Agenda — Marina City Council, November 19, 2024 (part 2 of 2)

Q-637387-45610.811DB
Issued: 11/14/2024
Quote Expiration: 11/29/2024
Estimated Contract Start Date: 02/15/2025
Account Number: 108366
Payment Terms:

Delivery Method:

SHIP TO BILL TO SALES REPRESENTATIVE PRIMARY CONTACT
Marina Police Dept. - CA
211 Hillcrest Ave
Marina,
CA
93933-3534
USA
Marina
Police Dept. - CA
PO
Box 5624
Carmel By The Sea
CA
93921-5624
USA
Email:

Daniel Birt
Phone:

Email: [email protected]
Fax:

Steven Russo
Phone: (831) 901-4052
Email: [email protected]
Fax: (831) 751-9091
Quote Summary Discount Summary
Program Length 60 Months Average Savings Per Year $9,160.40 TOTAL COST $160,083.00
ESTIMATED TOTAL W/ TAX $172,480.66 TOTAL SAVINGS $45,802.00 Axon Enterprise, Inc.
17800 N 85th St.

Scottsdale, Arizona 85255
United States
VAT: 86-0741227
Domestic: (800) 978-2737
International: +1.800.978.2737

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Payment Summary
Date Subtotal Tax Total
Jan 2025 $32,016.60 $2,479.53 $34,496.13
Jan 2026 $32,016.60 $2,479.53 $34,496.13
Jan 2027 $32,016.60 $2,479.53 $34,496.13
Jan 2028 $32,016.60 $2,479.53 $34,496.13
Jan 2029 $32,016.60 $2,479.54 $34,496.14
Total $160,083.00 $12,397.66 $172,480.66

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Quote Unbundled Price: $205,885.00
Quote List Price: $173,104.00
Quote Subtotal: $160,083.00
Pricing
All deliverables are detailed in Delivery Schedules section lower in proposal Item Description Qty Term Unbundled List Price Net Price Subtotal Tax Total Program
C00010 BUNDLE - TASER 10 CERTIFICATION 35 60 $96.85 $81.24 $76.23 $160,083.00 $12,397.66 $172,480.66 A la Carte Services
101208 AXON TASER 10 - 2 DAY INSTRUCTOR COURSE - INSIDE SALES 1 $2,500.00 $0.00 $0.00 $0.00 $0.00
Total $160,083.00 $12,397.66 $172,480.66
Delivery Schedule
Hardware
Bundle Item Description QTY Shipping Location Estimated Delivery Date BUNDLE - TASER 10 CERTIFICATION 100390 AXON TASER 10 - HANDLE - YELLOW CLASS 3R 35 2 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 100390 AXON TASER 10 - HANDLE - YELLOW CLASS 3R 1 2 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 100393 AXON TASER 10 - MAGAZINE - LIVE DUTY BLACK 1 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 100393 AXON TASER 10 - MAGAZINE - LIVE DUTY BLACK 35 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 100394 AXON TASER 10 - MAGAZINE - HALT TRAINING BLUE 4 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 100395 AXON TASER 10 - MAGAZINE - LIVE TRAINING PURPLE 3 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 100396 AXON TASER 10 - MAGAZINE - INERT RED 30 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 100399 AXON TASER 10 - CARTRIDGE - LIVE 700 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 100400 AXON TASER 10 - CARTRIDGE - HALT 210 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 100401 AXON TASER 10 - CARTRIDGE - INERT 300 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 100611 AXON TASER 10 - SAFARILAND HOLSTER - RH 35 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 100623 AXON TASER - TRAINING - ENHANCED HALT SUIT V2 1 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 20018 AXON TASER - BATTERY PACK - TACTICAL 6 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 20018 AXON TASER - BATTERY PACK - TACTICAL 1 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 20018 AXON TASER - BATTERY PACK - TACTICAL 35 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 70033 AXON - DOCK WALL MOUNT - BRACKET ASSY 1 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 71019 AXON BODY - DOCK POWERCORD - NORTH AMERICA 1 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 74200 AXON TASER - DOCK - SIX BAY PLUS CORE 1 1 01/15/2025 BUNDLE - TASER 10 CERTIFICATION 80087 AXON TASER - TARGET - CONDUCTIVE PROFESSIONAL RUGGEDIZED 1 1 01/15/2025
BUNDLE - TASER 10 CERTIFICATION 80090 AXON TASER - TARGET FRAME - PROFESSIONAL 27.5 IN X 75 IN 1 1 01/15/2025
BUNDLE - TASER 10 CERTIFICATION 100399 AXON TASER 10 - CARTRIDGE - LIVE 110 1 01/15/2026 BUNDLE - TASER 10 CERTIFICATION 100400 AXON TASER 10 - CARTRIDGE - HALT 280 1 01/15/2026 BUNDLE - TASER 10 CERTIFICATION 100399 AXON TASER 10 - CARTRIDGE - LIVE 100 1 01/15/2027 BUNDLE - TASER 10 CERTIFICATION 100400 AXON TASER 10 - CARTRIDGE - HALT 280 1 01/15/2027 BUNDLE - TASER 10 CERTIFICATION 100399 AXON TASER 10 - CARTRIDGE - LIVE 110 1 01/15/2028 BUNDLE - TASER 10 CERTIFICATION 100400 AXON TASER 10 - CARTRIDGE - HALT 280 1 01/15/2028

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Hardware
Bundle Item Description QTY Shipping Location Estimated Delivery Date BUNDLE - TASER 10 CERTIFICATION 100399 AXON TASER 10 - CARTRIDGE - LIVE 100 1 01/15/2029 BUNDLE - TASER 10 CERTIFICATION 100400 AXON TASER 10 - CARTRIDGE - HALT 280 1 01/15/2029 Software
Bundle Item Description QTY Estimated Start Date Estimated End Date BUNDLE - TASER 10 CERTIFICATION 101180 AXON TASER - DATA SCIENCE PROGRAM 35 02/15/2025 02/14/2030 BUNDLE - TASER 10 CERTIFICATION 20248 AXON TASER - EVIDENCE.COM LICENSE 1 02/15/2025 02/14/2030 BUNDLE - TASER 10 CERTIFICATION 20248 AXON TASER - EVIDENCE.COM LICENSE 35 02/15/2025 02/14/2030 Services
Bundle Item Description QTY
BUNDLE - TASER 10 CERTIFICATION 100751 AXON TASER 10 - REPLACEMENT ACCESS PROGRAM - DUTY CARTRIDGE 35 BUNDLE - TASER 10 CERTIFICATION 101193 AXON TASER - ON DEMAND CERTIFICATION 1 A la Carte 101208 AXON TASER 10 - 2 DAY INSTRUCTOR COURSE - INSIDE SALES 1 Warranties
Bundle Item Description QTY Estimated Start Date Estimated End Date BUNDLE - TASER 10 CERTIFICATION 100704 AXON TASER 10 - EXT WARRANTY - HANDLE 1 01/15/2026 02/14/2030 BUNDLE - TASER 10 CERTIFICATION 100704 AXON TASER 10 - EXT WARRANTY - HANDLE 35 01/15/2026 02/14/2030 BUNDLE - TASER 10 CERTIFICATION 80374 AXON TASER - EXT WARRANTY - BATTERY PACK T7/T10 6 01/15/2026 02/14/2030 BUNDLE - TASER 10 CERTIFICATION 80374 AXON TASER - EXT WARRANTY - BATTERY PACK T7/T10 35 01/15/2026 02/14/2030 BUNDLE - TASER 10 CERTIFICATION 80374 AXON TASER - EXT WARRANTY - BATTERY PACK T7/T10 1 01/15/2026 02/14/2030 BUNDLE - TASER 10 CERTIFICATION 80396 AXON TASER - EXT WARRANTY - DOCK SIX BAY T7/T10 1 01/15/2026 02/14/2030

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Shipping Locations
Location Number Street City State Zip Country
1 211 Hillcrest Ave Marina CA 93933-3534 USA
2 211 Hillcrest Ave Marina CA 93933-3534 USA
Payment Details
Jan 2025
Invoice Plan Item Description Qty Subtotal Tax Total
Year 1 C00010 BUNDLE - TASER 10 CERTIFICATION 35 $32,016.60 $2,479.53 $34,496.13 Total $32,016.60 $2,479.53 $34,496.13
Jan 2026
Invoice Plan Item Description Qty Subtotal Tax Total
Year 2 C00010 BUNDLE - TASER 10 CERTIFICATION 35 $32,016.60 $2,479.53 $34,496.13 Invoice Upon Fulfillment 101208 AXON TASER 10 - 2 DAY INSTRUCTOR COURSE - INSIDE SALES 1 $0.00 $0.00 $0.00 Total $32,016.60 $2,479.53 $34,496.13
Jan 2027
Invoice Plan Item Description Qty Subtotal Tax Total
Year 3 C00010 BUNDLE - TASER 10 CERTIFICATION 35 $32,016.60 $2,479.53 $34,496.13 Total $32,016.60 $2,479.53 $34,496.13
Jan 2028
Invoice Plan Item Description Qty Subtotal Tax Total
Year 4 C00010 BUNDLE - TASER 10 CERTIFICATION 35 $32,016.60 $2,479.53 $34,496.13 Total $32,016.60 $2,479.53 $34,496.13
Jan 2029
Invoice Plan Item Description Qty Subtotal Tax Total
Year 5 C00010 BUNDLE - TASER 10 CERTIFICATION 35 $32,016.60 $2,479.54 $34,496.14 Total $32,016.60 $2,479.54 $34,496.14

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Tax is estimated based on rates applicable at date of quote and subject to change at time of invoicing. If a tax exemption certificate should be applied, please submit prior
to invoicing.

Standard Terms and Conditions
Axon Enterprise Inc. Sales Terms and Conditions
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This
Quote is limited to and conditional upon your acceptance of the provisions set forth herein and Axon’s Master Services and Purchasing Agreement (posted at https://www.axon.com/sales-terms-and-conditions), as well as the attached Statement of Work (SOW) for Axon Fleet and/or Axon Interview Room purchase, if applicable. In the event you and Axon have entered into a prior agreement to govern all future purchases, that agreement shall govern to the extent it includes the products and services being purchased and does not conflict with the Axon Customer Experience Improvement Program Appendix as described below.

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\s1\ \d1\
Signature Date Signed
11/14/2024

EXHIBIT C
66 M

ST HIGHLIGHTS
Board of Directors Meeting
November 4, 2024

RECOGNIZED NOVEMBER EMPLOYEE OF THE MONTH
The MST Board adopted Resolution 2025-07 recognizing Natalie Flores, Associate Planner, as the November 2024 Employee of the Month for her outstanding contribution to MST and to the entire community.

RESOLUTION OF APPRECIATION
The MST Board adopted Resolution 2025-08 in appreciation of the Honorable California State Senator Anna Caballero for her support of Monterey-Salinas Transit District.

BLACK OAK CLEANING SERVICES CONTRACT
The MST Board authorized the General Manager/CEO or their designee to enter into a three (3) year contract with Black Oak Cleaning Services, with the option to extend for three (3) additional one (1) year periods for $64,580/year for the initial three (3) year term, and $66,480/year for the option years, with a total contract value not to exceed $393,180

BUS STOP REMOVAL POLICY
The MST Board approved the Bus Stop Removal Policy.

APPROVED GENERAL MANAGER/CEO PERFORMANCE INCENTIVE
The MST Board approved a 5% Incentive Pay for the General Manager/CEO.

NEXT MST BOARD MEETING
The next regular MST Board meeting is scheduled for December 9, 2024.

Agenda Item: 10j(1)
November 19, 2024
ORDINANCE NO. 2024-11

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF MARINA,

ACTING IN ITS CAPACITY AS THE LEGISLATIVE BODY OF THE
CITY OF MARINA COMMUNITY FACILITIES DISTRICT NO. 2024-1 (THE DUNES WEST SIDE SERVICES) AUTHORIZING THE LEVY OF

SPECIAL TAXES WITHIN THE DISTRICT
An ordinance authorizing the levy of special taxes within the City of Marina Community Facilities District No. 2024-1 (The Dunes West Side Services) (the "District") pursuant to Chapter

2.5 of Part 1 of Division 2 of Title 5 of the California Government Code, commonly known as the Mello-Roos Community Facilities Act of 1982 ("Act") and Chapter 3.35 of the City of Marina Municipal Code.

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

SECTION 1. The City Council finds that:

A. On September 4, 2024, the City Council ("City Council") of the City of Marina ("City") adopted a resolution ("Resolution of Intention") declaring its intention to form the District pursuant to the Act.

B. On October 15 , 2024 , after providing all notice required by the Act, the City Council opened a noticed public hearing, which public hearing was continued to November 6, 2024 (the “Public Hearing”) and was conducted by the City Council as required by the Act , at which the City Council considered the proposed formation of the District , and the proposed levy of a special tax within Tax Zone 1, Tax Zone 2 and Tax Zone 3 of the District to finance certain public services ("Services") , and incidental and administrative expenses to be incurred in connection with financing the Services and forming and administering the District (collectively, the “Administrative Expenses”) , each as described in the Resolution of Intention , as such resolution was amended by a resolution of the City Council of the City of Marina adopted on November 6, 2024 (the "Resolution of Formation").

C. At the Public Hearing, all persons desiring to be heard on all matters pertaining to:
(i) the proposed formation of the District and (ii) the proposed levy of a special tax within the District to finance the Services and Administrative Expenses were heard and a full and fair hearing was held.

D. On November 6, 2024, the City Council adopted the Resolution of Formation which formed the District and called a special election within the District to be held on January 10, 2024 (or such earlier date as all ballots are received, or such later date as is consented to by the City Clerk of the City), on two propositions for the District relating to the levy of a special tax within the District and the establishment of an appropriations limit within the District.

E. On November 6, 2024, a special election was held within the District at which the qualified electors therein approved by more than a two -thirds vote, Propositions A and B as set forth in Attachment "C" to the Resolution of Formation, authorizing the levy of a special tax within the District for the purposes described in the Resolution of Formation and establishing an appropriations limit for the District.

Agenda Item: 10l(1)
November 19, 2024
1 F. Section 53340 of the Act requires the adoption of this Ordinance in order to levy the special tax within the District for the purposes described in the Resolution of Formation.

SECTION 2. The City Council hereby authorizes the levy of a special tax within the District. The special taxes shall be levied pursuant to Sections 53328 and 53340 of the Act and Chapter 3.35 of the City of Marina Municipal Code . The special taxes shall be levied on the property within the District at the time of formation thereof, at the rates and in accordance with the rate and method of apportionment of special tax ("Rate and Method") set forth in Attachment "A" to the Resolution of Formation, which is incorporated herein by reference. The special taxes are hereby levied within the District each fiscal year so long as is required to pay for the Services.

SECTION 3. Each of the City Manager of the City (the “City Manager”), the Finance Director of the City (the "Finance Director"), or any other person or persons designated by the City Manager or the Finance Director (collectively, "Authorized Officers"), is hereby authorized and directed each fiscal year to determine the specific special tax rates and amounts to be levied in such fiscal year on each parcel of real property within the District at the time of formation , in the manner and as provided in the Rate and Method. The special tax rate levied on a parcel pursuant to the Rate and Method shall not exceed the maximum rate set forth in the Rate and Method for such parcel, but the special tax may be levied at a lower rate. Each Authorized Officer is hereby authorized and directed to provide all necessary information to the Monterey County Treasurer- Tax Collector and to otherwise take all actions necessary in order to effect proper billing and collection of the special tax within the District, so that the special tax shall be levied and collected in sufficient amounts and at times necessary to satisfy the financial obligations of the District in each fiscal year until a determination by the City Council, acting as the Legislative Body of the District, that the special tax shall no longer be levied to pay for the Services.

SECTION 4. Properties or entities of the state, federal or other local governments shall be exempt from the special tax for the District, except as otherwise provided in Sections 53317.3 and 53317.5 of the Act and Section E of the Rate and Method. “Parcel D” as defined in the Rate and Method is also exempt from the special tax for the District in certain circumstances as described in the Rate and Method. No other properties or entities within the District are exempt from the special tax unless the properties or enti ties are expressly exempted in the Resolution of Formation, or in a resolution of consideration to levy a new special tax or special taxes, or to alter the Rate and Method or an existing special tax as provided in Section 53334 of the Act.

SECTION 5. All of the collections of the special tax within the District shall be used as provided for in the Act, the Rate and Method, and the Resolution of Formation.

SECTION 6. The special tax within the District shall be collected in the same manner as ordinary ad valorem property taxes are collected and shall be subject to the same penalties and the same procedure, sale and lien priority in case of delinquency as is provided for ad valorem taxes (which procedures include the exercise of all rights and remedies permitted by law to make corrections, including, but not limited to, the issuance of amended or supplemental tax bills), as such procedures may be modified by law or by the City Council from time to time.

Ordinance No. 2024-11
Page Two
2 November 12, 2024 Item No. 13a
Honorable Mayor and Members City Council Meeting
of the Marina City Council of November 19, 2024

CITY COUNCIL TO PROVIDE DIRECTION TO STAFF FOR THE

AQUATIC AND SPORTS CENTER BUILDING REHABILITATION
PROJECT (CAPITAL PROJECT NUMBE R QLF 2004) INCLUDING:

UPDATED DESIGN AND PROGRAMMING; PROPOSED PROJECT
PHASING; FUNDING OPTIONS; AND OTHER ALTERNATIVES
RECOMMENDATION:

It is requested that the City Council provide staff direction for continuing the rehabilitation of the Aquatic and Sports Center (Capital Project Number QLF 2004) including: updated design and programming features; proposed project phasing; funding options and other alternatives.

BACKGROUND:

In June 2005, the City of Marina adopted a Parks and Recreation Facilities Master Plan (the Master Plan). The Master Plan adopted a mission statement that says, “The City of Marina is committed to establishing and maintaining facilities, parks and services that enhance the quality of life for all ages, cultural origins and abilities.” The Master Plan identified key goals pertaining to parks and recreation facilities and included: developing a centrally located recreation center complex for use by Marina citizens that includes an indoor swimming pool, gymnasium, basketball court, volleyball, and racquetball courts. (Goal 2; Objective 2-2). The Master Plan also established a goal to develop adequate level of funding for parks and recreational facilities now and in the future. (Goal 6; Objective 6-1, Policy 6-1).

When preparing the Master Plan, a survey was conducted and distributed to 4,500 homes in Marina. The survey results showed that 85% wanted a centralized recreation center with an indoor pool as the most important use, followed by an indoor gym, volleyball and racquetball facilities.

In 2009, the City developed a Parks and Recreation Facilities Strategic Implementation Plan to provide a guiding document for strategic implementation for siting, constructing, and programming of the City’s parks and recreation facilities. The Implementation Plan had a goal to create a unified city by linking Central Marina with Southern and Northern Marina as the City grows and develops and a key component of this was to develop a quality recreation complex to accommodate recreation programs for people of all ages. The Implementation Plan recommended that the highest priority be placed on a Sports Complex with indoor swimming pool, gymnasium, and fitness center to augment the existing system.

The City Council has focused on the former military gym building and adjacent indoor pool at the intersection of 2nd Avenue and 9th Street as the most cost effective and viable option to develop an aquatics and recreation center. These properties were transferred from the Army when the former Fort Ord military base closed in 1994 and are part of a National Park Service land conveyance.

These buildings have mostly remained vacant and deteriorated over time. The gym was used by a private business for roller hockey for period of time until the building was closed for use due to building and ADA code deficiencies. In 2014 a grant was secured to stabilize these buildings with a new roof, painting the exterior, fixing broken windows and doors and securing the buildings from vandalism.
1 Beginning in 2018 the City started re-engaging with the community with many outreach events, study sessions and City Council meetings. Input was also received from the Recreation and Cultural Services Commission. In 2019 Jeff Katz Architecture (JKA) was hired as the prime consultant for planning the renovation of these two buildings. Their team also included Water Technology Inc. and Isaac Sports Group for the financial operating cost analysis for the projects.

In December 2019 the City Council received a presentation on the conceptual design and programming; financial operating cost summary; and high-level estimated construction costs.

Goals established for this project include:
• Create a community resource
• Utilize and maximize an aging facility asset to the community • Meet and expand on the needs of the local swim community including Marina High School • Provide opportunities for all ages and abilities
• Integrate into the larger Dunes City Park Master Plan • Provide expanded sport and recreational activities to a much broader range of Marina residents
• Meet city needs for additional recreation and sports programs • Partner with other key organizations including CSUMB and the Monterey Peninsula Unified School District
• Attract users from outside Marina to utilize the facilities • Develop a business model which will help offset operating costs

The conceptual construction costs at this time were approximately $6.0 million for the sports center and $8.0 million for the aquatics center for a combined total of $14 million.

