.00
10 18 12.00
11 19 12.67
12 19 12.67
13 19 12.67
14 20 13.33
15 21 14.00
D. Limits of Accrual. There is a cap of two years’ worth of accrual upon the number of hours of accrued vacation leave an employee may accrue and carry over from year to year. POA employees can elect to receive a cash-out of vacation hours every other calendar month of the year and/or compensatory time every other three months. By November 1 deadline of each the last pay period of the calendar year, an employee may make a written irrevocable election to declare cashing out vacation leave and/or compensatory time that will accrue in the next calendar year. Completed forms will be turned into Finance Director for approval/denial, and list with how elected hours will be communicated to Accounting Supervisor. Besides separation of employment, elections not submitted by the deadline will not allow any cashing out of vacation or compensatory time for the following calendar year. the foregoing, employees are encouraged to utilize their vacation leave for rest and relaxation.

E. Compensation at Termination. Employees leaving the City with accrued vacation leave shall be paid the amount of accrued vacation to the date of termination and their 12 of 21
current rate.

2.11 Sick Leave.

A. Eligibility and Purpose. All regular and probationary full-time employees shall accrue sick leave at a rate of eight (8) hours per calendar month effective from that employee’s date of hire.

B. Use. An employee may use accrued sick leave in the case of actual personal illness, illness or disability, medical or dental appointments, parental leave, or in the case of injury to, illness of, and medical or dental appointments for the employee’s immediate family. For purposes of this section only, “immediate family” shall mean (1) spouse or domestic partner, (2) child, (3) parent, (4) sibling, (5) persons in “step” relationship of (1) through (4), and (6) any other person approved in advance by the Chief of Police. In the event the Chief of Police does not approve use of accrued leave for a person described in (6), the employee may appeal such determination to the City Administrator, whose decision shall be the final administrative decision.

C. Sick Leave/Bereavement Leave While on Paid Leave.

1. An illness or injury occurring while on vacation leave or compensatory time off shall be covered as sick leave, provided the employee has sufficient accumulated sick leave available to cover the time off.

2. Employees who are on paid time off (i.e., sick, vacation, CTO) at the time of a death in the employee’s immediate family shall be entitled to substitute sick or bereavement leave for vacation or other paid time off, provided the employee has sufficient accumulated sick leave available to cover the time off. The total period of absence from City employment (vacation and sick leave) shall not exceed beyond that time initially approved for vacation, without specific approval. Unused vacation or other paid compensation time shall be retained by the affected employee.

D. Accumulation. Accrued sick leave may be accumulated to a maximum of 2,080 hours. An employee may use 100% of unused sick leave to "retire" early before the commencement of PERS retirement benefits. Employees shall be paid on a monthly basis until accumulated sick leave is utilized or until PERS retirement benefits begin, whichever is earlier. At separation, an employee may choose to be paid 50% of his or her unused sick leave, to a maximum of 480 hours at his or her current rate of pay and/or upon retirement unused accrued sick leave may be converted to PERS service credit per the City's contract with PERS.

E. Application of Unused Sick Leave to Retirement Benefits. Upon retirement under the Public Employees Retirement System (PERS), unused sick leave shall be credited to the total years of service.

DF. Transfer of sick time. Employees may transfer up to 50% of accumulated sick leave 13 of 21
voluntarily to a fellow employee who has exhausted all his/her leave time due to an extended illness or injury. The transfer shall be on an hour for hour basis and shall not exceed eighty (80) hours of sick leave.

EG. Maternity Leave. The City shall provide leave to eligible employees as required by the California Family Rights Act, the Family and Medical Leave Act, and the California Pregnancy Disability Law.

2.12 Bereavement Leave. Employees shall be granted three (3) days of paid leave for bereavement purposes in each case of a death within his/her immediate family. An additional two (2) days of bereavement leave shall be granted if out of state travel or two hundred (200) miles or more of travel from home is required. Immediate family shall be defined as the employee's spouse or registered domestic partner, child or stepchild, parent or grandparent, brother or sister, or in-laws.

2.13 Military Leave. Every employee of the City shall be granted military leaves of absence and other benefits as provided in Division 11, Part I, Chapter VII of the Military and Veteran's Code of the State of California and any applicable amendments. All employees applying for military leave shall give the department head, within the limits of military regulations, an opportunity to determine when such leave shall be taken.

Employees will be on full-pay status for summer and weekend drills.

2.14 Leave of Absence Without Pay. Leave of absence without pay may be granted by the City Administrator upon recommendation by the department head for a period not to exceed thirty (30) days. Leave of absence without pay in excess of thirty (30) days shall be granted only by the City Council.

2.15 Bilingual Pay. An employee, whose assignment and duties require the frequent and regular use of bilingual skills in English and Spanish, or any other language designated by the City Administrator to be of benefit to the City, shall be designated by the City Administrator to receive a bilingual allowance. For the purposes of this section only, all classifications represented by the Association, regardless of assignment, perform duties that require the frequent and regular use of their Spanish and English bilingual skills.

Full-time employees who demonstrate basic verbal bilingual skills shall receive compensation of $60 per pay period and full-time employees who pass a written and verbal examination shall receive compensation of $125 per pay period. The form of the examination shall be agreed upon by the City and the Association and the examination shall be given a minimum of twice per year.

2.16 P.O.S.T. (Police Officers Standard of Training) Certification Incentive Pay.

An employee who qualifies for a Regular or Specialized Intermediate POST Certificate shall receive premium compensation of four percent (4%) above his/her base salary. An employee who qualifies for a Regular or Specialized Advanced POST Certificate shall receive premium compensation of an additional four percent (4%) above his/her base salary, for a total of eight percent (8%).
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2.17 Educational Incentive Pay. All employees represented by the POA shall receive premium compensation above their base salary for possessing the following degrees, provided they are in a subject that is law enforcement or job related:

Associate's Degree: three percent (3%) above base salary; Bachelor's Degree: 5.5% above base salary.

The Police Chief shall use reasonable criteria to determine what educational degrees are law enforcement related.

2.18 Uniform Allowance. Employees who are required to wear a uniform shall receive a uniform maintenance allowance. The allowance shall be used by the employee to replace, maintain, repair, and clean all designated uniform garments, hats, caps, shoes, leather wear, ornamentation, and inclement weather clothing.

A. Uniform Administration. The uniform maintenance allowance paid to full-time unit members shall be $23 per pay period ($598.00 per year). In addition, each June and December, full-time sworn employees shall be permitted to purchase up to $400 of new uniforms and/or work-related equipment at the City's expense.

B. Payment. The uniform maintenance allowance shall be paid each biweekly pay period.

C. New Employees. New employees shall receive a prorated uniform allowance at the end of the first pay period following the date of hire. Thereafter, they shall be paid their uniform allowance in the same manner as all other employees. New employees shall receive four (4) uniforms and/or work-related equipment, at the time of hire.

2.19 Medical Insurance.

A. Eligibility. All regular and probationary employees shall be eligible for medical insurance and deferred compensation from the date of hire.

B. Medical Insurance Administration.

1. The City's monthly contribution towards a medical plan provided by the City for fulltime employees and dependents shall be $1,083.33 retroactively effective to August 1819, 2023. If the total of the premium cost for an individual employee, plus eligible dependents, is less than the City's contribution, the difference between the City's contribution, and the insurance premium, the insurance premium may be deposited in the employee's deferred compensation account.

2. Upon providing the City written proof that medical insurance coverage is in force through coverage provided by another source, a full-time employee may opt out of the City's medical insurance plan and receive the entire monthly contribution as deferred compensation.
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2.20 Vision Insurance. The City shall provide a Vision Care Plan during this agreement or select an alternate vision care provider which maintains equivalent or increases benefits to the employee. Effective the pay day of January 10, 2014, the City and a fulltime employee shall share in vision premiums with the City paying 75% and the employee paying 25%.

2.21 Dental Insurance. The City shall provide a Dental Care Plan during this agreement or select an alternate vision care provider which maintains equivalent or increases benefits to the employee. Effective the pay day of January 10, 2014, the City and a fulltime employee shall share in dental premiums with the City paying 75% and the employee paying 25%.

2.22 Life Insurance. The City shall provide group term life insurance benefits plan which shall provide for fifty thousand dollars ($50,000) life coverage for full-time employees during the term of their employment.

2.23 Reimbursements. Effective the pay period starting December 7, 2013, the City shall end its practice of reimbursing employees for the employee share of State Disability Insurance, Medicare and FICA (approximately 9%).

2.25 Retirement / PERS – Public Safety Members
A. Eligibility. All regular and probationary employees shall be entitled to participate in the current retirement system from the date of hire.

B. Sworn PERS “Classic” Personnel. The City shall provide the PERS 2% @ 55 retirement formula for all sworn personnel. Effective July 1, 2015, employees will contribute 2% of the employee “pickup” for Public Employees Retirement System benefits. Effective January 1, 2016, employees will contribute 4% of the employee “pickup” for Public Employees Retirement System benefits.

C. Sworn PEPRA New Hires. For employees hired on or after January 1, 2013 and classified as “new” members of CalPERS as defined by Public Employees Pension Reform Act (PEPRA), the City shall maintain a contract with CalPERS for the provision of a 2% @ 57 (highest 36 months) retirement benefit formula. Also pursuant to PEPRA these employees and the City are each responsible for paying one-half of the normal cost of this retirement plan.

2.26 Retirement / PERS – Miscellaneous Members
A. Eligibility. All regular and probationary employees shall be entitled to participate in the current retirement system from the date of hire.

B. Miscellaneous PERS “Classic” Personnel. The City shall provide the PERS 2% @ 55 retirement formula for all miscellaneous personnel. Effective July 1, 2015, employees will contribute 2% of the employee “pickup” for Public Employees Retirement System 16 of 21
benefits. Effective January 1, 2016, employees will contribute 4% of the employee “pickup” for Public Employees Retirement System benefits.

C. Miscellaneous PEPRA New Hires. For employees hired on or after January 1, 2013 and classified as “new” members of CalPERS as defined by Public Employees Pension Reform Act (PEPRA), the City shall maintain a contract with CalPERS for the provision of a 2% at 62 (highest 36 months) retirement benefit formula. Also pursuant to PEPRA these employees and the City are each responsible for paying one-half of the normal cost of this retirement plan.

2.26 Mileage Reimbursement. Employees required to use their private vehicle for authorized City business or training shall receive reimbursement at the rate set forth by IRS.

2.27 Dues Deductions. The City will deduct, without charge, dues from the pay of those employees who individually provide written authorization for such dues in an amount certified be current and correct by the President of the POA by the 10th of the month following the month of deduction. Dues in this context mean any deduction voluntarily authorized by a POA member and City Employee.

2.28 Automatic Deposit. The City shall deposit for those employees who so request paychecks to employee accounts in a bank, credit union or savings and loan association per existing City policy.

2.29 Safety Equipment. The City shall supply all officers with adequate safety equipment. The City may issue patrol rifles upon officers completing necessary training and the rifles being available. Personal rifles may be authorized for use by officers upon the approval of the Chief of Police.

2.30 Recognition for Investigation Work. After a minimum of two (2) years tenure with the City, an officer will be recognized for satisfactory completion or authorized investigative work performed by that officer in the form of an acknowledgment letter written by the Chief of Police and placed in the officer's personnel file.

2.31 Incentive Pay for Special Assignments. Police Officers assigned to Special Assignments will be entitled to a premium above their base salary payable with the normal payroll, with a maximum of two (2) assignments. These Officers must satisfactorily perform their Special Assignments as well as their regular patrol duties. In the event an Officer resigns from their Special Assignment or the assignment no longer exists, the Officer will lose the premium pay. The Special Assignments for the period of the MOU are:

K-9 Officer 3%
School Resource Officer (SRO) 3%
Motor Officer 3%
Narcotics Officer 3%
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Police Officers covered by this MOU are eligible for incentive pay at the rate of 4% for Field Training Officer assignments, but only on shifts when they are actually training other Police Officers (reserve or regular). Effective on July 2, 2016, Corporals and Sergeants are not eligible for the 4% Field Training Officer incentive pay.

Police Officers covered by this MOU are eligible for incentive pay at the rate of 4% for Senior Officer Assignments. Senior Officer Assignments will be at the discretion of the Chief and shall have a term of not greater than 3 years. Corporals and Sergeants are not eligible for the 4% Senior Officer Assignments or compensation

2.31 Movie /Special Events Assignments. All employees represented by the POA who are assigned to a movie/commercial detail or a special event detail shall be compensated at the rate of $40.00 per hour.

2.32 Shift Differential. An employee whose shift covers 1900 – 0700 shall be paid a shift differential of $1.00 per hour for the duration of said shift.

3. DISCIPLINARY ACTION.

3.01 Disciplinary action shall be in accordance with the City's Personnel Manual and the Guadalupe Police Department Police Manual.

