AGENDA
Tuesday, April 15, 2025 5:00 P.M. Closed Session
6:30 P.M. Open Session
REGULAR MEETING
CITY COUNCIL, AIRPORT COMMISSION,
MARINA ABRAMS B NON-PROFIT CORPORATION, PRESTON PARK
SUSTAINABLE COMMUNITY NON-PROFIT CORPORATION, SUCCESSOR
AGENCY OF THE FORMER MARINA REDEVELOPMENT AGENCY AND MARINA
GROUNDWATER SUSTAINABILITY AGENCY
THIS MEETING WILL BE HELD IN PERSON AND VIRTUALLY (HYBRID).
Council Chambers
211 Hillcrest Avenue
Marina, California
AND
Zoom Meeting URL: https://zoom.us/j/730251556
Zoom Meeting Telephone Only Participation: 1-669-900-9128 - Webinar ID: 730 251 556
PARTICIPATION
You may participate in the City Council meeting in person or in real-time by calling Zoom Meeting via the weblink and phone number provided at the top of this agenda. Instructions on how to access, view and participate in remote meetings are provided by visiting the City’s home page at https://cityofmarina.org/. Attendees can make oral comments during the meeting by using the “Raise Your Hand” feature in the webinar or by pressing *9 on your telephone keypad if joining by phone only.
The most effective method of communication with the City Council is by sending an email to [email protected] Comments will be reviewed and distributed before the meeting if received by 5:00 p.m. on the day of the meeting. All comments received will become part of the record.
Council will have the option to modify their action on items based on comments received.
AGENDA MATERIALS
Agenda materials, staff reports and background information related to regular agenda items are available on the City of Marina’s website www.cityofmarina.org. Materials related to an item on this agenda submitted to the Council after distribution of the agenda packet will be made available on the City of Marina website www.cityofmarina.org subject to City staff’s ability to post the documents before the meeting.
VISION STATEMENT
Marina will grow and mature from a small town bedroom community to a small city which is diversified, vibrant and through positive relationships with regional agencies, self -sufficient. The City will develop in a way that insulates it from the negative impacts of urban sprawl to become a desirable residential and business community in a natural setting. (Resolution No. 2006-112 - May 2, 2006)
AMENDED
Agenda for City Council Meeting of Tuesday, April 15, 2025 Page 2
MISSION STATEMENT
The City Council will provide the leadership in protecting Marina’s natural setting while developing the City in a way that provides a balance of housing, jobs and business opportunities that will result in a community characterized by a desirable quality of life, including recreation and cultural opportunities, a safe environment and an economic viability that supports a high level of municipal services and infrastructure. (Resolution No. 2006-112 - May 2, 2006)
LAND ACKNOWLEDGEMENT
The City recognizes that it was founded and is built upon the traditional homelands and villages first inhabited by the Indigenous Peoples of this region - the Esselen and their ancestors and allies - and honors these members of the community, both past and present.
1. CALL TO ORDER
2. ROLL CALL & ESTABLISHMENT OF QUORUM: (City Council, Airport Commissioners, Marina Abrams B Non -Profit Corporation, Preston Park Sustainable Communities Nonprofit Corporation, Successor Agency of the Former Redevelopment Agency Members and Marina Groundwater Sustainability Agency)
Jenny McAdams, Brian McCarthy, Kathy Biala, Mayor Pro-Tem/Vice Chair Liesbeth Visscher, Mayor/Chair Bruce C. Delgado
3. PUBLIC COMMENT ON CLOSED SESSION ITEMS: None
4. CLOSED SESSION:
a. Conference with Legal Counsel, Existing Litigation (§ 54956.9(d)) (2 cases) i. City of Marina, et. al. v. California Coastal Commission, et al., 22- CV004063, Monterey Superior Court
ii. City of Marina, et al. v. RMC Lonestar, et. al., 20-CV-001387, Monterey Superior Court
6:30 PM - RECONVENE OPEN SESSION AND REPORT ON ANY ACTIONS TAKEN IN
CLOSED SESSION
5. MOMENT OF SILENCE & PLEDGE OF ALLEGIANCE (Please stand) by Scouts of America Troop 134.
6. SPECIAL PRESENTATIONS:
a. Joy P. Junsay Proclamation
7. COUNCIL AND STAFF ANNOUNCEMENTS:
8. PUBLIC COMMENT: Any member of the public may comment on any matter within the City Council’s jurisdiction that is not on the agenda. This is the appropriate place to comment on items on the Consent Agenda. Action will not be taken on items not on the agenda. Comments are limited to a maximum of three (3) minutes. General public comment may be limited to thirty (30) minutes and/or continued to the end of the agenda. Any member of the public may comment on any matter listed on this agenda at the time the matter is being considered by the City Council. Whenever possible, written correspondence should be submitted to the Council in advance of the meeting, to provide adequate time for its consideration.
Agenda for City Council Meeting of Tuesday, April 15, 2025 Page 3
9. CONSENT AGENDA FOR THE SUCCESSOR AGENCY TO THE FORMER MARINA REDEVELOPMENT AGENCY: Background information has been provided to the Successor Agency of the former Redevelopment Agency on all matters listed under the Consent Agenda, and these items are considered to be routine and non -controversial. All items under the Consent Agenda are normally approved by one motion. Prior to such a motion being made, any member of the public or City Council may ask a question or make a comment about an agenda item and staff may provide a response. If discussion or a lengthy explanation is required, the Council may remove an item from the Consent Agenda for individual consideration. If an item is pulled for discussion, it will be placed at the end of Other Action Items Successor Agency to the former Marina Redevelopment Agency.
10. CONSENT AGENDA: These items are considered to be routine and non-controversial. All items under the Consent Agenda may be approved by one motion. Prior to such a motion being made, any member of City Council may ask a question or make a comment about an agenda item and staff may provide a response. If discussion or a lengthy explanation is required, Council may remove the item from the Consent Agenda and it will be placed at the end of Other Action Items.
a. ACCOUNTS PAYABLE: (Not a Project under CEQA per Article 20, Section 15378) (1) Accounts Payable Check Numbers 106631-106738, totaling $709,278.32.
Accounts Payable Successor Agency EFT Number 119, totaling $456.88. b. MINUTES: (Not a Project under CEQA per Article 20, Section 15378) (1) April 1, Regular City Council Meeting
c. CLAIMS AGAINST THE CITY:
(1) Staff recommends that the City Council reject the following claim and direct sending appropriate notice of rejection to claimant: Janya Kursh for a claim received on April 1, 2025.
(2) Staff recommends that the City Council reject the following claim and direct sending appropriate notice of rejection to claimant: Charles Steppes for a claim received on April 8, 2025.
d. AWARD OF BID: None
e. CALL FOR BIDS: None
f. ADOPTION OF RESOLUTIONS: (Not a Project under CEQA per Article 20, Section 15378) (1) Adopting Resolution No. 202 5-, authorizing the reclassification of the Code Enforcement Officer position and salary.
g. APPROVAL OF AGREEMENTS: (Not a Project under CEQA per Article 20, Section 15378) (1) Adopting Resolution No. 2025 -, authorizing a grant writing services agreement with California Consulting , Inc. of El Segundo, CA for full grant writing and management services for a one -year term beginning May 1, 2025, in an amount not to exceed $60,000.00.
(2) Adopting Resolution No. 2025 -, approving an agreement with Kimley - Horn for the Airport Economic Impact Study at the Marina Municipal Airport for a grand total of $55,000.
Agenda for City Council Meeting of Tuesday, April 15, 2025 Page 4
(3) Adopting Resolution No. 2025 -, authorizing a professional services agreement with Yamabe & Horn Engineering, Inc. of Fresno, CA for engineering and land surveying services beginning May 1, 2025, in an amount not to exceed $49,000.00.
(4) Adopting Resolution No. 2025 -, approving an agreement with Rincon Consulting to provide geographic information system (GIS) and grant writing services in an amount not to exceed $50,000.
(5) Adopting Resolution No. 2025-, approving an agreement with Peckham and McKenney to provide recruitment services to the City of Marina for the Fire Chief recruitment.
h. ACCEPTANCE OF PUBLIC IMPROVEMENTS: None
i. MAPS: None
j. REPORTS: (RECEIVE AND FILE):
(1) Community Human Services March 20, 2025, Board Meeting Highlights k. FUNDING & BUDGET MATTERS: None
l. APPROVE ORDINANCES (WAIVE SECOND READING): None
m. APPROVE APPOINTMENTS: None
11. PUBLIC HEARINGS: In the Council’s discretion, the applicant/proponent of an item may be given up to ten (10) minutes to speak. All other persons may be given up to three (3) minutes to speak on the matter.
12. OTHER ACTIONS ITEMS OF THE SUCCESSOR AGENCY TO THE FORMER MARINA REDEVELOPMENT AGENCY : Action listed for each Agenda item is that which is requested by staff. The Successor Agency may, at its discretion, take action on any items. Members of the public may be given up to three (3) minutes to speak.
13. OTHER ACTION ITEMS: Action listed for each Agenda item is that which is requested by staff. The City Council may, at its discretion, take action on any items. Members of the public may be given up to three (3) minutes to speak.