Based on input from the community and City Council, staff was directed to expand the scope of the project to include additional features such as a new two-story building connecting the two existing buildings, an elevated indoor track, a commercial kitchen, and a stand-alone sports pavilion for roller skating and roller hockey. The updated cost estimate for this new scope was approximately $22 million. At that point the city council was considering putting a measure on the ballot for November 2022 that would provide partial funding for the project. Ultimately, the City Council decided not to place a measure on the ballot for November 2022 and decided to consider placing a measure on the ballot measure for 2024.

In the FY 2021/22 and 2022/23 budget the City Council approved Capital Project Number QLF 2004 to analyze and develop alternatives for the renovation of the pool and former sports center (former roller hockey building) and allocated $3.68 million for this project. JKA which had changed its name to COAR Design Group was authorized to take the plans from conceptual to initial construction drawing development. By this time construction costs had increased dramatically since COVID. With the expanded programming scope for these facilities, the two- story connector building construction, price increases and a more refined cost estimate, the price of the project jumped to approximately $40 million.

In July 2024 the City Council decided not to include partial funding for the aquatic and sports center on the November 2024 ballot measure. Due to the expanding gap between the original budget and the annual increasing cost estimates, City staff met with COAR Design Group to discuss the feasibility of a phased approach to develop a potential pathway forward for the project based on the City’s current available funding.

2 In the last month, COAR Design Group and City staff have met several times to update the design for a phased approach, which includes a full build out of the pool building, one story connector building, and modest updates to the gym building (primarily building and ADA code requirements).

ANALYSIS:

Phased Approach
Staff has been working with COAR Design Group to develop a phased approach for building the aquatics and sports center that will allow us to maximize the initial established goals established, provide the most usage and benefit to Marina residents, and will provide the most funding to meet financial costs for operating the facilities. The project is proposed to be constructed in tw o (2) phases which:
• Best utilizes available funding by maximizing the extent of improvements across the entire facility
• Provides the largest opportunity for initial program offerings for the community and reduces the pressure on the City to execute Phase 2 as quickly • Provides improvements to the exterior of the entire facility for a more integrated aesthetic for the Dunes City Park and the developing Dunes area.
• Operationally the facility can operate as one from the beginning and gain the benefit of informed planning for future expansion of program and support spaces in Phase 2. • Limits risk of policy or code changes that could impact the design if the project is phased.

Phase 1 will renovate the aquatics facility as originally designed including a full build out of the pool building which includes a 25-yard x 25 meter competition pool, a multi -purpose water play structure with beach entry and shallow water play area, 20 yard lap swim pool, wellness and therapy pool area, current channel, volleyball and basketball play areas, climbing wall, wibit inflatable bridge and play structures.

The proposed design reduces the connector building from 2 -stories to 1 -story and includes:
centralized office space for staff, front desk and access control, restrooms, additional storage, additional multi-purpose spaces to be used as rentable/revenue generating space for either facility, and a café. The ‘connector’ or entry building would provide a centralized entrance to both facilities as well as additional space to support both facilities. The financial analysis reflects the added value of this additional space and program and the design of both the aquatic and sports buildings benefit from utilizing this additional space rather than trying to accommodate all the suggested programming within the existing footprint(s).

Phase 1 can be built at an estimated cost of $31 million. Phase 2 can be built when funding is available at an additional cost of approximately $11 million.

The cost reduction comes from the sports center. The facility will be completely updated to meet fire/life/safety, building, and ADA code requirements. There be modest changes to the original layout plan, and improvements will be focused on maximizing programming which will focus on court sports (basketball, volleyball, badminton and pickleball), roller skating, facility rentals, some fitness areas, and a potential main floor walking track.

Phase 2 will build out the remaining sports center as designed with an elevated walking track, second story to the connector building and additional exterior parking.

An updated Aquatics & Sports Complex phased plan and financial analysis have been prepared to a schematic design level and will be presented COAR Design Group and the Isaac Sports Group to the community and council at the Council meeting. An open house will be scheduled beginning a 5:00 prior to the Council and COAR Design Group and Isaac Sports Group will be available to explain the phased approach and answer questions one on one. 3 Funding
The target funding for Phase 1 is approximately $31 million dollars. Currently there is already $5.9 million already allocated leaving a remaining balance of $25.1 million. This can be funded from a combination of existing funds which are highly restricted and can only be used on former Fort Ord property and for capital projects that were funded through the former Fort Ord Base Reuse Authority capital projects plan. These funds include the FORA bond and Escrow bond which total a combined $15.7 million an d community facility district fees paid only by the Dunes and Sea Haven developers to fund the remaining balance needed. Staff will provide a more in-depth review of these funds at the council meeting.

Funding for Phase 2 can come from future community facility districts fees which potentially will total an additional $25 million over the next 5 to 7 years, park impact fees, or general fund allocations.

Next Steps
• Provide direction on phasing, including associated program/design and budget. • Staff and the design team will finalize an updated agreement with COAR to be presented at a future city council meeting for authorization to proceed. • Proceed with design of Phase 1 for the aquatic center, sports center, connector building, and associated sitework.
• Coordinate with concurrent Dunes City park project to ensure a cohesive design and coordinated site/utility work.
• At the end of the design development phase cost estimates would be updated and potential value engineering options evaluated to keep the project on budget. • Aquatic center, sports center, and connector building would then proceed into construction documents, bidding and construction.
• Update the Financial Operating Model as the project develops and the operations approach evolves.

Staff will be looking for direction from City Council to approve this phased approach and if approved will come back a t a future city council meeting with amendments to contracts and the budget.

FISCAL IMPACT:

The proposed Phase 1 approach will have no f iscal impact on the General Fund. The estimated costs associated with this project are initially $31 million.

CONCLUSION:

This request is submitted for City Council consideration and comment.

Respectfully submitted,

Andrea Willer, Ed.D.

Recreation & Cultural Services Director
City of Marina

REVIEWED/CONCUR:

Layne P. Long
City Manager
City of Marina
4 Ordinance No. 2024-11
Page Three

SECTION 7. This Ordinance relating to the levy of the special tax shall take effect immediately upon its passage in accordance with Section 25123(c) of the California Government Code, and the specific authorization for adoption is pursuant to the provisions of Section 53340 of the Act, as incorporated by Chapter 3.35 of the City of Marina Municipal Code.

SECTION 8. If any section, subsection, sentence, clause , or phrase of this Ordinance is for any reason held to be invalid or unconst itutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance.

The City Council declares that it would have adopted this Ordinance, and each and every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional, without regard to whether any portion of the Ordinance would be subsequently declared invalid or unconstitutional.

SECTION 9. This Ordinance shall be published by one insertion in Monterey Herald, a newspaper of general circulation, printed and published in the City of Marina, within fifteen (15) days after its final passage and shall take effect, and be in force thirty (30) days after its final passage pursuant to Government Code Section 25124.

This Ordinance was introduced at a regular meeting of the City Council of the City of Marina, held on the 6th day of November 2024, and given its first reading at said meeting. Said Ordinance was given a second reading at a regular meeting of the City Council held on the 19th day of November 2024, and said Ordinance was thereupon adopted by the following vote:

AYES, COUNCIL MEMBERS:

NOES, COUNCIL MEMBERS:

ABSENT, COUNCIL MEMBERS:

ABSTAIN, COUNCIL MEMBERS:

____________________________
Bruce C. Delgado, Mayor
ATTEST:
________________________________
Anita Sharp, Deputy City Clerk
3 November 12, 2024
Honorable Mayor and Members of the
Marina City Council
Item No: 13b
Regular Meeting
November 19, 2024

CITY COUNCIL TO RECEIVE A PRESENTATION ON THE DRAFT

PREFERRED ALTERNATIVE LAND USE MAP AND POLICIES FOR
THE GENERAL PLAN UPDATE (GP2024) AND PROVIDE DIRECTION
TO STAFF . THIS PRESENTATION IS EXEMPT FROM
ENVIRONMENTAL REVIEW PER SEC. 15378 OF THE CEQA
GUIDELINES.

REQUEST:

It is requested that the City Council:

1. Receive a presentation (EXHIBIT A) from the City’s consultant, Raimi+Associates (R+A), on the draft “Final” Preferred Alternative Land Use Map (Map) and Land Use policies; and

2. Provide direction to staff allowing for the in -depth analysis of growth projections, water needs, and potential traffic and circulation impacts to begin as part of the preparation of the draft Environmental Impact Report (EIR) for the GP2045.

BACKGROUND:

Since December 2022, R+A and City staff have been engaging the citizens, business owners, and a variety of stakeholders including, but not limited , to veterans, CSUMB student groups, business owners, and cultural and religious groups, to understand the community’s vision for Marina over the next 25 years . We’ve held five (5) public workshops, nine (9) General Plan Advisory Committee (GPAC) meetings, conducted two (2) online surveys, and tabled at several City events and Farmer’s Markets. We’ve provided updates through the project’s dedicated website 1 and the City’s In The News website.

In November 2023, the City Council received a presentation on draft Vision and Guiding Principles which were then finalized and utilized as a baseline for the creation of the draft Land Use (LU) map.

The draft LU map presented here was created by consolidating several versions of the “vision” for each of the areas into the preferred vision and then translated into the draft regulatory map.

As previously described, there are several factors in Marina that limit the breadth and scope of the GP2045:
• The “Big Three” existing Specific Plans (Marina Station, The Dunes, and Sea Haven) • The Downtown Vitalization Plan, UCSC’s Monterey Bay Education, Science, and Technology Center (MBEST) Specific Plan, Airport Master Plan, CSUMB’s Master Plan • Areas of the City that are located in the Coastal zone and, therefore, subject to the Local Coastal Program (LCP) which is currently underway through a separate process • The large area within Central Marina planned and zoned for single-family residential use 1 https://www.marina2045.org/about
1 On March 14, 2024, the Planning Commission received a short presentation by Rincon Consulting, the City’s consultant preparing the project Environmental Impact Report (EIR), kicking off the Notice of Preparation of an EIR and Tribal and agency consultation. The main work on the EIR will begin once the City Council finalizes the preferred alternative Land Use map which will inform the development of our growth projections into the 20 -year planning horizon . Growth projections are required to begin the full analysis of how our future growth will impact traffic, the fiscal well -being of the City, and water availability. This is the direction staff is seeking from the City Council at tonight’s meeting.

At its regular meeting on October 24, 2024, the Planning Commission received this presentation on the draft Preferred Alternative LU Map and policies. After a robust discussion, the Preferred Alternative LU Map and policies were unanimously approved and the Commission directed staff to forward the recommended LU map and policies on to the City Council as presented . Comments received at the PC meeting:

• The City’s property where the equestrian center is located has specific deed restrictions that limit future uses to public recreation. Furthermore, future development in the area should consider including paths for continued equestrian access to Fort Ord. Policies should be included to reflect these needs;
• Water analysis is critical for the desired build-out at Cypress Knolls; • Questions about CSUMB jurisdiction;
• Future Parks & Rec. Master Plan efforts and GPU should be complimentary; • Policies should ensure that residents in Preston Park/Abrams housing are not displaced through future in-fill/redevelopment processes; and
• Outreach and engagement activities need to reach American Freedmen who are an important part of Marina’s history given its military past.2

A very high-level conversation about potential changes to the City’s Sphere of Influence (SOI) and the pros and cons relating to the annexation of specific properties has begun and will continue beyond the preferred alternative LU map. Staff and the consultant will provide additional detail on these topics at a future meeting.

In order to stay on time and within the GP2045 budget, it is important to be able to work concurrently on the environmental analysis and the additional policies pertaining to the other Chapters or Elements in the general plan including, but not limited to: Environmental Justice, Utilities & Infrastructure, Climate, Safety & Hazards, etc.

ANALYSIS:

The draft Map shows the six (6) “Areas of Change” that were identified early in the engagement process. These areas were selected based on the constraints mentioned above as well as having a combination of vacant and/or underutilized land which would lend itself to new and increased density development. This map also includes the introduction of several new (in blue font below) or slightly modified (in orange font) land use designations:

Existing Proposed
Parks & Open Space Uses
Habitat/Open Space UGB Open Space
Open Space
Parks & Recreation Public Parks & Recreation

2 A freedman or freedwoman is a person who has been released from slavery, usually by legal means. Historically, slaves were freed by manumission, emancipation, or self-purchase. (Wikipedia) 2 Agriculture
Residential Uses
Single-Family Res. (SFR) (ave. 5 du/ac) Low Density
Marina Heights (Sea Haven) (ave. 5.5-6.5 du/ac) Medium Density Village Homes (ave. 8 du/ac)
Multi-Family (ave. 15-35 du/ac) High Density
Mixed-Use
Commercial Uses
Multiple Use Neighborhood Commercial
Office/Research Visitor Serving Commercial
Retail/Service Regional Retail
Visitor Serving Office/R&D Low and High
Industrial Uses
Light Industrial/Service Commercial Light Industrial/Flex Public Facilities
Education PF – Education
Education (proposed)
Civic PF – Civic
Other Public Facilities PF – Airfield
Aviation Support Low
Aviation Support High
Specific Plans
Future Specific/Master Plan (Cypress Knolls)
Specific/Master Plan

Creating the preferred alternative Map is the second major step in the process, after the vision and guiding principles. Concurrently with the draft Map, staff and the consultant, with feedback from the GPAC and the general public, have been developing draft policies that will make up the individual Elements or Chapters of the General Plan. For example, the land use designations in the table above will be included not only on the LU Map, but also in the Land Use Element along with a variety of policies, goals, and implementation measures to guide how the City develops in terms of the location and density of allowed uses. This will look similar to the recently approved Housing Element in terms of format.

This policy discussion will be coming to the Planning Commission soon. See EXHIBIT B for more information on the map and LU designations.

Throughout the engagement process , we heard from participants that the following nine (9) land use goals are the most critical for the GP2045 to address in the coming years . These were honed further by the Planning Commission and Executive staff:

1. Focused and sustainable growth through an infill development lens

2. Building new neighborhoods thoughtfully

3. Creating community gathering places

4. Affordable and high-quality housing

5. Improving existing neighborhoods and creating better connections between them

6. Fostering living wage jobs

7. Enhance our key gateways (already underway!)

8. Walkable, thriving downtown (DVSP adopted October 15th)3, 4

9. Sustainable and attractive buildings

3 Del Monte Medians / Streetscape: https://www.cityofmarina.org/DocumentCenter/View/14897/2024-Sept-CC- City-of-Marina-Del-Monte-Streetscape
4 Approved DVSP: https://www.cityofmarina.org/DocumentCenter/View/14371/Marina -Downtown-Vitalization- Specific-Plan_with_Appendices?bidId=
3 As noted above, we will continue to develop more detailed goals, policies, and implementation measures for all of the Chapters in the GP2045 and will be coming to the Planning Commission and City Council as the draft general plan . Additional detail on the draft LU policies can be found in EXHIBIT C.

FISCAL IMPACT:

The development of this draft preferred alternative land use map and policies, including the public outreach associated with these documents, is included in the original contract and budget approved by the City Council on October 18, 2022.

ENVIRONMENTAL REVIEW:

The General Plan Update (GP2045) includes the preparation of an environmental impact report (EIR) under the California Environmental Quality Act (CEQA). The preparation of this staff report and the GP2045 materials to date qualify for a CEQA exemption per § 15378 of the CEQA Guidelines.

CONCLUSION:

Clear direction from the City Council on the preferred alternative LU map and LU policies is needed to begin the detailed analysis of growth projections and associated traffic and circulation impacts, water assessment, and other studies needed for the project EIR . In order for the project to stay on track and within budget, these two (2) activities need to be analyzed concurrently.

Respectfully submitted,

_________________________
Alyson Hunter, AICP
Planning Manager, Community Development Dept.

City of Marina

REVIEWED/CONCUR:

_________________________
Guido Persicone, AICP
Director, Community Development Dept.

City of Marina

_________________________
Layne Long
City Manager
City of Marina

4 General Plan Land Use Policy &
Preferred Land Use Alternative
Update to City Council
November 19, 2024
1 EXHIBIT A
5 • Provide feedback and input on draft citywide land use policies • Review preferred General Plan land use alternative and provide direction to commence CEQA and other analysis on the draft land use map (environmental, traffic, and fiscal)
Tonight’s Objectives
2 Tonight is focused on getting the
direction needed get CEQA underway
(to run in parallel with the GPU)

EXHIBIT A
6 Project and Engagement Update
General Plan 2045
3 EXHIBIT A
7 4
General Plan Update Process
Review
and
Adoption
Draft
General
Plan and
EIR
Policy
FrameworkAlternativesVisioningExisting
Conditions
Community Engagement
Spring 2023 Winter 2025
WE ARE
HERE
EIR Notice of
Preparation

EXHIBIT A
8 General Plan & EIR steps build upon one another, allowing a complete look at the Draft General Plan and its environmental impacts together.

EIR + General Plan Process
5 Confirm Draft General Plan Land Use Map
Develop Growth Projections for Draft Map
Analyze/Model Traffic & Fiscal Impacts
Prepare General Plan Goals and Policies
Conduct EIR Analysis & Prepare General Plan
Update Document
Present Draft EIR and General Plan together to
understand full picture
We are here

EXHIBIT A
9 • Focus Groups with Veterans and CSUMB Hispanic Students • Multiple pop-up s/tabling at Farmer’s Markets and Cultural Festival • Online Survey #2 on Land Use Alternatives (150+ respondents) • 5x GPAC Meetings
• 2x Community Workshops (100+ combined attendees)
• #4 Land Use Alternatives in April
• #5 Preferred Alt ernative & Policy Preview in September Community Engagement since last Update to the
Council
6 EXHIBIT A
10 Draft Citywide Land Use Policies
7 EXHIBIT A
11 • Land Use and Comp lete Community
• Economic Development
• Mobility and Active Transportation
• Parks, Recreation, and Public Facilities and Services • Open Space and Conservation
• Environmental Justice and Healthy Communities
• Safety
• Public Infrastructure
• Noise
General Plan Elements - Goals and Policies
8 Tonight

EXHIBIT A
12 • Focused growth and su stainable infill
• Building new neighborhoods thoughtfully
• Creating community gathering places
• Affordable and high-qual ity housing
• Improving existing neighborhoods
• Fostering living wage jobs
• Enhancing k ey gateways
• Walkable, Thriving Downtown
• Sustainable and attractive buildings
Land Use and Complete Community
9 Goals/Topics:

EXHIBIT A
13 Preferred Land Use Alternative
(Draft Land Use Map)
10 EXHIBIT A
14 1. Identify areas of stability and areas of change

2. Develop land use concepts for areas of change

3. Seek feedback on different “alternative” land use concepts

4. Select a preferred land use alternative and conduct CEQA analysis

5. Finalize and update General Plan map
Steps in the Process
11 GPAC &
Community
City
Manager
Planning
Commission City Council

EXHIBIT A
15 Areas for Land Use
Alternatives
12 1. Cypress Knolls and 3rd Avenue

2. 8th Street Area

3. UC MBEST Expanded

4. CSUMB Parking Lots

5. Beach Road Gateway

6. Preston/Abrams Park
5 3
4 2
6 1

EXHIBIT A
16 Land Use Alternatives Process
13 Alternative #1: Mixed-Use Center
& Medical
Alternative #2: Missing Middle
Housing Mixed-Use Corridor
Alternative #3: Two
Neighborhoods & Two Centers
Area of Discussion: Cypress Knolls

EXHIBIT A
17 • 4 GPAC Meetings
• GPAC #5 December 2023: Brainstorm land use ideas for each area of discussion • GPAC #6 April 2024: Review and discuss land use alternative concepts for these areas • GPAC #7: June 2024: Build preferred citywide land use alternative • GPAC #8: October 2024: Confirm and provide final feedback on preferred land use alternative • 1 Online Survey
• June – July 2024: Solicit public input on 3 land use alternatives by area • 2
Community Workshops
• April 2024: Describe and solicit input on 3 land use alternatives • September 2024: Confirm the preferred land use alternative and receive feedback on land use po
licies
• 1 Planning Commission Meeting
• October 2024: Review and provide input on the preferred land use map Land Use Alternatives Community Engagement
14 EXHIBIT A
18 Building the Preferred Alternative
15 #1 Mixed-Use
Center & Medical
#2 Campus
Extension
#1 Aviation
Support
#2 Student Village
#2 Visitor-Serving
Gateway
#4: Sports
Neighborhood