4. GRIEVANCE PROCEDURES.

4.01 Employees covered by this MOU may file grievances in accordance with the following rules and procedures:

A. Grievances may be filed concerning the interpretation of this MOU, other rules and regulations concerning terms and conditions of employment, directions of supervisors and disciplinary actions, but may not be filed for rejecting during probation.

B. The Police Department shall allow a grieving employee time off from regular duties without loss of pay when such time off is reasonably necessary for the drafting of a grievance.

C. Time limits specified herein may be extended with the written approval of both parties.

D. Failure of a grieving employee to file an appeal within the specified time limits shall constitute abandonment of a grievance.

E. An aggrieved employee may be accompanied by and assisted by representative of the employee's choice but must be personally present and participate in discussions at each formal step in the proceedings.

F. No grievance shall be acted on unless filed within thirty (30) days of the time the 18 of 21
grieving employee had first knowledge of the matters on which the grievance is based.

G. In each grievance filed, the grieving employee shall state the action the employee wishes taken to cure the grievance, as well as specific and pertinent information as to the matter grieved. The steps in the procedure shall be as follows:

Step No. 1: The employee shall discuss the matter with the immediate supervisor, clearly stating that a grievance is being commenced. The supervisor shall refer the employee to the next level of supervision, if the matter is beyond the immediate supervisor's control, or shall respond verbally or in writing within five (5) days if the matter is within the scope of his/her control. If the employee is unsatisfied with the supervisor's response or is referred to the next level of supervision, the employee shall file a written grievance within five (5) days to the next level of supervision.

Step No. 2: On receipt of a grievance by the second level supervisor, that supervisor shall either refer the grievance to the next level of supervision, if the matter is beyond the second level supervisor's control, or schedule a meeting with the grieving employee to discuss the matter. The meeting shall be scheduled within five (5) days, and the second level supervisor shall respond in writing giving the reason for the decision made within five (5) days after completion of the meeting.

Step No. 3: The process shall continue through higher levels of supervision in the same manner as described in Step No. 2 until the employee is satisfied or the City Council is reached. A grievance to the City Council shall also state whether the grieving employee desires a closed or open hearing. Such grievance shall be scheduled for the next regular City Council meeting for which the agenda is open. The City Council shall hold such hearing and may make additional investigations into the matter. It shall direct a decision in writing with the reasons thereof within a reasonable time, and such decision shall be final.

5. EMPLOYMENT STATUS.

5.01 Personnel Files. An employee may inspect and copy his/her personnel file as required by law

5.02 Probationary Period. All appointments shall be tentative and subject to a probationary period of twelve (12) months. The Chief of Police, with consent of the City Administrator, may extend the probationary period for specified cause(s). The extension shall be provided in writing to an employee. All probationary employees who are being placed on an extended probationary period shall be given written notice of the extension prior to the expiration of their probationary period. In the event notice is not give, the employee shall be considered to have successfully completed the probationary period.

An employee who is in a position that is reclassified shall be required to complete an additional probationary period. The probationary period shall be regarded as part of a continuing testing process and shall be utilized for closely observing the employee's work, for securing the most effective adjustment of a new employee to the position and for rejecting any probationary employee whose performance does not meet the required 19 of 21
standard.

5.03 Demotion. Demotion of an employee to a lower class shall result in reduction of salary. The employee's salary shall be placed in the identical step in the lower class that the employee enjoyed in the class from which demotion was made. Demotion can be made for cause, which shall be provided to the employee in writing by the Chief of Police prior to any action taking place. The demoted employee may appeal demotion for disciplinary reasons through the grievance procedure. Demotion for any other reason is not appealable.

5.04 Lay-Off. Whenever, in the judgment of the City, it become necessary to make a reduction in force, whenever possible, the reduction shall be accomplished through attrition. Employees subject to a reduction in force shall be given at least thirty (30) working days notice prior to the effective date of the layoff, or thirty (30) days severance pay in lieu of notice. The POA shall receive concurrent notice and may be granted an opportunity to meet and consult with the City to discuss the proposed alternatives to a reduction in force.

When one (1) or more employees performing in the same class in the Police Department are to face reduction in force, the Chief of Police and the POA representative shall meet to discuss the procedures and order of lay-off.

5.05 Part-Time Employees. Part-time employees in represented classifications shall receive pro-rated benefits base on their percentage of FTE status.

6. POLITICAL ACTIVITIES. Pursuant to the City's Personnel Policy Manual and California Law.

7. MISCELLANEOUS.

7.01 Conclusiveness. It is not the intent of either party to change any plan, program, rule or regulation not specifically referred to in this MOU by the execution of the MOU. The parties may mutually agree to meet and confer on any matter at any time. This MOU is intended to be the full and final definition of wages, hours and working conditions for the period specified. However, other rules and policies set out in the City Personnel Policy Manual and the Administrative Procedures may apply. When in conflict with other policy documents, this MOU shall control.

7.02 Saving Clause. If any article or section of the MOU or any addendum thereof should be held to be invalid by operation or law or by a tribunal of competent jurisdiction, or if compliance or enforcement of any article or section should be restrained by such tribunal or by enactment of a superseding rule, regulation, law or order by any governmental authority other than the City, such article or section shall be immediately suspended and be of no force and effect, and the parties shall immediately begin the meet and confer process for the purpose of arriving at a mutually satisfactory replacement for such article or section. Invalidation of a part or portion of this MOU shall not invalidate 20 of 21
any remaining portion, unless those remaining portions were contingent upon the Operation of the invalidated article or section.

7.03 Non-Discrimination. Both the City and the POA agree that they shall not unlawfully discriminate against any employee on the basis of age, race, sex, handicap, creed, color, national origin, or ancestry. Neither the City not the POA shall interfere with, intimidate, restrain, coerce, or discriminate against any employee because of the exercise of rights to engage or not engage in lawful POA activity.

7.04 City Rights Clause. The POA recognizes the City has and will continue to retain, whether exercised or not, the unilateral and exclusive right to operate, administer and manage its municipal services and work force performing those services in all respect subject to this MOU.

The City has and will continue to retain exclusive decision-making authority on matters not officially and expressly modified by specific provisions of the MOU.

The exclusive rights of the City shall include, but not be limited to: the right to determine the organization of the City government and the purpose and mission if its constituent agencies; to set standards of service to be offered to the public, and through its management officials, to exercise control and discretion over its organization and operations; to establish and effect administration and employment rules and regulations consistent with law and specific provisions of this MOU, to direct its employees; to classify and reclassify positions, to take disciplinary action for just cause; to relieve its employees from duty because of lack of work or for other legitimate reasons; to determine whether goods or services shall be made; purchases or contracted for; to determine the methods, means and personnel by which the City's services are to be provided, including the right to schedule assigned work and overtime; and to otherwise act in the interest of efficient service to the community.

For the City: For the POA:
__________________________ __________________________
Ariston Julian, Mayor Michael Kuhbander, President
__________________________
Todd Bodem, City Administrator
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EXHIBITS

RESOLUTION NO. 2023-93

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GUADALUPE

APPROVING CORRECTIONS TO THE MEMORANDUM OF UNDERSTANDING WITH THE

GUADALUPE POLICE OFFICERS ASSOCIATION
WHEREAS, the Guadalupe Police Officers Association (GPOA) is the recognized employee representative for employees in the police employees’ representation unit; and WHEREAS, the City of Guadalupe and GPOA recent met and conferred on a memorandum of understanding (MOU) for the time period August 18, 2023, through June 30, 2024, and reached a tentative agreement which was approved by the City Council at its meeting on October 24, 2023; and WHEREAS, after this meeting, a clerical error in the approved MOU was discovered, specifically, that the retroactive date for the MOU should have been August 19, 2023, since that is the beginning of a pay period, which was the intention of the parties for the retroactive date for the MOU; and WHEREAS, the GPOA agreed to a retroactive date of August 19, 2023, for the MOU rather than August 18, 2023; and
WHEREAS, in subsequent discussions between City staff and the GPOA representation, the GPOA and the City agreed that two minor changes in Section 2.10 (Vacation) of the MOU were appropriate, namely, to change the date of the irrevocable election for vacation pay cash outs for the following calendar year from November 1st to the last pay period of the calendar year, and also, to delete references to “compensatory time” (as compensatory time is already paid out at the end of a calendar year); and WHEREAS, City staff subsequently discovered some other clerical errors in the MOU, specifically, in Section 2.02.A.(6) and in Section 2.11 (Sick Leave); and WHEREAS, all of the corrections listed in the foregoing recitals are made in a “redline” version of the MOU, which is attached to the staff report as Attachment 2.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Guadalupe as follows:

SECTION 1. The City Council hereby acknowledges the clerical errors in the Memorandum of Understanding (MOU) approved at its meeting on October 24, 2023, as well as changes to Section 2.10, and hereby accepts and approves all of these changes as indicated in the “redline” version of the MOU for the period of August 19, 2023, through June 30, 2024, and in the MOU with these corrections accepted and attached hereto as Exhibit “A,” which is incorporated herein by reference.

SECTION 2. The Mayor is hereby authorized to execute the Memorandum of Understanding attached hereto as Exhibit “A” on behalf of the City.

SECTION 3. If any provision or any part of a provision of this resolution shall be finally determined to be invalid, illegal, or otherwise unenforceable, such determination shall not impair or ATTACHMENT 3

otherwise affect the validity, legality or enforceability of the remaining provisions or parts of provisions of this resolution, which shall remain in full force and effect as if the unenforceable provision or part were deleted.

PASSED AND ADOPTED at regular meeting on the 14th day of November 2023 by the following vote:

MOTION:

AYES:

NOES:

ABSENT:

ABSTAINED:

I, Amelia M. Villegas, City Clerk of the City of Guadalupe, DO HEREBY CERTIFY that the foregoing Resolution, being CC. Resolution No. 2023-93 has been duly signed by the Mayor and attested by the City Clerk, all at a regular meeting of the City Council, held November 14, 2023, and that same was approved and adopted.

ATTEST:
______________________________________ ______________________________ Amelia M. Villegas, City Clerk Ariston Julian, Mayor
APPROVED AS TO FORM:
______________________________________
Philip F. Sinco, City Attorney
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MEMORANDUM OF UNDERSTANDING

BETWEEN

THE CITY OF GUADALUPE
AND

GUADALUPE POLICE OFFICERS

ASSOCIATION
AUGUST 19, 2023 – JUNE 30, 2024

EXHIBIT A
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TABLE OF CONTENTS

1. INTRODUCTION……………………………………………………………….5

1.01 Preamble……………………………………………………………………5

1.02 Recognition…………………………………………………………………5

1.03 Purpose…………………………………………………………..………….5

1.04 Maintenance of Operations………………………………………………..5

1.05 Maintenance of Benefits…………………………………………………...5

2. WAGES, BENEFITS AND WORK-RELATED RULES……………………..5

2.01 Wages……………………………………………………………………….5

2.02 Application of Salary Steps………………………………………………..6

2.03 Standard of Work Periods………………………………………………...7
A.Work Hours………………………………………………………………7
B. Breaks…………………………………………………………………….7
C. Workday…………………………………………………………………7
D. Work Week………………………………………………………………7
E. Relief Shifts………………………………………………………………7
F. Time Limits………………………………………………………………7
G. Call Outs………………………………………………………………...8
H. Mandatory Schedule Changes…………………………………………8

2.04 Pay Periods…………………………………………………………………8
A. Hourly Benefits………………………………………………………….8
B. Monthly Payments of Benefits………………………………………….8

2.05 Overtime……………………………………………………………………8
A. Overtime Administration……………………………………………….8
B. Time Limits………………………………………………………………8
C. Court and Testimony……………………………………………………8
D. Paid Leave Time…………………………………………………………8
E. Mandatory Schedule Changes………………………………………….8
F.Management Rights…………………………………………………...…9

2.06 Cell Phones…………………………………………………………………9

2.07 Compensatory Time……………………………………………………….9
A. Eligibility………………………………………………………………...9
B. Compensatory Time Administration…………………………………..9
C. Accrual…………………………………………………………………...9
D. Limit of Accrual…………………………………………………………9

2.08 Call Outs…………………………………………………………………..10

2.09 Holidays…………………………………………………………………...10
A. Non-Sworn……………………………………………………………...10
B. Sworn Personnel……………………………………………………….10

2.10 Vacation……………………………………………………………………10
A. Eligibility………………………………………………………………..10
B. Vacation Administration………………………………………………11
C. Accrual………………………………………………………………….11
D. Limits of Accrual……………………………………………………….11
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TABLE OF CONTENTS
(cont’d)
E. Compensation at Termination………………………………………...11

2.11 Sick Leave………………………………………………………………….11
A. Eligibility and Purpose………………………………………………...12
B. Use………………………………………………………………………12
C. Sick Leave/Bereavement Leave while on Paid Leave………………..12 D. Accumulation…………………………………………………………..12
E. Application of Unused Sick Leave to Retirement Benefits………….12 F. Transfer of Sick Time………………………………………………….12
G. Maternity Leave……………………………………………………….12