Note: No additional major projects or programs should be undertaken without review of the impacts on existing priorities (Resolution No. 2006-79 – April 4, 2006). a. Receiving a Community Engagement Report/Plan from Tripepi Smith including the community outreach conducted; and adopt Resolution No. 2025, directing the City Manager to send to the California Coastal Commission the City of Marina’s Community Engagement Plan.
b. Receiving the City of Marina Real Estate Market Analysis & Site Assessment Report and provide direction to city staff.
c. Adopting Resolution No. 202 5-, authorizing a lease agreement between Las Animas Concrete and Building Supply, Inc. (dba Las Animas Concrete, Marina).
14. COUNCIL & STAFF INFORMATIONAL REPORTS:
a. Monterey County Mayor’s Association [Mayor Bruce Delgado] Agenda for City Council Meeting of Tuesday, April 15, 2025 Page 5
b. Council reports on meetings and conferences attended ( Gov’t Code Section 53232).
15. ADJOURNMENT:
CERTIFICATION
I, Anita Sharp, Deputy City Clerk, of the City of Marina, do hereby certify that a copy of the foregoing agenda was posted at City Hall and Council Chambers Bulletin Board at 211 Hillcrest Avenue, Monterey County Library Marina Branch at 190 Seaside Circle, City Bulletin Board at the corner of Reservation Road and Del Monte Boulevard on or before 6:30 p.m., Friday, April 11, 2025.
___________________________________
ANITA SHARP, DEPUTY CITY CLERK
City Council, Airport Commission and Redevelopment Agency meetings are recorded on tape and available for public review and listening at the Office of the City Clerk and kept for a period of 90 days after the formal approval of MINUTES.
City Council meetings may be viewed live on the meeting night and at 12:30 p.m. and 3:00 p.m. on Cable Channel 25 on the Sunday following the Regular City Council meeting date. In addition, Council meetings can be viewed at 6:30 p.m. every Monday, Tuesday and Wednesday. For more information about viewing the Council Meetings on Channel 25, you may contact Access Monterey Peninsula directly at 831-333-1267.
Agenda items and staff reports are public record and are available for public review on the City's website (www.ciytofmarina.org), at the Monterey County Marina Library Branch at 190 Seaside Circle and at the Office of the City Clerk at 211 Hillcrest Avenue, Marina between the hours of 10:00 a.m. 5:00 p.m., on the Monday preceding the meeting.
Supplemental materials received after the close of the final agenda and through noon on the day of the scheduled meeting will be available for public review at the City Clerk’s Office during regular office hours and in a ‘Supplemental Binder’ at the meeting.
ALL MEETINGS ARE OPEN TO THE PUBLIC. THE CITY OF MARINA DOES NOT DISCRIMINATE AGAINST PERSONS WITH DISABILITIES. Council Chambers are wheelchair accessible. Meetings are broadcast on cable channel 25 and recordings of meetings can be provided upon request. To request assistive listening devices, sign language interpreters, readers, large print agendas or other accommodations, please call (831) 884 -1278 or e -mail:
[email protected]. Requests must be made at least 48 hours in advance of the meeting.
U p c o m i n g 202 5 M e e t i n g s o f t h e C i t y C o u n c i l , A i r p o r t C o m m i s s i o n , M a r i n a A b r a m s B N o n - P r o f i t C o r p o r a t i o n , P r e s t o n P a r k S u s t a i n a b l e C o m m u n i t y N o n p r o f i t C o r p o r a t i o n , S u c c e s s o r A g e n c y o f t h e F o r m e r R e d e v e l o p m e n t A g e n c y a n d M a r i n a G r o u n d w a t e r S u s t a i n a b i l i t y A g e n c y R e g u l a r M e e t i n g s : 5 : 0 0 p . m . C l o s e d S e s s i o n ; 6 : 3 0 p . m . R e g u l a r O p e n S e s s i o n s
Agenda for City Council Meeting of Tuesday, April 15, 2025 Page 6
Tuesday, May 6, 2025
Tuesday, May 20, 2025
*Wednesday, September 3, 2025
Tuesday, September 16, 2025
Tuesday, June 3, 2025
Tuesday, June 17, 2025
Tuesday, October 7, 2025
Tuesday, October 21, 2025
Tuesday, July 1, 2025
Tuesday, July 15, 2025 (Cancelled)
Tuesday, November 4, 2025
Tuesday, November 18, 2025
**Wednesday, August 6, 2025
Tuesday, August 19, 2025 (Cancelled)
Tuesday, December 2, 2025
Tuesday, December 16, 2025
* Regular Meeting rescheduled due to Monday Holiday
** Regular Meeting rescheduled due to National Night Out *** Regular Meeting rescheduled due to General Election Day
C I T Y H A L L 202 5 H O L I D A Y S
(City Hall Closed)
Memorial Day ------------------------------------------------------------- Monday, May 26, 2025 Juneteenth Day----------------------------------------------------------- Thursday, June 19, 2025 Independence Day (City Offices Closed) ---------------------------------- Friday, July 4, 2025 Labor Day ------------------------------------------------------------ Monday, September 1, 2025 Veterans Day (City Offices Closed) ----------------------------- Tuesday, November 11, 2025 Thanksgiving Day ------------------------------------------------- Thursday, November 27, 2025 Thanksgiving Break -------------------------------------------------- Friday, November 28, 2025 Winter Break ------------ Wednesday, December 24, 2025-Wednesday, December 31, 2025
2025 COMMISSION DATES
U p c o m i n g 202 5 M e e t i n g s o f P l a n n i n g C o m m i s s i o n 2nd and 4th Thursday of every month. Meetings are held at the Council Chambers at 6:30 P.M.
April 24, 2025 July 10, 2025
July 24, 2025 October 9, 2025
May 8, 2025 August 14, 2025 October 23, 2025
May 22, 2025 August 28, 2025 November 13, 2025
June 12, 2025 September 11, 2025 November 27, 2025 (Cancelled) June 26, 2025 September 25,2025 December 11, 2025
U p c o m i n g 202 5 M e e t i n g s o f P u b l i c W o r k s C o m m i s s i o n 3rd Thursday of every month. Meetings are held at the Council Chambers at 6:30 P.M.
April 3, 2025 August 7, 2025 November 6, 2025
May 1, 2025 September 4, 2025 December 4, 2025
July 3, 2025 October 2, 2025
Agenda for City Council Meeting of Tuesday, April 15, 2025 Page 7
U p c o m i n g 202 5 M e e t i n g s o f R e c r e a t i o n & C u l t u r a l S e r v i c e s C o m m i s s i o n
1st Wednesday of every second month. Meetings are held at the Council Chambers at 6:30 P.M.
May 7, 2025 July 2, 2025
September 10, 2025
November 5, 2025
U p c o m i n g 2 0 2 5 M e e t i n g s o f M a r i n a T r e e C o m m i t t e e 2nd Wednesday of every quarter month as needed. Meetings are held at the Council Chambers at 6:30 P.M.
April 9, 2025 July 9, 2025 October 8, 2025
Agenda Item: 6a
April 15, 2025
Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 110 - City Council
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6500.700 - Training & Travel Training & Travel
12121 - Jennifer McAdams - refund only 3-28-25 LCC Policy Committee Meeting - Burbank, CA
Paid by Check
# 106652
04/02/2025 04/02/2025 04/02/2025 04/04/2025 972.22
Account 6500.700 - Training & Travel Training & Travel Totals Invoice Transactions 1 $972.22 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $972.22 Division 000 - Non-Div Totals Invoice Transactions 1 $972.22 Department 110 - City Council Totals Invoice Transactions 1 $972.22 Department 120 - City Mgr/HR/Risk
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.010 - Prof Svc Admin - Muni Code
10149 - Code Publishing Inc. - General
Code
GCI0017186 MMC Web Update Paid by Check
# 106640
03/31/2025 04/01/2025 04/01/2025 04/04/2025 98.00
Account 6300.010 - Prof Svc Admin - Muni Code Totals Invoice Transactions 1 $98.00 Account 6300.305 - Prof Svc HR - Citywide Recruit/Background 11869 - Agile Occupational Medicine PC EM041501 Agile Occupational Medicine - Pre Emp Px
Paid by EFT #
5968
03/25/2025 04/02/2025 04/02/2025 04/04/2025 415.00
Account 6300.305 - Prof Svc HR - Citywide Recruit/Background Totals Invoice Transactions 1 $415.00 Account 6300.465 - Prof Svc Legal - Special Counsel
11425 - Formation Environmental, LLC 9207 Professional Services - Testimony - Nov.2024-
Feb.2025
Paid by EFT #
5975
02/23/2025 03/27/2025 03/27/2025 04/04/2025 17,707.50
11425 - Formation Environmental, LLC 9208 Professional Services - MPWSP/GSA Plan
Paid by EFT #
5975
02/28/2025 03/27/2025 03/27/2025 04/04/2025 1,090.00
11505 - Shartsis Friese LLP 5505724 Professional Services - MPWSP - February
2025
Paid by Check
# 106669
03/31/2025 04/01/2025 04/01/2025 04/04/2025 19,530.00
11714 - Advisian, Inc. - Worley Group, Inc. 535393 Professional Services - MPWSP - August 2024
Paid by EFT #
5967
11/12/2024 03/27/2025 03/27/2025 04/04/2025 156.25
Account 6300.465 - Prof Svc Legal - Special Counsel Totals Invoice Transactions 4 $38,483.75 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 6 $38,996.75 Division 000 - Non-Div Totals Invoice Transactions 6 $38,996.75 Department 120 - City Mgr/HR/Risk Totals Invoice Transactions 6 $38,996.75 Department 125 - I. T.