EXHIBIT A
19 Citywide
Preferred
Alternative
Vision
16 EXHIBIT A
20 • Reflects feedback from
co
mmunity, GPAC
discussion, and City input
• Vision for change areas
adde
d to areas not
expected to change and
already-planned areas
• Regulatory map
co
mprised of “Land Use
Designations”
Preferred Alternative Regulatory Map
17 Vision for Areas of Change General Plan Land
Use (GPLU) Map

EXHIBIT A
21 • Establishes what is allowed
on
each property
• Sets maximum residential
dens
ity (Dwelling Units Per
Acre) and/or commercial
intensity (Floor Area Ratio)
• In some cases, sets
mi
nimum densities
• Sets both for mixed use
• Describes the general
ch
aracter envisioned
• Shown on Land Use Map
What are “Land Use Designations?”
18 EXHIBIT A
22 • 4 residential designations, from Low to Very High
• 5 commercial designations, including neighborhood, visitor, and regional • 1 mixed-use designation
• 3
industrial designations, including two Airport-rel ated • 2 special Area Plan categories
• 6 parks, open space and public designations
Proposed Land Use Designations
19 EXHIBIT A
23 • Streamline Residential designations
• Modify existing designations to align with current zoning (as required by state law) • Remove all designations that exist within Specific Plan areas only • New “Very High Density Residential” allows for future higher-de nsity residential (no parcels currently designated); aligns with Downtown Specific Plan • Add new employment and revenue-ge nerating commercial and industrial uses • New “Office/R&D High” designation
• New “Aviation Support Low” designation (aligns with Airport Master Plan) • New “Aviation Support High” designation (aligns with Airport Master Plan) • Streamline public and parks and open space designations • Change to single designation for adopted Specific/Master Plans • Designate all Specific Plan areas as new “Specific Plan” designation • New “Future Specific/Master Plan” designation
Proposed Changes to Current Land Use Designations
20 EXHIBIT A
24 Six Adopted Area Plans
21 • Shown in pink, close to half of the
City’s 5,149 acres (45%) are
covered by an adopted Specific or
Master Plan, including most vacant
land
• Areas in red have opportunity for
a new land use vision (despite
falling within an adopted Plan)

EXHIBIT A
25 Draft Regulatory
Land Use Map
23 Putting it all together

EXHIBIT A
26 Most changes focused in Areas
of Discussion
Minor changes recommended
outside “Areas of Discussion”
• To reflect built conditions
• To reflect Airport Master Plan
Changes from Current Map to Proposed Map
24 EXHIBIT A
27 Area by Area Review
25 EXHIBIT A
28 Proposed Land Use Direction:

Cypress Knolls and 3rd Avenue
26 EXHIBIT A
29 27
• Low-scale mixed-use
around major public
gathering space
• Mix of housing,
decreasing in intensity
moving away from the
major public space
• Local-serving retail near
where 3rd Avenue
meets Imjin Pkwy
• Institutional, office,
medical campus/nursing
school near MPC
Cypress Knolls and 3rd Ave
Preferred Land Use Vision

EXHIBIT A
30 Cypress Knolls and 3rd Avenue
Preferred Alternative Map
30 EXHIBIT A
31 Proposed Land Use Direction:

Airport and UCSC MBEST
33 EXHIBIT A
32 34
• Primarily employment
uses; light & heavy
airport-supporting jobs
(manufacturing, R&D,
industrial, and office)
• Supporting retail center
at Imjin and Reservation
• Visitor/ temporary
lodging on west side
• Accommodate growth of
aviation and air
commerce while
minimizing safety hazards
Airport and UCSC MBEST
Preferred Land Use Vision
Similar to Specific Plan and General Plan

EXHIBIT A
33 37
Airport and UCSC MBEST
Preferred Alternative Map

EXHIBIT A
34 Proposed Land Use Direction:
8 th Street Area
39 EXHIBIT A
35 8th Street Area
Preferred Land Use Vision
40 • Extension of CSUMB campus
with student housing,
museum/visitor center, and
small walkable mixed-use
center off Imjin
• Neighborhood retail
shopping center in-between
campus and new area
• Act as a gateway to Fort Ord
with businesses serving
recreational tourists
• Explore innovative open
space uses such as green
cemeteries

EXHIBIT A
36 43
8th Street Area
Preferred Alternative Map

EXHIBIT A
37 Proposed Land Use Direction:

CSUMB Parking Lots
45 EXHIBIT A
38 46
• Student rental housing
close to University
Village
• For-sale faculty
housing, student-
serving retail village,
R&D uses by CSUMB
• Middle-density
housing buffers
higher-density area
• Work with CSUMB to
ensure that on-
campus housing
increases about as fast
as enrollment
CSUMB Parking Lots
Preferred Land Use Vision

EXHIBIT A
39 49
CSUMB Parking Lots
Preferred Alternative Map
While the parking lots are owned by CSUMB, should CSUMB pursue non-academic development (such as market-rate
housing), this development would be subject to most City land use controls and regulations.

EXHIBIT A
40 Proposed Land Use Direction:

Beach Road Gateway
51 EXHIBIT A
41 5252
• Emphasis on visitor-
ser
ving uses and
hotels/lodging
• Additional regional
retail and services
adjacent to existing
WalMart
• Mini-park or plaza at
both roundabouts
• Stronger gateway;
enhance/narrow
Beach Road
Beach Road Gateway
Preferred Land Use Vision

EXHIBIT A
42 55
Beach Road Gateway
Preferred Alternative Map
Local Costal Plan Boundary (LCP)

EXHIBIT A
43 Proposed Land Use Direction:

Preston/Abrams Park
57 EXHIBIT A
44 5858
• Infill with new
to
wnhouses &
multiplexes (gradual,
long-term
redevelopment)
• Expand Preston park
into sports complex
• Retail node at Imjin
& Abrams Dr
• Avoid displacement
of long-term
residents as infill &
redevelopment
occurs
Preston/Abrams Park
Preferred Land Use Vision

EXHIBIT A
45 61
Preston/Abrams Park
Preferred Alternative Map

EXHIBIT A
46 63
Changes Suggested by Executive Staff
• Change Medium-De nsity Residential
along 8th Street near CSUMB to
Mixed-Use (for greater flexibility)
• Change Public Facility to Regional
Retail for property adjacent to Shell
Station
• Ensure agricultural uses are allowed
in the Airport North light industrial
area
• Consider changing Las Animas
Concrete Facility designation to
Mixed Use

EXHIBIT A
47 Unanimous recommendation to move forward with draft Preferred Alternative as presented and begin CEQA & other analysis Questions and Comments
• The proposed vision for Cypress Knolls seems familiar- ha ven’t we seen this before?
• Why are we looking at lands owned by CSUMB?
• Would displacement occur in Preston Park if this map is approved? • GPU should call for & integrate future Parks & Rec Master Plan Planning Commission Input
64 EXHIBIT A
48 Update on Areas Outside City Limits
68 EXHIBIT A
49 Blanco Road Property:
• Development potential
• Study potential growth here as a CEQA
Al
ternative
Former Landfill:
• No development potential
• Staff currently considering options for
nea
r-term annexation (separate from
General Plan process)
East Campus Housing
• No authority over property, even if the
Ci
ty purchases
East Garrison:
• No development potential
Update on Areas
Outside City Limits
69 1
2 1
2 3
3 4 4

EXHIBIT A
50 Next Steps
75 EXHIBIT A
51 • Online Survey #3 on Draft Policies and Annexation – W inter 2024 • Environmental Justice focus groups/meetings (per SB 1000) – W
inter 2025
Upcoming Community Engagement
76 EXHIBIT A
52 • Does Council recommend that the Preferred Alternative Map as pr
oposed, including the areas outside City Limits, be studied under CEQA? Including environmental, traffic, & fiscal analysis • Land Use Map will return for final Council review before Plan ad
option
Seeking Council Direction Tonight
77 EXHIBIT A
53 Thank you!
Kimley Horn | Rincon | EPS

EXHIBIT A
54 To
Castroville
&

FORT ORD
DUNES

STATE PARK
CSU
Monterey Bay
M o n t e r e y B a y
Monte Road
3rd Ave
3rd St
Imjin Rd
Del Monte Blvd
1st St
Reservation Rd
Abrams Dr
California Ave
Hwy 1
9th St
Patton Pkwy
6th Ave
8th St
Crescent AveReindollar Ave
4th Ave
Imjin Pkwy
Preston Dr
Lake Dr
Seacrest Ave
10th St2nd Ave
De Forest Rd
1st Ave
Bayer St
Beach Rd
University Dr
Cardoza Ave
Vaughn Ave Redwood Dr
Imjin Rd
Cooper Road
Inter-Garrison Road
Lapis Road
Reservation Road
Del Monte Boulevard
West Blanco Road
Abrams Drive
Schoonover Road
Castroville Road
Sherman Boulevard
Light Fighter Drive
°0 0.5 10.25
Miles
Sources:

City of Marina (2023);
County of Monterey (2023);
CPAD(2021);
Urban Footprint (2023);
ESRI (2022);
USGS & NOAA (2016).

Marina Municipal AirportFORT ORD

NATURAL RESERVE
Salinas River
City of Seaside
Salinas River

SALINAS RIVER

NATIONAL

WILDLIFE REFUGE
City Limits
Sphere of Influence
Urban Growth Boundary
Local Coastal Zone
Rail_Regional
Specific Plan Area
Parks Outside the City
Waterbody
Low Density Residential
Medium Density Residential
High Density Residential
Neighborhood Commercial
Visitor Serving Commercial
Regional Retail
Office/R&D Low
Office/R&D High
Mixed Use
Future Specific/Master Plan Area
Specific/Master Plan Area
Light Industrial/Flex
Aviation Support Low
Aviation Support High
Public Facility - Airfield
Public Facility - Education
Public Facility - Civic
Parks & Recreation
Open Space
UGB Open Space
Dunes SP
CSUMB
Master Plan
Sea Haven
Master Plan
Marina
Station SP
MBEST/Airport
Business
Park SP
Downtown
Vitalization SP
Proposed General Plan
Land Use Map

EXHIBIT B
55 Map Color Designation Types of Uses Supporting Visual Density/ Intensity
Low Density
Residential
Single family homes and
accessory dwelling units
(ADU)
Up to 7.5 du/ac
Medium Density
Residential
Duplexes, multiplexes, and
townhomes

7.6 - 15 du/ac
High Density
Residential Multi-family apartments

15.1 - 35 du/ac
Very High
Density
Residential
Dense multi-family
apartments (no parcels
currently designated)

35.1-50 du/ac
Residential
Map Color Designation Types of Uses Supporting Visual Density/ Intensity
Neighborhood
Commercial
Retail, restaurants,
entertainment, office, and
other services

0.2-0.5 FAR
Visitor Serving
Commercial
Hotels, restaurants, retail,
and other visitor-serving
uses
Up to 0.9 FAR
Regional Retail
Big-box retailers,
restaurants, auto-sales, and
related uses
Up to 0.4 FAR
Office/R&D Low
Offices, business parks, and
research and development
space

0.25-0.6 FAR
Office/R&D High
Higher intensity offices,
business parks, and
research and development,
and service commercial
Up to 1.2 FAR
Commercial
Marina 2045 Land Use Designations

EXHIBIT B
56 Map Color Designation Types of Uses Supporting Visual Density/ Intensity
Future
Specific/
Master Plan
Area
Types of uses detailed in
a Specific Plan or Master
Plan
Defined in
Specific/Master
Plan
Specific/
Master Plan
Area
Types of uses detailed in
a Specific Plan or Master
Plan
Defined in
Specific/Master
Plan
Map Color Designation Types of Uses Supporting Visual Density/ Intensity
Light
Industrial/Flex
Maker space,
warehousing, PDR,
service commercial,
medical, small laboratory
space, and R&D
Up to 0.4 FAR
Aviation
Support Low
Aviation light industrial,
warehouse, PDR, aviation
office, and low intensity
R&D
Up to 0.7 FAR
Aviation
Support High
Aviation, general
industrial, PDR, high
intensity high, airport-
related uses
Up to 7.0 FAR
Special Uses
Industrial
Map Color Designation Types of Uses Supporting Visual Density/ Intensity
Mixed Use
Vertical or horizontal
mixed-use with
residential and/or
commercial (including
retail, restaurants,
services, office, hotels)
Up to 0.9 FAR
15-35 du/ac
Mixed Use

EXHIBIT B
57 Map Color Designation Types of Uses Supporting Visual Density/ Intensity
Public Facility
- Airfield
Marina Municipal airport
runway None defined
Public Facility
- Education
Public and private
educational facilities None defined
Public Facility
- Civic
Public facilities including
civic center, library, police
and fire stations, and post
office
None defined
Parks &
Recreation
Public parks and
recreation facilities None defined
Open Space Preserved open space or
farm land None defined
UGB Open
Space
Preserved open space
south of the Urban
Growth Boundary (UGB)
None defined
Public Uses

EXHIBIT B
58 Proposed Changes to the
General Plan Land Use
Designations
Attachment to City Council Staff Report
November 19, 2024
1 EXHIBIT B
59 Current General Plan
Designations
Proposed General
Plan Designations Rationale
Residential
Name and Maximum Density
Action Taken, Name and
Maximum Density Rationale
Single Family Residential
Average 5 du/ac
Low Density Residential
Up to 7.5 du/ac Change density to align with zoning
Neighborhood Edge
Average 5 du/ac Remove designation
This designation only applies to part of the Marina Station Specific Plan - this area is designated "Specific Plan"
Marina Heights Residential
Average 5.5-6.5 du/ac Remove designation This designation is part of the Sea Haven Specific Plan - this area is designated "Specific Plan"
University Village Residential
Average 8 du/ac Remove designation This designation is part of the Dunes Specific Plan - this area is designated "Specific Plan"
Neighborhood General
Average 9 du/ac Remove designation
This designation only applies to part of the Marina Station Specific Plan - this area is designated "Specific Plan"
-- Medium Density Residential

7.6-15 du/ac New designation that aligns with zoning (R-2 and R-3) Neighborhood Center
Average 25 du/ac + retail Remove designation
This designation only applies to part of the Marina Station Specific Plan - this area is designated "Specific Plan"
Village Homes High Density
30 du/ac Remove designation Only applies to 1 parcel, collapse this designation into the proposed "high density residential" currently called "multi-family"
Multi-Family Residential
15-35 du/ac
High Density Residential

15.1-30 du/ac
Renamed and modified to have no overlap with Medium Density Residential designation
-- Very High Density Residential

35.1-50 du/ac
New designation that aligns with Downtown Vitalization Plan and allows for future very high residential (no parcels currently designated)

EXHIBIT B
60 Current General Plan
Designations
Proposed General
Plan Designations
Rationale
Commercial
Name and Maximum Density
Action Taken, Name and
Maximum Density Rationale
Regional Sales and Service

0.25 – 0.4 FAR
Regional Retail
Up to 0.4 FAR Rename and modify FAR for clarity
Multiple Use Commercial

0.25 – 0.9 FAR
Mixed Use
Up to 0.9 FAR and 15-35 du/ac Rename and modify FAR for clarity Mixed Use/Service Low Retail/Service Neighborhood Commercial

0.2-0.5 FAR Rename and modify FAR for clarity, remove residential component Visitor-Serving

0.15 – 0.4 FAR
Visitor Serving Commercial
Up to 0.9 FAR Rename and modify FAR for clarity
Office/Research

0.25 - 0.6, varies by area
Office/R&D Low

0.25-0.6 FAR (0.9 FAR with bonus) Rename and modify FAR for clarity -- Office/R&D High
Up to 1.2 FAR New designation to allow higher intensity employment uses Office Remove designation This designation is part of the Marina Station Specific Plan - this area is designated "Specific Plan" Industrial
Name and Maximum Density
Action Taken, Name and
Maximum Density
Rationale
Light Industrial/Service Commercial Light Industrial/Flex Up to 0.4 FAR Rename and modify FAR for clarity
Industrial Remove designation This designation only applies to part of the Marina Station Specific Plan - this area is designated "Specific Plan"
-- Aviation Support Low
Up to 0.6 FAR New designation align with the Aviation Master Plan -- Aviation Support High
Up to 7.0 FAR New designation align with the Aviation Master Plan

EXHIBIT B
61 Current General Plan
Designations
Proposed General Plan
Designations Rationale
Public
Name and Maximum Density Action Taken & Name Rationale
Public Facility - Civic Public Facility - Civic No change Public Facility - Education Public Facility - Education No change -- Public Facility - Airfield New designation for airport runway Public Facility - Proposed Education Remove designation Collapsed into "public facility - civic" Public Facility - Other Remove designation Collapsed into "public facility - education" Parks and Open Space
Name and Maximum Density
Action Taken & Name Rationale
Agriculture Agriculture Applied to land outside the city's planning area (no parcels designated in City) Public Parks and Recreation Parks and Recreation No change Habitat and Open Space Open Space No change
UGB Open Space UGB Open Space No change
Golf Course OS Remove designation The formerly designated area has been changed to be consistent with the Airport Master Plan
Specific/Master Plan
Name and Maximum Density Action Taken & Name Rationale
-- Specific/Master Plan Area New designation for all adopted specific/master Plan areas -- Future Specific/Master Plan Area New designation to identify areas that require a future specific/master plan

EXHIBIT B
62 To
Castroville
&

FORT ORD
DUNES

City of Marina (2023);
County of Monterey (2023);
CPAD(2021);
Urban Footprint (2023);
ESRI (2022);
USGS & NOAA (2016).

Marina Municipal AirportFORT ORD

NATURAL RESERVE
Salinas River
City of Seaside
Salinas River

SALINAS RIVER

NATIONAL

WILDLIFE REFUGE
Areas of Discussion
Low Density Residential
Medium Density Residential
High Density Residential
Neighborhood Commercial
Visitor Serving Commercial
Regional Retail
Office/R&D Low
Office/R&D High
Mixed Use
Future Specific/Master Plan Area
Specific/Master Plan Area
Light Industrial/Flex
Aviation Support Low
Aviation Support High
Public Facility - Airfield
Public Facility - Education
Public Facility - Civic
Parks & Recreation
Open Space
UGB Open Space
City Limits
Sphere of Influence
Urban Growth Boundary
Local Coastal Zone
Rail_Regional
Specific Plan Area
Parks Outside the City
Waterbody
Dunes SP
CSUMB
Master Plan
Sea Haven
Master Plan
Marina
Station SP
MBEST/Airport
Business
Park SP
Downtown
Vitalization SP
Map of Proposed
Land Use Changes

EXHIBIT B
63 Draft Citywide Land Use Policies
1 EXHIBIT C
64 • Focused growth and sustainable infill
• Building new neighborhoods thoughtfully
• Creating community gathering places
• Affordable and high-quality housing
• Improving existing neighborhoods
• Fostering living wage jobs
• Enhance key gateways
• Walkable, Thriving Downtown
• Sustainable and attractive buildings
Land Use and Complete Community
2 Goals/T opics:

EXHIBIT C
65 Goal 1: Focused growth and sustainable infill
3 a. Focus all new growth as infill within the
Urban Growth Boundary through 2040
b. Mitigate impacts of development within
the UGB on biological resources, balancing
growth with habitat conservation
c. Prohibit or restrict development where
natural conditions present a serious threat
d. Separate major new developments from
existing neighborhoods with open space

EXHIBIT C
66 Goal 2: Build new neighborhoods thoughtfully
4 a. Integrate new housing into the City fabric
b. Prohibit or limit gated communities
c. Limit block lengths or use mid-block alleys
to break up long blocks
d. Require connecting pedestrian and bicyclist paths at all cul-de-sac s e. Require new parks, indoor/outdoor recreation, open space, and/or FORTAG or
other greenways/trails
f. Require new “missing middle” housing
g. Pr
ovide setbacks or open spaces between existing neighborhoods and new higher-density developments
h. Ensure new developments pay their share of additional public service costs

EXHIBIT C
67 Goal 3: Creating
community
gathering places
5 a. Support the development of
public gathering places in:

1. Downtown destinations

2. Arts/Civic Village in U.V.

3. “Promenade” in U.V.