2.12 Bereavement Leave………………………………………………………..13

2.13 Military Leave……………………………………………………………..13

2.14 Leave of Absence Without Pay……………………………………...……13

2.15 Bilingual Pay………………………………………………………………13

2.16 P.O.S.T. (Police Officers Standard of Training) Certification Incentive Pay………………………………………………………………13

2.17 Educational Incentive Pay………………………………………………..13

2.18 Uniform Allowance………………………………………………………..14
A. Uniform Administration………………………………………………14
B. Payment………………………………………………………………...14
C. New Employee………………………………………………………….14

2.19 Medical Insurance………………………………………………………...14
A. Eligibility……………………………………………………………….14
B. Medical Insurance Administration…………………………………...14

2.20 Vision Insurance…………………………………………………………..14

2.21 Dental Insurance…………………………………………………………..15

2.22 Life Insurance……………………………………………………………..15

2.23 Reimbursements…………………………………………………………..15

2.24 Retirement / PERS – Public Safety Members…………………………..15 A. Eligibility……………………………………………………………….15
B. Sworn PERS “Classic” Personnel……………………………………15
C. Sworn PEPRA New Hires…………………………………………….15

2.25 Retirement / PERS Miscellaneous Members……………………………15 A. Eligibility……………………………………………………………….15
B. Miscellaneous PERS “Classic” Personnel……………………………15
C. Miscellaneous PEPRA New Hires…………………………………….15

2.26 Mileage Reimbursement………………………………………………….16

2.27 Dues Deductions…………………………………………………………..16

2.28 Automatic Deposit………………………………………………………...16

2.29 Safety Equipment…………………………………………………………16

2.30 Recognition for Investigation Work……………………………………..16

2.31 Incentive Pay for Special Assignments…………………………………..16

2.32 Movie / Special Events Assignments……………………………………..17

2.33 Shift Differential…………………………………………………………..17
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TABLE OF CONTENTS
(cont’d)

3. DISCIPLINARY ACTION…………………………………………………….17

4. GRIEVANCE PROCEDURES………………………………………………...17

5. EMPLOYMENT STATUS……………………………………………………..18

5.01 Personnel Files…………………………………………………………….18

5.02 Probationary Period………………………………………………………18

5.03 Demotion…………………………………………………………………..18

5.04 Lay-Off…………………………………………………………………….19

5.05 Part-Time Employees……………………………………………………..19

6. POLITICAL ACTIVITIES……………………………………………………19

7. MISCELLANEOUS……………………………………………………………19

7.01 Conclusiveness…………………………………………………………….19

7.02 Saving Clause……………………………………………………………...19

7.03 Non-Discrimination……………………………………………………….20

7.04 City Rights Clause………………………………………………………...20
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MEMORANDUM OF UNDERSTANDING
August 19, 2023 – June 30, 2024

1. INTRODUCTION

1.01 Preamble. The following constitutes a Memorandum of Understanding (MOU) that resulted from meeting and conferring in good faith concerning the wages, hours and other terms and conditions of employment, between the City of Guadalupe (City) and the Guadalupe Police Officers Association (POA).

1.02 Recognition. The City recognizes the POA to be the recognized employee bargaining association representing the classifications of Police Officer, Police Corporal, Police Sergeant, Police Office Manager and Records Technician.

1.03 Purpose. It is the purpose of this MOU to promote and provide for harmonious relations, cooperation and understanding between the City and employees covered herein and to provide an orderly and equitable means of resolving any misunderstanding or differences which may arise regarding wages, hours and other terms and conditions of employment.

1.04 Maintenance of Operations. For the term of this MOU, neither the POA or any members of the POA, nor any person acting in their behalf, will cause, authorize, engage in, or strike against the City, or engage in a work stoppage, slow down, or concerted failure to report for duty, or unauthorized absence or abstinence from the full and faithful performance of their duties of employment. This is not to mean that the POA members are waiving any rights as to the protection of personal safety as they may pertain to the refusal to cross the picket lines of another public employee organization on strike, or to the informational picketing by employees on their own time.

1.05 Maintenance of Benefits. All wages, hours and other terms and conditions of employment of POA members shall remain in full force and effect during the term of this contract. Any changes to those policies, practices or procedures that impact wages, hours and other terms and condition of employment must be effectuated by the mutual written agreement of the parties.

2. WAGES, BENEFITS AND WORK-RELATED RULES.

2.01 Wages.
(a) Salaries for employees covered by this MOU shall be increased by $5.00 per hour, retroactively effective August 19, 2023. (See Exhibits) 6 of 21
The following are the position titles and salary grades covered by this MOU:

Records Technician –Range 159
Office Manager –Range 171
Police Officer – Range182
Corporal – Range192
Sergeant –Range 202

2.02 Application of Salary Steps. All employees entering the permanent, full-time employment of City shall be paid at the first step of the salary range, unless otherwise determined by the Police Chief and the City Administrator established for his/her position classification. Salary step increases, as provided herein, are not automatic, but based upon performance and merit. Employees shall be placed on the step designated by the City Administrator for initial full-time permanent employment and qualify for increase in compensation or advancement to the next higher step of his/her salary range in the following manner. A Performance Evaluation Report on each employee recommended for advancement shall be submitted to the City Administrator by the Chief of Police prior to final action on such recommendation.

A. The salary range as set forth for each classification is divided into six (6) steps, which shall be interpreted and applied as follows:
(1) The first step is the minimum rate, and normally shall be hiring rate (Step A). (2) The second step is granted to employees upon their anniversary date who are eligible for this adjustment after completion of one (1) full calendar year of satisfactory service in a classification and not prior the completion of a probationary period. The adjustment shall be made only if granted by the Chief of Police, and subject to approval of the City Administrator (Step B).
(3) The third step shall be granted to an employee upon their anniversary date who has given satisfactory service in a given classification for one (1) full additional year from granting of previous step increase only if granted by the Chief of Police, and subject to approval of the City Administrator (Step C).
(4) The fourth step shall be granted to an employee upon their anniversary date who has given satisfactory service for an additional one (1) full additional year by the Chief of Police, and with approval of the City Administrator (Step D). (5) The fifth step shall be granted to an employee who has given satisfactory service for one (1) full additional year by the Chief of Police, and with approval of the City Administrator (Step E).
(6) The sixth step shall be granted to an employee who has given satisfactory service for one (1) full additional year by the Chief of Police, and with approval of the City Administrator (Step F).
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A. An employee must always continue to maintain an acceptable level of performance and shall be evaluated by the Chief of Police annually.

2.03 Standard Work Periods.

A. Work Hours. (1) The standard work shift for employees represented by the POA is 8 hours for non-sworn personnel and 12 hours for sworn personnel (inclusive of all breaks and meal periods). For sworn personnel, the standard 12-hour work shift shall consist of 80 hours of regular time work and 4 hours of mandatory overtime every two weeks, plus any other authorized overtime work.
(2) Officers may, upon mutual agreement, swap shifts with another officer of same rank, for a full or partial deployment period. The employees involved shall notify the Police Chief of the shift swap in writing. An officer who, as part of a disciplinary action, is required to work a shift, may have his or her shift swap cancelled by the Police Chief.

B. Breaks. Employees shall be entitled to one (1) thirty-minute paid meal break per duty shift, during which time sworn personnel shall remain in uniform and subject to call if necessary for any urgency or emergency. Calls not of an urgent nature shall be handled after the meal break. Employees shall be allowed to take two (2) fifteen-minute paid break periods. Breaks shall be as close to two (2) hours from the start of the shift and two (2) hours before going off duty as practical. A meal period shall be as close to four (4) hours after the start of the shift as possible. The time limits shall be adjusted on a caseby-case basis taking into consideration the nature of police work, specifically, calls for service and 'on-view' violations observed by the officer.

If an employee is required to work an additional four (4) hours overtime, he/she shall be entitled to additional paid meal periods of thirty (30) minutes each, four (4) hours from the last scheduled meal period. If an employee is required to work overtime, he/she shall be entitled to additional paid rest breaks of fifteen (15) minutes each, two (2) hours from the last scheduled rest break.

C. Workday. The standard workday shall be from 0001 hours to 2400 hours.

D. Work Week. The standard work week shall be from 0001 hours on any Saturday to 2400 hours on the following Friday.

E. Relief Shifts. Relief shifts shall be scheduled as to minimize the impact on the employee assigned to that shift.

F. Time Limits. Shift schedules shall be posted and employees shall be notified thirty (30) days in advance of an impending departmental shift change. Officers shall be assigned to a department shift for four (4) months at a time. Departmental shifts shall be January through April; May through August and; September through December, or as close as practical to meet the needs of the department. 8 of 21
G. Call Outs. Employees called out to replace a sick or injured employee shall have a reasonable time to respond.

H. Mandatory Schedule Changes. During a mandatory schedule change, no officer shall work two (2) straight shifts back to back (24 hours). The schedule shall be adjusted so that the officer shall have at least an eight (8) hour break in between shifts. In the event of an emergency, the City reserved the right to modify shift schedules, including the requirement to work back to back shifts.

2.04 Pay Periods.

A. Hourly Benefits. Pay periods for hourly benefits shall be fourteen (14) days in duration. The pay period shall start on Saturday at 0001 hours and end of Friday at 2400 hours, and shall number 26 for the year. Checks shall be available to employees by 1700 hours on the Friday following the end of the pay period.

B. Monthly Payments of Benefits. The City shall make payments for all cash benefits due to the credit of employees by the tenth (10th) day of the month following the month of accrual.

2.05 Overtime. An employee shall be entitled to premium overtime compensation of one and one-half times the employee's regular rate of pay for all hours worked beyond twelve (12) hours for sworn and eight (8) hours for non-sworn in one day or forty (40) hours for non-sworn in a week or 80 hours for sworn in a two week period. All paid leaves shall be regarded as hours worked. An employee shall be eligible to receive overtime compensation or compensatory time off, at the employee's option.

A. Overtime Administration. All overtime must be approved by a supervisor prior to the work being performed, with the exception of emergency situations.

B. Time Limits. Subject to call-out minimums, overtime shall begin at the end of an officer's regularly scheduled shift or upon reaching the station.

C. Court and Testimony. Subject to call-out minimums, overtime for employees who attend court or other hearings shall be paid at the regular overtime rate. This shall include travel time from the station to court, and back to the station.

D. Paid Leave Time. When any employee is off on paid leave time, such as sick leave, holiday or vacation, jury duty leave, or compensation time, such time shall be considered as hours worked for the purpose of calculating overtime.

E. Mandatory Schedule Changes. During a shift change, if an employee is required to work more than forty (40) hours in his/her regular work week to adjust to the new schedule, the employee will be paid overtime or receive compensatory time within a specific pay period.
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G. Management Rights. Since the City Administrator is responsible for the efficient administration of all the affairs of the City, management reserves the right to control overtime hours worked, consistent with State and Federal law, and not in conflict with this MOU.

2.06 Cell Phones. When any employee is required to carry (wear) a department issued cell phone, said employee shall be responsible for telephonic response to any emergency pages from the department and/or supervisor(s) within a reasonable time period based upon each individual circumstance.

The employee shall not be held responsible for a telephonic response if the employee is deemed to have not been within cell phone range, the employee's cell phone is found to be defective, the employee is unable to reasonably respond to the emergency situation, or if the employee’s response would be of little or no value given time and distance considerations.

An employee who responds to an emergency call to service shall be paid for all time spent in such response, beginning when the employee starts traveling to the site of the emergency or the police department, at one and one-half times the employee’s regular rate of pay with a minimum of two hours.

2.07 Compensatory Time.

A. Eligibility. All regular and probationary employees shall be entitled to accrue compensatory time.

B. Compensatory Time Administration. Employees may take compensatory time off in lieu of paid overtime as approved by the Chief of Police, subject to applicable state or federal law. Employees whose compensatory time is interrupted or postponed due to injury on the job, sickness, court, call-backs for manpower shortage, schedule changes and such, shall be rescheduled after such interruption or postponement as approved by the Chief of Police. No compensatory time previously scheduled shall be lost to an employee exceeding the maximum compensatory accrued during the interruption or postponement.

When requested in writing, all employees shall be given their time off within two (2) weeks of that request, subject to departmental needs. Compensatory time may be used in uninterrupted blocks of time subject to departmental needs and as approved by the Chief of Police.

C. Accrual. Compensatory time shall be accrued at one and one-half (1.5) hours for every hour of overtime worked.

D. Limit of Accrual. An employee who is a sworn peace officer may accrue a bank of up to 280 hours of compensatory time off at any given time. An employee who is not a sworn peace officer may accrue a bank of up to 240 hours of compensatory time off at any given time. Upon written request, an employee may cash out no more than 150 hours of compensatory time every three (3) calendar months. Such request must be submitted 10 of 21
in writing no later than the end of the pay period preceding the pay period payment is to be made. No compensatory time can be rolled over from one year to the next. All compensatory time accrued throughout the calendar year (including the last full pay period of the year) will be paid out on the last payroll every December.