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.330 - Prof Svc IT - Information Tech Svc
10897 - TechRx Technology Services 12632 IT Support - March 2025
Paid by EFT #
5981
04/01/2025 04/02/2025 04/02/2025 04/04/2025 11,400.00
Account 6300.330 - Prof Svc IT - Information Tech Svc Totals Invoice Transactions 1 $11,400.00 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 1 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
Agenda Item: 10a
1 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 125 - I. T.
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.331 - Prof Svc IT - Website Svc
10143 - Civicplus 329240 Quarterly Website
Hosting and Support
Paid by EFT #
5972
04/01/2025 04/01/2025 04/01/2025 04/04/2025 4,111.93
Account 6300.331 - Prof Svc IT - Website Svc Totals Invoice Transactions 1 $4,111.93 Account 6360.342 - Maint & Repairs IT - System Annual Maint 10897 - TechRx Technology Services 12730 Amazon Glacier - Subscription - April
2025
Paid by EFT #
5981
04/01/2025 04/02/2025 04/02/2025 04/04/2025 380.00
10897 - TechRx Technology Services 12715 Zoom - March 2025 Paid by EFT # 5981
03/31/2025 04/02/2025 04/02/2025 04/04/2025 533.85
10897 - TechRx Technology Services 12633 Veeam O365 Backup & Glacier Storage - April
2025
Paid by EFT #
5981
04/01/2025 04/02/2025 04/02/2025 04/04/2025 385.00
10897 - TechRx Technology Services 12740 Veeam Subscription - April 2025
Paid by EFT #
5981
04/01/2025 04/02/2025 04/02/2025 04/04/2025 490.00
10897 - TechRx Technology Services 12731 Ninite Subscription - April 2025
Paid by EFT #
5981
04/01/2025 04/02/2025 04/02/2025 04/04/2025 216.00
10905 - Taygeta Scientific, Inc. 000708-R-0049 Barracuda Spam Firewall - April 2025
Paid by Check
# 106673
04/01/2025 04/01/2025 04/01/2025 04/04/2025 475.80
10905 - Taygeta Scientific, Inc. 000423-R-0076 Computer Network Defense - April 2025
Paid by Check
# 106673
04/01/2025 04/01/2025 04/01/2025 04/04/2025 2,750.00
Account 6360.342 - Maint & Repairs IT - System Annual Maint Totals Invoice Transactions 7 $5,230.65 Account 6360.344 - Maint & Repairs IT - Office Equip & PC Upgrades 10897 - TechRx Technology Services 12705 HP Color Laser Pro Printer
Paid by EFT #
5981
03/11/2025 04/02/2025 04/02/2025 04/04/2025 360.53
Account 6360.344 - Maint & Repairs IT - Office Equip & PC Upgrades Totals Invoice Transactions 1 $360.53 Account 6360.345 - Maint & Repairs Citywide Microsoft Ofc Upgrade 10897 - TechRx Technology Services 12754 Citywide MS Office 365 - April 2025
Paid by EFT #
5981
04/01/2025 04/02/2025 04/02/2025 04/04/2025 2,665.20
Account 6360.345 - Maint & Repairs Citywide Microsoft Ofc Upgrade Totals Invoice Transactions 1 $2,665.20 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 11 $23,768.31 Division 000 - Non-Div Totals Invoice Transactions 11 $23,768.31 Department 125 - I. T. Totals Invoice Transactions 11 $23,768.31 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 2 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
2 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 130 - Finance
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6600.490 - Other Charges Membership Prof Orgs
10254 - Government Finance Officers
Association-GFOA
Cash-
300292736
Membership Dues -
Renewal fees (R.
Sattoof)
Paid by Check
# 106650
04/02/2025 04/02/2025 04/02/2025 04/04/2025 150.00
10254 - Government Finance Officers
Association-GFOA
Cash-
300292739
Membership Dues-
Renewal Fees (Mary
McGuinness)
Paid by Check
# 106650
02/04/2025 04/02/2025 04/02/2025 04/04/2025 150.00
Account 6600.490 - Other Charges Membership Prof Orgs Totals Invoice Transactions 2 $300.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 2 $300.00 Division 000 - Non-Div Totals Invoice Transactions 2 $300.00 Department 130 - Finance Totals Invoice Transactions 2 $300.00 Department 190 - Citywide Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6150.500 - Medical Vision
10607 - Vision Service Plan 04.-01-25 VSP Adjustment
(04.2025)
Paid by Check
# 106682
04/01/2025 04/01/2025 04/01/2025 04/04/2025 (.97)
10607 - Vision Service Plan 04-.01-25 COBRA VSP (04/2025) Paid by Check # 106682
04/01/2025 04/01/2025 04/01/2025 04/04/2025 136.86
Account 6150.500 - Medical Vision Totals Invoice Transactions 2 $135.89 Account 6300.217 - Prof Svc Fin - Business Lic Services 10274 - Hinderliter, de Llamas & Associates
( HDL )
SIN048732 February 2025 BL
Admin Fee
Paid by EFT #
5976
02/28/2025 04/02/2025 04/02/2025 04/04/2025 1,257.64
Account 6300.217 - Prof Svc Fin - Business Lic Services Totals Invoice Transactions 1 $1,257.64 Account 6300.570 - Prof Svc Other
12043 - The Charles Machine Works, Inc. 93607853 Vacuum Excavator Trailer
Paid by Check
# 106674
12/17/2024 03/27/2025 03/27/2025 04/04/2025 2,460.00
12208 - RAYA AUTOMOTIVE 2130 PD 2020 Dodge
Durango
Paid by Check
# 106665
03/26/2025 03/26/2025 03/26/2025 04/04/2025 952.00
10274 - Hinderliter, de Llamas & Associates
( HDL )
SIN048733 February 2025 - HDL
TOT
Paid by EFT #
5976
02/28/2025 04/02/2025 04/02/2025 04/04/2025 2,336.19
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 3 $5,748.19 Account 6360.570 - Maint & Repairs Other Svc Agr
10129 - Cintas Corporation 4225458379 Mat Service City Hall Paid by Check # 106639
03/27/2025 04/02/2025 04/02/2025 04/04/2025 62.27
Account 6360.570 - Maint & Repairs Other Svc Agr Totals Invoice Transactions 1 $62.27 Account 6380.150 - Utilities Comm Phone System
10758 - AT & T CALNET3 000023235608 CALNET3-9391023477 (582-9803)
Paid by Check
# 106632
03/27/2025 04/02/2025 04/02/2025 04/04/2025 31.65
Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 3 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
3 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 190 - Citywide Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6380.150 - Utilities Comm Phone System
10758 - AT & T CALNET3 000023235602 CALNET3-9391023471 (582-0100)
Paid by Check
# 106632
03/27/2025 04/02/2025 04/02/2025 04/04/2025 65.78
10758 - AT & T CALNET3 000023240650 CALNET3-9391023437 (384-0425)
Paid by Check
# 106632
03/28/2025 04/02/2025 04/02/2025 04/04/2025 61.78
10758 - AT & T CALNET3 000023240653 CALNET3-9391023440 (384-0860)
Paid by Check
# 106632
03/28/2025 04/02/2025 04/02/2025 04/04/2025 31.66
10758 - AT & T CALNET3 000023240683 CALNET3-9391023468 (384-9148)
Paid by Check
# 106632
03/28/2025 04/02/2025 04/02/2025 04/04/2025 31.65
10758 - AT & T CALNET3 000023240678 CALNET3-9391023463 (384-7854)
Paid by Check
# 106632
03/28/2025 04/02/2025 04/02/2025 04/04/2025 31.65
10758 - AT & T CALNET3 000023240681 CALNET3-9391023466 (384-8477)
Paid by Check
# 106632
03/28/2025 04/02/2025 04/02/2025 04/04/2025 61.75
10758 - AT & T CALNET3 000023240654 CALNET3-9391023441 (384-0888)
Paid by Check
# 106632
03/28/2025 04/02/2025 04/02/2025 04/04/2025 31.65
Account 6380.150 - Utilities Comm Phone System Totals Invoice Transactions 8 $347.57 Account 6380.500 - Utilities Water & Sewer
10349 - Marina Coast Water District Mar 2025 56-
020
304 Hillcrest Ave Paid by Check
# 106656
03/13/2025 03/26/2025 03/26/2025 04/04/2025 132.01
10349 - Marina Coast Water District Mar 2025 56-
018
208 Palm Ave Paid by Check
# 106656
03/13/2025 03/27/2025 03/27/2025 04/04/2025 246.02
10349 - Marina Coast Water District Mar 2025 56-
017
208 Palm Ave Unit A Paid by Check
# 106656
03/13/2025 03/27/2025 03/27/2025 04/04/2025 71.59
10349 - Marina Coast Water District Mar 2025 56-
025
327 Reindollar Sewer Paid by Check
# 106656
03/13/2025 03/27/2025 03/27/2025 04/04/2025 37.80
Account 6380.500 - Utilities Water & Sewer Totals Invoice Transactions 4 $487.42 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 19 $8,038.98 Division 000 - Non-Div Totals Invoice Transactions 19 $8,038.98 Department 190 - Citywide Non-Dept Totals Invoice Transactions 19 $8,038.98 Department 210 - Police
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
10107 - California Towing & Transport 212116 Call # 275336017 Paid by Check # 106635
03/14/2025 03/20/2025 03/20/2025 04/04/2025 300.00
12065 - Hasco Stations, LLC HCL-018536-25 Car Wash Paid by Check # 106651
03/31/2025 04/01/2025 04/01/2025 04/04/2025 34.00
10456 - Shred-it USA - Stericycle, Inc. 8010187538 Shredding - Onsite Paid by Check # 106670
03/18/2025 03/20/2025 03/20/2025 04/04/2025 904.92
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 3 $1,238.92 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 4 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