4. Public gathering place in the
heart of Cypress Knolls

5. Civic Center

6. Dunes Park & Sports Center

7. Marina Equestrian Center

8. Preston Park sports complex

EXHIBIT C
68 Goal 3: Creating community gathering places
6 b. Attract new sit-down dining and entertainment uses c. Allow mixed-use buildings in multiple land use
designations
d. Enforce standards for retail and active uses in
gathering places (that prioritize pedestrians)
e. Include public gathering places and active &
passive recreation in the Civic Center
f. Avoid “strip” commercial; promote “park once”
places where multiple activities can be
accessed without driving

EXHIBIT C
69 7
h. Enhance public spaces and major streets in Marina
through branding, landscaping, and façade revitalization i. Design the City’s major corridors with a consistent
streetscape appearance and prioritize public realm
improvements, mobility enhancements, and
pedestrian amenities along these corridors
j. Highlight and preserve public views of the coastline k. Construct memorials that pay homage to Military past l. Expand the urban tree canopy along major corridors and in gathering places
m. Require developments to use walkable design practices Goal 3: Creating community gathering places

EXHIBIT C
70 Goal 4: Improving existing neighborhoods
8 a. Establish a distinctive identity for neighborhoods in Central & North Marina - Add traffic calming & widen/complete sidewalks
- Establish more mini-parks in Central Marina
b. Promote the development of ADUs by:
- Providing pre-approved ADU plans
- Allowing ADUs to be sold separately from the primary residence c. Streamline approval of “missing middle” infill that meets objective standards d. Ensure appropriate setbacks, landscaping, and transitions between single-family neighborhoods and higher-density infill housing e. Maintain attractive buffers between residential and non-residential uses

EXHIBIT C
71 Goal 5: High quality and affordable housing
9 a. Expand where missing-middle housing is allowed
(esp. in Cypress Knolls, 8th Street, & Preston Park)
b. Support infill in Central Marina that meets
objective standards
c. Encourage and attract housing geared towards
veterans, seniors, and low income-households
d. Ensure pedestrian/bicycle connections to new
and planned parks, open space, and trails

EXHIBIT C
72 Goal 6: Foster living wage jobs
10 a. Attract R&D, light industrial, niche manufacturing, & medical office uses
b. Expand existing & attract new innovative and
complementary airport-oriented uses
c. Facilitate development of jobs related to science
and technology to leverage CSUMB + UC MBEST
d. Promote hotels, long-term temporary lodging, and
other visitor-serving uses

EXHIBIT C
73 Goal 7: Enhance key gateways
11 a. Design major entry points with
subdued commercial signage,
clear wayfinding, special design
treatments, complete sidewalks,
landscaping, mini-parks or plazas
b. Reflect the historical significance
of Fort Ord in development near
entrances to the State Park
Currently Implementing
through Gateways Project!

EXHIBIT C
74 Goal 8: WalkableThriving Downtown
12 a. Create a destination in Downtown through a catalytic site project or programming
b. Attract entertainment, live-work units, and retail/services - Concentrate retail, personal services, and business
services along Del Monte and Reservation Road
c. Transform Downtown into a pedestrian-oriented shopping environment by reducing driveways & curb cuts
d. Upgrade Del Monte Boulevard’s streetscape and image
e. Prohibit drive-through uses along Del Monte and Reservation f. Build neighborhood-serving mini-parks and plazas
g. Encourage outdoor public spaces/plazas in new developments Currently Implementing
through Downtown Plan!

EXHIBIT C
75 Goal 9: Sustainable + Attractive Development
13 a. Adhere to new Objective Design Standards
b. Promote a diversity of architectural styles
c. Promote green building practices

EXHIBIT C
76 November 5, 2024 Item No.13c

Honorable Mayor and Members City Council Meeting
of the Marina City Council of November 19, 2024

CITY COUNCIL CONSIDER ADOPTING RESOLUTION NO. 2024 -,
ACCEPTING HILLTOP PARK EXCEPT THE LANDSCAPED AREA ;

AND ACCEPTING THE LANDSCAPE AREA SUBJECT TO ENTERING

INTO AN IMPROVEMENT AND LONG -TERM MAINTENANCE
AGREEMENT; AUTHORIZE THE CITY MANAGER TO EXECUTE AN

IMPROVEMENT AND LONG -TERM MAINTENANCE AGREEMENT

DEFINING DEVELOPERS OBLIGATIONS DURING THE

MAINTENANCE PERIOD SUBJECT TO REVIEW AND APPROVAL BY
THE CITY ATTORNEY; AND FIND THIS ACTION IS EXEMPT FROM CEQA PURSUANT TO SECTION 15061(B(3) OF THE CEQA
GUIDELINES.

RECOMMENDATION: It is recommended that the City Council consider adopting Resolution No. 2024-,:

1. Approving acceptance of Hilltop Park except the landscaped area s; and accept the landscaped area subject to the City of Marina and Shea Homes ’ entering into a separate Improvement and Maintenance Agreement for Hilltop P ark defining City’s and Shea Homes obligations during the maintenance period;

2. Authorizing the City Manager to negotiate and execute the agreement subject to final review and approval by the City Attorney; and

3. Direct City staff to take appropriate steps to pay the Marina Coast Water District (MCWD) capacity charge for the park, which shall be reimbursed to the City after two (2) years; and authorize the Finance Director to make necessary accounting and budgetary entries.

PROJECT HISTORY
Hilltop Park as approved in the Dunes Specific Plan is a unique and different park from the other traditional developed parks in Marina. Its location provides beautiful panoramas of the ocean to the west and Salinas and the hills to the east. The park as designed is to be a passive park, rather than an active use park and will not have playground equipment, sports fields, and other established play areas. The park’s landscape emphasizes native plantings, overlooks, seating areas, walking pathways, picnic areas, and a dog park. Trails follow the contours of the land and provide access from Eighth and Ninth streets.

The park has an extensive project history with multiple public meetings, an ad hoc committee appointed by the City Council, direction from the City Council on vision and design of the park, and assistance from local volunteers in the park development.

The C ity hired Denise Duffy and Associates (“DDA”) to review and inspect the planted and seeded native vegetation within the park and make recommendations and to also prepare short and long-term maintenance recommendations (Exhibits E and F). John Wandke from DDA, the hired environmental scientist evaluated the landscape plan and concluded that the seeding and planting effort was mostly successful and has a good chance of continuing to grow and fill in over time. He also recommended certain actions to move the park landscaping towards meeting the success criteria.
1 Hilltop Park Hardscape
All hardscaped areas of the park are completed including trails, the dog park, benches, and picnic area. The punch list prepared by the City is completed and the City is ready to accept the hardscaped areas of the park. The hardscaped areas proposed to be accepted are shown in Exhibit C.

The hardscaped areas will, upon acceptance, be maintained by the City’s park maintenance staff .

Short-term, the City has the staffing to add this park to its park maintenance scheduling ; however, the City will need additional staff resources long-term. Staff will be bringing this issue back to the council when we start the budget process for FY 2025/26 and FY 2026/27 budgets.

Hilltop Park Landscape
Due to the unique design of a natural and native park, the seeds and plants are not yet fully grown and will continue to grow and develop over the next five years. In order to allow for the acceptance by the City of the landscaped areas, the City and Shea Homes have agreed to a “Hilltop Park Improvement and Maintenance Agreement ” which defines the Developer’s responsibilities over the next two-year maintenance period for the park.

Maintenance Period
The developer is required to maintain the landscaping for a period of two years from the date of acceptance of the landscaped areas of the park. Additionally, the Landscape Plan defines success criteria for development of the landscaped areas. The success criteria have three objectives:

Objective #1 Percent (%) coverage of bare ground
a. Year 1-2 80-95%
b. Year 3-4 70-85%
c. Year 5 65-75%

Objective #2 Percent (%) coverage of non-natives plants d. Years 1-5 Les than 10%

Objective #3 Percent (%) coverage of native plants
e. Year 1 5-10%
f. Year 2 10-20%
g. Year 3 15-25%
h. Year 4 20-30%
i. Year 5 25-35%

Consistent with the Landscape Plan , DDA recommends that irrigation described in the Plan be installed on a temporary basis within certain areas of the park. The reliance upon mother nature to irrigate the site is unlikely to result in the success criteria being met.

ANALYSIS
As set forth above, City staff recommend that the City accept the hardscaped areas shown on Exhibit C. In order to accept the not fully developed landscape d areas of Hilltop Park, City staff proposes the Council accept Hilltop Park landscaped areas in its current state, conditioned upon City and Shea Homes entering into a Hilltop Park Improvement and Maintenance Agreement that includes the following key terms.

2 City responsibilities
• Pay the capacity charge fee to MCWD for the hook up to MCWD’s water system. It is expected that after two to three years of watering the plants will be established, and the water can be disconnected and MCWD will reimburse the City for the capacity charge fee.
• Pay the water utility costs for watering the park

Shea Home responsibilities
• Implement recommendations of Denise Duffy & Associates Memorandum of August 2, 2024 including:
• Re-inspect the seeded areas during fall 2024 to determine if additional seedling mortality has occurred during the dry season and identify areas that require a re-application of the seed mix and reseed according to map in the Memorandum. • Continue to reseed the park on an as-needed basis.
• Install a temporary on-grade irrigation system for all the areas indicated on the map that need to be reseeded and will maintain this system for two years. • Remove invasive weeds throughout all areas prior to reseeding • Inspect and remove invasive weeds on a once monthly basis • Remove ice plant mats, jubata grass, plume acacia saplings, and ice plant under oak thicket.
• Provide a two-year performance/warranty bond

Attached is a proposed draft of this agreement Exhibit D

ENVIROMENTAL REVIEW
Acceptance of a park and entering into a maintenance contract is not a project subject to the California Environmental Quality Act pursuant to the commonsense exemption found in section 15061(b)(3) of the CEQA Guidelines.

FISCAL IMPACT
Capacity Fee -The Monterey Coast Water District (MCWD) capacity charge to temporarily service the park will cost $31,271-$78,662 depending on if the water is potable or recycled water. After two years the water line would be capped, and the City would be reimbursed by MCWD for the fee.

Long Term Maintenance Cost-As directed by the City Council, Denise Duffy and Associates has prepared a detailed long term maintenance plan for Hilltop Park. Due to the very specific seed mix on the site , over the course of the next seven (7) years it will cost the City of Marina approximately $277,000 to maintain the park in its current plant configuration.

CONCLUSION
City staff are recommending acceptance of the hardscaped areas shown on Exhibit C, and conditional acceptance of the landscaped areas of Hilltop Park subject to the developer entering into an agreement, Exhibit D to be executed by the City Manager on behalf of the City, subject to the review and approval of the City Attorney.

Respectfully submitted

____________________________
Guido F. Persicone, AICP
Community Development Director
City of Marina
3 REVIEWED BY:

________________________
Layne Long
City Manager
City of Marina

Exhibits
A-Resolution
B-Project History
C-Map showing Accepted/Accepted Subject to Agreement Areas D-Draft Maintenance Agreement with exhibits of Park, Improvements and Maintenance Plan E-Hilltop Park Recommendations, Denise Duffy and Associates.

F-Hilltop Park Landscape Maintenance Manual

4 Exhibit A

RESOLUTION NO. 2024-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MARINA CITY ACCEPTING

THE REAL PROPERTY OF AND IMPROVEMENTS TO HILLTOP PARK EXCEPT THE

LANDSCAPED AREA WITHIN THE PARK , WHICH SHALL BE SUBJECT TO

ACCEPTANCE UPON EXCECUTION OF, AND WHICH ACCEPTANCE SHALL BE

CONDITIONED BY THE TERMS OF, AN IMPROVEMENT AND MAINTENANCE AGREEMENT. THE CITY MANAGER SHALL BE AUTHORIZED TO PREPARE ,

NEGOTIATE, AND EXECUTE THE AGREEMENT SUBJECT TO REVIEW AND APPROVAL BY THE CITY ATTORNEY . THIS ACTION IS EXEMPT FROM CEQA PURSUANT TO SECTION 15061(B(3) OF THE CEQA GUIDELINES.

WHEREAS, the University Village Specific Plan envisioned Hilltop Park (referred to herein as “park”) to be a passive area with walking trails, picnic areas and native vegetation; and

WHEREAS, diligent effort has been made by the City and community volunteers for the landscaping of this park; and

WHEREAS, when the City of Marina approved the project plans for Hilltop Park specific success criteria were established for the City to accept the park from Shea Homes; and

WHEREAS, due nature of this park planted by seeds, the success criteria can only be met over time and cannot be met currently; and

WHEREAS, the City desires to accept the park so community members can utilize the park’s trails as well as the dog park set forth in the plans for the park; and

WHEREAS, the City of Marina desires to enter into a separate agreement for the landscaping of the park so that the City may fully accept the real property and improvements thereon upon fulfillment of the terms and conditions of said agreement; and

WHEREAS, the City Staff Report of even date herewith sets forth the project history and staff’s recommendations with respect to the park; and

NOW THEREFORE BE IS RESOLVED that the City Council of the City of Marina does hereby incorporate the recitals as if fully set forth herein in their entirety and:

1. Finds that the following actions are exempt from CEQA pursuant to section 15061(b)(3) of the CEQA Guidelines.

2. Accepts Hilltop Park except the landscaped area as shown on Exhibit C; and accepts the landscaped area subject to the City of Marina and Shea Homes ’ entering into a separate Improvement and Maintenance Agreement , Exhibit D for Hilltop P ark defining City’s and Shea Homes obligations during the maintenance period;

3. Authorizes the City Manager to negotiate and execute the agreement subject to final review and approval by the City Attorney; and

5 Resolution No. 2024-
Page Two

4. Directs City staff to take appropriate steps to pay the Marina Coast Water District (MCWD) capacity charge for the park, which shall be reimbursed to the City after two (2) years; and a uthorize the Finance Director to make necessary accounting and budgetary entries.

PASSED AND ADOPTED by the City Council of the City of Marina at a regular meeting duly held on the 19th day of November 2024, by the following vote:

AYES, COUNCIL MEMBERS:

NOES, COUNCIL MEMBERS:

ABSENT, COUNCIL MEMBERS:

ABSTAIN, COUNCIL MEMBERS:

_________________________________
Bruce Delgado, Mayor

ATTEST:

_____________________________
Anita Sharp, Deputy City Clerk

6 Exhibits B-Project History

November 2020-Marina Community Partners (MCP) presents to the city its initial concept design for Hilltop Park; Fred Watson & Scott Waltz provide comments on the concept design:

FORTAG, Planting/Trees and invasive species removal.

December 2020 to January 2021-MCP response to Fred & Scott’s comments with a new concept plan.

February 2021-City received an email from Fred Watson regarding the mass grading on the Hilltop Park site

April 2021-City Council received first presentation on the Concept Park Design.

May 2021-City Council’s Ad-Hoc committee met with the Developer to discuss items brought up during the Council meeting
April 20, 2021 -Council approval of the conceptual plan for Hilltop Park except the vegetation.

The council directed the formation of an ad hoc committee for the trees, grasses, forbs and shrubs for this park.

May 17, 2022 -City Council approval of resolution 2022 -60. Native plants were emphasized but 100% native plants was not required. Section 3A of the resolution specifically says, “commercially available seed shall be used 1.” The motion also included a requirement that the City shall develop a maintenance plan for the park before it is transferred over to the City.2

April 4, 2023 – City Public Works Department Conditionally Approved the Final Design Plans for Construction

1 Note this can be found on the Access Media Partners (AMP) video at 2 hours and 25 minutes into the video. https://videoplayer.telvue.com/player/AWBnUCvvx6cKD1BrvIIZX31orwnnR9JL/media/720943?key=AWBnUCvv x6cKD1BrvIIZX31orwnnR9JL
2 2 hour and 30 minutes into the AMP video
7 September 11, 2023 – MCP provided an Addendum Bulletin from their Landscape Architect (vanderToolen, vTa) revising the Hydroseeding Material Specifications, Temporary Irrigation (removal), and Hydroseed Mix amounts and application/planting timing.

October 10, 2023 – MCP provided an Addendum Bulletin from vTa providing the revised irrigation plan sheets that would remove all temporary irrigation for trees, shrubs, volunteer planting areas and hydroseeding areas.

8 December 19, 2023-Council approved the alternate seed mix for the site.

January 11, 2024 -prior to issuing the approval of the park, a memo was prepared by Vander Toolen and Associates stating all seed proposed was going to be planted except for item 1 (Deerwood) which was not available and item 2 (California Sagebrush) which the staff recommended be removed.

February 15, 2024-Erik Nava, City of Marina Contract Public Works Inspector, field verified all the seeds proposed were planted. The only modification was the Monkey Flower had a Latin name change.

June 13, 2024 -site visit by City staff and Dense Duffy and Associates to better understand the status of the park.

June 18, 2024-City Council authorized a contract with Denise Duffy and Associates to prepare a maintenance plan for the park with particular emphasis on how to maintain the new unique blend of plant species planted by Marina Community Partners and community volunteers.

Summer 2024-a punch list was prepared for Marina Community Partners (MCP) to ensure the park was constructed in accordance with the approved set of plans.

August 23, 2024-an email was sent to Marina Community Partners (MCP) stating that the punch list was complete with the exception of two key items:

Public Works has two remaining items for site amenities – the Dog Park sand import and the Rod & Cable fencing (See attached Exhibit).

Landscaping/Hydroseeding will be discussed separately outside of Public Works through the Planning/CDD team regarding the 2-yr Maintenance requirement set by Council (see Resolutions 2022-60 and 2023-134).

1843926.3
9 10

HILLTOP PARK IMPROVEMENT & MAINTENANCE AGREEMENT
“The Dunes on Monterey Bay” Project
THIS AGREEMENT (“Agreement”) is made effective this __ day of ___________, 2024 (“Effective Date”) , by and between the City of Marina, herein called the “City,” a municipal corporation, and Shea Homes Limited Partnership, a real property owner, developer or subdivider, herein called the “Developer.”

RECITALS
A. Developer is the owner of that certain real property identified for purposes of Phase 2 East of the Dunes on Monterey Bay Project (the “Dunes Project,” or “Project”) as “Parcel OS-2.2,” approximately bounded by 3rd Avenue, future 8th Street, California Avenue, and 9th Street, in the City of Marina, County of Monterey, State of California, which is more particularly described on Sheet 13 of 13 of Tract No. 1550 recorded in the Monterey County Recorders Office in Volume 24 of Cities and Towns, at page 73(the “Property”) as more particularly described in Exhibit A, which is attached and incorporated herein by reference.

B. In connection with the Dunes Project, Developer has prepared, and the City has approved the plans and related specifications for construction, installation, completion, and maintenance of certain improvements on the Property, which in its eventual, final improved condition is referred to herein as “ Hilltop Park.” The improvement plans for Hilltop Park were approved by the City Engineer on April 4, 2023, and by the District Engineer for the Marina Coast Water District (“MCWD”) on April 5, 2023 (the “Landscape Plan”) . The Landscape Plan is on file in the City’s Department of Community Development and is incorporated into this Agreement by this reference.

C. As set forth more particularly in the Landscape Plan, the improvements for Hilltop Park include, but are not limited to, non-native invasive plant species removal; planting, watering, and otherwise maintaining trees, shrubs, and other specified plants and grasses; hydroseeding of prepared soil; installation and operation of irrigation lines; installing concrete and decomposed granite paving; boulder installation; and constructing concrete steps, handrails, pedestrian trails, and a dog park (collectively, the “Improvements”).

D. Developer has irrevocably offered Hilltop Park for dedication to the City for open space purposes. The City and its landscape consultant (Denise Duffy & Associates) have inspected the Property and Improvements as of the Execution Date of this Agreement. The City has determined that in order for the City to find Hilltop Park’s condition compliant with the Landscape Plan, Developer must take certain actions as more particularly described in Exhibit B hereto, which is incorporated herein by this reference. Exhibit B to this Agreement is declaratory of Developer’s existing obligations under the Landscape Plan and other Dunes Project approvals (“Approvals”), and does not supersede any requirement, condition, or obligation set forth therein.

EXHIBIT D
11 2
Hilltop Park Improvement and Maintenance Agreement

Exhibit C sets forth the maintenance requirements of the Landscape Plan and, similarly, does not supersede the Approvals.

E. The City ’s acceptance of Hilltop Park , and the Improvements, is contingent on Developer committing to perform each and every covenant and condition of this Agreement, including Exhibits B and C hereto, and achieving each and every condition of the Landscape Plan.

F. This Agreement is entered into in accordance with Subdivision Map Act (Government Code Sections 66410 et seq.) and other applicable laws, and ordinances, rules, regulations, and determinations of the City.

NOW, THEREFORE, in consideration of the faithful performance of the terms and conditions set forth in this Agreement, it is agreed between the Developer and the City (collectively, the “Parties”) as follows:

1. Purpose. The purpose of this Agreement is to: (a) guarantee construction , and completion of the Improvements in accordance with the Landscape Plan, including Exhibit B to this Agreement ; and (b) ensure satisfactory performance by the Developer of Developer’s obligations with respect thereto, including maintenance of the Improvements in accordance with the Landscape Plan and Exhibit C for a period of two years beginning upon the City’s issuance of a Certificate(s) of Completion (described further below) (“Maintenance Period”). The recitals set forth above are hereby made a part of this Agreement.