2.08 Call Outs. Employees called back to work from their day off, or other off-duty hours, shall receive paid overtime or compensatory time at the employee's discretion.

There shall be two (2) hours minimum guarantee.

2.09 Holidays.

A. Non-Sworn. Except as otherwise set forth below, thirteen 8-hour paid holidays shall be observed by full-time non-sworn personnel,
January 1, New Year's Day
January- 3rd Monday, Martin Luther King Day
February – 3rd Monday, Presidents Day
May - last Monday, Memorial Day
July 4, Independence Day
September - 1st Monday, Labor Day
November 11, Veterans Day
November - 4th Thursday, Thanksgiving Day
November - 4th Friday, day following Thanksgiving Day
December 24, Christmas Eve
December 25, Christmas Day
December 31, New Year’s Eve
Two Floating Holidays (to be taken within the given year.) When any of the above holidays falls on a Saturday or Sunday, the holiday will be observed on the previous Friday or following Monday, respectively.

B. Sworn Personnel. In lieu of fixed holidays, full-time sworn personnel will be paid 5.53 hours per pay period. Full-time sworn personnel will continue to receive two 10-hour floating holidays per calendar year thru calendar year 2020. (Effective January 1, 2021, for full-time sworn personnel, the two (2) floating holidays will be at 12 hours each.) Any full-time permanent or probationary sworn employee who works overtime on a City recognized holiday shall receive two (2) times his/her regular base pay for all overtime hours worked.

2.10 Vacation.

A. Eligibility. All regular and probationary employees shall accrue vacation time from the date of hire. The purpose of vacation is to enable each eligible employee to have time for rest and relaxation, and return to work mentally and physically refreshed. Each eligible employee shall be required to have served the equivalent of one (1) year of continuous service with the City in order to be eligible for full annual vacation leave. 11 of 21
However, in the event an employee so chooses, he/she may, after six (6) continuous months of service, take vacation leave not to exceed four (4) working hours with his/her Supervisor’s approval.

B. Vacation Administration. Employees whose vacations are interrupted or postponed due to injury on the job, sickness, court, call-backs for manpower shortage, or schedule changes shall be rescheduled after such interruption or postponement. No vacation previously scheduled shall be lost due to an employee exceeding the maximum vacation accrual during the interruption or postponement.

C. Accrual. For full-time employees, vacation shall be accrued and credited on a monthly basis at the following rate for time in service.

Years Days Hours Per Month
0 - 1 10 6.67
2 12 8.00
3 13 8.67
4 14 9.34
5 15 10.00
6 16 10.67
7 16 10.67
8 17 11.34
9 18 12.00
10 18 12.00
11 19 12.67
12 19 12.67
13 19 12.67
14 20 13.33
15 21 14.00
D. Limits of Accrual. There is a cap of two years’ worth of accrual upon the number of hours of accrued vacation leave an employee may accrue and carry over from year to year. POA employees can elect to receive a cash-out of vacation hours every other calendar month of the year and/or compensatory time every other three months. By the last pay period of the calendar year, an employee may make a written irrevocable election to declare cashing out vacation leave that will accrue in the next calendar year.

Completed forms will be turned into Finance Director for approval/denial, and list with how elected hours will be communicated to Accounting Supervisor. Besides separation of employment, elections not submitted by the deadline will not allow any cashing out of vacation time for the following calendar year. the foregoing, employees are encouraged to utilize their vacation leave for rest and relaxation.

E. Compensation at Termination. Employees leaving the City with accrued vacation leave shall be paid the amount of accrued vacation to the date of termination and their current rate.
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2.11 Sick Leave.

A. Eligibility and Purpose. All regular and probationary full-time employees shall accrue sick leave at a rate of eight (8) hours per calendar month effective from that employee’s date of hire.

B. Use. An employee may use accrued sick leave in the case of actual personal illness, illness or disability, medical or dental appointments, parental leave, or in the case of injury to, illness of, and medical or dental appointments for the employee’s immediate family. For purposes of this section only, “immediate family” shall mean (1) spouse or domestic partner, (2) child, (3) parent, (4) sibling, (5) persons in “step” relationship of (1) through (4), and (6) any other person approved in advance by the Chief of Police. In the event the Chief of Police does not approve use of accrued leave for a person described in (6), the employee may appeal such determination to the City Administrator, whose decision shall be the final administrative decision.

C. Sick Leave/Bereavement Leave While on Paid Leave.

1. An illness or injury occurring while on vacation leave or compensatory time off shall be covered as sick leave, provided the employee has sufficient accumulated sick leave available to cover the time off.

2. Employees who are on paid time off (i.e., sick, vacation, CTO) at the time of a death in the employee’s immediate family shall be entitled to substitute sick or bereavement leave for vacation or other paid time off, provided the employee has sufficient accumulated sick leave available to cover the time off. The total period of absence from City employment (vacation and sick leave) shall not exceed beyond that time initially approved for vacation, without specific approval. Unused vacation or other paid compensation time shall be retained by the affected employee.

D. Accumulation. Accrued sick leave may be accumulated to a maximum of 2,080 hours. An employee may use 100% of unused sick leave to "retire" early before the commencement of PERS retirement benefits. Employees shall be paid on a monthly basis until accumulated sick leave is utilized or until PERS retirement benefits begin, whichever is earlier. At separation, an employee may choose to be paid 50% of his or her unused sick leave, to a maximum of 480 hours at his or her current rate of pay and/or upon retirement unused accrued sick leave may be converted to PERS service credit per the City's contract with PERS.

E. Application of Unused Sick Leave to Retirement Benefits. Upon retirement under the Public Employees Retirement System (PERS), unused sick leave shall be credited to the total years of service.

F. Transfer of sick time. Employees may transfer up to 50% of accumulated sick leave voluntarily to a fellow employee who has exhausted all his/her leave time due to an 13 of 21
extended illness or injury. The transfer shall be on an hour for hour basis and shall not exceed eighty (80) hours of sick leave.

G. Maternity Leave. The City shall provide leave to eligible employees as required by the California Family Rights Act, the Family and Medical Leave Act, and the California Pregnancy Disability Law.

2.12 Bereavement Leave. Employees shall be granted three (3) days of paid leave for bereavement purposes in each case of a death within his/her immediate family. An additional two (2) days of bereavement leave shall be granted if out of state travel or two hundred (200) miles or more of travel from home is required. Immediate family shall be defined as the employee's spouse or registered domestic partner, child or stepchild, parent or grandparent, brother or sister, or in-laws.

2.13 Military Leave. Every employee of the City shall be granted military leaves of absence and other benefits as provided in Division 11, Part I, Chapter VII of the Military and Veteran's Code of the State of California and any applicable amendments. All employees applying for military leave shall give the department head, within the limits of military regulations, an opportunity to determine when such leave shall be taken.

Employees will be on full-pay status for summer and weekend drills.

2.14 Leave of Absence Without Pay. Leave of absence without pay may be granted by the City Administrator upon recommendation by the department head for a period not to exceed thirty (30) days. Leave of absence without pay in excess of thirty (30) days shall be granted only by the City Council.

2.15 Bilingual Pay. An employee, whose assignment and duties require the frequent and regular use of bilingual skills in English and Spanish, or any other language designated by the City Administrator to be of benefit to the City, shall be designated by the City Administrator to receive a bilingual allowance. For the purposes of this section only, all classifications represented by the Association, regardless of assignment, perform duties that require the frequent and regular use of their Spanish and English bilingual skills.

Full-time employees who demonstrate basic verbal bilingual skills shall receive compensation of $60 per pay period and full-time employees who pass a written and verbal examination shall receive compensation of $125 per pay period. The form of the examination shall be agreed upon by the City and the Association and the examination shall be given a minimum of twice per year.

2.16 P.O.S.T. (Police Officers Standard of Training) Certification Incentive Pay.

An employee who qualifies for a Regular or Specialized Intermediate POST Certificate shall receive premium compensation of four percent (4%) above his/her base salary. An employee who qualifies for a Regular or Specialized Advanced POST Certificate shall receive premium compensation of an additional four percent (4%) above his/her base salary, for a total of eight percent (8%).

2.17 Educational Incentive Pay. All employees represented by the POA shall receive 14 of 21
premium compensation above their base salary for possessing the following degrees, provided they are in a subject that is law enforcement or job related:

Associate's Degree: three percent (3%) above base salary; Bachelor's Degree: 5.5% above base salary.

The Police Chief shall use reasonable criteria to determine what educational degrees are law enforcement related.

2.18 Uniform Allowance. Employees who are required to wear a uniform shall receive a uniform maintenance allowance. The allowance shall be used by the employee to replace, maintain, repair, and clean all designated uniform garments, hats, caps, shoes, leather wear, ornamentation, and inclement weather clothing.

A. Uniform Administration. The uniform maintenance allowance paid to full-time unit members shall be $23 per pay period ($598.00 per year). In addition, each June and December, full-time sworn employees shall be permitted to purchase up to $400 of new uniforms and/or work-related equipment at the City's expense.

B. Payment. The uniform maintenance allowance shall be paid each biweekly pay period.

C. New Employees. New employees shall receive a prorated uniform allowance at the end of the first pay period following the date of hire. Thereafter, they shall be paid their uniform allowance in the same manner as all other employees. New employees shall receive four (4) uniforms and/or work-related equipment, at the time of hire.

2.19 Medical Insurance.

A. Eligibility. All regular and probationary employees shall be eligible for medical insurance and deferred compensation from the date of hire.

B. Medical Insurance Administration.

1. The City's monthly contribution towards a medical plan provided by the City for fulltime employees and dependents shall be $1,083.33 retroactively effective to August 19, 2023. If the total of the premium cost for an individual employee, plus eligible dependents, is less than the City's contribution, the difference between the City's contribution, and the insurance premium, the insurance premium may be deposited in the employee's deferred compensation account.

2. Upon providing the City written proof that medical insurance coverage is in force through coverage provided by another source, a full-time employee may opt out of the City's medical insurance plan and receive the entire monthly contribution as deferred compensation.
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2.20 Vision Insurance. The City shall provide a Vision Care Plan during this agreement or select an alternate vision care provider which maintains equivalent or increases benefits to the employee. Effective the pay day of January 10, 2014, the City and a fulltime employee shall share in vision premiums with the City paying 75% and the employee paying 25%.

2.21 Dental Insurance. The City shall provide a Dental Care Plan during this agreement or select an alternate vision care provider which maintains equivalent or increases benefits to the employee. Effective the pay day of January 10, 2014, the City and a fulltime employee shall share in dental premiums with the City paying 75% and the employee paying 25%.

2.22 Life Insurance. The City shall provide group term life insurance benefits plan which shall provide for fifty thousand dollars ($50,000) life coverage for full-time employees during the term of their employment.

2.23 Reimbursements. Effective the pay period starting December 7, 2013, the City shall end its practice of reimbursing employees for the employee share of State Disability Insurance, Medicare and FICA (approximately 9%).

2.25 Retirement / PERS – Public Safety Members
A. Eligibility. All regular and probationary employees shall be entitled to participate in the current retirement system from the date of hire.

B. Sworn PERS “Classic” Personnel. The City shall provide the PERS 2% @ 55 retirement formula for all sworn personnel. Effective July 1, 2015, employees will contribute 2% of the employee “pickup” for Public Employees Retirement System benefits. Effective January 1, 2016, employees will contribute 4% of the employee “pickup” for Public Employees Retirement System benefits.

C. Sworn PEPRA New Hires. For employees hired on or after January 1, 2013 and classified as “new” members of CalPERS as defined by Public Employees Pension Reform Act (PEPRA), the City shall maintain a contract with CalPERS for the provision of a 2% @ 57 (highest 36 months) retirement benefit formula. Also pursuant to PEPRA these employees and the City are each responsible for paying one-half of the normal cost of this retirement plan.

2.26 Retirement / PERS – Miscellaneous Members
A. Eligibility. All regular and probationary employees shall be entitled to participate in the current retirement system from the date of hire.

B. Miscellaneous PERS “Classic” Personnel. The City shall provide the PERS 2% @ 55 retirement formula for all miscellaneous personnel. Effective July 1, 2015, employees will contribute 2% of the employee “pickup” for Public Employees Retirement System 16 of 21
benefits. Effective January 1, 2016, employees will contribute 4% of the employee “pickup” for Public Employees Retirement System benefits.