4 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 210 - Police
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6360.342 - Maint & Repairs IT - System Annual Maint 10897 - TechRx Technology Services 12565 Starlink 3 months 4/01 - 07/31/25 ; Fuel Pump
/ Kennel
Paid by EFT #
5981
04/01/2025 04/01/2025 04/01/2025 04/04/2025 390.00
10897 - TechRx Technology Services 12753 Starlink 3 months 4/01 - 07/30/25 ; Dimaggio
Park
Paid by EFT #
5981
04/01/2025 04/01/2025 04/01/2025 04/04/2025 390.00
Account 6360.342 - Maint & Repairs IT - System Annual Maint Totals Invoice Transactions 2 $780.00 Account 6360.570 - Maint & Repairs Other Svc Agr
12146 - MRC Smart Tech. Solutions/MR
COPY INC DBA:XBS-WEST
IN4718917 Meter Read Paid by Check
# 106659
03/26/2025 03/26/2025 03/25/2025 04/04/2025 175.95
10577 - Tracnet 10108 CLETS - Marina PD Paid by Check
# 106675
03/26/2025 03/27/2025 03/25/2025 04/04/2025 500.00
Account 6360.570 - Maint & Repairs Other Svc Agr Totals Invoice Transactions 2 $675.95 Account 6380.120 - Utilities Comm Mobile & Pager
10603 - Verizon Wireless 6108790530 Department Cell
Phones 272493672-
0001
Paid by EFT #
5983
03/18/2025 03/27/2025 03/27/2025 04/04/2025 2,397.16
Account 6380.120 - Utilities Comm Mobile & Pager Totals Invoice Transactions 1 $2,397.16 Account 6380.150 - Utilities Comm Phone System
10057 - Avaya, Inc. 2221954524 Acct # 100828859 Paid by EFT # 5969
03/03/2025 04/01/2025 04/01/2025 04/04/2025 2.19
10057 - Avaya, Inc. 2221951863 Acct # 100828859 Paid by EFT # 5969
02/28/2025 04/01/2025 04/01/2025 04/04/2025 10.30
Account 6380.150 - Utilities Comm Phone System Totals Invoice Transactions 2 $12.49 Account 6400.565 - Material & Suppl Office Supplies
10498 - Quill Corporation 43258094 Office Supplies Paid by Check # 106664
03/13/2025 03/20/2025 03/20/2025 04/04/2025 60.19
10498 - Quill Corporation 43238558 Office Supplies Paid by Check # 106664
03/12/2025 03/20/2025 03/20/2025 04/04/2025 46.69
Account 6400.565 - Material & Suppl Office Supplies Totals Invoice Transactions 2 $106.88 Account 6400.635 - Material & Suppl Postage Shipping
10235 - FedEx 8-806-40014 Acct # 3995-9218-6 Paid by Check # 106647
03/21/2025 03/21/2025 03/20/2025 04/04/2025 35.56
Account 6400.635 - Material & Suppl Postage Shipping Totals Invoice Transactions 1 $35.56 Account 6400.720 - Material & Suppl Safety Equip
11400 - BPS Tactical, Inc. 25010520 Duty Vest - Rose;
Flores; Ball
Paid by Check
# 106634
03/25/2025 03/25/2025 03/25/2025 04/04/2025 2,705.31
10330 - LC ACTION POLICE SUPPLY
LTD/LC ACTION POLICE SUPPL
474428 Vest - Smith; Hopkins Paid by Check
# 106655
03/24/2025 03/25/2025 03/25/2025 04/04/2025 2,512.75
Account 6400.720 - Material & Suppl Safety Equip Totals Invoice Transactions 2 $5,218.06 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 5 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
5 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 210 - Police
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6500.620 - Training & Travel POST
12172 - Kirandeep Bains - Employee 4-09-25 Per Diem K. Bains - Frontline Training Class
4/09/25
Paid by Check
# 106654
04/01/2025 04/01/2025 04/01/2025 04/04/2025 10.00
10380 - MCCLEOA WKSHP-2025-4-
MP
Registration - Annual
MCCLEOA POST
Training
Symposium/Workshop
Paid by Check
# 106658
03/10/2025 03/25/2025 03/25/2025 04/04/2025 200.00
Account 6500.620 - Training & Travel POST Totals Invoice Transactions 2 $210.00 Account 6600.485 - Other Charges Medical Svc - Investigations 10157 - Community Hospital of the
Monterey Peninsula
03-08-25 Guarantor: 12252 Paid by Check
# 106642
03/08/2025 03/20/2025 03/20/2025 04/04/2025 54.00
Account 6600.485 - Other Charges Medical Svc - Investigations Totals Invoice Transactions 1 $54.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 18 $10,729.02 Division 000 - Non-Div Totals Invoice Transactions 18 $10,729.02 Department 210 - Police Totals Invoice Transactions 18 $10,729.02 Department 250 - Fire
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
10841 - Carmel Fire Protection Associates -
Art Black
2025-G Apartments Inspection Paid by Check
# 106637
03/23/2025 03/27/2025 03/27/2025 04/04/2025 2,100.00
10841 - Carmel Fire Protection Associates -
Art Black
125104 Plan Review for Town
Plaza Shopping Center
Paid by Check
# 106637
03/16/2025 03/27/2025 03/27/2025 04/04/2025 215.00
10841 - Carmel Fire Protection Associates -
Art Black
125085 Plan Review and
Inspection for 3075
Arroyo Drive
Paid by Check
# 106637
02/27/2025 03/31/2025 03/31/2025 04/04/2025 230.00
10841 - Carmel Fire Protection Associates -
Art Black
125086 Plan Review and
Inspection for 3073
Arroyo Drive
Paid by Check
# 106637
02/27/2025 03/31/2025 03/31/2025 04/04/2025 230.00
10841 - Carmel Fire Protection Associates -
Art Black
125087 Plan Review and
Inspection for 3050 El
Capitan Drive
Paid by Check
# 106637
02/27/2025 03/31/2025 03/31/2025 04/04/2025 230.00
10841 - Carmel Fire Protection Associates -
Art Black
125123 Plan Review and
Inspection for Smith
Building 72
Paid by Check
# 106637
03/28/2025 04/01/2025 04/01/2025 04/04/2025 215.00
11899 - Robert Half International, Inc 64525617 Temp Position - Administrative Assistant
Vicki Perez
Paid by Check
# 106666
01/13/2025 04/03/2025 04/03/2025 04/04/2025 1,782.66
Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 6 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
6 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 250 - Fire
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
11899 - Robert Half International, Inc 64550431 Temp Position - Administrative Assistant
Vicki Perez
Paid by Check
# 106666
01/20/2025 04/03/2025 04/03/2025 04/04/2025 1,846.80
11899 - Robert Half International, Inc 64577359 Temp Position - Administrative Assistant
Vicki Perez
Paid by Check
# 106666
01/27/2025 04/03/2025 04/03/2025 04/04/2025 1,477.44
11899 - Robert Half International, Inc 64612604 Temp Position - Administrative Assistant
Vicki Perez
Paid by Check
# 106666
02/04/2025 04/03/2025 04/03/2025 04/04/2025 1,731.38
11899 - Robert Half International, Inc 64638769 Temp Position - Administrative Assistant
Vicki Perez
Paid by Check
# 106666
02/11/2025 04/03/2025 04/03/2025 04/04/2025 1,846.80
11899 - Robert Half International, Inc 64694368 Temp Position - Administrative Assistant
Vicki Perez
Paid by Check
# 106666
02/26/2025 04/03/2025 04/03/2025 04/04/2025 277.02
11899 - Robert Half International, Inc 64724015 Temp Position - Administrative Assistant
Vicki Perez
Paid by Check
# 106666
03/06/2025 04/03/2025 04/03/2025 04/04/2025 184.68
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 13 $12,366.78 Account 6380.150 - Utilities Comm Phone System
10603 - Verizon Wireless 6109420287 371782403-00002 FD Mobile Feb 26 - Mar 25
Paid by EFT #
5983
03/25/2025 04/01/2025 04/01/2025 04/04/2025 546.95
Account 6380.150 - Utilities Comm Phone System Totals Invoice Transactions 1 $546.95 Account 6400.740 - Material & Suppl Special Dept Suppl
11393 - Carmel Roasters, Inc. 71982 FD Coffee - 6 Boxes Paid by Check # 106638
04/02/2025 04/02/2025 04/02/2025 04/04/2025 613.55
Account 6400.740 - Material & Suppl Special Dept Suppl Totals Invoice Transactions 1 $613.55 Account 6400.795 - Material & Suppl Turnout Equip-Structure Fires 10323 - L.N. Curtis & Sons INV931192 Quarter Zip Jacket - Bernardo
Paid by EFT #
5977
03/27/2025 03/27/2025 03/27/2025 04/04/2025 99.62
10323 - L.N. Curtis & Sons INV931332 Quarter Zip Jacket, Chameleon Jacket -
Aiken
Paid by EFT #
5977
03/27/2025 03/27/2025 03/27/2025 04/04/2025 242.33
10600 - Valley Trophies & Detectors 87620 Reserve Firefighters Nametags
Paid by Check
# 106678
03/26/2025 03/27/2025 03/27/2025 04/04/2025 38.28
Account 6400.795 - Material & Suppl Turnout Equip-Structure Fires Totals Invoice Transactions 3 $380.23 Account 6400.796 - Material & Suppl Turnout Equip-Wildland Fires 10219 - Emblem Authority 48457 Marina Fire Patches -
Silver
Paid by Check
# 106646
04/01/2025 04/01/2025 04/01/2025 04/04/2025 554.00
Account 6400.796 - Material & Suppl Turnout Equip-Wildland Fires Totals Invoice Transactions 1 $554.00 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 7 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
7 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 250 - Fire
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6700.130 - Capital Outlay Vehicles
10532 - Santa Clara County Fire
Department