2. Improvements as a Benefit. Developer agrees that the Improvements, which Developer is obligated to provide, will materially benefit the Property and are necessary to comply with the Landscape Plan and applicable law.

3. Duty to Install Improvements. Developer agrees to construct, install , and complete, or cause to be constructed, installed , and completed, all of the Improvements, in accordance with the Landscape Plan and Exhibit B hereto , and to provide the maintenance as set forth therein for the Maintenance Period , at the Developer’s own expense.

4. Performance of Work. Developer agrees that the work necessary to construct and install the Improvements will be done in a good and workmanlike manner in accordance with accepted construction practices and in a manner equal or superior to the requirements of the City’s Municipal Code (“Code”) and rulings made under it. In the event that any conflict between the Improvement Plans and the Code should arise after the date of this Agreement but before the City issues a Certificate of Completion for the Improvements, the provisions of the Code shall control, but only to the extent consistent with the terms of the Approvals. Further, the work will be conducted in accordance with the requirements and procedures listed in the Approvals (including the Landscape Plan) , in accordance with all City standards, specifications and applicable laws, rules and regulations, and to the satisfaction of the City. It is agreed that the City shall have the right to reject any or all of the work performed under this Agreement if such work does not conform to the Approvals, Landscape Plan , Exhibit B hereto, or any City standards and specifications , applicable law, rule, or regulation.

EXHIBIT D
12 3
Hilltop Park Improvement and Maintenance Agreement

5. City Payment of Capacity Charge . City agrees to pay the capacity charge to Marina Coast Water District (MCWD) related to the installation of irrigation for Area 2 in Figure 1 of Exhibit B. Irrigation of Area 2 shall be provided during the Maintenance Period as necessary.

After completion of Maintenance Period, City may request MCWD to refund all or a portion of capacity charge per rules or policy established by MCWD. Additionally, City shall pay cost of water for irrigation during Maintenance Period.

6. Completion. The Improvements required under this Agreement shall be completed by the Developer within _______ months of the date of this Agreement.

7. Notice and Certification of Completion. Developer shall advise the City in writing of the completion of the Improvements herein specified and request certification of completion. Upon receipt of Developer’s request for certification of completion, City shall promptly inspect the Improvements. If the City determines, upon such inspection, that the Improvements have been satisfactorily completed, the City shall issue a certificate indicating the same (the “Cer tificate of Completion”). For the purposes of this Agreement, the date of completion shall be the date that the City issues a Certificate of Completion , upon which the Council’s conditional acceptance of Hilltop Park will be removed, and the park will be fully accepted. The decision of the City shall be final as to whether any material or workmanship meets the applicable plans, specifications, and standards as set forth herein and in the Landscape Plan.

8. Maintenance of Improvements. As set forth in the Approvals, Developer agrees to diligently maintain the Improvements in good condition, health, and repair, and in accordance with the specifications in the Landscape Plan, Exhibit B, and Exhibit C to this Agreement, and any other applicable project Approvals, for two (2) year s after the City issues the Certificate of Completion. The Developer or its successor shall employ the standard of care necessary to prevent the Improvements from substantially deteriora ting during this time. This requirement is declaratory of Developer’s existing obligations under the Approvals, and does not supersede any requirement, condition, or obligation set forth therein.

9. Nonperformance and Costs. If, within the time specified in this Agreement and any approved extension, Developer fails to complete the Improvements , to act promptly as required by this Agreement, or to otherwise breach this Agreement, the City shall provide fifteen (15) calendar days written notice to Developer’s and Developer’s surety, if any, of such failure (“Notice”), proceed to complete the Improvements pursuant to the Landscape Plan including Exhibit B hereto, by contract or otherwise, and Developer, immediately upon demand, shall pay the costs and charges incurred by City for said work, together with a fifteen percent (15%) administrative charge.

In the event of any such Notice, Developer’s surety, if any, shall have the duty to take over and complete the work and the required Improvements; provided, however, that if the surety within thirty (30) calendar days after the serving of such Notice upon it does not give the City written notice of its intention to correct the deficiencies or complete the work within sixty (60) calendar days after notice to the City of such election, then the City may take over the work and prosecute the same to completion by contract, or by any other method the City may deem advisable, for the account and at the expense of the Developer, and the Developer’s surety shall be liable to City for any excess costs of damages incurred by the City, including reasonable attorney’s fees and interest

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from the date of notice of such costs until the costs have been satisfied. If the form of improvement security is other than a bond, then the City, after giving notice of breach of the Agreement, may proceed to collect against the improvement security in the manner provided by law and by the terms of any security instrument.

10. Remedies. The City may bring legal action to: (1) compel performance of th is Agreement; (2) ensure compliance with the Approvals; and (3) recover the costs (including the City's administrative costs) of completing the Improvements pursuant to Paragraph 8. The City may also seek any and all remedies available in law or equity. The Developer agrees that, if legal action is brought by the City, the Developer shall pay all of the costs of suit and reasonable attorneys’ fees and all other expenses of litigatio n as determined by the court having jurisdiction over such suit, if such court rules that the Developer has failed to carry out any of its obligations under this Agreement.

11. Responsibilities for Damage. Any damage to the utilities, concrete work, or paving, or to any portion of adjacent properties that is caused by Developer or its employees, agents, or contractors, and that occurs during or from the project construction shall be completely repaired by the Developer to the satisfaction of the City.

12. Utility Deposits. Developer shall satisfy the City that it has made the deposits required for utilities to be supplied and connected with the applicable portion of the Project prior to obtaining a certificate of completion.

13. Permits and Fee -Payments. As required by the Approvals, and as applicable, Developer shall obtain all necessary permits and licenses for the construction of the Improvements, and shall pay all fees and taxes required by applicable law, including state law and local ordinance.

14. Superintendence by Developer. Developer shall have a competent foreman or superintendent with the authority to act for Developer, on the work site, during the course of construction of the Improvements.

15. Inspections - Payment of Fees. The City is authorized to enter the Property for inspection purposes at any time. Developer shall at all times maintain the Property so that the City and any agency authorized to make inspections can safely access and inspect all parts of the Property. Developer shall pay to the City the cost of inspecting the Improvements, including the costs of staff time and any consulting services determined to be necessary by the City , consistent with the City’s fee schedules.

16. Estimate of Costs; Security. The estimated cost of the Improvements to be constructed under this Agreement is $ __________ and is more fully described in Exhibit D, attached hereto. Developer shall furnish two good and sufficient bonds, in an amount of 100% of the City Engineer’s, or his or her designee’s, estimated cost of the Improvements, guaranteeing Developer’s performance of this Agreement: (1) a Payment Bond on a form provided by the City; and (2) a Faithful Performance Bond, both of which must be sec ured from a surety company admitted to do business in California. Each bond shall set forth a time period for performance by the Developer of its obligations and the terms and conditions on which the City may obtain the proceeds of the bond. Alternatively, the Developer may provide a cash deposit in an amount of

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100% of the City Engineer’s, or his or her designee’s, estimated cost of the Improvements to guarantee Developer’s performance of this Agreement.

The Faithful Performance Bond shall be in an amount not less than one hundred percent (100%) of the total estimated amount payable for the Improvements described in this Agreement, and shall secure payment to City of any loss due to the default of the Deve loper or its contractors or subcontractors their inability or refusal to perform this Agreement, and to guarantee or warranty the work done pursuant to this Agreement for a period of one year following issuance of Certificate of Completion by City against any defective work or labor done or defective materials furnished, provided that after completion of the Improvements by the Developer, Developer may substitute for the Performance Bond securing the warranty described above with a separate warranty bond issued by an admitted surety in the amount of ten percent (10%) of the total contract price of the Improvements (provided that amount of said bond shall not be less than One Thousand Dollars ($1,000) to cover the one-year warranty period).

The Payment Bond shall be in an amount not less than one hundred percent (100%) of the total estimated amount payable for the Improvements described in this Agreement. The Payment Bond shall secure the payment of those persons or entities to whom the Devel oper may become legally indebted for labor, materials, tools, equipment or services of any kind used or employed by the contractor or subcontractor in performing the work, or taxes or amounts to be withheld thereon.

The Payment Bond shall provide that the surety will pay the following amounts should the Developer, or its contractor or subcontractors fail to pay the same, plus reasonable attorneys’ fees to be fixed by the court if suit is brought upon the bond: (1) amounts due to any person that has a lien right pursuant to California Civil Code Sections 8520, 8530 and 9100; (2) amounts due under the Unemployment Insurance Code with respect to work or labor performed for the Improvements described in this Agreement; and (3) any amounts required to be deducted, withheld, and paid over to the Employment Development Department from the wages of employees of the Developer, its contractors and subcontractors pursuant to Section 13020 of the Unemployment Insurance Code with respect to the work and labor. The Paymen t Bond shall, by its terms, inure to the benefit of any person that has a lien right pursuant to Civil Code Sections 8520, 8530 and 9100 so as to give a right of action to those persons or their assigns in any suit brought upon the bond.

Developer shall file with the Recorder’s Office of the County of Monterey a notice of completion of the Improvements in accordance with California Civil Code section 3093.

The Developer shall submit the following for both the surety that furnishes the Payment Bond and the surety that furnishes the Faithful Performance Bond: (1) a current printout from California Department of Insurances website (www.insurance.ca.gov) showing that the surety is admitted to do business in the State; or (2) a certificate from the Clerk of the County of Monterey that the surety’s certificate of authority has not been surrendered, revoked, canceled, annulled, or suspended or in the event that it has, than renewed authority has been granted.

17. Erosion Control. Consistent with the Approvals, Developer shall comply with the City-approved Stormwater Pollution Prevention Plan and Erosion Control Plans for the Project during construction of all Improvements to prevent erosion damage to the Property and to adjacent properties or improvements.

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18. No Waiver by City. Inspection of the work and/or materials, or approval of work and/or materials inspected, or a statement by an officer, agent, or employee of the City indicating the work complies with this Agreement, or acceptance of all of these acts shall not relieve Developer of its obligation to fulfill this Agreement; nor is the City by these acts prohibited from bringing an action for damages or specific enforcement arising from the Developer’s failure to comply with this Agreement. No action or om ission by the City shall constitute a waiver of any provision of this Agreement unless expressly provided in writing. No course of dealing between Developer and the City, or any delay on the part of the City in exercising any rights hereunder, shall operate as a waiver of any rights by the City, except to the extent these rights are expressly waived in writing by the City.

19. Hold Harmless Agreement. Developer shall hold harmless, defend , and indemnify the City, its officers, employees, and agents from and against any and all damage, injury, and/or death to persons and property, and any and all claims, demands, costs, losses, damages, injuries, or liability, including attorneys ’ fees, howsoever caused, resulting directly or indirectly from the performance or nonperformance of any and all work done or to be done pursuant to this Agreement. Developer shall not be required to inde mnify and hold harmless the City as set forth in this Paragraph for liability attributable to the sole fault of the City, provided such sole fault is determined by agreement between the Parties or the findings of a court of competent jurisdiction.

20. Developer Not Agent of City. Neither Developer nor its agents or contractors are agents of the City in connection with the performance of Developer’s obligations under this Agreement.

21. Notice of Breach and Default. If Developer refuses or fails to prosecute the work required by this Agreement with such diligence as will ensure its completion within the time specified, or fails to complete the work within such time, or if the Developer is adjudged as bankrupt or makes a general assignment for the benefit of creditors, or if a receiver is appointed in the event of Developer’s insolvency, or if Developer or Developer’s contractors, subcontractors, agents, or employees violate this Agreement, the City may serve written notice upon Developer of breach of this Agreement.

22. Breach of Agreement - Performance by City. If the City gives notice of breach of this Agreement, the Developer shall provide written confirmation to the City of its intention to correct the deficiencies or complete the work under this contract within thirty (30) calendar days after the date of suc h notice of breach. If the Developer does not correct the deficiencies or complete the work within sixty (60) calendar days after the date of the notice of breach, or such additional time as deemed necessary by th e Developer and as the City reasonably deems acceptable, the Developer shall be deemed in default, and the City may, but is not required to, take over the work and prosecute the same to completion by contract or other method which the City considers advisa ble, for the account, and at the expense, of Developer. In this event, the City, without liability for doing so, may take possession of and utilize in completing the work such materials, appliances, plants, and other property belonging to Developer as may be on the work site and necessary for completion of the work. The City may withdraw from the security specified in Paragraph 15 of this Agreement to pay the face amount of the obligations for completion of the work, as well as any additional costs and rea sonable expenses and fees,

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including reasonable attorneys’ fees and interest from the date of notice of such costs until the costs have been satisfied, incurred by the City in successfully enforcing the obligations under this Agreement. In the event the cost of completing the work u nder this contract exceeds the amount contained in the security deposits specified under Paragraph 15, the Developer shall be responsible for any additional costs actually incurred by the City.

23. Notices. All notices required shall be in writing and delivered by Registered mail, postage prepaid, or any nationally recognized overnight courier that routinely issues receipts (e.g., FedEx). A party may change its address by notice in writing to the other part y and thereafter notices shall be addressed and transmitted to the new address. All notices shall be deemed received three (3) business days after dispatch by United States Postal Service regular mail, or one (1) business day after dispatch by a reputable overnight courier service.

Notices to be given to the City shall be addressed as follows:

City Manager
City of Marina
211 Hillcrest Avenue
Marina, CA 93933

With a cc to:

Shute, Mihaly & Weinberger
396 Hayes Street
San Francisco, CA 94102
Attn: City Attorney, City of Marina
Notices to the Developer shall be addressed as follows:

[PROVIDE ADDRESS]

24. Change of Developer. If the Developer voluntarily ceases to have any legal interest in the Property, then a notice to that effect shall be filed with the City. The notice shall include the name and address of the new owner of the Property, submittal of a new security in accordance with Paragraph 15 of this Agreement (at which time the original security will be released), and a certified copy of the recorded deed. Unless a new agreement between the City and any successor owner is entered into, Developer shall provide the City with an assignment and assumption agreement between Developer and the successor owner relating to rights and obligations under this Agreement . Developer shall thereafter have no further obligations to the City under this Agreement except for any liability or obligations arising prior to such transfer.

25. Heirs, Successors and Assigns. This Agreement shall be binding upon and inure to the benefit of the heirs, successors and assigns of the Parties.

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26. Agreement Attaches to the Land - Recordation. This Agreement pertains to and runs with the Property. This Agreement shall be recorded in the office of the County Recorder at the expense of the Developer and shall constitute notice to all successors and assigns of and to the Property of the obligations set forth herein.

27. Miscellaneous Terms and Provisions.
(a) If any provision of this Agreement is adjudged illegal, inoperative, or invalid, the remaining provisions of this Agreement, to the extent practicable, shall continue in full force and affect.
(b) This Agreement contains a full, final and exclusive statement of the Agreement of the Parties regarding the subject matter hereof.
(c) The obligations upon the Developer signing this Agreement terminate upon Certificate of Completion issued in accordance with Paragraph 6 , or upon filing of a written assignment and assumption agreement with the County Recorder, and in compliance with Paragraph 22, above.
(d) This Agreement shall be administered, interpreted and enforced under the laws of the State of California and the City of Marina. In case of dispute, venue shall reside in Monterey County, California.
(e) Developer warrants and represents that the person signing on behalf of Developer has the authority to execute this Agreement on behalf of Developer, and has the authority to bind the Developer and the Property to the terms and obligations set forth in this Agreement. Developer agrees that this Agreement, and any instrument or agreement required hereunder, are within the Developer’s powers, and have been duly authorized and delivered, and do not conflict with Developer’s organizational powers. (f) Developer agrees that this Agreement is a valid, legal , and binding Agreement, enforceable against Developer in accordance with its terms, and that any instrument or agreement required hereunder, when executed and delivered, will be similarly legal, valid, binding, and enforceable. Developer agrees that this Agreement does not conflict with any law, agreement, or obligations by which Developer is bound.

IN WITNESS WHEREOF, the Parties have executed the Agreement on the day and year above written.
[SIGNATURE PAGE FOLLOWS]

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City of Marina,
a municipal corporation,

By:_____________________
Layne Long
City Manager

Attest:

______________________
City Clerk

Approved as to Form :

______________________
City Attorney

Developer,

By: _____________________
Name:

Title:

(Signature Must be Notarized)

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Hilltop Park Improvement and Maintenance Agreement

Exhibit “A”

Description of Property

EXHIBIT D
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Hilltop Park Improvement and Maintenance Agreement

Exhibit “B”

“Scope of Work”

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Exhibit “C”

Maintenance Plan

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Hilltop Park Improvement and Maintenance Agreement

Exhibit “D”

Engineer’s Cost Estimate

1843483.6

EXHIBIT D
23 EXHIBIT E
24 Native Plant
Landscape Maintenance Manual
Hill
top Park
Dunes Phase 2 East
Marina, CA
July 2024
Prepared for:

City of Marina
290 Cypress Avenue
Marina, CA 93933
Prepared By:

Denis
e Duffy & Associates, Inc.

Contact: John Wandke
947 Cass Street, Suite 5
Monterey, CA 93940

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Native Plant Landscape Maintenance Manual i
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TABLE OF CONTENTS
1 INTRODUCTION .............................................................................................................................. 1

1.1 MANAGEMENT AREAS ................................................................................................................. 1 2 MAINTENANCE RECOMMENDATIONS ................................................................................... 3

2.1 MAINTENANCE PERSONNEL QUALIFICATIONS ............................................................................ 3

2.2 INVASIVE NON-NATIVE PLANT CONTROL ................................................................................... 3

2.3 ACCESS CONTROLS ...................................................................................................................... 8

2.4 EROSION CONTROL ...................................................................................................................... 9

2.5 PLANT MAINTENANCE ................................................................................................................. 9

2.6 SCHEDULING .............................................................................................................................. 10 3 REFERENCES ................................................................................................................................. 10

FIGURES
Figure 1. Native Landscape Management Areas ............................................................................ 2 Figure 2. Typical Signage Example ................................................................................................ 8 Figure 3. Examples of Fencing ....................................................................................................... 8 Figure 4. Suggested Maintenance Schedule ................................................................................. 10 TABLES
Table 1. Summary of Priority Invasive Non-native Plants ............................................................. 5

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Native Plant Landscape Maintenance Manual 1
Hilltop Park – Dunes Phase 2 East
1 Introduction
This Native Plant Landscape Maintenance Manual (Manual) for Hilltop Park has been prepared for the City of Marina by Denise Duffy & Associates (DD&A). The purpose of this Manual is to provide guidance on appropriate maintenance activities necessary to both promote successful establishment of planted native vegetation and protect existing native habitat within Hilltop Park.

Hilltop Park is approximately 10 acres and was created as part of the Dunes Phase 2 East development. The park provides a combination of informal and formal recreational opportunities for the public. These include decomposed granite walking paths that meander throughout the park, informal areas landscaped with native plants, existing protected areas of native habitat, a dog park, restrooms, a picnic area and associated areas of formal landscaping and hardscape features.

Installation of the native plant landscaping was completed in winter 2024 and included tree plantings primarily consisting of coast live oak, staking and irrigation at tree planting locations, hydroseeding disturbed areas with a native seed mix , and installation of native coastal scrub species from container stock in select areas, and landscaping the area around the dog park with a combination of native and horticultural plantings per plans and specifications prepared by vanderToolen Associates.

The focus of this Manual is on both short and long- term maintenance of the informal native landscape areas and the existing areas of protected habitat within the park. Maintenance of the built park environment, dog park, and infrastructure is addressed by others. Specifically, this Manual provides recommendations for the following:
• Proper methods for identification and control of priority non-native invasive plant species; • Management of public access routes for protection of delicate native vegetation; • Erosion control; and
• Maintenance of plant material, replanting and/or reseeding.

1.1 Management Areas
The portions of Hilltop Park that are relevant to this Manual are shown on Figure 1. They consist of the following zones as defined on plans prepared by vanderToolen Associates:
• Area 1 – “Steep slope” planting areas (5.75 acres) - North and west-facing slopes, sandy soils, hydroseeded with coastal scrub seed mix and planted with occasional coast live oak trees.
• Area 2 – “Bluff” planting areas (0.75 acre) – Flat hilltop area with existing coast live oak thicket, sandy soils, hydroseeded with coastal scrub seed mix. • Area 3 – Existing habitat area (3.00 acres) – North-facing slope with existing maritime chaparral and coastal scrub vegetation in central area, margins planted with coastal scrub species.
• Area 4 – Dog park planting area (0.50 acre) – Area of formal landscape and hardscape (shown for reference only).