C. Miscellaneous PEPRA New Hires. For employees hired on or after January 1, 2013 and classified as “new” members of CalPERS as defined by Public Employees Pension Reform Act (PEPRA), the City shall maintain a contract with CalPERS for the provision of a 2% at 62 (highest 36 months) retirement benefit formula. Also pursuant to PEPRA these employees and the City are each responsible for paying one-half of the normal cost of this retirement plan.

2.26 Mileage Reimbursement. Employees required to use their private vehicle for authorized City business or training shall receive reimbursement at the rate set forth by IRS.

2.27 Dues Deductions. The City will deduct, without charge, dues from the pay of those employees who individually provide written authorization for such dues in an amount certified be current and correct by the President of the POA by the 10th of the month following the month of deduction. Dues in this context mean any deduction voluntarily authorized by a POA member and City Employee.

2.28 Automatic Deposit. The City shall deposit for those employees who so request paychecks to employee accounts in a bank, credit union or savings and loan association per existing City policy.

2.29 Safety Equipment. The City shall supply all officers with adequate safety equipment. The City may issue patrol rifles upon officers completing necessary training and the rifles being available. Personal rifles may be authorized for use by officers upon the approval of the Chief of Police.

2.30 Recognition for Investigation Work. After a minimum of two (2) years tenure with the City, an officer will be recognized for satisfactory completion or authorized investigative work performed by that officer in the form of an acknowledgment letter written by the Chief of Police and placed in the officer's personnel file.

2.31 Incentive Pay for Special Assignments. Police Officers assigned to Special Assignments will be entitled to a premium above their base salary payable with the normal payroll, with a maximum of two (2) assignments. These Officers must satisfactorily perform their Special Assignments as well as their regular patrol duties. In the event an Officer resigns from their Special Assignment or the assignment no longer exists, the Officer will lose the premium pay. The Special Assignments for the period of the MOU are:

K-9 Officer 3%
School Resource Officer (SRO) 3%
Motor Officer 3%
Narcotics Officer 3%
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Police Officers covered by this MOU are eligible for incentive pay at the rate of 4% for Field Training Officer assignments, but only on shifts when they are actually training other Police Officers (reserve or regular). Effective on July 2, 2016, Corporals and Sergeants are not eligible for the 4% Field Training Officer incentive pay.

Police Officers covered by this MOU are eligible for incentive pay at the rate of 4% for Senior Officer Assignments. Senior Officer Assignments will be at the discretion of the Chief and shall have a term of not greater than 3 years. Corporals and Sergeants are not eligible for the 4% Senior Officer Assignments or compensation

2.31 Movie /Special Events Assignments. All employees represented by the POA who are assigned to a movie/commercial detail or a special event detail shall be compensated at the rate of $40.00 per hour.

2.32 Shift Differential. An employee whose shift covers 1900 – 0700 shall be paid a shift differential of $1.00 per hour for the duration of said shift.

3. DISCIPLINARY ACTION.

3.01 Disciplinary action shall be in accordance with the City's Personnel Manual and the Guadalupe Police Department Police Manual.

4. GRIEVANCE PROCEDURES.

4.01 Employees covered by this MOU may file grievances in accordance with the following rules and procedures:

A. Grievances may be filed concerning the interpretation of this MOU, other rules and regulations concerning terms and conditions of employment, directions of supervisors and disciplinary actions, but may not be filed for rejecting during probation.

B. The Police Department shall allow a grieving employee time off from regular duties without loss of pay when such time off is reasonably necessary for the drafting of a grievance.

C. Time limits specified herein may be extended with the written approval of both parties.

D. Failure of a grieving employee to file an appeal within the specified time limits shall constitute abandonment of a grievance.

E. An aggrieved employee may be accompanied by and assisted by representative of the employee's choice but must be personally present and participate in discussions at each formal step in the proceedings.

F. No grievance shall be acted on unless filed within thirty (30) days of the time the 18 of 21
grieving employee had first knowledge of the matters on which the grievance is based.

G. In each grievance filed, the grieving employee shall state the action the employee wishes taken to cure the grievance, as well as specific and pertinent information as to the matter grieved. The steps in the procedure shall be as follows:

Step No. 1: The employee shall discuss the matter with the immediate supervisor, clearly stating that a grievance is being commenced. The supervisor shall refer the employee to the next level of supervision, if the matter is beyond the immediate supervisor's control, or shall respond verbally or in writing within five (5) days if the matter is within the scope of his/her control. If the employee is unsatisfied with the supervisor's response or is referred to the next level of supervision, the employee shall file a written grievance within five (5) days to the next level of supervision.

Step No. 2: On receipt of a grievance by the second level supervisor, that supervisor shall either refer the grievance to the next level of supervision, if the matter is beyond the second level supervisor's control, or schedule a meeting with the grieving employee to discuss the matter. The meeting shall be scheduled within five (5) days, and the second level supervisor shall respond in writing giving the reason for the decision made within five (5) days after completion of the meeting.

Step No. 3: The process shall continue through higher levels of supervision in the same manner as described in Step No. 2 until the employee is satisfied or the City Council is reached. A grievance to the City Council shall also state whether the grieving employee desires a closed or open hearing. Such grievance shall be scheduled for the next regular City Council meeting for which the agenda is open. The City Council shall hold such hearing and may make additional investigations into the matter. It shall direct a decision in writing with the reasons thereof within a reasonable time, and such decision shall be final.

5. EMPLOYMENT STATUS.

5.01 Personnel Files. An employee may inspect and copy his/her personnel file as required by law

5.02 Probationary Period. All appointments shall be tentative and subject to a probationary period of twelve (12) months. The Chief of Police, with consent of the City Administrator, may extend the probationary period for specified cause(s). The extension shall be provided in writing to an employee. All probationary employees who are being placed on an extended probationary period shall be given written notice of the extension prior to the expiration of their probationary period. In the event notice is not give, the employee shall be considered to have successfully completed the probationary period.

An employee who is in a position that is reclassified shall be required to complete an additional probationary period. The probationary period shall be regarded as part of a continuing testing process and shall be utilized for closely observing the employee's work, for securing the most effective adjustment of a new employee to the position and for rejecting any probationary employee whose performance does not meet the required 19 of 21
standard.

5.03 Demotion. Demotion of an employee to a lower class shall result in reduction of salary. The employee's salary shall be placed in the identical step in the lower class that the employee enjoyed in the class from which demotion was made. Demotion can be made for cause, which shall be provided to the employee in writing by the Chief of Police prior to any action taking place. The demoted employee may appeal demotion for disciplinary reasons through the grievance procedure. Demotion for any other reason is not appealable.

5.04 Lay-Off. Whenever, in the judgment of the City, it become necessary to make a reduction in force, whenever possible, the reduction shall be accomplished through attrition. Employees subject to a reduction in force shall be given at least thirty (30) working days notice prior to the effective date of the layoff, or thirty (30) days severance pay in lieu of notice. The POA shall receive concurrent notice and may be granted an opportunity to meet and consult with the City to discuss the proposed alternatives to a reduction in force.

When one (1) or more employees performing in the same class in the Police Department are to face reduction in force, the Chief of Police and the POA representative shall meet to discuss the procedures and order of lay-off.

5.05 Part-Time Employees. Part-time employees in represented classifications shall receive pro-rated benefits base on their percentage of FTE status.

6. POLITICAL ACTIVITIES. Pursuant to the City's Personnel Policy Manual and California Law.

7. MISCELLANEOUS.

7.01 Conclusiveness. It is not the intent of either party to change any plan, program, rule or regulation not specifically referred to in this MOU by the execution of the MOU. The parties may mutually agree to meet and confer on any matter at any time. This MOU is intended to be the full and final definition of wages, hours and working conditions for the period specified. However, other rules and policies set out in the City Personnel Policy Manual and the Administrative Procedures may apply. When in conflict with other policy documents, this MOU shall control.

7.02 Saving Clause. If any article or section of the MOU or any addendum thereof should be held to be invalid by operation or law or by a tribunal of competent jurisdiction, or if compliance or enforcement of any article or section should be restrained by such tribunal or by enactment of a superseding rule, regulation, law or order by any governmental authority other than the City, such article or section shall be immediately suspended and be of no force and effect, and the parties shall immediately begin the meet and confer process for the purpose of arriving at a mutually satisfactory replacement for such article or section. Invalidation of a part or portion of this MOU shall not invalidate 20 of 21
any remaining portion, unless those remaining portions were contingent upon the Operation of the invalidated article or section.

7.03 Non-Discrimination. Both the City and the POA agree that they shall not unlawfully discriminate against any employee on the basis of age, race, sex, handicap, creed, color, national origin, or ancestry. Neither the City not the POA shall interfere with, intimidate, restrain, coerce, or discriminate against any employee because of the exercise of rights to engage or not engage in lawful POA activity.

7.04 City Rights Clause. The POA recognizes the City has and will continue to retain, whether exercised or not, the unilateral and exclusive right to operate, administer and manage its municipal services and work force performing those services in all respect subject to this MOU.

The City has and will continue to retain exclusive decision-making authority on matters not officially and expressly modified by specific provisions of the MOU.

The exclusive rights of the City shall include, but not be limited to: the right to determine the organization of the City government and the purpose and mission if its constituent agencies; to set standards of service to be offered to the public, and through its management officials, to exercise control and discretion over its organization and operations; to establish and effect administration and employment rules and regulations consistent with law and specific provisions of this MOU, to direct its employees; to classify and reclassify positions, to take disciplinary action for just cause; to relieve its employees from duty because of lack of work or for other legitimate reasons; to determine whether goods or services shall be made; purchases or contracted for; to determine the methods, means and personnel by which the City's services are to be provided, including the right to schedule assigned work and overtime; and to otherwise act in the interest of efficient service to the community.

For the City: For the POA:
__________________________ __________________________
Ariston Julian, Mayor Michael Kuhbander, President
__________________________
Todd Bodem, City Administrator
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EXHIBITS
Range A B C D E F
159 32.098 33.703 35.388 37.157 39.015 40.966
Range A B C D E F
171 34.222 35.933 37.729 39.616 41.597 43.676
Range A B C D E F
182 36.401 38.221 40.132 42.139 44.246 46.458
Range A B C D E F
192 38.600 40.530 42.556 44.684 46.918 49.264
Range A B C D E F
202 44.722 46.958 49.306 51.771 54.359 57.077
Range A B C D E F
120 26.719 28.055 29.458 30.931 32.478 34.101
121 26.833 28.175 29.584 31.063 32.616 34.247
122 26.948 28.296 29.711 31.196 32.756 34.394
123 27.064 28.417 29.838 31.330 32.896 34.541
124 27.182 28.541 29.968 31.466 33.039 34.691
125 27.299 28.664 30.098 31.603 33.183 34.842
126 27.419 28.790 30.229 31.741 33.328 34.994
127 27.538 28.915 30.361 31.879 33.473 35.146
128 27.660 29.043 30.495 32.020 33.621 35.302
129 27.783 29.173 30.631 32.163 33.771 35.459
130 27.907 29.302 30.767 32.306 33.921 35.617
131 28.031 29.433 30.905 32.450 34.072 35.776
132 28.160 29.568 31.047 32.599 34.229 35.940
133 28.286 29.701 31.186 32.745 34.382 36.101
134 28.415 29.836 31.328 32.894 34.539 36.266
135 28.546 29.974 31.472 33.046 34.698 36.433
136 28.679 30.113 31.619 33.200 34.860 36.603
137 28.812 30.253 31.765 33.354 35.021 36.772
138 28.946 30.394 31.913 33.509 35.184 36.944
139 29.081 30.535 32.061 33.664 35.348 37.115
140 29.217 30.678 32.212 33.823 35.514 37.290
141 29.357 30.825 32.366 33.984 35.684 37.468
142 29.497 30.971 32.520 34.146 35.853 37.646
143 29.636 31.118 32.674 34.308 36.023 37.824