03-31-2025 Equipment Purchase
Agreement
Paid by Check
# 106668
03/31/2025 03/31/2025 03/31/2025 04/04/2025 5,000.00
Account 6700.130 - Capital Outlay Vehicles Totals Invoice Transactions 1 $5,000.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 20 $19,461.51 Division 000 - Non-Div Totals Invoice Transactions 20 $19,461.51 Department 250 - Fire Totals Invoice Transactions 20 $19,461.51 Department 310 - Public Works
Division 311 - Buildings & Grounds
Sub-Division 00 - Non-Subdiv
Account 6360.065 - Maint & Repairs Bdg NonFlagship
10080 - Branch's Janitorial 228896 Tate Park Scout House Paid by EFT # 5971
03/24/2025 03/27/2025 03/27/2025 04/04/2025 945.00
10080 - Branch's Janitorial 228895 Custodial Services for March 2025
Paid by EFT #
5971
03/24/2025 03/27/2025 03/27/2025 04/04/2025 2,886.35
10239 - First Alarm 877773 2660 5th Ave Corp
Yard
Paid by EFT #
5974
03/15/2025 03/24/2025 03/24/2025 04/04/2025 390.48
10250 - Gavilan Pest Control 0168896 190 Seaside Cir Paid by Check # 106649
03/13/2025 03/24/2025 03/24/2025 04/04/2025 300.00
Account 6360.065 - Maint & Repairs Bdg NonFlagship Totals Invoice Transactions 4 $4,521.83 Account 6360.075 - Maint & Repairs Bdg Teen Center
10187 - Della Mora Heating, Inc. 16476 Teen Center Paid by Check # 106644
03/18/2025 03/27/2025 03/27/2025 04/04/2025 3,425.00
Account 6360.075 - Maint & Repairs Bdg Teen Center Totals Invoice Transactions 1 $3,425.00 Account 6360.440 - Maint & Repairs Landscape General
10599 - Valley Saw & Garden Equipment 402174 Blower Paid by Check # 106677
03/18/2025 03/27/2025 03/27/2025 04/04/2025 446.52
10599 - Valley Saw & Garden Equipment 401388 Oil Mix Paid by Check # 106677
03/10/2025 03/27/2025 03/27/2025 04/04/2025 45.86
Account 6360.440 - Maint & Repairs Landscape General Totals Invoice Transactions 2 $492.38 Account 6360.690 - Maint & Repairs Supplies
10581 - Trucksis Enterprises 14157 Banners PW Paid by EFT # 5982
03/21/2025 03/27/2025 03/27/2025 04/04/2025 1,022.70
Account 6360.690 - Maint & Repairs Supplies Totals Invoice Transactions 1 $1,022.70 Account 6380.500 - Utilities Water & Sewer
10349 - Marina Coast Water District Mar 2025 56-
106
306 Reservation Rd Paid by Check
# 106656
03/06/2025 03/17/2025 03/17/2025 04/04/2025 60.99
10349 - Marina Coast Water District mar 2025 56-
098
3254 Abdy Way (Tate-
Park-Building)
Paid by Check
# 106657
03/06/2025 03/17/2025 03/17/2025 04/04/2025 72.62
Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 8 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
8 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 310 - Public Works
Division 311 - Buildings & Grounds
Sub-Division 00 - Non-Subdiv
Account 6380.500 - Utilities Water & Sewer
10349 - Marina Coast Water District Mar 2025 56-
034
3240 Deforest Rd Paid by Check
# 106656
03/06/2025 03/17/2025 03/17/2025 04/04/2025 270.49
10349 - Marina Coast Water District Mar 2025 56-
014
3200 Del Monte Blvd Paid by Check
# 106656
03/06/2025 03/17/2025 03/17/2025 04/04/2025 565.68
10349 - Marina Coast Water District Mar 2025 56-
011
3254 Abdy Way (Tate
Park-Irrigation)
Paid by Check
# 106656
03/06/2025 03/17/2025 03/17/2025 04/04/2025 194.98
10349 - Marina Coast Water District Feb 2025 56-
107
9th Street Irrigation Paid by Check
# 106656
02/27/2025 03/17/2025 03/17/2025 04/04/2025 442.14
10349 - Marina Coast Water District Mar 2025 56-
019
211 Hillcrest Ave Paid by Check
# 106656
03/13/2025 03/26/2025 03/26/2025 04/04/2025 689.99
10349 - Marina Coast Water District Mar 2025 56-
001
209-13 Cypress Ave Paid by Check
# 106656
03/13/2025 03/27/2025 03/27/2025 04/04/2025 197.90
10349 - Marina Coast Water District Feb 2025 56-
109
8th Street Paid by Check
# 106656
02/27/2025 03/27/2025 03/27/2025 04/04/2025 259.43
Account 6380.500 - Utilities Water & Sewer Totals Invoice Transactions 9 $2,754.22 Account 6400.630 - Material & Suppl Portable Toilet
10588 - United Site Services INV-5202677 Beach Rd & Deforest Rd Windy Hill
Paid by Check
# 106676
03/20/2025 03/27/2025 03/27/2025 04/04/2025 260.35
Account 6400.630 - Material & Suppl Portable Toilet Totals Invoice Transactions 1 $260.35 Account 6400.800 - Material & Suppl Uniform
10043 - VESTIS GROUP, INC./(f/k/a
ARAMARK UNIFORM & C
5110661505 PW Uniforms Paid by Check
# 106679
03/21/2025 03/27/2025 03/27/2025 04/04/2025 183.51
10043 - VESTIS GROUP, INC./(f/k/a
ARAMARK UNIFORM & C
5110661506 PW Shop Supplies Paid by Check
# 106679
03/21/2025 03/27/2025 03/27/2025 04/04/2025 73.51
Account 6400.800 - Material & Suppl Uniform Totals Invoice Transactions 2 $257.02 Account 6700.110 - Capital Outlay Equipment
12043 - The Charles Machine Works, Inc. 93607853 Vacuum Excavator Trailer
Paid by Check
# 106674
12/17/2024 03/27/2025 03/27/2025 04/04/2025 76,566.63
Account 6700.110 - Capital Outlay Equipment Totals Invoice Transactions 1 $76,566.63 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 21 $89,300.13 Division 311 - Buildings & Grounds Totals Invoice Transactions 21 $89,300.13 Division 313 - Vehicle Maint
Sub-Division 00 - Non-Subdiv
Account 6360.850 - Maint & Repairs Vehicle
10825 - East Bay Tire Co. 2122727 3260 Imjin Rd Paid by Check # 106645
03/13/2025 03/26/2025 03/26/2025 04/04/2025 181.86
12208 - RAYA AUTOMOTIVE 2130 PD 2020 Dodge
Durango
Paid by Check
# 106665
03/26/2025 03/26/2025 03/26/2025 04/04/2025 451.81
10527 - SAFETY-KLEEN SYSTEMS, INC. 96711703 Washer Solvent Paid by Check # 106667
03/15/2025 03/24/2025 03/24/2025 04/04/2025 250.34
Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 9 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
9 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 310 - Public Works
Division 313 - Vehicle Maint
Sub-Division 00 - Non-Subdiv
Account 6360.850 - Maint & Repairs Vehicle
12181 - Sound Billing, LLC / MyFleetCenter 45422469 2022 F150 Pick up Paid by Check # 106671
03/18/2025 03/24/2025 03/24/2025 04/04/2025 113.46
Account 6360.850 - Maint & Repairs Vehicle Totals Invoice Transactions 4 $997.47 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 4 $997.47 Division 313 - Vehicle Maint Totals Invoice Transactions 4 $997.47 Department 310 - Public Works Totals Invoice Transactions 25 $90,297.60 Department 410 - Planning
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6330.100 - Fee Agr Costs - Planning
10508 - Regional Government Services 18126 Marina Dunes Misc Jan 2025
Paid by EFT #
5979
01/31/2025 03/28/2025 03/28/2025 04/04/2025 2,132.52
Account 6330.100 - Fee Agr Costs - Planning Totals Invoice Transactions 1 $2,132.52 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $2,132.52 Division 000 - Non-Div Totals Invoice Transactions 1 $2,132.52 Department 410 - Planning Totals Invoice Transactions 1 $2,132.52 Department 420 - Engineering
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.180 - Prof Svc Eng Svc- Rev Funded Inspection 10171 - CSG Consultants 60423 Project Management Paid by EFT # 5973
03/12/2025 03/28/2025 03/28/2025 04/04/2025 1,530.00
Account 6300.180 - Prof Svc Eng Svc- Rev Funded Inspection Totals Invoice Transactions 1 $1,530.00 Account 6300.185 - Prof Svc Engineering Svs-Staff Augment 10171 - CSG Consultants 60403 Staff Augmentation Paid by EFT # 5973
03/12/2025 03/28/2025 03/28/2025 04/04/2025 6,840.00
Account 6300.185 - Prof Svc Engineering Svs-Staff Augment Totals Invoice Transactions 1 $6,840.00 Account 6300.190 - Prof Svc Engineering Svc Interagency 10171 - CSG Consultants 60404 RWQCB Paid by EFT #
5973
03/12/2025 03/28/2025 03/28/2025 04/04/2025 228.00
10171 - CSG Consultants 60405 MCWD Paid by EFT #
5973
03/12/2025 03/28/2025 03/28/2025 04/04/2025 684.00
10171 - CSG Consultants 60406 TAMC Paid by EFT #
5973
03/12/2025 03/28/2025 03/28/2025 04/04/2025 570.00
Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 10 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
10 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 420 - Engineering
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.190 - Prof Svc Engineering Svc Interagency 10171 - CSG Consultants 60407 FEMA Paid by EFT #
5973
03/12/2025 03/28/2025 03/28/2025 04/04/2025 228.00
Account 6300.190 - Prof Svc Engineering Svc Interagency Totals Invoice Transactions 4 $1,710.00 Account 6300.570 - Prof Svc Other
11317 - First American Title Company 14507-
145072458
3277 Cove Way Paid by Check
# 106648
04/01/2025 04/03/2025 04/03/2025 04/04/2025 400.00
11317 - First American Title Company 14507-
145072459
3275 Cove Way Paid by Check