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Native Plant Landscape Maintenance Manual 3
Hilltop Park – Dunes Phase 2 East
2 Maintenance Recommendations
The following sections provide recommendations for maintenance personnel qualifications, invasive non- native plant control, access control, erosion control, plant maintenance, and scheduling.

2.1 Maintenance Personnel Qualifications
The individuals performing long, and short-term maintenance of the native landscape areas must be experienced in the restoration, maintenance and management of native habitats of the Monterey Bay or Central Coast region and/or be directly supervised by a qualified individual . Native landscape maintenance personnel should have a unique skillset that includes but is not limited to the following:
• Working knowledge of California native plants and the ability to identify native plant species found in the vicinity of Hilltop Park, including the species installed during the project and other species that may be found on site. Ability to identify native plant species both in a seedling and mature stage;
• Ability to identify invasive non-native plants species both in a seedling and mature stage. • Familiarity with invasive non-native plant control techniques; • Experience working in and around sensitive habitats;
• Familiarity with special status plants known to occur at the site , such as the federally threatened Monterey spineflower (Chorizanthe pungens v. pungens); • Familiarity with planting methods and water needs of California native plants found at the site; and
• Other general knowledge of landscape maintenance including irrigation, erosion control techniques, planting methods, fencing, pruning, tree staking.

2.2 Invasive Non-Native Plant Control
Correct identification and properly timed removal of invasive non- native plant species is a key element of both short term and long-term maintenance of the park. Table 1 summarizes the priority invasive non-native plant species that have been observed by DD&A during 2024 at the park. This list may be updated over time, based on annual site inspections, as many other invasive plant species could potentially colonize the site. These species are considered a priority for removal and control due to their current presence at the site and their known tendency to invade disturbed areas, displace native plant species, impact diversity, affect wildlife habitat, and in some cases, alter soil properties. Table 1 provides some basic management notes for control of the priority invasiv e non-native plant species but should not be construed as a complete list of treatment methods.

Invasive non- native plant control should adhere to the following general guidelines and best practices:
• Perform regular inspections to identify the extent and growth stage of invasive non-native plants.
• Plan removal events around the life cycle of each target species so removal occurs prior to seed formation.
• Make an effort to completely remove weeds from the site rather than creating and leaving piles. Iceplant may be left in piles for several months prior to off haul to allow desiccation and reduce weight, as long as the piles are not placed on native vegetation.

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Native Plant Landscape Maintenance Manual 4
Hilltop Park – Dunes Phase 2 East
• Bag weeds with viable seeds and transport to the municipal landfill. • Transport weeds without viable seeds from the field to the haul truck/bin using re -usable cans, totes, burlap, or tarps to minimize use of single-use plastic. Always cover and secure loads prior to transport.
• Minimize soil disturbance when possible and plan hauling routes to avoid trampling sensitive species.
• Control invasive non -native plant species using non- chemical control methods first. If herbicides must be used, adhere to the following BMPs for herbicide use:
o An individual certified by the California Department of Pesticide Regulation (CDPR) shall be contracted to implement invasive species removal via herbicide treatment. Herbicide shall only be applied by persons certified by the CDPR. o Individuals applying herbicides shall be knowledgeable of dune plant species and be capable of distinguishing between native plants and the target non-native species. Care shall be exercised to avoid overspray and damage to non-target plants. o All reasonable precautions shall be taken to protect the environment and human health and safety. Herbicides shall be applied in an environmentally safe manner.

Herbicide use shall be directed narrowly at the target organism to avoid broad impacts on the ecosystem.
o All conditions of herbicide labels shall be followed. o Herbicides shall not be applied during or within 24 hours prior to rain. o Drift shall be avoided by not applying herbicides under windy conditions (e.g., >10 miles per hour) and by using ground- based applicators, low tank pressures, and spray nozzles adjusted for larger droplet sizes, or other methods recommended by the licensed individual. Extra caution will be used when winds are between 5 and 10 miles per hour.
o Herbicides shall not be mixed, loaded, rinsed, or stored near aquatic or other sensitive resources.
o Herbicides shall not be applied within 100 feet of aquatic resources.

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Table 1. Summary of Priority Invasive Non-native Plants Botanical Name
Common Name
Photograph Growth Form
Blooming Period
Cal-IPC Rating
Basic Management Notes

Acacia longifolia
Sydney golden wattle

Tree
June - Aug

Cal-IPC Rating: ‘Watch’
• Hand pull seedlings or saplings whenever
found.
• Large individuals may be cut and stump
treated with glyphosate or triclopyr.

Brassica sp.

Hirschfeldia sp.

Sisymbrium sp.

Mustard species

Herbaceous annual
or biennial
April – July to year-
round

Cal-IPC Rating: typically ‘Moderate’
• Hand pull , when found, typically March-
August, but possibly any time, prior to seed
production.
• Do not cut, completely remove taproot.

Bromus diandrus
Ripgut brome

Other potential invasive
annual grasses (Festuca
myuros, Avena barbata,
Hordeum murinum,
Bromus hordeaceous,
Bromus madritensis)

Annual grass
April - June

Cal-IPC Rating: ‘Moderate’
• Hand pull between February and April
when young or when just beginning to
flower but before ripe seed is produced.
• Large monotypic infestations can be treated
with herbicide when in the seedling stage,
prior to flowering.

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Botanical Name
Common Name
Photograph Growth Form
Blooming Period
Cal-IPC Rating
Basic Management Notes

Carpobrotus edulis
Hottentot fig, iceplant

Succulent perennial
Feb-Oct

Cal-IPC Rating: ‘High’
• Hand pull year round. A serrated harvest
sickle knife can make removal of large mats
easier.
• Remove all plant parts; remaining plant
material can form new adventitious roots.
• Large mats can be effectively controlled
with a 2% glyphosate solution.

Centaurea melitensis
Tocalote

Herbaceous annual
April - Aug

Cal-IPC Rating: ‘Moderate’
• Hand pull in April and May prior to
flowering.

Cortaderia jubata
Jubata grass

Large perennial grass
Sept - Feb

Cal-IPC Rating: ‘High’
• Hand pull seedlings.
• Cut, bag, and remove any seed plumes.
• Remove all living plant parts from the site
• Treat individuals too large to remove
without heavy equipment using glyphosate
or fluazifop herbicide in late summer or fall.

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Botanical Name
Common Name
Photograph Growth Form
Blooming Period
Cal-IPC Rating
Basic Management Notes

Paraserianthes lophantha
Albizia, stink bean , plume
Acacia

Tree
May - July

Cal-IPC Rating: ‘Watch’
• Hand pull seedlings or saplings whenever
found.

Large individuals may be cut and stump treated
with glyphosate or triclopyr.

Notes:

Cal-IPC – California Invasive Plant Council (2024)

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2.3 Access Controls
Signage
Strategic placement of low-profile metal signage in native landscape areas can help reduce trampling impacts by
informing the public that certain areas are closed to foot traffic. Figure 2 provides a typical example of
informative signage. Wording and signage design can be
adjusted as desired.

Fencing
Native plant installations are often damaged unknowingly when the public wander off established trails. Impacts
from trampling by people and dogs can be reduced
through the use of strategically placed fencing and
informative signage. An area east of the dog park has
already been identified as a location where additional fencing is needed to prevent inadvertent trampling impacts to planted or protected areas of vegetation. Other areas may require fencing if trampling impacts are observed. Fencing can be costly and has aesthetic impacts, so the decision to fence should be based on need. The following should be incorporated into the maintenance routine:
• During the short term, monitor the site for formation of social trails or trampling impacts during each monthly maintenance inspection.
• Consider the use of symbolic metal post and cable, wood post and rope/cable, or sturdier two or three rail split cedar fencing to discourage off-trail use.

Example of wood split rail fencing Example of metal anchor rod and cable Figure 3. Examples of Fencing

Figure 2. Typical Signage Example

NO ENTRY

AREA CLOSED

FOR PROTECTION OF

SENSITIVE PLANTS,

ANIMALS, AND

HABITAT
Insert municipal code reference

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2.4 Erosion Control
Erosion control is expected to be primarily a short-term maintenance activity as planted vegetation becomes established, begins to spread and stabilize soils . Erosion control may also be required during the long- term maintenance period. The most common erosion features at the park are expected to be minor rill formation from surface runoff caused by moderate or high -intensity rainfall. Formation of larger, gully features is not expected, but if created by an unusual event, would require repairs that are outside the scope of this document. Recommendations for repair of minor erosion is provided below:
• Assess the entire site for erosion features during each maintenance inspection event; • Identify for treatment areas of minor erosion greater than approximately 100 square feet (sf) in area or areas of erosion that have expanded since the prior maintenance inspection; • Prior to October 15 of a given year, repair areas of erosion:
o Identify the point of origin of concentrated surface flow run on; o Using hand tools, restore eroded areas to a condition consistent with the original grade, as feasible;
o Install temporary, biodegradable erosion control materials designed to interrupt the flow of water over the soil surface beginning at the point of run on. Do not use materials made of plastic or containing plastic monofilament netting, which can ensnare wildlife. Biodegradable straw wattles with a burlap casing secured with wooden stakes should be installed along slope contours , keyed into a shallow trench, and staked every four feet to prevent water from flowing beneath the wattle. o If mulching is performed for erosion control, use clean rice straw. D o not use bedding straw or hay.
o Reseed and/or plant disturbed areas after erosion control installation is completed.

2.5 Plant Maintenance
Native plant landscape areas typically do not require the same level of plant maintenance as formal landscaping. Native plants in these types of applications are usually left to grow, flower, and set seed naturally without pruning. However, some plant maintenance is expected, as recommended below:
• Remove dead woody plants/branches as needed;
• Trim vegetation that is encroaching on trails during fall; • Inspect and maintain tree staking so trees remain upright; • Install wire browse protection cages if damaging herbivory is observed; • Repair water retention basins around container plantings as needed; and • Perform replacement/supplemental planting as desired in early winter months.

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2.6 Scheduling
A suggested schedule for short -term (1 – 3 years) and long- term (4 – 10 years) maintenance activities is provided below. Although some level of maintenance may be needed indefinitely, the long-term maintenance period is set at 10 years, at which time the frequency and need for maintenance can be reassessed.

Figure 4. Suggested Maintenance Schedule

3 References
Cal-IPC. 2024. California invasive plant inventory. California Invasive Plant Council: Berkeley, California. Available at: https://www.cal-ipc.org/plants/inventory/ Activity Description Short Te rm Long Term
YEAR 1 - 3 YEAR 4 - 10
Month 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 Quart
e r Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Invasive Non-native Plant Control
Weed control (general)
Weed control by species
Acacia sp.

Mustard sp.

Annual grass sp.

Iceplant sp.

Tocalote
Jubata grass
Access Controls - Fencing
Inspect for trampling impacts, social trails
Erosion Control
Inspect for erosion
Perform repairs
Re-seeding
Plant Maintenance
Inspect container plantings, trees, staking - repair as needed Replanting

EXHIBIT F
38 November 12, 2024 Item No. 13d

Honorable Mayor and Members City Council Meeting
of the Marina City Council of November 19, 2024

CITY COUNCIL CONSIDER ADOPTING RESOLUTION NO. 20 24-,

APPROVING PURCHASE OF A CITIZEN RELATIONSHIP MANAGEMENT (CRM) SOFTWARE FROM CIVICPLUS; APPROVING THE PURCHASE OF

AN ASSET MANAGEMENT /MAINTENANCE WORK ORDER SOFTWARE

SYSTEM FROM CITYWORK S, WITH IMPLEMENTATION SERVICES
THROUGH CENTRICITY; WAIVE THE CITY’S FORMAL BID PROCESS,

WITHOUT COMPETITIVE BIDDING, FINDING THAT COMPETITIVE BIDDING

WOULD BE UNAVAILING, WOULD NOT PRODUCE AN ADVANTAGE AND WOULD NOT BE IN THE PUBLIC INTEREST; AUTHORIZE THE FINANCE

DIRECTOR TO MAKE NECESSARY ACCOUNTING AND BUDGETARY
ENTRIES; AND AUTHORIZE THE CITY MANAGER TO NEGOTIATE AND

EXECUTE THE AGREEMENT S SUBJECT TO REVIEW AND APPROVAL BY

THE CITY ATTORNEY

RECOMMENDATION:

It is recommended that the City Council adopt Resolution No. 2024- _:

1. Approving the purchase of a cloud-based public works citizen relationship management (CRM) software platform from CivicPlus, in the amount of $ 22,541, with an automatic renewal in the second year for $37,684, and an option to renew for one (1) additional year at $39,568, for a total three-year cost of $99,793, and;

2. Approving the purchase of a n asset management/work order software system from Cityworks, with implementation services provided through Centricity in the first-year combined amount of $58,200, with an option to renew for two (2) additional years at an average amount of $22,800, for a total three-year cost of $103,800, and;

3. Authorize the Finance Director to make necessary accounting and budgetary entries, and;

4. Authorize the City Manager to negotiate and execute the aforementioned agreements subject to final review by the City Attorney.

BACKGROUND:

As part of the Fiscal Year 2023 -24 and 2024 -25 Budget, Council established a list of priorities.

One of the highest -ranking priorities included the implementation of a customer service request software for city streets and repairs. Currently, t he Public Works Department does not have an asset management /work order system that allows for maintenance planning, initiating work orders, or tracking maintenance efforts against specific assets or sites. These requests are taken by phone , through email , or identified by staff and assigned to member s of the maintenance crew. The City also does not have an automated solution that allows a community member to report a potential street hazard, a repair at a City parks or facilit y; or similar concern , and monitor the status of the request. The acquisition of a public works asset management/work order system that interfaces with citizen re lationship management (CRM) software is projected to provide the following benefits:

1 • Increases responsiveness to residents by providing a seamless s olution for residents to report non-emergency concerns and receive updates on their progress.

• Establishes a system to record pre ventive maintenance schedules and notif y staff of upcoming maintenance or equipment replacement requirements.

• Expands productivity by allowing a supervisor or administrative staff to assign work orders in real-time and providing field crews with the option of updating the work order status through a mobile app.

• Provides a database to retain maintain these records , monitor performance, and produce associated management reports.

It also anticipated that the acquisition of the software packages is also complimentary to various Council goals that relate to facility and park maintenance plans, as well as general technology initiatives.

The City appropriated $80,000 in the Fiscal Year 2023 -24 and 2024 -25 City-Wide Capital Improvement Fund to support these efforts. A process was initiated to evaluate software packages, with the goal of recommending the purchase of a system that would support the City’s needs. An overview of that process, along with the recommended software packages is included in the Analysis section of this report. Staff will also provide a brief overview at the City Council Meeting.

ANALYSIS:

City staff invited five companies to showcase their software and provide a proposal for their asset management/maintenance work order systems. During the software demo, each company presented information on the following k ey aspects: functionality, performance, user - friendliness, service request reporting, Geographic Information System (GIS) integration, Global Positioning Satellite ( GPS) capabilities, dashboards, and reporting features. The software package would also need to have the capability to allow field crews to receive assigned service requests and log maintenance efforts through the use of mobile cellphone app. Staff rated the different packages based on these key aspects, pricing, and reference checks from Cities that were currently using the software . Based on the evaluation process, Cityworks was selected as the recommended software package. Cityworks partners with Centricity GIS, LLC for implementation services. A copy of the proposal and a n informational brochure on the Cityworks software is provided in EXHIBIT A AND B.

This same process was applied to selection of a CRM software. Three vendors were invited to provide a demonstration of software packages that would seamlessly integrate with the asset management system/maintenance work order system. The software package would need to offer an online portal for residents to submit request s, as well as a customizable mobile app to allow both residents and staff to report any issues at the site or from an alternate location ; and receive updates on the progress of the reported items. In addition, th is platform would also need to be able to apply this same functionality to non -emergency service requests for other departments.

Based on this evaluation process, staff found SeeClickFix to best meet the City’s needs . This software package was also presented to a Council subcommittee consisting of Mayor Delgado and Council Member McCarthy ; the Executive Team, and the City’s information technology representative. A copy of the proposal and informational brochure is included in EXHIBITS C AND D.

2 The costs associated with both packages are listed below:

First Year Second Year Third Year Total
Cityworks/Centricity
Implementation Costs $39,000 - - $39,000
Cityworks Licensing 19,200 21,600 24,000 64,800

SeeClickFix (CivicPlus) (1)
Implementation Costs 22,541 - - 22,541
Licensing - 37,684 39,568 77,252

Total Costs $80,741 $59,284 $63,568 $203,593
(1) Second and third-year licensing costs based on 5% annual increase in Years 2 and 3.

The estimated timeline for implementing both packages is approximately six months. Once the software is launched, information on how the public can download the app or use the portal will be presented at a Council Meeting and published on the website.

Section 3.16.040 of the City’s Municipal Code requires a formal bidding process for purchases of supplies or equipment that are $25,000 or more , however it also includes the following exception: Bidding procedures shall be dispensed with when the City Council finds by resolution that competitive bidding would be unavailing, would not produce an advantage and would not be in the public interest. Due to the complexity and variations in software products, the City did not develop formal specifications or advertised, as outlined in the bid process. Staff, however, did request competitive proposals from industry -recognized software vendors and conducted a formal evaluation process. B ased on th e competitive process that was undertaken , staff is requesting that Council waive the bid process in accordance with the exceptions identified in Section 3.16.040 of the Municipal Code.

The purchase of these software packages will require agreements with Cityworks and Centricity for the implementation and licensing of the Cityworks software; and CivicPlus for SeeClickFix.

The City Attorney is currently reviewing the different vendor agreements. Staff is recommending that Council authorize the City Manager to sign the agreements based on the final review and approval of the City Attorney.

FISCAL IMPACT:

The combined first year costs for the implementation and licensing of both software packages are $80,741. The Fiscal Year 2024 -25 Adopted Capital Improvement Fund budget includes an $80,000 appropriation for this project. Staff is recommending that the additional $ 741 comes from project savings that are retained in the unallocated CIP fund balance.

The average a nnual costs for the remaining two-year contract years for Cityworks are $22,800, while the average annual costs associated with SeeClickFix are $38,626. The combined average for each of the two additional years is estimated to be approximately $61,426.

At the Mid -Cycle Budget Presentation, it was estimated that there would be approximately $1 million in revenues to support new on-going expenditures. If this item is approved this evening, along with the requests for two additional firefighters; and the Police Body-Worn and Vehicle Camera Project, the revised estimated on-going operating surplus is projected to be $485,000.

3 CONCLUSION:

This request is submitted for City Council consideration and possible action.

Respectfully submitted,

____________________________
Tori Hannah
Director of Finance
City of Marina

REVIEWED/CONCUR:

_____________________________
Layne Long
City Manager
City of Marina

4 RESOLUTION NO. 2024-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MARIN APPROVING

PURCHASE OF A CITIZEN RELATIONSHIP MANAGEMENT (CRM) SOFTWARE FROM CIVICPLUS; APPROVING THE PURCHASE OF AN ASSET

MANAGEMENT/MAINTENANCE WORK ORDER SOFTWARE SYSTEM FROM CITYWORKS, WITH IMPLEMENTATION SERVICES THROUGH CENTRICITY ; WAIVE THE CITY’S FORMAL BID PROCESS, WITHOUT COMPETITIVE

BIDDING, FINDING THAT COMPETITIVE BIDDING WOULD BE UNAVAILING,

WOULD NOT PRODUCE AN ADVANTAGE AND WOULD NOT BE IN THE
PUBLIC INTEREST; AUTHORIZE THE FINANCE DIRECTOR TO MAKE NECESSARY ACCOUNTING AND BUDGETARY ENTRIES ; AND AUTHORIZE

THE CITY MANAGER TO NEGOTIATE AND EXECUTE THE AGREEMENT S

SUBJECT TO REVIEW AND APPROVAL BY THE CITY ATTORNEY

WHEREAS, the Public Works Department does not have an asset management/maintenance work order system that allows for the implementation and monitoring of maintenance plans ; or an automated system to track and assign work orders, and a database to track repair history on specific assets and sites, and;

WHEREAS, the City does not have a Citizen Relationship Management (CRM) software system that allows for residents and visitors to conveniently report maintenance or other concerns , and receive status updates regarding their requests, and;

WHEREAS, Cityworks provides the necessary technology, reporting, and records management functionality to manage the City’s maintenance and asset management needs ; SeeClickFix provides a method for residents and visitors to initiate non -emergency service requests and receive status updates ; and the two cloud-based software systems, Cityworks and SeeClickFix, integrate to provide a seamless solution, and;

WHEREAS, the addition of the Cityworks and SeeClickFix software packages reflect the City Council goals and increases responsiveness to the community by City staff and provides for stronger asset management, and;

WHEREAS, Municipal Code section 3.16.040 provides an exception to the requirement for competitive bidding when the City Council finds by resolution that competitive bidding would be unavailing, would not produce an advantage and would not be in the public interest.