CITY OF GUADALUPE
POA Employee Payscale
Effective August 19, 2023 - $5.00 COLA
Range A B C D E F
144 29.781 31.270 32.834 34.476 36.199 38.009
145 29.925 31.421 32.992 34.642 36.374 38.193
146 30.070 31.573 33.152 34.810 36.550 38.378
147 30.218 31.729 33.315 34.981 36.730 38.566
148 30.365 31.884 33.478 35.152 36.909 38.755
149 30.515 32.040 33.642 35.324 37.091 38.945
150 30.666 32.200 33.810 35.500 37.275 39.139
151 30.820 32.361 33.979 35.677 37.461 39.334
152 30.974 32.523 34.149 35.856 37.649 39.532
153 31.131 32.688 34.322 36.038 37.840 39.732
154 31.287 32.852 34.494 36.219 38.030 39.931
155 31.446 33.018 34.669 36.402 38.222 40.134
156 31.608 33.189 34.848 36.591 38.420 40.341
157 31.770 33.358 35.026 36.777 38.616 40.547
158 31.935 33.532 35.208 36.969 38.817 40.758
159 32.098 33.703 35.388 37.157 39.015 40.966
160 32.266 33.879 35.573 37.352 39.219 41.180
161 32.435 34.057 35.760 37.548 39.425 41.396
162 32.606 34.236 35.948 37.746 39.633 41.614
163 32.778 34.417 36.138 37.945 39.842 41.834
164 32.953 34.601 36.331 38.147 40.055 42.057
165 33.126 34.783 36.522 38.348 40.265 42.279
166 33.305 34.971 36.719 38.555 40.483 42.507
167 33.486 35.160 36.918 38.764 40.702 42.737
168 33.666 35.349 37.117 38.973 40.921 42.967
169 33.849 35.541 37.318 39.184 41.144 43.201
170 34.033 35.735 37.522 39.398 41.368 43.436
171 34.222 35.933 37.729 39.616 41.597 43.676
172 34.409 36.129 37.936 39.832 41.824 43.915
173 34.598 36.328 38.145 40.052 42.055 44.157
174 34.791 36.530 38.357 40.275 42.289 44.403
175 34.985 36.734 38.571 40.499 42.524 44.650
176 35.181 36.940 38.787 40.727 42.763 44.901
177 35.381 37.150 39.007 40.957 43.005 45.156
178 35.580 37.359 39.227 41.188 43.247 45.410
179 35.782 37.571 39.449 41.422 43.493 45.668
180 35.985 37.784 39.674 41.657 43.740 45.927
181 36.191 38.001 39.901 41.896 43.990 46.190
182 36.401 38.221 40.132 42.139 44.246 46.458
183 36.610 38.440 40.362 42.381 44.500 46.725
184 36.823 38.664 40.597 42.627 44.758 46.996
185 37.037 38.889 40.833 42.875 45.019 47.269
186 37.255 39.118 41.074 43.127 45.284 47.548
187 37.472 39.346 41.313 43.378 45.547 47.825
Range A B C D E F
188 37.694 39.579 41.558 43.636 45.818 48.108
189 37.917 39.812 41.803 43.893 46.088 48.392
190 37.870 39.764 41.752 43.840 46.032 48.333
191 38.369 40.288 42.302 44.417 46.638 48.970
192 38.600 40.530 42.556 44.684 46.918 49.264
193 38.831 40.773 42.812 44.952 47.200 49.560
194 39.066 41.019 43.070 45.224 47.485 49.859
195 39.303 41.268 43.332 45.498 47.773 50.162
196 39.542 41.519 43.595 45.774 48.063 50.466
197 39.784 41.774 43.862 46.055 48.358 50.776
198 40.030 42.031 44.133 46.339 48.656 51.089
199 40.275 42.289 44.403 46.623 48.955 51.402
200 40.524 42.551 44.678 46.912 49.258 51.721
201 40.777 42.815 44.956 47.204 49.564 52.042
202 44.722 46.958 49.306 51.771 54.359 57.077
203 45.005 47.256 49.619 52.099 54.704 57.440
204 45.291 47.555 49.933 52.430 55.051 57.804
205 45.579 47.858 50.251 52.764 55.402 58.172
206 45.872 48.166 50.574 53.103 55.758 58.546
207 46.165 48.473 50.897 53.442 56.114 58.920
208 46.462 48.786 51.225 53.786 56.475 59.299
209 46.763 49.101 51.556 54.134 56.841 59.683
210 47.068 49.421 51.892 54.487 57.211 60.072
211 47.373 49.741 52.228 54.840 57.582 60.461
212 47.682 50.066 52.569 55.198 57.958 60.855
213 47.994 50.394 52.914 55.559 58.337 61.254
214 48.309 50.725 53.261 55.924 58.720 61.657
215 48.628 51.059 53.612 56.293 59.107 62.063
216 48.951 51.398 53.968 56.666 59.500 62.475
217 49.276 51.740 54.327 57.044 59.896 62.890
218 49.604 52.084 54.688 57.422 60.294 63.308
219 49.935 52.432 55.054 57.806 60.697 63.732
220 50.270 52.784 55.423 58.194 61.104 64.159
221 50.609 53.140 55.797 58.587 61.516 64.592
222 50.952 53.499 56.174 58.983 61.932 65.028
223 51.297 53.862 56.555 59.382 62.351 65.469
224 51.645 54.227 56.939 59.785 62.775 65.913
225 51.998 54.597 57.327 60.194 63.203 66.364
226 52.352 54.969 57.718 60.604 63.634 66.816
227 52.712 55.347 58.115 61.021 64.072 67.275
228 53.075 55.729 58.515 61.441 64.513 67.739
229 53.441 56.113 58.919 61.865 64.958 68.206
230 53.809 56.499 59.324 62.290 65.405 68.675
CITY ADMINISTRATOR’S REPORT
November 14, 2023
(Information below may be subject to change)

1. Public Money Market Account Earnings
On August 22, 2023, the Council approved a Resolution authorizing the City to open a Public Money Market Account with Mechanics Bank which expanded the city’s ability to get a significantly greater return on its investment.

Since the Money Market Account was opened in mid-October, the City earned $25,965.75 in additional interest income for this month!
City staff is appreciative of the Finance Director, Janice Davis foresight and initiative to create an increased rate of return on the city’s sitting money. Thank you, Janice!

2. Celebrating Assemblymember Greg Hart’s (37th District) New Santa Maria Office! Assemblymember Greg Hart’s team shared with city staff that they are excited to invite city representatives to the grand opening of their new Santa Maria District Office! Enjoy light refreshments while learning about constituent services that the district office can provide to you.

Tuesday, November 14
4 - 6 p.m.

Santa Maria District Office
1111 S Broadway, Suite 101
Santa Maria, CA 93454
The new Santa Maria District Office will increase access to state resources for residents, businesses, and service providers in the Santa Maria Valley. Additionally, they are pleased to share the news that the office will be shared with State Senator Monique Limón.

As always, you are welcome to request a meeting with their office to discuss various priorities or get your questions answered by calling my district office in Santa Maria at (805) 346-1237 and Santa Barbara at (805) 564-1649, or via email at
[email protected].

3. Planners Census Reference Update Power Point Presentation Please review attachment 1 to see statistical demographic planning data for Santa Barbara County.

Agenda Item No. 8A

4. Santa Barbara County Housing Statistics
According to HdL Coren & Cone, persistently high mortgage rates continue to test California’s housing market as home sales fell for the fourth consecutive month in September, while the median price rose from the year-ago level for the third straight month to record its largest year-over-year gain in more than a year. September’s statewide median home price was $843,340, down 1.9 percent from August and up 3.2 percent from a year ago. Prices are likely to experience monthly declines in the next couple of months, following the traditional seasonal pattern. Positive year-over-year price growth is expected to persist through the remainder of the year as housing supply is expected to remain tight.

Please see the chart below for sales and price activity by region.

Attachment 2 are reports showing the number of detached single-family residential sales (by quarter) and the median sale price for those properties. The report batch includes a sheet for the entire county and one for each of our client cities/agencies.

5. FEMA Reimbursement – January 2023 Storms
The City Administrator, Todd Bodem, Engineer Technician Dayanira Cruz, and Recreation and Parks Manager Hannah Sanchez worked hard to seek reimbursements from the cost of repairing damaged infrastructure caused by the January 2023 floods. Once the FEMA project gets approved, the fund goes to the State for distribution. Abdi Farhang, from FEMA, conservatively said funds will be received by early 2024.

Please see status of the categories for reimbursement and yet to be determined amounts:

Category/Title/Reimbursement amount
• WWTP Spay-Field and Monitor Wells and Storm Damages, pending and cost TBD. • LeRoy Parking Lot Repairs, $146,833.96
• Pond “C” Berm Repairs, pending and cost TBD.
• City Debris Removal, $86,921.73
• Project Management, max 5% of the total dollar of all other projects, pending TBD.

6. 10-27-23 Energy Pathways meeting with Guadalupe and SoCalGas On October 27, 2023, the Recreation and Parks Manager (and facility staff) and the Engineering Technician, met with Dave Cross, Program Manager for Public Sector Regional Energy Pathways. The team discussed Guadalupe’s facilities, projects, and mentioned ways they could assist with energy efficiency; therefore, cost savings. SoCalGas has a direct install program, much of which is no cost to the city, that can really make a difference, and there are other programs and options. We also discussed water conservation, kitchen equipment, and other possibilities.

City staff provided a list of your city facilities. They need to know from each of them: the square footage, whether they have a kitchen, if the building uses gas, and if there is a water heater. More to come as this develops….

7. Lobbying Compliance – Townsend Public Affairs Grant Writers The City of Guadalupe entered a contract with Townsend Public Affairs and the City registered as a “lobbyist employer.” The Secretary of State requires any person or entity who contracts with a lobbying firm to register their relationship by filing a Form 602 for each legislative session (every two years).

As the City’s grant writer, Townsend Public Affairs do more than just write and submit our grant applications. They leverage the legislative relationships to advocate for our submissions and they work with agency staff prior to submission to secure feedback on our projects, which is why registration on the State level is required to fulfill the scope of our services to the City.

Townsend wants to take every step possible to put our application at the top of the pile.

8. Low Carbon Transit Operations Program (LCTOP) Carbon Transit Operation Program Grant – Electric Van
GREAT NEWS! The City applied for and received a total project funding amount of $116,476 for the capital purchase of one electric van for demand response for ADA service. Santa Barbara County, via the LCTOP funding program provided funding to purchase the electric van is for the Smooth Transit system. City staff are waiting for it to be purchased and launched.

9. Al’s Union Property Update
Pursuant to discussions recently by the City Council there is some interest in retaining ownership of the Al's Union parcel by the City for a municipal purpose (such as, possibly, locating of a new fire station, or a similar government purpose.

The City Attorney is working with the Redevelopment Agency Attorney for answers. It is thought that assuming the process doesn’t reveal any material error in our Surplus Land Act (SLA) noticing, the attorney does not think we would have to go through the SLA notification process again, but is not sure Department of Finance (DOF) would approve as a transfer for governmental purpose as under the Dissolution Law (which is different than the SLA, where it would work) the property typically has to be used for a governmental purpose prior to transfer, or there needs to be documentation evidencing that the property was purchased for a specific governmental purpose.

City staff will bring forward the Al’s Union idea to the Successor Agency Board (the City Council) on November 28, and the RDA attorney are also planning on requesting that the Compensation Agreement for the Theater be brought to the City Council that evening as well.

10. Hwy 1/166 Consolidation
At time of this report, there are six signatures being held on the CalTrans-City cooperatives agreements for Hwy 1/166 consolidated projects. The first two to sign are Caltrans staff, then it will route to Mayor Julian, and then Philip and the clerk. The last signature will be with Caltrans District Director Scott Eades. Once all signatures are executed, a copy will be forwarded to the City. Just a reminder that the Certificate of Acceptance for the dedication from Pasadera, once signed by the City Clerk, needs to be included in the Dedication document when it is recorded.

11. Guadalupe -Lompoc Initiative – County of Santa Barbara One Climate On November 11th, City staff met with Santa Barabara County One Climate staff (Garret and Ashley) to discuss funding and capacity needs and ideas around climate action and adaptation. You may recall, this Initiative submitted a grant application last fall and was not awarded by the grant program. However, thanks to our State representatives, the County has been allocated $1.625M for the Regional Climate Collaborative (Guadalupe-Lompoc Initiative) project in the State budget!
At the meeting, the City of Guadalupe stands to receive $250,000 for:
• The City of Guadalupe will collaboratively develop a Climate Action Plan with community members and organizations.
• Objective- Support City of Guadalupe to develop an equity-oriented Climate Action Plan through community engagement, technical assistance. 11-7-2023 Meeting Attendees:
• County of Santa Barbara One Climate Initiative Staff (Garret Wong, Climate Program Manager)
• Todd Bodem- City Administrator
• Christine Rose, Senior Grant Writing Associate, Townsend • Dayanira Cruz, Public Works
Meeting Notes:

Garrett Wong provided background:
• Focus on Grant funding is on under-resourced communities to build capacity in those communities to incorporate climate actions/work.
• Previously worked with Los Amigos De Guadalupe, Dunes Center, Shannon Sweeney, and other City of Guadalupe staff. In addition, worked with City of Lompoc Staff and organizations. Original budget/application was for $1.75M with the County as lead. • Update: State legislator wrote into budget trailer bill authorizing $1.6M for implementing Regional Climate Collaborative with CEC as recipient of funding. This happened with other budget allocations where organizations with a historic implementation role became recipients of budget allocations. This creates some complications with funding administration changes.
• When Shannon Sweeney was involved, her priority was a Climate Action Plan (CAP) for City of Guadalupe. Since Shannon is no longer with the City, we discussed the current priorities and who would be the best point of contact. The CAP plan is still a priority.