# 106648
04/01/2025 04/03/2025 04/03/2025 04/04/2025 400.00
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 2 $800.00 Account 6400.565 - Material & Suppl Office Supplies
10734 - Office Depot-Public Works Dept. 412422473001 PW Office Supplies Annex
Paid by Check
# 106661
03/09/2025 03/24/2025 03/24/2025 04/04/2025 133.04
10734 - Office Depot-Public Works Dept. 412423745001 Office Furnature Corp Yard
Paid by Check
# 106661
03/12/2025 03/24/2025 03/24/2025 04/04/2025 804.29
10734 - Office Depot-Public Works Dept. 412594595001 PW Office Supplies Annex
Paid by Check
# 106661
03/12/2025 03/24/2025 03/24/2025 04/04/2025 262.19
10734 - Office Depot-Public Works Dept. 413838922001 Corp Yard Drafting Table
Paid by Check
# 106661
03/12/2025 03/24/2025 03/24/2025 04/04/2025 1,845.20
10734 - Office Depot-Public Works Dept. 414436209001 Office Furnature Corp Yard
Paid by Check
# 106661
03/12/2025 03/24/2025 03/24/2025 04/04/2025 2,828.13
10734 - Office Depot-Public Works Dept. 414437385001 Office Supplies Juan Paid by Check # 106661
03/12/2025 03/24/2025 03/24/2025 04/04/2025 572.31
10734 - Office Depot-Public Works Dept. 414437386001 Office Supplies Paid by Check # 106661
03/12/2025 03/24/2025 03/24/2025 04/04/2025 36.69
10734 - Office Depot-Public Works Dept. 414437387001 Office Supplies for Leads
Paid by Check
# 106661
03/12/2025 03/24/2025 03/24/2025 04/04/2025 105.27
10734 - Office Depot-Public Works Dept. 414437388001 Office Supplies Juan Paid by Check # 106661
03/13/2025 03/24/2025 03/24/2025 04/04/2025 855.07
10734 - Office Depot-Public Works Dept. 414437389001 Desk Chair Juan Paid by Check # 106661
03/11/2025 03/26/2025 03/26/2025 04/04/2025 532.89
10734 - Office Depot-Public Works Dept. 414437390001 Desk Chair Corp Yard Paid by Check # 106661
03/12/2025 03/26/2025 03/26/2025 04/04/2025 273.11
10734 - Office Depot-Public Works Dept. 414741444001 Office Supplies Juan Paid by Check # 106661
03/07/2025 03/26/2025 03/26/2025 04/04/2025 3,725.59
Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 11 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
11 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 420 - Engineering
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6400.565 - Material & Suppl Office Supplies
10734 - Office Depot-Public Works Dept. 414742591001 Office Supplies Corp Yard
Paid by Check
# 106661
03/07/2025 03/26/2025 03/26/2025 04/04/2025 80.33
Account 6400.565 - Material & Suppl Office Supplies Totals Invoice Transactions 13 $12,054.11 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 21 $22,934.11 Division 000 - Non-Div Totals Invoice Transactions 21 $22,934.11 Department 420 - Engineering Totals Invoice Transactions 21 $22,934.11 Department 430 - Building Inspection
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6400.565 - Material & Suppl Office Supplies
10734 - Office Depot-Public Works Dept. 414478272001 Office Supplies Building Paid by Check # 106661
03/12/2025 03/26/2025 03/26/2025 04/04/2025 30.19
10734 - Office Depot-Public Works Dept. 414579185001 Annex Supplies Paid by Check # 106661
03/05/2025 03/26/2025 03/26/2025 04/04/2025 168.56
Account 6400.565 - Material & Suppl Office Supplies Totals Invoice Transactions 2 $198.75 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 2 $198.75 Division 000 - Non-Div Totals Invoice Transactions 2 $198.75 Department 430 - Building Inspection Totals Invoice Transactions 2 $198.75 Department 510 - Recreation & Culture
Division 100 - Admin
Sub-Division 00 - Non-Subdiv
Account 6380.150 - Utilities Comm Phone System
10603 - Verizon Wireless 6108750141 542484588-00001 Paid by EFT # 5983
03/17/2025 04/01/2025 04/01/2025 04/04/2025 1,830.86
Account 6380.150 - Utilities Comm Phone System Totals Invoice Transactions 1 $1,830.86 Account 6400.651 - Material & Suppl Recr Donation - Spec Recr Prog 12219 - Kevin L Proctor / Hear & Now
Monterey
1896 4th of July - sound Paid by Check
# 106653
03/19/2025 04/01/2025 04/01/2025 04/04/2025 3,000.00
Account 6400.651 - Material & Suppl Recr Donation - Spec Recr Prog Totals Invoice Transactions 1 $3,000.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 2 $4,830.86 Division 100 - Admin Totals Invoice Transactions 2 $4,830.86 Department 510 - Recreation & Culture Totals Invoice Transactions 2 $4,830.86 Fund 100 - General Fund Totals Invoice Transactions 128 $222,660.63 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 12 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
12 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 220 - Gas Tax
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6360.690 - Maint & Repairs Supplies
10560 - Suburban Propane 72418 Equipment Rent Paid by Check # 106672
03/14/2025 03/24/2025 03/24/2025 04/04/2025 55.00
Account 6360.690 - Maint & Repairs Supplies Totals Invoice Transactions 1 $55.00 Account 6360.780 - Maint & Repairs Traffic Signals
11248 - Bear Electrical Solutions, Inc. 25963 Traffic Signal Maintenance Services
Response
Paid by Check
# 106633
02/28/2025 03/27/2025 03/27/2025 04/04/2025 704.00
10159 - Consolidated Electrical Distributors,
Inc
4914-1056238 75W Driver Paid by Check
# 106643
03/26/2025 03/26/2025 03/26/2025 04/04/2025 427.44
10159 - Consolidated Electrical Distributors,
Inc
4914-1055708 75W Driver Paid by Check
# 106643
03/24/2025 03/27/2025 03/27/2025 04/04/2025 838.49
Account 6360.780 - Maint & Repairs Traffic Signals Totals Invoice Transactions 3 $1,969.93 Account 6380.300 - Utilities Gas & Electric
10463 - Pacific Gas & Electric Mar 2025 483-6 PG&E - 3982644483-6 Paid by Check # 106662
03/20/2025 04/02/2025 04/02/2025 04/04/2025 17,323.24
10463 - Pacific Gas & Electric Mar 2025 329-1 430 Marina Heights Dr Unit A (2391581329-1)
Paid by Check
# 106662
03/14/2025 03/26/2025 03/26/2025 04/04/2025 50.36
10463 - Pacific Gas & Electric Mar 2025 080-9 5th Ave Building 1A- 136 (3479881080-9)
Paid by Check
# 106662
03/10/2025 03/27/2025 03/27/2025 04/04/2025 26.28
Account 6380.300 - Utilities Gas & Electric Totals Invoice Transactions 3 $17,399.88 Account 6380.500 - Utilities Water & Sewer
10349 - Marina Coast Water District Mar 2025 56-
087
Crescent Ave/Coast Del
Mar Irriagation
Paid by Check
# 106656
03/06/2025 03/17/2025 03/17/2025 04/04/2025 42.29
10349 - Marina Coast Water District Mar 2025 56-
086
Crescent Ave/Coast Del
Mar Irriagation
Paid by Check
# 106656
03/06/2025 03/17/2025 03/17/2025 04/04/2025 42.29
10349 - Marina Coast Water District Mar 2025 56-
085
Crescent/Whitney
Irrigation
Paid by Check
# 106656
03/06/2025 03/17/2025 03/17/2025 04/04/2025 42.29
10349 - Marina Coast Water District Mar 2025 56-
084
Crescent/Schuler/Irriga
tion
Paid by Check
# 106656
03/06/2025 03/17/2025 03/17/2025 04/04/2025 217.29
10349 - Marina Coast Water District Mar 2025 56-
032
Crescent Ave/Costa Del
Mar East Side
Paid by Check
# 106656
03/06/2025 03/17/2025 03/17/2025 04/04/2025 122.01
10349 - Marina Coast Water District Mar 2025 56-
030
Crescent Ave/Reser
Rd/Ramada Inn
Paid by Check
# 106656
03/06/2025 03/17/2025 03/17/2025 04/04/2025 65.06
10349 - Marina Coast Water District Mar 2025 56-
008
Reservation & Del
Monte
Paid by Check
# 106656
03/06/2025 03/17/2025 03/17/2025 04/04/2025 42.29
10349 - Marina Coast Water District Mar 2025 56-
027
Calif Ave at Reindollar Paid by Check
# 106656
03/13/2025 03/26/2025 03/26/2025 04/04/2025 65.06
10349 - Marina Coast Water District Mar 2025 56-
021
Reservation Rd/By 290-
308 Reservation
Paid by Check
# 106656
03/13/2025 03/26/2025 03/26/2025 04/04/2025 65.06
10349 - Marina Coast Water District Mar 2025 56-
016
Resev Rd & Seacrest
Ave-Next to Fire Hyd
Paid by Check
# 106656
03/13/2025 03/27/2025 03/27/2025 04/04/2025 65.06
Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 13 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
13 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 220 - Gas Tax
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6380.500 - Utilities Water & Sewer
10349 - Marina Coast Water District Mar 2025 56-
024
Del Monte/Palm Paid by Check
# 106656
03/13/2025 03/27/2025 03/27/2025 04/04/2025 190.34
10349 - Marina Coast Water District Mar 2025 56-
022
Reser/Marina Auto
Stereo/Irrigation
Paid by Check
# 106656
03/13/2025 03/27/2025 03/27/2025 04/04/2025 65.06
Account 6380.500 - Utilities Water & Sewer Totals Invoice Transactions 12 $1,024.10 Account 6400.752 - Material & Suppl Street Paint & Legends 10108 - Capitol Barricade, Inc. 175803 Signs Paid by Check # 106636