WHEREAS, due to the complexity and variations in software products, the City did not develop formal specifications or advertised, as outlined in the bid process; staff, however, did request competitive proposals from industry -recognized software vendors and conducted a formal evaluation process. Based on the competitive process that was undertaken, staff is requesting that Council waive the bid process in accordance with the exceptions identified in Section

3.16.040 of the Municipal Code.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Marina does hereby incorporate the recitals set forth herein, and:

1. Approve the purchase of SeeClickFix, a cloud-based citizen relationship management (CRM) software platform from CivicPlus, in the amount of $22,541, with an automatic renewal in the second year for $37,684, and an option to renew for one (1) additional year at $39,568, for a total three-year cost not to exceed $99,793 and;

5 Resolution No. 2024-
Page Two

2. Approve the purchase of a n asset management/work order software system from Cityworks, with implementation services provided through Centricity in the first-year combined amount of $ 58,200, with a n option to renew for two (2) additional years of software licensing costs at an average of $22,800, for a total three-year cost not to exceed $103,800.

3. Approves waiving the City’s formal bid process; finding that competitive bidding would be unavailing, would not produce an advantage and would not be in the public interest, and;

4. Authorizes Finance Director to make necessary accounting and budgetary entries, and;

5. Authorize City Manager to negotiate and execute the purchase agreement on behalf of City subject to final review by the City Attorney.

PASSED AND ADOPTED by the City Council of the City of Marina at a regular meeting duly held on the 19th of November 2024 by the following vote:

AYES, COUNCIL MEMBERS:

NOES, COUNCIL MEMBERS:

ABSENT, COUNCIL MEMBERS:

ABSTAIN, COUNCIL MEMBERS:
_________________________
Bruce C. Delgado, Mayor
ATTEST:
______________________________
Anita Sharp, Deputy City Clerk
6 PROPOSAL
Cityworks AMS Implementation Services
Prepared for:

City of Marina
November 8, 2024
Centricity GIS
10659 N Sahalee St
Cedar Hills, UT 84062
CONTACT:

Brandon Wright
801-376-8160
[email protected]

EXHIBIT A
7 p. 2
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024

Table of Contents

Table of Contents .......................................................................................................................... 2 Experience. ................................................................................................................................ 3 Introduction ............................................................................................................................... 3 About Centricity GIS ..................................................................................................................... 3 Cover Pages/Executive Summary ............................................................................................... 4 Cityworks AMS Implementation ................................................................................................... 5 A. Introduction ........................................................................................................................... 5 Task 1: Workflow Review Meeting (Remote - 1 Day) ............................................................ 6 Task 2: Initial Cityworks Database Configuration .................................................................. 6 Task 3: Review of configured database (Remote) ............................................................... 7 Task 4: Admin Training (Onsite – 1 Days) ................................................................................ 7 Task 5: End User Training (onsite – 2 Days) .............................................................................. 7 Task 6: Rollout Support (onsite – 1 Day) .................................................................................. 8 Task 7: Ad-Hoc Support ............................................................................................................ 8 Firm Description & Project Organization ..................................................................................... 9 Management .......................................................................................................................... 10 Software Skills ........................................................................................................................... 10 Qualifications and Past Performance ....................................................................................... 11 Fee/Cost Proposal ....................................................................................................................... 13 Cityworks AMS Implementation Costs .................................................................................. 13 Total Software Costs ............................................................................................................... 14 Total Year One Costs .............................................................................................................. 14 Tentative/Potential Cityworks Implementation Schedule ...................................................... 15

8 p. 3
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024

About Centricity GIS
Introduction
Centricity GIS, LLC is a GIS Consulting
company offering implementation, data, and
application development services. Our
founder, Brandon Wright, has 20 years of
experience in GIS, Asset Management, and
systems integration. All of our technical staff
have at least 7 years of expertise in their
discipline.

In addition to providing services for specific
projects, we are also able to augment an
agency’s staff by providing resources such as
programmers, analysts, and technicians on
site.

Centricity GIS is a Cityworks Business Partner
specializing in CMMS and GIS services for
public agencies such as Cities, Counties, and
Water Agencies. As a partner, we specialize in
the implementation of Cityworks and ESRI
technologies. From out of the box using Esri’s
ArcGIS for Local Government solutions to
custom PLL implementations, we can help
agencies realize their return on investment as
quickly as possible.

We are located in Cedar Hills, Utah, about 30
minutes from Cityworks headquarters.

Experience.

Centricity GIS is a full-service, multidisciplinary
asset management and permitting system
consulting firm. We provide consulting services
to municipal governments and private and
public utilities.

Our project team will use tried and true
implementation strategies that focus on your
business processes and workflows, system
requirements and training.

Centricity GIS has performed over 50 unique
Cityworks implementations over nearly 20
years in the Asset Management and Permitting
Industry. The flexibility and power of the
Cityworks platform correlates with our
extensive knowledge in system design and
implementation.

Our business process knowledge in permitting
allows us to be efficient and effective during
all of the phases of implementation.

Centricity GIS has in house developers that
focus on core Cityworks integrations and
development tools. We have a history of
integrating with Cityworks for many types of
systems including:

• Customer Account Information
• Financial Systems
• Utility Billing
• SCADA
• AVL
• Citizen Reporting

9 p. 4
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024

Cover Pages/Executive Summary
November 8, 2024

Subject: Cityworks AMS Implementation Services

City of Marina:

This proposal is for providing implementation services for the Cityworks AMS solution for City of Marina. The Cityworks solution is wholly unique because it is the only system that completely leverages your GIS data throughout your work process. This includes consuming member partners GIS Services without replicating the GIS data. In other words, we will use your map data as the system of record, rather than try to sync your GIS records with your asset management database. This GIS and AMS data continuity problem (connecting to multiple instances of members ArcGIS Online systems) will be eliminated entirely with the Cityworks platform

Using your GIS as the asset system of record unlocks all of the Esri platform functionality, including analytics, mobile apps, website publishing, and keeps your GIS records clean and up to date for interdepartmental use across the enterprise as well as for your customers if the City chooses to do so.

Centricity GIS and Cityworks understands the goals of the City as shown below with a brief description of how we will achieve your goals.

This proposal includes the following services:
• AMS (Asset Management) Implementation for the City of Marina

We are very excited about this opportunity. Please let me know if you have any questions or concerns regarding this proposal.

Sincerely,

Brandon Wright
Founder | President

10 p. 5
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024
Cityworks AMS Implementation

A. Introduction
This scope of work identifies the tasks required for the successful implementation of Cityworks AMS system. Centricity GIS understands that the following requirements have been identified by the City, and will be included in implementation:
• Workflow Review Meetings (Onsite)
• Initial Cityworks AMS Database Configuration for Parks, Streets/Sidewalks, Storm drain, Detention Facilities, Signs.
o Service Requests, Work Orders, Inspections Setup
o Employees, Materials & Equipment
o GIS Support
• Review of Configured Database (Remote)
• Admin User Training (Onsite)
• End User Training (Onsite)
• Rollout Support (Onsite)
• Ad-Hoc Support
The following tasks are included in this scope of work:

11 p. 6
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024
Task 1: Workflow Review Meeting (Remote - 1 Day)
Meet with City staff to review workflows that will be created and configured in the Cityworks AMS Application

Tasks:

1. Meet with City staff to review and understand the City workflows for Cityworks AMS for:

Parks, Streets/Sidewalks, Storm drain, Detention Facilities, Signs

2. Get documentation from City that will provide the basis for the AMS configuration. a. Print Documents
b. Reports
c. Diagrams, Etc.

Deliverable Milestones:

a. Meeting Notes

Task 2: Initial Cityworks Database Configuration
Configuration of Cityworks system and database.

Tasks:

1. Cityworks Database Configuration for:
a. Parks
b. Streets/Sidewalks
c. Storm Drain
d. Detention Facilities
e. Signs

2. Workflows
a. Service Requests
b. Work Orders
c. Inspections
d. Employees, Material, Equipment
e. Tasks

3. Reports

4. GIS Integration

5. Field Module Setup
Deliverable Milestones:

a. Configured Database

12 p. 7
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024
Task 3: Review of configured database (Remote)
Meet with City staff to review workflows and Cityworks setup that has been configured.

Tasks:

1. Database Review

2. Workflow changes and configuration changes as needed

Deliverable Milestones:

a. Meeting Notes
b. Configuration changes

Task 4: Admin Training (Onsite – 1 Days)
Centricity GIS will provide onsite training for the primary, or “Administrator” users of Cityworks. The City will provide the training facility and computers necessary for staff use.

Following the training of Administrator users, Centricity GIS will conduct a “Train-the-Trainer” style session with key department staff. The purpose of this training is to provide knowledge and steps necessary to train all other field personnel who will use the system.

Training will occur over 1 day

Deliverable Milestones:

a. Admin and User Training completed
b. Copy of training material used in training session delivered in digital format (PDF) c. Go-live

Task 5: End User Training (onsite – 2 Days)
Centricity GIS will provide onsite training for the primary, or “Administrator” users of Cityworks. The City will provide the training facility and computers necessary for staff use.

Following the training of end users, Centricity GIS will conduct a “Train-the-Trainer” style session with key department staff. The purpose of this training is to provide knowledge and steps necessary to train all other field personnel who will use the system.

Training will occur over 2 days

Deliverable Milestones:

a. Admin and User Training completed
b. Copy of training material used in training session delivered in digital format (PDF) c. Go-live

13 p. 8
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024
Task 6: Rollout Support (onsite – 1 Day)
After the configuration, installation and training phases have concluded, we will provide Onsite rollout support.

1. Determine with department manager/champion what data/inboxes need to be displayed.

2. Build Dashboards – Build end user and management inboxes/dashboards

3. Cityworks Reconfiguration that needs completed based on Work Flow Meetings and Admin training.

4. Configuration of Mobile Apps.

Will occur over 1 days

Deliverable Milestones:

a. Onsite Rollout Support

Task 7: Ad-Hoc Support
After the configuration, installation and training phases have concluded, we will provide troubleshooting and support services. Used as needed up to 40 hours.

1. Determine with department manager/champion what data/inboxes need to be displayed.

2. Build Additional Inboxes/Dashboards – Build end user and management inboxes

3. Cityworks Reconfiguration that needs completed based on Work Flow Meetings and Admin training.

4. Additional configuration of Mobile Apps (if applicable licenses from Cityworks apply)

Deliverable Milestones:

a. Support as needed at negotiated rate
b. Billed Time and Material as used

14 p. 9
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024
Firm Description & Project Organization

Centricity GIS, LLC is a multi-service organization providing specialized services in Field Asset Surveying, Geographic Information Systems (GIS) and application software services. CENTRICITY GIS provides professional services including consulting, training, staffing and technical support.

We continue to set the standard for high quality GIS Centric and Cityworks implementation projects, especially in utility industry for Water, Sewer, Storm, Gas and Electric backed by staff with a wide range of industry and technical experience having over 20 years of experience in GIS and 25 years in Cityworks implementation.

CENTRICITY GIS is a Dun & Bradstreet verified business

Partners:
- Cityworks Business Partner Network
- ESRI Silver Partner

15 p. 10
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024
Management

Mr. Brandon Wright, founder of Centricity GIS, LLC, graduated with a B.S. degree in Business Information Systems from the University of Colorado, USA. He has over 20 years of professional experience in Cityworks and GIS within the Asset Management industry and has successfully completed over 50 Cityworks related projects. Most of his project experience is in implementing Cityworks systems with government agencies throughout United States. His core competency is in implementing Cityworks Asset Management solutions for government agencies (Water, Wastewater, Parks & Rec, etc).

Mr. Wright manages the strategic planning, business development and company operations for CENTRICITY GIS. He also serves as client liaison officer on all the projects by overseeing scope, schedule, budget and time frame.

Specialties: Asset Management, Data Conversion, and Project Implementation.

Software Skills
GIS Software: ArcGIS Desktop, ArcGIS Online, ArcGIS Server, ArcGIS Pro

Asset Management Software: Cityworks PLL and AMS

Databases: Access, SQL Server, Oracle, Geodatabase

Reporting Tools: Crystal Reports, SQL Server Reporting Services

16 p. 11
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024

Qualifications and Past Performance

The following table shows the combined project experience of our team. • Centricity GIS Reference Sites

17 p. 12
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024

EDUCATION

Bachelor of Science
Degree, Business
Information Systems,
University of Colorado

Brandon Wright
Founder/Project Oversight

Mr. Wright has over 1 8 years of experience providing Asset Management and GIS services to public agencies. Mr. Wright has been responsible for directing asset management projects and addressing logistical and technical concerns. Prior to working at Centricity GIS, Mr. Wright worked Cityworks for 10 years.

Services include database development/administration and maintenance, map creation, needs assessment, implementation and integration. Integration services include integrating GIS databases (SQL Server or Oracle) with other systems such as Asset Management Systems, Customer Billing, Document Management and Work Orders. He also provides system training, and general IT consulting services.

Summary of Skills

• Expertise using ESRI’s ArcGIS software products, ArcGIS Desktop 10.x, ArcGIS Server, ArcGIS Online
• Experience in administration of Cityworks AMS & PLL
• Cityworks PLL Administration Training
• Expertise in Mapping, GIS Data Modeling, Systems Integration, Needs Assessments
• Over 18 years of Project Management experience
• Database experience with SQL Server, Oracle, and Microsoft Access

Representative Projects

• Moses Lake, Washington, Cityworks and PLL Implementation • Rancho Palos Verdes, Cityworks Implementation
• Vista Irrigation District, Cityworks Implementation
• San Mateo, Cityworks Implementation
• Cook County, IL, Cityworks and PLL Implementation
• Saratoga Spring, UT, Cityworks and PLL Implementation • Houston, TX, Cityworks Implementation/Expansion
• DDOT (Washington, D.C.), Cityworks Implementation/Expansion • Columbia, SC, Cityworks Implementation/Expansion
• Lafayette, LA, Cityworks Implementation
• El Paso, TX, Cityworks Implementation/Expansion
• Apex, NC, Cityworks Implementation

18 p. 13
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024

Fee/Cost Proposal

Cityworks AMS Implementation Costs

Task Description Total Cost
1 Workflow Review Meetings (Remote) $ 1,000
Workflow Meetings
Meeting Notes

2 Initial Cityworks Database Configuration $ 25,000 All groups as outlines in details section
3 Database Review (Remote) $ 1,000
Meeting Notes and Action Items
4 Admin User Training (1 Day Onsite) $ 3,000
Onsite Administrator Training for City Admins
5 End User Training (2 Days Onsite) $ 6,000
Onsite End User Training for City Users
6 Rollout Support (1 Days Onsite) $ 3,000
Onsite Support for End Users when system goes live
7 Ad-Hoc Support (up to 40 hours) $ Included
Continued Support of Cityworks Application, Reports, etc.

Training and Onsite Visits (Core Implementation)

$ 39,000

19 p. 14
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024
Total Software Costs

Software Costs Year 1 Year 2 Year 3 (and Beyond)
Cityworks Elite License $ 19,200 $ 21,600 $ 24,000

Total Yearly
$ 19,200 $ 21,600 $ 24,000

Total Year One Costs

Software Costs Year 1
Cityworks Elite License $ 19,200
Centricity Implementation Cost $ 39,000

Total Yearly
$ 58,200

20 p. 15
Proposal for City of Marina, CA
Cityworks AMS Implementation Services
November 8, 2024
Tentative/Potential Cityworks Implementation
Schedule

Task Description Assigned To Status Est. Start Est. End

1. Workflow Review Meetings Centricity/City of
Marina Pending 12/15/24 12/17/24

2. Initial Cityworks Database Configuration Centricity Pending 12/17/24 3/15/25

3. Database Review
Centricity/City of
Marina Pending 3/25/25 4/1/25

4. Conduct Admin Training Centricity Pending 4/15/25 4/16/25

5. Conduct End User Training Centricity Pending 4/21/25 4/23/25

6. Cityworks Roll Out Support Centricity Pending 4/24/25 4/25/25

7. Ad-Hoc Support Centricity Pending 4/28/25 Ongoing

8. Centricity Locates (DigAlert) Configuration Centricity

Pending

3/15/25

4/1/25

*This schedule is preliminary and subject to change, and shall not be construed as a binding commitment or obligation on our part.

21 GIS-centric public asset management and
community development solutions.

EXHIBIT B
22 GEOGRAPHIC INFORMATION SYSTEMS (GIS) changed the way we understand the world around us. Intuitive modeling tools provide public agencies the ability to view, manage, and manipulate the assets they care for: infrastructure, facilities, property, and permits. Recognizing the powerful capabilities of GIS and the inherent value of the Esri® ArcGIS® geodatabase as the authoritative system of record for local government assets, Cityworks® introduced a new and innovative approach to asset management and community development.

The Cityworks web GIS-centric platform combines ArcGIS solutions with powerful work management, field mobility, operational performance, and data analytics tools. Our solutions empower GIS intelligence to help you build a more resilient, sustainable, and safe community.

CITYWORKS

PROVIDING CRITICAL INSIGHTS

TO KEEP YOUR COMMUNITY

MOVING FORWARD

THE GIS-CENTRIC PLATFORM
Leverages your investment in GIS without
redundancy, data synchronization, or

special in
tegration.

Uses the ArcGIS geodatabase as the
authoritative system of record for all asset
classes—linear, dispersed, and condensed.

Suppor ts your entire organization workflow:
from data collection and work management to
public engagement and strategic planning.

U ses ArcGIS tools for simple and effective
location intelligence, supported by web
maps and single sign-on access to Esri apps
and analytics solutions.
23 GIS-Centric
Built exclusively on Esri® ArcGIS®, Cityworks uses your geodatabase as the authoritative data source for all asset, land, and permit information—providing a total solution to improve your agency’s operational effectiveness.

Open Architecture
Cityworks is built on open standards, giving you complete access to your data in an open architecture that easily integrates with existing business systems.

Flexible
Easily create templates to manage common asset manage-
ment activities. Or, think outside the box and modify them for virtually any business process where workflow, tracking, and GIS are needed.

Mobile
Empower your field crew to interact directly with GIS assets by collecting information, reporting observations, uploading pictures, completing outstanding tasks, and using visual map tools to streamline workflows.

Public Engagement
Cityworks data and ArcGIS tools empower your customers to provide input, remain informed, and monitor progress online.

Location Intelligence
GIS maps offer a superior platform for interpreting data and supporting location intelligence. Cityworks and ArcGIS help local governments and utilities do more with less when
managing capital infrastructure and regulations.

WHY CHOOSE CITYWORKS?
24 No matter how complicated your process or infrastructure, we have a solution to meet your needs.
•
A
irports
•
Buildings
•
E
lectric & Gas
•
F
acilities
•
F
leet
•
I
nspections
•
Lic
ensing
•
P
arks & Recreation
•
P
ermits
•
P
ublic Works
•
Rep
orting
•
S
treets
•
Sto
rmwater
•
T
ransportation
•
Ur
ban Forestry
•
Wa
ter
•
W
astewater
•
V
egetation Management
•
A
nd More

A SOLUTION FOR EVERY ASSET
25 Our platform includes two core GIS-centric solutions:
•
C
ityworks AMS, our asset management system
•
C
ityworks PLL, for permits, licensing, and land
These solutions support critical business workflows at every level of your organization and across multiple departments. Choose one platform to support your workflows, or use them together to track infrastructure from new developments to care and maintenance.

Deployment Options
Cityworks can be set up on-premises or as a managed deployment of software as a service (SaaS) with Cityworks Online hosted in a cloud environment. Benefits of Cityworks Online include:
•
S
ecure access from any location
•
Easy t
o adapt and scale
•
I
ncreased cross-department collaboration
•
R
educed IT overhead and administrative burden
Data Storage Plus
This optional service provides all the benefits of Cityworks Online with the additional functionality of a sandbox environment and a replica reporting database. The sandbox environment provides a secure location where administrators can test custom configurations and become familiar with updates before they are pushed to production. The replica reporting database provides real-time, read-only access to the production data for reporting tools such as ArcGIS Insights, Crystal Reports, SQL Reporting Service, Microsoft Power BI, and more.