Todd
• We are in the process of pursuing civil engineering services. This seems like a good opportunity to leverage funding.
• Staffing is in flux.
• Looking into the idea of hiring a grants manager, or at least new civil engineer to manage projects.
• Would want to hire an outside consultant; currently in process of hiring Urban Planning Concepts to continue Planning Services with them. • Different elements of current general plan that can tie into Climate Action Plan.

Ashley
• There are different levels of description/work that could be considered for Climate Action Plan.
• CEQA qualified CAP would require a much more detailed process and would shape the approach to the CAP.
• The County and CEC would be partners in CAP development.

Dayanira
• Would take collaboration to outline scope and depth of detail for CAP. • City is making progress on EV charging + electrification goals. • Was Shannon’s goal with CAP how to mitigate…. (EJ-missing context here). • What would CAP partners need for City to provide to begin analysis? o This would be a next step.

Garrett
• Shannon’s focus was on what can the City do and what can’t the City do to deliver results. County + Partners can support by providing backend analysis, community engagement, and recommendations/best practices.
• Is the goal to move along at the same pace of the State, or drive more development and growth, or is there community interest in advancing climate progress? Todd again
• All the above; we also need to find ways to drive revenue. • Considering energy back up /resilience needs of City facilities and fleet. • Le Roy Park is in development; phase 1 done; phase 2 $1.7M earmarked (2000 sq/ft. building).
• Skate Park in development; Mayor and Council goal of improved recreation programs. • Received $1M grant for Electric Bus; Received another grant for an electric ADA Bus. • Received a grant for Amtrak to install electric charging and other upgrades. • Increasing energy resilience at City Hall (adding solar) is of interest. • How CAP ties into multi-modal transportation is something to consider. • In the future - 2025-2026 housing project with SBCAG. • Royal Theater received grants of $10M to rehab + refurbish performing arts facility. • Have two approved CUPs for cannabis retail stores and one processing plants. • Really need to consider sustainability/capacity of city staff.

Current Guadalupe Plans Include:
• Downtown Business Plan.
• Rural Recreational Resiliency (RERC).
• Community Resilience Plan.
• GHG Analysis.

What is the near-term focus on implementing these plans? • Todd: Tourism/Hospitality; Multi-modal planning strategies; Urban Greening, regional/city park master planning.

Next steps:
• CEC and County meet with state to discuss financial disbursement. • County will draft a work plan for City to review.
• City: Consider how does City wants to engage the community; Map stakeholders. • County to help design educational modules for City engagement in CAP development to understand the science and art of CAPs.
• County to send City staff the previous GHG assessments.

12. Guadalupe Senior Center Staffing Possibility
According to Mayor Julian, via communication with the state in reference to our CDGB Covid 2&3 senior meal services, we have been informed that there is funding to hire an individual to help expand meal and other senior services here in Guadalupe. The Mayor spoke to Janine about the possibility of hiring an individual to help increase senior meal services as well as assist in the coordination of senior services here in Guadalupe. City staff met on October 27 to focus, at a minimum, on a job description which will support AAA services as well as to outreach to our senior population. We believe that by focusing on AAA meal services, we can develop a staff presence at this site to expand services to seniors based on local needs.

Instead of creating a job description for a staff person who could help expand senior services as well as solidify the city’s and AAA commitment to continued senior meal services, we would requested from AAA a job description for this type of position for HR to work from. Also, Janine mentioned that there may be an individual within the AAA system of services, who could possibly review our needs and help fill this staffing need.

13. Shaping the Future: Key Trends in Real Estate, Finance, and Economic Development On November 7, 2023, a free online seminar from ILG and speakers from Kosmont Companies who provided some useful ideas for economic development in Guadalupe.

The seminar touched on how private sector investment priorities are undergoing profound changes. In response, local governments face the challenge of leveraging new real estate development trends, aligning with evolving worker preferences, and adapting to the digital economy’s transformative impact on flexibility and location. This session empowers local leaders with a deep understanding of the seismic shifts in land use and the nuances of and opportunities in public and private finance strategies. These insights are crucial to capture value in an environment of altered investment priorities. Moreover, the session provided actionable guidance on deploying effective economic development platforms to attract private investment and foster local prosperity. By equipping Guadalupe with these economic development strategies and public agency investment insights, the city could set the stage for informed decision-making and ensuring a prosperous future. Staff will investigate this further.

14. Meeting with City of Guadalupe to Discuss Cannabis Permitting and CEQA 11/6/2023 Below is what happened at the 11-06-2023 meeting between the Air Pollution Control District (APCD) and the City of Guadalupe to Discuss Cannabis permitting and CEQA and next steps:

Attendees
• APCD: Aeron Arlin Genet (APCD Director), David Harris (Engineering Division Manager), Alex Economou (Planning Division Manager), Carly Barham (Air Quality Specialist), Emily Waddington (Air Quality Specialist), Bryan Wong (Air Quality Specialist)
• City: Ariston Julian (Mayor), Todd Bodem (City Administrator), Alice Saucedo (Permit Technician), Bill Scott (Contract Planner)
Agenda
• District’s Cannabis Advisory and Permitting Requirements Table o Guidance documents for city staff and cannabis project applicants o Cannabis Advisory was updated in July 2023 but has been available for several years
o Permitting Requirements table describes cannabis operations that require a district permit or are subject to our Nuisance Rule
o Retail storefronts are exempt from air district permit, but the District’s Nuisance Rule still applies
• CEQA
o District CEQA role
* District required to make a CEQA determination for every air district permit that we issue. District usually act as a Responsible Agency under CEQA working with the Lead Agency (the City). Ideally, the District would be able to rely on the City’s CEQA determination and CEQA document (if applicable) for their permit issuance. They would like to collaborate with the lead agency early in the application process so they can make sure that air quality issues are properly addressed in the CEQA document.
o City’s CEQA approach for cannabis projects
* Looking at projects individually for CEQA determination rather than programmatic document
* So far issued exemptions for previous projects
* Working with consultant to help with CEQA determinations • Central Coast Processing Facility (151 Obispo St)
o The District received 18 complaints about odors coming from the facility. o APCD staff coordinated with City of Guadalupe to perform a joint inspection of the facility.
o District issued a Notice of Violation to the business for failing to obtain a District permit for a cannabis processing facility and violating our Nuisance Rule.
o Applicant is actively working with District permitting staff to secure permit and address odor system. No action is needed on the part of the City. • Future collaboration
o District will provide update to City when permit is issued for Central Coast Processing
o District to provide update at Guadalupe city council meeting o District to send cannabis postcards to City staff to have at offices/planning counter
o City to send us cannabis applications that could require permit or have air quality issues
o City to share our Cannabis Advisory and Permitting table with cannabis applicants

END OF REPORT
Planner’s Census
Reference
November 02, 2023
ATTACHMENT 1
Summary
• Next steps • Topic areas • Survey of initial findings • Recommendations 2 Next Steps
3 • Integrate JTAC feedback.
• Complete the collection of data and quality assurance. • Begin tabulating the first draft onto a digital platform. • Return in April 2024 with draft copy for review.

Topic Areas and Future Plans
4 • Population and Demographics
• Housing Tenure and Characteristics
• Employment and Commuter Patterns
• Educational Attainment and Enrollment
• Environmental Justice and Equity*
• Transportation and Mobility – including micro-mobility data* • More data by jurisdiction and years from 2000*
* To be included in the upcoming draft.
5 0
2000
4000
6000
8000
10000
12000
In-Flow and Out-Flow of Jobs
0 50,000
100,000
150,000
200,000
250,000
Labor Market Size
Employed Inside Living Inside
YEAR Employed Inside Living Inside Net Job Flow
2002 156,363 165,080 283
2003 160,590 157,235 3,355
2004 161,823 156,390 5,433
2005 165,077 158,430 6,647
2006 167,500 159,931 7,569
2007 168,504 162,700 5,804
2008 171,314 164,290 7,024
2009 166,987 160,123 6,864
2010 167,144 161,904 5,240
2011 166,122 157,646 8,476
2012 170,042 160,088 9,954
2013 173,779 164,941 8,838
2014 176,868 170,002 6,866
2015 182,849 174,066 8,783
2016 184,103 176,180 7,923
2017 185,235 178,804 6,431
2018 191,035 179,908 11,127
2019 190,550 180,164 10,386
2020 182,990 171,752 11,238
6 140,000
145,000
150,000
155,000
160,000
165,000
170,000
175,000
180,000
185,000
Living and Employed in Santa Barbara County
140,000
150,000
160,000
170,000
180,000
190,000
200,000
Employed in Santa Barbara County
YEAR Employed Inside Living Inside Net Job Flow
2002 156,363 165,080 283
2003 160,590 157,235 3,355
2004 161,823 156,390 5,433
2005 165,077 158,430 6,647
2006 167,500 159,931 7,569
2007 168,504 162,700 5,804
2008 171,314 164,290 7,024
2009 166,987 160,123 6,864
2010 167,144 161,904 5,240
2011 166,122 157,646 8,476
2012 170,042 160,088 9,954
2013 173,779 164,941 8,838
2014 176,868 170,002 6,866
2015 182,849 174,066 8,783
2016 184,103 176,180 7,923
2017 185,235 178,804 6,431
2018 191,035 179,908 11,127
2019 190,550 180,164 10,386
2020 182,990 171,752 11,238
7 12.0%

11.9%

10.7%

10.1%

9.1%

7.7%

6.1%

5.6%

5.3%

4.3%
0 5,000 10,000 15,000 20,000 25,000 30,000
Educational Services
Accommodation and Food Services
Agriculture, Forestry, Fishing and Hunting
Health Care and Social Assistance
Retail Trade
Manufacturing
Professional, Scientific, and Technical…
Construction
Administration & Support, Waste…
Other Services (excluding Public…
Top 10 NAICS Industries of 2005

12.2%

11.7%

11.4%

11.2%

7.8%

6.7%

6.4%

5.1%

4.8%

4.7%
0 5,000 10,000 15,000 20,000 25,000
Educational Services
Accommodation and Food Services
Health Care and Social Assistance
Agriculture, Forestry, Fishing and Hunting
Retail Trade
Manufacturing
Professional, Scientific, and Technical…
Administration & Support, Waste…
Other Services (excluding Public…
Public Administration
Top 10 NAICS Industries of 2010

12.9%

12.6%

11.4%

10.7%

8.0%

6.8%

6.2%

4.8%

4.4%

4.1%
0 5,000 10,000 15,000 20,000 25,000 30,000
Health Care and Social Assistance
Accommodation and Food Services
Agriculture, Forestry, Fishing and Hunting
Educational Services
Retail Trade
Manufacturing
Professional, Scientific, and Technical…
Administration & Support, Waste…
Construction
Public Administration
Top NAICS Industries of 2015

14.1%

11.5%

11.2%

10.7%

6.8%

6.7%

6.5%

6.4%

5.0%

3.6%
0 5,000 10,000 15,000 20,000 25,000 30,000
Health Care and Social Assistance
Agriculture, Forestry, Fishing and Hunting
Educational Services
Accommodation and Food Services
Retail Trade
Professional, Scientific, and Technical…
Administration & Support, Waste…
Manufacturing
Construction
Public Administration
Top 10 NAICS Industries of 2020
8 30,000 20,000 10,000 10,000 20,000 30,000
0-4
10-14
20-24
30-34
40-44
50-54
60-64
70-74
80-84
2000 Age-Sex Distribution
Male Population Female Population
9 30,000 20,000 10,000 10,000 20,000 30,000
0-4
10-14
20-24
30-34
40-44
50-54
60-64
70-74
80-84
2010 Age-Sex Distribution
Male Population Female Population
10 30,000 20,000 10,000 10,000 20,000 30,000
0-4
10-14
20-24
30-34
40-44
50-54
60-64
70-74
80-84
2020 Age-Sex Distribution
Male Population Female Population
11 HOUSEHOLDS 40,710
With earnings 43.40%
Mean earnings (dollars) 89,912
With Social Security income 87.40%
Mean Social Security income (dollars) 23,212
With Supplemental Security Income 4.90%
Mean Supplemental Security Income (dollars) 12,773
With cash public assistance income 1.80%
Mean cash public assistance income
(dollars) 5,404
With retirement income 52.90%
Mean retirement income (dollars) 45,110
With Food Stamp/SNAP benefits 5.50%

POVERTY LEVEL
Population for whom poverty status is
determined 66,892
Below 100 percent 7.90%
100 to 149 percent 7.00%
At or above 150 percent 85.20%
2021 Inflation Adjusted Income for 65+ Pop.

OCCUPIED HOUSING UNITS 40,710
Owner-occupied housing units 75.50%
Renter-occupied housing units 24.50%
Average household size of owneroccupied unit 2.1
Average household size of renteroccupied unit 1.6
Less than 30 percent 70.10%
30 percent or more 29.90%
Median home value (dollars) 704,800
Median selected monthly owner costs
with a mortgage (dollars) 2328.00
Median selected monthly owner costs
without a mortgage (dollars) 678
Less than 30 percent 44.50%
30 percent or more 55.50%
Median gross rent (dollars) 1470
2021 Housing Characteristics for 65+ Pop.