03/27/2025 03/27/2025 03/27/2025 04/04/2025 1,396.06
10108 - Capitol Barricade, Inc. 175804 Civic Center Arrows Paid by Check # 106636
03/27/2025 03/28/2025 03/28/2025 04/04/2025 856.28
10108 - Capitol Barricade, Inc. 175805 No Truck Parking Paid by Check # 106636
03/27/2025 03/28/2025 03/28/2025 04/04/2025 1,297.60
Account 6400.752 - Material & Suppl Street Paint & Legends Totals Invoice Transactions 3 $3,549.94 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 22 $23,998.85 Division 000 - Non-Div Totals Invoice Transactions 22 $23,998.85 Department 000 - Non-Dept Totals Invoice Transactions 22 $23,998.85 Fund 220 - Gas Tax Totals Invoice Transactions 22 $23,998.85 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 14 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
14 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 223 - FORA Dissolution
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
11884 - National Construction Rentals, Inc. 7745046 2nd Ave & 8th Street Fencing
Paid by Check
# 106660
02/26/2025 03/26/2025 03/26/2025 04/04/2025 363.12
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 1 $363.12 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $363.12 Division 000 - Non-Div Totals Invoice Transactions 1 $363.12 Department 000 - Non-Dept Totals Invoice Transactions 1 $363.12 Fund 223 - FORA Dissolution Totals Invoice Transactions 1 $363.12 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 15 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
15 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 232 - Seabreeze AD
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.180 - Prof Svc Eng Svc- Rev Funded Inspection 10171 - CSG Consultants 60396 Seabreeze Paid by EFT #
5973
03/12/2025 03/27/2025 03/27/2025 04/04/2025 513.00
Account 6300.180 - Prof Svc Eng Svc- Rev Funded Inspection Totals Invoice Transactions 1 $513.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $513.00 Division 000 - Non-Div Totals Invoice Transactions 1 $513.00 Department 000 - Non-Dept Totals Invoice Transactions 1 $513.00 Fund 232 - Seabreeze AD Totals Invoice Transactions 1 $513.00 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 16 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
16 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 235 - Cypress Cove II AD
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.180 - Prof Svc Eng Svc- Rev Funded Inspection 10171 - CSG Consultants 60397 Cypress Cove II Paid by EFT # 5973
03/12/2025 03/27/2025 03/27/2025 04/04/2025 228.00
Account 6300.180 - Prof Svc Eng Svc- Rev Funded Inspection Totals Invoice Transactions 1 $228.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $228.00 Division 000 - Non-Div Totals Invoice Transactions 1 $228.00 Department 000 - Non-Dept Totals Invoice Transactions 1 $228.00 Fund 235 - Cypress Cove II AD Totals Invoice Transactions 1 $228.00 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 17 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
17 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 252 - CFD - Dunes No. 2015-1
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.180 - Prof Svc Eng Svc- Rev Funded Inspection 10171 - CSG Consultants 60398 Locke Paddon Park CFD Paid by EFT # 5973
03/12/2025 03/28/2025 03/28/2025 04/04/2025 342.00
Account 6300.180 - Prof Svc Eng Svc- Rev Funded Inspection Totals Invoice Transactions 1 $342.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $342.00 Division 000 - Non-Div Totals Invoice Transactions 1 $342.00 Department 000 - Non-Dept Totals Invoice Transactions 1 $342.00 Fund 252 - CFD - Dunes No. 2015-1 Totals Invoice Transactions 1 $342.00 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 18 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
18 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 422 - Capital Projects - Measure X
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
11847 - BKF Engineers 24121202 Marina on-call Design
Services Slurry Seal
Street
Paid by EFT #
5970
12/16/2024 03/27/2025 03/27/2025 04/04/2025 2,159.50
10171 - CSG Consultants 60399 Annual Street
Resurfacing
Paid by EFT #
5973
03/12/2025 03/28/2025 03/28/2025 04/04/2025 5,187.00
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 2 $7,346.50 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 2 $7,346.50 Division 000 - Non-Div Totals Invoice Transactions 2 $7,346.50 Department 000 - Non-Dept Totals Invoice Transactions 2 $7,346.50 Fund 422 - Capital Projects - Measure X Totals Invoice Transactions 2 $7,346.50 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 19 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
19 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 462 - City Capital Projects
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
12014 - Pueblo Construction, Inc. 240101-9 JOC Hockey Roof Leaks Paid by Check # 106663
01/28/2025 03/27/2025 03/27/2025 04/04/2025 15,061.52
11762 - Raimi + Associates, Inc 25-6833 Marina GPU Paid by EFT # 5978
03/18/2025 03/31/2025 03/31/2025 04/04/2025 22,738.96
10171 - CSG Consultants 60400 PFIF Update Paid by EFT # 5973
03/12/2025 03/28/2025 03/28/2025 04/04/2025 684.00
10171 - CSG Consultants 60401 Imjin Widening Paid by EFT # 5973
03/12/2025 03/28/2025 03/28/2025 04/04/2025 5,928.00
10515 - Rincon Consultants, Inc. 64378 Marina Housing
Element Update
Paid by EFT #
5980
03/25/2025 03/27/2025 03/27/2025 04/04/2025 6,621.25
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 5 $51,033.73 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 5 $51,033.73 Division 000 - Non-Div Totals Invoice Transactions 5 $51,033.73 Department 000 - Non-Dept Totals Invoice Transactions 5 $51,033.73 Fund 462 - City Capital Projects Totals Invoice Transactions 5 $51,033.73 Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 20 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
20 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 555 - Marina Airport
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6360.280 - Maint & Repairs Habitat Management Svc 10250 - Gavilan Pest Control 0164703 Bldg 520 Squirrels Paid by Check # 106649
09/23/2024 03/26/2025 03/26/2025 04/04/2025 1,150.00
10250 - Gavilan Pest Control 0162769 Bldg 520 Paid by Check # 106649
06/07/2024 03/26/2025 03/26/2025 04/04/2025 75.00
10250 - Gavilan Pest Control 0164047 Bldg 520 Paid by Check # 106649
08/05/2024 03/26/2025 03/26/2025 04/04/2025 75.00
10250 - Gavilan Pest Control 0164702 Bldg 520 Rodents Paid by Check # 106649
09/12/2024 03/26/2025 03/26/2025 04/04/2025 75.00
10250 - Gavilan Pest Control 0166016 Bldg 520 Rodents Paid by Check # 106649
11/07/2024 03/26/2025 03/26/2025 04/04/2025 75.00
10250 - Gavilan Pest Control 0166682 Bldg 520 Paid by Check # 106649
12/17/2024 03/26/2025 03/26/2025 04/04/2025 1,150.00
10250 - Gavilan Pest Control 0167982 Bldg 520 Squirrels Paid by Check # 106649
02/24/2025 03/26/2025 03/26/2025 04/04/2025 1,150.00
10250 - Gavilan Pest Control 0167320 Bldg 520 Squirrels Paid by Check # 106649
01/22/2025 03/26/2025 03/26/2025 04/04/2025 1,150.00
Account 6360.280 - Maint & Repairs Habitat Management Svc Totals Invoice Transactions 8 $4,900.00 Account 6360.450 - Maint & Repairs Maint & Repairs
10728 - Ace Hardware-Public Works 091019 Fasteners/zipties for windsock
Paid by Check
# 106631
03/27/2025 03/27/2025 03/27/2025 04/04/2025 13.16
Account 6360.450 - Maint & Repairs Maint & Repairs Totals Invoice Transactions 1 $13.16 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 9 $4,913.16 Division 000 - Non-Div Totals Invoice Transactions 9 $4,913.16 Department 000 - Non-Dept Totals Invoice Transactions 9 $4,913.16 Fund 555 - Marina Airport Totals Invoice Transactions 9 $4,913.16 Grand Totals Invoice Transactions 170 $311,398.99
Run by Melanie Hernandez on 04/03/2025 01:03:27 PM Page 21 of 21 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
21 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 120 - City Mgr/HR/Risk
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6370.170 - Shared Svc Election
10162 - Monterey County Elections
Department
241119 November 5, 2024
Election Costs
Paid by Check
# 106714
04/04/2025 04/04/2025 04/04/2025 04/11/2025 52,837.80
Account 6370.170 - Shared Svc Election Totals Invoice Transactions 1 $52,837.80 Account 6400.230 - Material & Suppl Fuel - Gas and Diesel 10416 - Monterey County Petroleum-Sturdy
Oil Co.