CITYWORKS ADD-ONS
Cityworks AMS and PLL can each be configured
in Admin and expanded with optional software
applications. These specialized software apps support
unique end user experiences that can be customized to
your needs with Cityworks Style.
•
Resp
ond
•
M
obile App (for iOS/Android)
•
O
perational Insights
•
O
pX
•
P
avement Management
•
P
erformance Budgeting
•
P
ublic Access
•
S
toreroom
•
W
orkload
•
A
nalytics
•
API
s
•
I
oT Solutions

CITYWORKS PRODUCTS
26 CITYWORKS AMS
MANAGE YOUR WORK. ANYWHERE. ANYTIME.

For more than 20 years, Cityworks has been the leading GIS-centric solution for public asset management. Cityworks AMS is designed to help organizations manage public assets and their associated data, work activities, and business processes. We are committed to helping cities and utilities build resilient, safe, and sustainable communities.

Give staff the power of GIS and automation. Cityworks AMS is built exclusively on ArcGIS, giving both office staff and field crews access to real-time data and simplified workflows.

Streamline operations. Configure templates and inboxes to help manage work, track costs, and improve operations. Complete work anywhere and on any device.

Improve collaboration. Share asset data and streamline
communication among employees, across departments, and with your customers.

Identify and evaluate risk. Cityworks and ArcGIS can help you identify your riskiest assets and put the right plan in place to improve them.

Make insightful decisions. Use dashboards, analytics, and maps to visualize data, understand resources, and report more accurately.

CITYWORKS AMS
MANAGE YOUR WORK.

ANYWHERE. ANYTIME.
27 CITYWORKS PLL
GOODBYE, PAPERWORK. HELLO, EFFICIENCY.

Designed to simplify applications for customers and streamline workflows for staff, Cityworks PLL helps local governments and utilities deliver better service to their communities.

Give staff the power of GIS and automation. Spatial data is better data. Use GIS to automate application data collection, improve staff collaboration, and visualize data.

Help customers faster. Let residents, contractors, and businesses submit, pay, and track applications online at their convenience with an easy-to-use public portal.

Boost productivity. Configure templates, inboxes, and
dashboards to help predict daily tasks and simplify processes.

Complete work anywhere and on any device.

Make insightful decisions. Use dashboards, analytics, and maps to visualize data, understand resources, and report more accurately.

Improve collaboration. Cityworks PLL connects seamlessly with the Cityworks Asset Management System, allowing organizations to track the full lifecycle of public assets and achieve greater collaboration across departments.
28 Cityworks Respond delivers a persistent map experience and powerful dashboards with a modern look and feel—whether you’re on a computer or tablet. You have the power to manage assets and create work orders, as well as capture digital signatures for inspections and permitting tasks, right in the palm of your hand.

The Cityworks mobile app caches data locally on the device. This allows field crews to conduct inspections, investigate service requests, perform maintenance, and complete case tasks even out of network range. The apps integrate seamlessly with Esri apps, expanding your out-of-the-box functionality. For example, field users can easily access ArcGIS Field Maps from the Cityworks mobile app to capture or edit an asset in the GIS.

RESPOND

MOBILE APPS

FOR IOS AND ANDROID
29 PAVEMENT MANAGEMENT
Whether you’re patching potholes or rebuilding roads,
maintaining pavement infrastructure is both costly and time consuming. Pavement Management helps you get ahead of the curve by integrating your pavement analysis tool and your work management system.

Pavement Management provides an easy-to-use communication link between Cityworks and pavement analysis tools like PAVER. By managing your pavement infrastructure in the geodatabase, Pavement Management allows you to track materials, costs, work history, and pavement analysis data in one central location. 30 PERFORMANCE BUDGETING
When you track work progress against desired or anticipated levels, you can better promote crew accountability and
efficiency, improve data quality and material tracking, and provide administrators with reliable indicators for infrastructure management.

Performance Budgeting supports activity-based budgeting reconciliation, year-to-date tracking, and annual and daily budget projections. Budget projections are based on work order templates, maintenance factors, cost factors, plus actual and projected work. Performance Budgeting can help to accurately predict future budgets and determine cost projection, productivity, optimal crew size, and more.

Public Access is the citizen portal to Cityworks PLL. It allows residents and contractors to apply for and track the progress of permits and licenses, start the application process, or finish an incomplete application. Once the permit or license has been created, the user can request inspections, check the status of the application, and pay permit fees online.

PUBLIC ACCESS
31 For supervisors who manage field crews and inspectors, juggling employee schedules can be a daunting task. Workload gives supervisors a simple yet powerful interface for reviewing, assigning, and modifying work activities. The application includes a dynamic map interface and allows managers to interact with PLL cases as well as AMS work orders and inspections.

WORKLOAD
Our warehouse management application is designed to track materials and transactions in a secure environment. As part of a holistic public asset management platform, Storeroom can help organizations reduce material costs, improve inventory levels, and better inform budgetary needs. Storeroom supports barcode scanning and other methods of automated warehouse data
collection. Storeroom is also fully integrated with Cityworks Analytics to enable more detailed, visual reports.

STOREROOM
32 ANALYTICS
Cityworks Analytics enables organizations to quickly create detailed reports using the information in their database. Analytics is integrated with ArcGIS Insights, Esri’s data analytics software made for advanced location intelligence.

Using Cityworks Analytics with ArcGIS Insights allows users to visualize asset data in maps, charts, graphs, and tables. Together, these tools provide valuable information about the operational performance of your organization.
33 OPERATIONAL INSIGHTS
Operational Insights helps organizations identify and assess high-risk assets and establish maintenance strategies to increase their lifespan. This app delves into asset management through the framework of defining risk and tracking maintenance procedures. These risk and maintenance scores are calculated using Esri’s ArcGIS, maintenance data, and expected useful life defined by the user.

Potential assets of concern can be identified on the dashboard or map, and work orders can be created using map tools. Operational Insights integrates with ArcGIS Insights, allowing for seamless creation of compiled analysis and data visualizations.

ASSET MANAGEMENT OUTPUTS
Operational Insights generates the following score
outputs:
•
P
robability of Failure (POF)
•
C
onsequence of Failure (COF)
•
Business R
isk Exposure (BRE)
•
Under M
aintained Proactive
Maintenance Score (MSPU)
•
O
ver Maintained Proactive Maintenance
Score (MSPO)
•
O
verall Reactive Maintenance Score
(MSR)
•
A
sset Curve’s Average End Y ear
•
A
sset Curve’s Fast End Y ear
•
A
sset Curve’s Slow End Y ear
34 OpX
Organizing infrastructure asset data and reporting on large municipal and utility projects can sometimes feel impossible. OpX offers a streamlined experience for managing infrastructure projects and emergency response activities within Cityworks. By configuring projects to consume data from your asset management and permitting systems, you can monitor the full project lifecycle across multiple departments. OpX provides a single place to review related work activities and assets, quickly access contracts, compare actual costs to estimated costs, and track permit revenue against estimated revenue.
35 IoT SOLUTIONS

FOR INTELLIGENT ASSET MANAGEMENT
Maintaining essential services throughout your community is a full-time responsibility. But for communities across the globe, constrained resources and aging infrastructure pose steep challenges. In the United States alone, public infrastructure receives a D+ ranking.

A new IoT solution from Cityworks combines the power of ArcGIS, Trimble Unity, and the Trimble Telog family of battery-powered, wireless recorders and sensors. The solution allows utilities to leverage sensor data, location intelligence, and analytics tools in their asset management strategies by combining the industry- leading Cityworks asset management software with Trimble’s Telog® IoT recorders and the latest release of Trimble Unity Remote Monitoring software.

This innovative GIS-centric solution allows organizations to better understand their service levels, work history, emergency response, and capital planning needs.
36 Browser-based user
experiences
optimized
for the office
and field
.

Mobile device user
exper
iences optimized
for either
an iOS or
Andr
oid device.

Cityworks and ArcGIS
provide a full
w
eb
GIS-centric
platf
orm for
public asset management,
permitting, licensing,
and planning.

WEB GIS-CENTRIC

PLATFORM

OFFICE AND

RESPOND
MOBILE
APPS
For more information contact us at:
inf
[email protected] • 801-523-2751 • Cityworks.com
Copyright© 2021 Cityworks, A Trimble Company. All rights reserved. 11075 S. State St., Suite 24 Sandy, UT, 84070, U.S.A. 37 CivicPlus
302 South 4th St. Suite 500
Manhattan, KS 66502
US
Statement of Work
Quote #: Q-84364-1
Date: 9/12/2024 9:10 AM
Expires On: 11/29/2024
Client:

City of Marina, CA
Bill To:

MARINA CITY, CALIFORNIA
SALESPERSON Phone EMAIL DELIVERY METHOD PAYMENT METHOD
Megan Schindler [email protected] Net 30
Discount(s)
QTY PRODUCT NAME DESCRIPTION DISCOUNT % TOTAL

1.00 SeeClickFix Year 1 Annual Fee
Discount
Year 1 Annual Fee Discount 0 USD -3,345.75

1.00 SeeClickFix Year 1 Annual Fee
Discount
Year 1 Annual Fee Discount 0 USD -2,503.25

1.00 SeeClickFix Year 1 Annual Fee
Discount
Year 1 Annual Fee Discount 0 USD -2,500.00

1.00 SeeClickFix Year 1 Annual Fee
Discount
Year 1 Annual Fee Discount 0 USD -1,250.00

1.00 SeeClickFix Year 1 Annual Fee
Discount
Year 1 Annual Fee Discount 0 USD -3,750.00
Recurring Service(s)
QTY PRODUCT NAME DESCRIPTION DISCOUNT % TOTAL

1.00 SeeClickFix Request Unlimited gov user licenses for service request management tool
to intake citizen submissions via
mobile app. Assign requests internally,
resolve issues and measure request
performance. Includes support and
virtual training services.
0 USD 13,383.03
V. PD 06.01.2015-0048

Page 1 of 3 ends

EXHIBIT C
38 QTY PRODUCT NAME DESCRIPTION DISCOUNT % TOTAL

1.00 SeeClickFix Conversations Multi-channel communications tool to organize resident communications into a
single inbox. Maintain a log of individual
resident interactions.
50 USD 5,006.74

1.00 Marketplace App Annual Marketplace App Annual 50 USD 5,000.00

1.00 SeeClickFix Connector for
ArcGIS Workforce
SeeClickFix-hosted integration
with ArcGIS Workforce, for work
assignments.
0 USD 5,000.00

1.00 SeeClickFix Connector for
Cityworks AMS (SR + WO)
: SeeClickFix-hosted integration with
Cityworks AMS (online or on-premise),
for service requests and/or work orders.

Requires Cityworks version 15+, and
license for Citizen Engagement API.
0 USD 7,500.00
List Price - Initial Term Total USD 45,896.51
Total Investment - Initial Term USD 22,540.77
Annual Recurring Services (Subject to Uplift) USD 35,889.77

Initial Term 12 Months
Initial Term Invoice Schedule 100% Invoiced upon Signature Date Renewal Procedure Automatic 1 year renewal term, unless 60 days notice provided prior to renewal date
Annual Uplift 5% to be applied in year 2
This Statement of Work ("SOW") shall be subject to the terms and conditions of the CivicPlus Master Services Agreement and the applicable Solution and Services terms and conditions located at https://www.civicplus.help/hc/en-us/p/legal- stuff (collectively, the "Binding Terms"), By signing this SOW, Client expressly agrees to the terms and conditions of the Binding Terms throughout the term of this SOW.

V. PD 06.01.2015-0048

Page 2 of 3 ends

39 Acceptance

The undersigned has read and agrees to the following Binding Terms, which are incorporated into this SOW, and have caused this SOW to be executed as of the date signed by the Customer which will be the Effective Date:

For CivicPlus Billing Information, please visit
https://www.civicplus.com/verify/

Authorized Client Signature

CivicPlus

By (please sign):

___________________________________
By (please sign):

___________________________________
Printed Name:

___________________________________
Title:

___________________________________
Date:

___________________________________

Organization Legal Name:

___________________________________
Billing Contact:

___________________________________
Title:

___________________________________
Billing Phone Number:

___________________________________
Billing Email:

___________________________________
Billing Address:

___________________________________

___________________________________
Mailing Address: (If different from above)

___________________________________

___________________________________
PO Number: (Info needed on Invoice (PO or Job#) if required)

___________________________________
V. PD 06.01.2015-0048
Page
3 of 3
40 civicplus.com 9
Implementation
Project Timeline
From project kickoff to announcing the launch of your SeeClickFix 311 CRM, the implementation process averages 8-12 weeks. For projects that include specific integration to an approved third-party system, the timeline generally expands to 12-18 weeks. Your staff will work with a CivicPlus implementation consultant to establish a workable schedule once final scope has been determined and your project kicks off. This overview provides you with an outline of what to expect during each phase.

PHASE 1:

INTRODUCTION & PLANNING
• Introduction call
• Final project timeline developed
PHASE 2:

ACCOUNT CONFIGURATION
• Configuration of account and best practices
• Identify branding standards for mobile app
• One hour backend control training
PHASE 3:

USER TRAINING & TESTING
• User training with customized agenda
• User testing and revisions
PHASE 4:

MARKETING PLANNING
• Launch and public announcement planning
• Development of press release, social media
campaign templates, and digital marketing images
PHASE 5:

LAUNCH
• Assistance with launch press release
• Press conference/council meeting assistance
• Create theme campaigns for specific request types
• Assistance developing messaging for PSA video or
radio segment announcement
41 civicplus.com 10
Approaching Your Project Implementation
Phase 1: Introduction & Planning
Implementation begins with an introduction call that includes your leadership team and implementation consultant.

We will review your organization’s goals, establish a timeline for launching your SeeClickFix 311 CRM, determine which departments will use the solution, and field any questions you have. During the introduction call, we will also determine if a kickoff presentation with your leadership team is needed.

After the introduction call, your implementation consultant will develop a final project timeline based on final scope, agreed milestones, and key deliverables.

Phase 2: Account Configuration
During this phase, your team will gain access to your SeeClickFix 311 CRM account and receive consultation on how to best configure your settings. This phase will also include a one-hour training session on the backend controls via webinar.

We will train you to configure your account for success. Configuration will include setting up members, request types, automatic assignments, and notifications, escalation contacts, timeline response goals, recurring data exports, preformatted response messages, custom emails, geographical areas for tracking and reporting, and mobile app buttons that link to webpages, call phone numbers, or display custom content.

Phase 3: User Training & Testing
Your training will include:
• How to effectively respond to service requests
• Understanding the differences between internal
and external communications
• Process to generate work orders
• Creating usable reports
• Overview of new core concepts of application
rules for request categories
• Secondary questions
• Workflows
• Request status alerts
• Notices
• User roles
• Access levels
We offer two approaches to training. Depending on the needs of your organization, training can be virtual for live groups or we can develop a train-the-trainer approach and work with two to three people on your team who will then train the remainder of your staff.

After training, authorized members can begin testing the platform to better understand the features and capabilities of the system. This testing also allows for feedback for configuration changes needed prior to launch. 42 civicplus.com 11
See Click Fix offers two-three free monthly tutorials for customers to attend online at their convenience. We will review the topics you were previously trained on, and you can ask questions from our lead trainer. Many customers find these refresher tutorials extremely valuable as a review or even training of new staff members.

The goal of the SeeClickFix 311 CRM training is to educate system admins for the implementation process. If a custom agenda is required, we will work with Columbia stakeholders to develop the best training for your team.

Columbia’s responsibilities will include:
• Securing stakeholder availability for meeting(s) to customize training agenda. • Ensure admins are available to participate in the system admin training. • Have team members available for the SeeClickFix 311 CRM install, provide training on best practices, and system configuration.

Phase 4: Marketing Planning
We will host a specific call to discuss launch and public announcement planning. We can provide a variety of resources to assist in marketing, including our User Adoption Guide and downloadable materials available from our Help Desk.

The basic steps for marketing planning and launch include:
• Setting official launch and announcement date
• Completing a launch questionnaire
• Adding web portal and app links to your website
• Adding the app to Facebook page(s)
• Developing and executing marketing plan
Phase 5: Launch & Announcement
Your customer success manager will work with you to successfully announce the launch of the SeeClickFix 311 CRM in your community. This consulting and assistance may include:
• Assistance with crafting a press release
• Assistance with draft announcement language and design of organization newsletter, flyers, and other community-wide notices
• Assistance creating theme campaigns about specific request types (fall clean up, back to school, hurricane season preparation, etc.)
• Assistance with content/message of public service announcement video or radio segment 43 A 311 CRM Solution to Power
Positive Civic Experiences

EXHIBIT D
44 Your residents have high
expectations for the level
of service they receive from
their community leaders—
and so do you.

Private sector brands that leverage modern and personalized technology solutions have raised the bar for high-quality customer service. However, public service leaders who want to create similar experiences for their residents often lack a unified system to consolidate and manage all the different channels community members use to submit requests, inquiries, and feedback, including social media, forms, texts, emails, phone calls, and walk-in requests.

As a result, requests, feedback, and inquiries can get lost or delayed, leaving the impression that their local government is difficult and slow. Even worse, your residents aren’t the only ones frustrated; staff members may also feel helpless to provide the highest-quality customer service. 1 45
CivicPlus offers a comprehensive
and robust 311, request
management, and resident
engagement solution that
empowers governments
to demonstrate their positive
community impact, accountability,
responsiveness, resulting in greater
resident appreciation and trust.

Our industry-leading request
management system is easily
integrable with the most widely
used Esri and asset management
systems to help governments
receive, respond, and report on
community issues and repairs.

Our s
olution also allows residents
to submit feedback, questions,
inquiries, and requests using the
most common digital communication
tools they already use daily—text,
email, and phone. All messages are
aggregated in a single system and
associated with individual resident
profiles for historical reference and
administrative triage, assignment,
resource management, and
resolution.

We believe there should
be a one-stop, frictionless
way for local governments
to provide positive civic
experiences.

So, we built one.
2 46
Our SeeClickFix 311 CRM Solution
Empowers Local Leaders to:

Leverage the communication channels residents
already rely on
Eliminate communication barriers between residents and
internally across departments
Create custom internal workflows to route requests
for
rapid response
Meet contactless government expectations by enabling
residents and staff to communicate remotely and safely
from home, at work, and out in the community
Capture all the diverse voices in your community to
understand better what they want and need from
their leaders
3 47
• Receive and respond to emails and text messages from a single inbox • Log a phone call or walk-in request
• Receive geotagged photos of service requests submitted via the SeeClickFix mobile app for response by your public works service staff • Receive and respond to questions or comments submitted via the CivicPlus Chatbot*
• Document and refer to historical communications at the resident level • Integrate the Report an Issue web portal into your website • Residents can submit feedback, questions, inquiries, and requests using the most common digital communication channels they already use daily such as text messages, social media, and web forms • Include secondary questions that prompt the resident for all the details you need to respond to their request
• Enable locationless submissions that don’t require the resident to identify a specific location associated with a concern
• Residents can create a personal profile to manage community requests and receive automatic notifications based on their profile • Conduct two-way communications with residents from request start to completion, providing transparency and proving accountability • Send routine updates and maintenance notices to residents *CivicPlus Chatbot is powered by Frase
With our SeeClickFix 311 CRM
Solution, You Get:

Resident Communication Features
4 48
• Submit internal-only service requests
• Subscribe to requests to monitor progress
• Automate issue routing to the right team or department • Detect duplicate requests to save time
• Assign issues according to staff roles and restrictions • Escalate overdue requests to managers
• Enable internal-only commenting along the issue lifecycle • Restrict administrative access to certain request types to design custom branded experiences
• Leverage any of our 20+ integrations with industry-leading public works software partners
• Track work order resources, spend, and budget to plan for future projects and prove your responsibility with taxpayer dollars Staff Collaboration Features
5 49
• Go beyond request capture to full life-cycle visibility from reporting to resolution
• Leverage reliable data to report successes, support leadership recommendations, budget requests, and decisions
• Display open and closed issues and monitor trends on a public map • Review the Report Card feature to measure performance for data-
driven decisions
• Set up automatic reports sent to key managers
• Manage time and resources with service level agreement (SLA)
reporting
Mapping and Data Analytics Features
6 Every Solution User Receives
Unlimited licenses | Unlimited resident profiles | Unlimited request categories | A multi-channel solution | Your community's branding incorporated into your resident-facing experiences 50 Onboarding and Implementation | Technical Support
| Customer Success | Online Help Centers for Your
Staff and Your Residents
How We’ll Support You and Your Staff
302 South 4th Street | Manhattan, KS 66502
[email protected] | 888.228.2233 | civicplus.com
08-2001-011523| SCF-116
51

Marina City CouncilNovember 19, 2024

Marina City Council
November 19, 2024