GROSS RENT AS % OF INCOME
MONTHLY OWNER COSTS AS % OF INCOME
SEX AND AGE 68,221
Male 45.60%
Female 54.40%
Median age (years) 73.7
HOUSEHOLDS 40,710
Family households 54.80%
Married-couple family 44.60%
Female householder, no
spouse present, family 7.50%
Nonfamily households 45.20%
Householder living alone 41.20%
DISABILITY STATUS* 66,908
With any disability 29.70%
No disability 70.30%
EDUCATIONAL ATTAINMENT 68,221
Less than high school grad. 13.20%
High school graduate, GED, or
alternative 16.30%
Some college or associates 30.10%
Bachelor's degree or higher 40.50%
*Civilian noninstitutionalized population
65+ Population in 2021
0 100,000
200,000
300,000
400,000
500,000
600,000
65+ Population Projection (2020-2060)
Below 65 Above 65
12 0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
2000 2010 2020 2021
Hispanic or Latino Origin Estimates (2000-21)
Not Hispanic or Latino Hispanic or Latino
13 0
100,000
200,000
300,000
400,000
500,000
600,000
Hispanic or Latino Population Projection (2020-60)
Hispanic (any race) Non-Hispanic
14 0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
15 to 19 years
20 to 34 years
35 to 44 years
45 to 54 years
55 to 64 years
65 years and over
2020 MARITAL STATUS (FEMALE)

NOW MARRIED WIDOWED DIVORCED SEPARATED NEVER MARRIED

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
15 to 19 years
20 to 34 years
35 to 44 years
45 to 54 years
55 to 64 years
65 years and over
2020 MARITAL STATUS (MALE)

NOW MARRIED WIDOWED DIVORCED SEPARATED NEVER MARRIED

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
15 to 19 years
20 to 34 years
35 to 44 years
45 to 54 years
55 to 64 years
65 years and over
2010 MARITAL STATUS (FEMALE)

NOW MARRIED WIDOWED DIVORCED SEPARATED NEVER MARRIED

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
15 to 19 years
20 to 34 years
35 to 44 years
45 to 54 years
55 to 64 years
65 years and over
2010 MARITAL STATUS (MALE)

NOW MARRIED WIDOWED DIVORCED SEPARATED NEVER MARRIED
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
Projected Fertility (1990-2040)
Santa Barbara County Ventura County San Luis Obispo County

EDUCATIONAL ATTAINMENT
Population 25 years and over 263,268 - 268,017 - 276,105 - 278,594 - Less than 9th grade 33,274 12.60% 33,555 12.50% 32,394 11.70% 31,689 11.40% 9th to 12th grade, no diploma 20,478 7.80% 21,090 7.90% 17,752 6.40% 17,946 6.40% High school graduate 49,050 18.60% 47,489 17.70% 46,722 16.90% 47,657 17.10% Some college, no degree 61,753 23.50% 58,351 21.80% 59,648 21.60% 54,159 19.40% Associate's degree 20,446 7.80% 21,308 8.00% 23,042 8.30% 23,751 8.50% Bachelor's degree 45,946 17.50% 51,447 19.20% 57,549 20.80% 61,427 22.00% Graduate or professional degree 32,321 12.30% 34,777 13.00% 38,998 14.10% 41,965 15.10% * 1 Year Estimate from the American Community Survey
2010 2015 2020 2022*

SCHOOL ENROLLMENT
Population 3 years and over enrolled in school 132,683 - 133,986 - 135,871 - 133,061 - Nursery school, preschool 6,764 5.10% 6,497 4.80% 6,662 4.90% 4,978 3.70% Kindergarten 6,274 4.70% 5,178 3.90% 5,611 4.10% 5,248 3.90% Elementary school (grades 1-8) 42,366 31.90% 42,716 31.90% 42,589 31.30% 42,754 32.10% High school (grades 9-12) 24,066 18.10% 23,377 17.40% 22,263 16.40% 22,859 17.20% College or graduate school 53,213 40.10% 56,218 42.00% 58,746 43.20% 57,222 43.00% 2010 2015 2020 2022*
COUNTY 2022-23* 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 Santa Barbara 66,758 66,566 66,511 66,635 65,943 65,688 65,179 64,418 63,612 62,925 62,197 San Luis Obispo 32,615 32,489 32,459 32,591 32,123 31,656 31,306 31,010 30,842 30,767 30,711 Ventura 126,942 125,055 122,474 121,009 118,224 115,968 113,825 111,779 110,069 108,447 106,800 15 0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
Projected Public Enrollment (2022-32)
Santa Barbara San Luis Obispo Ventura
16 SCHOOL ENROLLMENT
Population 3 years and over enrolled in school 132,683 - 133,986 - 135,871 - 136,274 - Nursery school, preschool 6,764 5.10% 6,497 4.80% 6,662 4.90% 6,076 4.5% Kindergarten 6,274 4.70% 5,178 3.90% 5,611 4.10% 5,994 4.4% Elementary school (grades 1-8) 42,366 31.90% 42,716 31.90% 42,589 31.30% 43,327 31.8% High school (grades 9-12) 24,066 18.10% 23,377 17.40% 22,263 16.40% 22,833 16.8% College or graduate school 53,213 40.10% 56,218 42.00% 58,746 43.20% 58,044 42.6% 2010 2015 2020 2021

EDUCATIONAL ATTAINMENT
Population 25 years and over 263,268 - 268,017 - 276,105 - 277,880 - Less than 9th grade 33,274 12.6% 33,555 12.5% 32,394 11.7% 32,126 11.6% 9th to 12th grade, no diploma 20,478 7.8% 21,090 7.9% 17,752 6.4% 18,148 6.5% High school graduate 49,050 18.6% 47,489 17.7% 46,722 16.9% 47,957 17.3% Some college, no degree 61,753 23.5% 58,351 21.8% 59,648 21.6% 58,882 21.2% Associate's degree 20,446 7.8% 21,308 8.0% 23,042 8.3% 23,131 8.3% Bachelor's degree 45,946 17.5% 51,447 19.2% 57,549 20.8% 58,791 21.2% Graduate or professional degree 32,321 12.3% 34,777 13.0% 38,998 14.1% 38,845 14.0% 2010 2015 2020 2021
17 RENT COST BURDEN 2000 2010 2020 2021
Total: 59,192 61,198 67,140 72,469
Less than 15 percent 11.0% 8.2% 8.6% 8.7%
15 to 19 percent 11.7% 9.9% 10.9% 10.0%
20 to 24 percent 12.3% 12.5% 12.3% 13.1%
25 to 29 percent 10.3% 11.5% 12.2% 8.6%
30 to 34 percent 9.1% 8.5% 10.4% 11.3%
35 percent or more 38.2% 49.5% 45.5% 48.3%
SEVERE RENT COST BURDEN 2000 2010 2020 2021
Total: 59,192 65,036 70,805 69,883

35.0 to 39.9 percent 6.2% 7.7% 7.2% 7.5%

40.0 to 49.9 percent 8.7% 11.0% 10.0% 9.8%

50.0 percent or more 23.3% 27.9% 25.9% 26.5%
18 COUNTWIDE VACANCY 2000 2010 2020 2021
Total: 6,279 10,588 11,008 10,363
For rent 1,755 2,479 1,999 2,029
Rented, not occupied 550* 1,290 792 777
Sold, not occupied 550* 356 818 817
For sale only 615 1,243 550 634
For seasonal, recreational, or occasiona 2,022 2,960 3,990 3,612 For migrant workers 17 4 180 156
Other vacant 1,320 2,256 2,679 2,338
* Rented or sold, not occupied.
19 OCCUPANCY DEMOGRAPHICS OWNER RENTER OWNER RENTER OWNER RENTER AGE OF HOUSEHOLDER 77,563 69,883 77,504 70,805 76,757 65,036 Under 35 years 6.50% 37.40% 6.80% 37.50% 7.00% 39.70%
35 to 44 years 13.20% 19.80% 12.40% 19.70% 14.70% 20.80% 45 to 54 years 16.70% 15.30% 16.80% 15.80% 23.70% 17.10% 55 to 64 years 24.00% 13.20% 23.60% 12.80% 21.80% 11.00% 65 to 74 years 22.10% 7.80% 21.80% 7.40% 15.60% 5.20%
75 to 84 years 12.10% 3.50% 12.70% 3.50% 12.10% 3.90%
85 years and over 5.30% 2.90% 5.80% 3.20% 5.20% 2.30%

HOUSEHOLDER EDUCATION
Less than high school graduate 8.80% 19.10% 8.60% 19.90% 10.00% 21.10% High school graduate 13.90% 14.30% 14.20% 14.10% 16.00% 16.50% Some college or associate's degree 30.90% 35.80% 31.10% 36.20% 33.50% 36.20% Bachelor's degree or higher 46.30% 30.90% 46.00% 29.80% 40.50% 26.10%

YEAR HOUSEHOLDER MOVED IN
Moved in 2019 or later 4.30% 16.80% 1.80% 8.30% - -
Moved in 2015 to 2018 17.30% 42.60% 15.80% 43.80% - -
Moved in 2010 to 2014 17.70% 20.70% 18.50% 25.90% - -
Moved in 2000 to 2009 22.90% 14.30% 23.80% 15.70% - -
Moved in 1990 to 1999 16.90% 3.60% 17.10% 3.90% - -
Moved in 1989 or earlier 20.90% 2.10% 22.90% 2.40% - -
2021 2020 2010
20 54.1% 53.6% 53.2% 52.6% 52.3% 51.9% 52.0% 52.3% 52.2% 52.1% 52.3% 52.6%

47.7% 47.8% 47.9% 47.7% 47.4% 45.9% 46.4% 46.8% 47.4% 47.7% 48.1% 48.0% 0 20000
40000
60000
80000
100000
120000
140000
160000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Housing Tenure (2010-21)
Owner-occupied housing units Renter-occupied housing units 21 HOUSEHOLDS 40,710
With earnings 43.40%
Mean earnings (dollars) 89,912
With Social Security income 87.40%
Mean Social Security income (dollars) 23,212
With Supplemental Security Income 4.90%
Mean Supplemental Security Income (dollars) 12,773
With cash public assistance income 1.80%
Mean cash public assistance income
(dollars) 5,404
With retirement income 52.90%
Mean retirement income (dollars) 45,110
With Food Stamp/SNAP benefits 5.50%

POVERTY LEVEL
Population for whom poverty status is
determined 66,892
Below 100 percent 7.90%
100 to 149 percent 7.00%
At or above 150 percent 85.20%
65+ POPULATION INCOME IN 2021
OCCUPIED HOUSING UNITS 40,710
Owner-occupied housing units 75.50%
Renter-occupied housing units 24.50%
Average household size of owneroccupied unit 2.1
Average household size of renteroccupied unit 1.6
Less than 30 percent 70.10%
30 percent or more 29.90%
Median home value (dollars) 704,800
Median selected monthly owner costs
with a mortgage (dollars) 2328.00
Median selected monthly owner costs
without a mortgage (dollars) 678
Less than 30 percent 44.50%
30 percent or more 55.50%
Median gross rent (dollars) 1470
65+ POP. HOUSING CHARACTERISTICS IN 2021

GROSS RENTER COST AS PERCENT OF INCOME

MONTHLY OWNER COSTS AS PERCENT OF INCOME
Staff Contact
Dajung Chung at [email protected]
Questions and Comments

SALES VALUE HISTORY

THE COUNTY OF SANTA BARBARA
Detached Single Family Residential Full Value Sales 01/01/2021 - 9/30/2023) Year Full Value Sales Average Price Median Price Median % Change 2021 Q1 850 $1,492,397 $678,000
2021 Q2 1,001 $1,585,873 $742,500 9.51%
2021 Q3 961 $1,486,054 $703,000 -5.32%
2021 Q4 813 $1,434,594 $690,000 -1.85%
2022 Q1 746 $1,641,314 $710,000 2.90%
2022 Q2 768 $1,567,031 $722,500 1.76%
2022 Q3 645 $1,462,777 $692,000 -4.22%
2022 Q4 491 $1,565,214 $690,500 -0.22%
2023 Q1 416 $1,572,505 $704,500 2.03%
2023 Q2 524 $1,773,727 $835,500 18.59%
2023 Q3 511 $1,563,564 $800,000 -4.25%
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
2021 Q12021 Q22021 Q32021 Q42022 Q12022 Q22022 Q32022 Q42023 Q12023 Q22023 Q3 Median Price Avg Price
Year
Sales Price
* Multiparcel transfers, quitclaim deeds, trust transfers, timeshares, and partial sales are excluded from this analysis.

This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone
Data Source: Santa Barbara County Recorder Prepared On 10/20/2023 By MV