268743 City Fuel Paid by Check
# 106715
03/17/2025 03/27/2025 03/27/2025 04/11/2025 160.67
10416 - Monterey County Petroleum-Sturdy
Oil Co.
37428A-IN City Fuel Paid by Check
# 106715
06/18/2024 04/03/2025 04/03/2025 04/11/2025 126.00
Account 6400.230 - Material & Suppl Fuel - Gas and Diesel Totals Invoice Transactions 2 $286.67 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 3 $53,124.47 Division 000 - Non-Div Totals Invoice Transactions 3 $53,124.47 Department 120 - City Mgr/HR/Risk Totals Invoice Transactions 3 $53,124.47 Department 150 - City Attorney
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.450 - Prof Svc Legal - City Attorney Other Svc 11964 - Shute Mihaly & Weinberger LLP 290661 Human Resources and Risk - February 2025
Paid by EFT #
6017
03/27/2025 03/28/2025 03/28/2025 04/11/2025 1,149.20
11964 - Shute Mihaly & Weinberger LLP 290662 Finance - February 2025
Paid by EFT #
6017
03/27/2025 03/28/2025 03/28/2025 04/11/2025 507.00
11964 - Shute Mihaly & Weinberger LLP 290664 Parks - February 2025 Paid by EFT # 6017
03/27/2025 03/28/2025 03/28/2025 04/11/2025 473.20
11964 - Shute Mihaly & Weinberger LLP 290665 Police Department - February 2025
Paid by EFT #
6017
03/27/2025 03/28/2025 03/28/2025 04/11/2025 473.20
11964 - Shute Mihaly & Weinberger LLP 290666 Public Works - February 2025
Paid by EFT #
6017
03/27/2025 03/28/2025 03/28/2025 04/11/2025 5,915.00
11964 - Shute Mihaly & Weinberger LLP 290657 City Attorney Services - February 2025
Paid by EFT #
6017
03/27/2025 03/28/2025 03/28/2025 04/11/2025 29,041.80
11964 - Shute Mihaly & Weinberger LLP 290659 Code Enforcement - February 2025
Paid by EFT #
6017
03/27/2025 03/28/2025 03/28/2025 04/11/2025 26,101.02
11964 - Shute Mihaly & Weinberger LLP 290660 City Manager - February 2025
Paid by EFT #
6017
03/27/2025 03/28/2025 03/28/2025 04/11/2025 5,500.77
11964 - Shute Mihaly & Weinberger LLP 290663 Planning
Commission/Developm
ent - February 2025
Paid by EFT #
6017
03/27/2025 03/28/2025 03/28/2025 04/11/2025 19,269.36
Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 1 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
22 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 150 - City Attorney
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.450 - Prof Svc Legal - City Attorney Other Svc 11964 - Shute Mihaly & Weinberger LLP 290667 Defend City in Handcar Lawsuit - February
2025
Paid by EFT #
6017
03/27/2025 03/28/2025 03/28/2025 04/11/2025 32,647.44
Account 6300.450 - Prof Svc Legal - City Attorney Other Svc Totals Invoice Transactions 10 $121,077.99 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 10 $121,077.99 Division 000 - Non-Div Totals Invoice Transactions 10 $121,077.99 Department 150 - City Attorney Totals Invoice Transactions 10 $121,077.99 Department 190 - Citywide Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
11835 - Environmental Innovations, Inc. 3004 SB1383 Compliance and Outreach
Paid by Check
# 106701
04/03/2025 04/04/2025 04/04/2025 04/11/2025 1,910.00
12208 - RAYA AUTOMOTIVE 2134 2022 Dodge Durango Paid by Check # 106724
03/18/2025 04/03/2025 04/03/2025 04/11/2025 1,160.00
12208 - RAYA AUTOMOTIVE 2143 PD 2020 Dodge
Durango
Paid by Check
# 106724
03/20/2025 04/03/2025 04/03/2025 04/11/2025 370.00
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 3 $3,440.00 Account 6380.300 - Utilities Gas & Electric
10463 - Pacific Gas & Electric March 2025 313
-6
PG&E 6793435313-6 Paid by Check
# 106721
03/26/2025 04/07/2025 04/07/2025 04/11/2025 9,018.36
Account 6380.300 - Utilities Gas & Electric Totals Invoice Transactions 1 $9,018.36 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 4 $12,458.36 Division 000 - Non-Div Totals Invoice Transactions 4 $12,458.36 Department 190 - Citywide Non-Dept Totals Invoice Transactions 4 $12,458.36 Department 210 - Police
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
11198 - Core Psychological Corporation 8175 Sievers Psychological Eval 3/17/25
Paid by Check
# 106695
03/31/2025 04/07/2025 04/07/2025 04/11/2025 500.00
11764 - Kurt Ashley / Secure Solutions 001526 Background - Morozova Paid by Check # 106708
01/13/2025 04/07/2025 04/07/2025 04/11/2025 1,540.00
Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 2 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
23 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 210 - Police
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
10334 - Lexis Nexis Risk Solutions 1100118338 March 2025 Minimum Commitment
Paid by Check
# 106709
03/31/2025 04/07/2025 04/07/2025 04/11/2025 150.00
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 3 $2,190.00 Account 6360.344 - Maint & Repairs IT - Office Equip & PC Upgrades 10897 - TechRx Technology Services 2111 Equipment / Upgrade server
Paid by EFT #
6019
04/04/2025 04/07/2025 04/07/2025 04/11/2025 5,446.83
10897 - TechRx Technology Services 12777 Maintenance Set up & Repairs - Shana's
project
Paid by EFT #
6019
03/31/2025 04/07/2025 04/07/2025 04/11/2025 3,705.00
10623 - Xerox Financial Services 40330704 Printer Paper Tray 550 sheet non-serialized
Paid by Check
# 106735
03/21/2025 04/01/2025 04/01/2025 04/11/2025 2.04
10623 - Xerox Financial Services 40330355 Svc Payment 3/10 - 4/09/25
Paid by Check
# 106735
03/21/2025 04/01/2025 04/01/2025 04/11/2025 2,586.34
Account 6360.344 - Maint & Repairs IT - Office Equip & PC Upgrades Totals Invoice Transactions 4 $11,740.21 Account 6360.680 - Maint & Repairs Radio Equip
10331 - LEHR Upfitters OpCo, LLC / LEHR /
Lehr Auto
SI117057 Seat Belt Retractor /
Labor on Fleet
Paid by EFT #
6012
03/31/2025 04/01/2025 04/01/2025 04/11/2025 280.00
Account 6360.680 - Maint & Repairs Radio Equip Totals Invoice Transactions 1 $280.00 Account 6380.150 - Utilities Comm Phone System
10374 - Maynard Group Inc. IN2055151 Utilities - Phones / Acct #AC3746
Paid by EFT #
6013
04/01/2025 04/01/2025 04/01/2025 04/11/2025 672.31
10498 - Quill Corporation 43496608 Office Supplies Paid by Check # 106722
03/28/2025 04/07/2025 04/07/2025 04/11/2025 66.40
Account 6380.150 - Utilities Comm Phone System Totals Invoice Transactions 2 $738.71 Account 6400.230 - Material & Suppl Fuel - Gas and Diesel 10416 - Monterey County Petroleum-Sturdy
Oil Co.
268743 City Fuel Paid by Check
# 106715
03/17/2025 03/27/2025 03/27/2025 04/11/2025 6,105.34
10416 - Monterey County Petroleum-Sturdy
Oil Co.
37428A-IN City Fuel Paid by Check
# 106715
06/18/2024 04/03/2025 04/03/2025 04/11/2025 4,787.93
Account 6400.230 - Material & Suppl Fuel - Gas and Diesel Totals Invoice Transactions 2 $10,893.27 Account 6400.565 - Material & Suppl Office Supplies
10498 - Quill Corporation 43396089 Office Supplies Paid by Check # 106722
03/21/2025 04/01/2025 04/01/2025 04/11/2025 86.56
10498 - Quill Corporation 43400087 Office Supplies Paid by Check # 106722
03/24/2025 04/01/2025 04/01/2025 04/11/2025 114.16
Account 6400.565 - Material & Suppl Office Supplies Totals Invoice Transactions 2 $200.72 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 3 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
24 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 210 - Police
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6400.635 - Material & Suppl Postage Shipping
10235 - FedEx 8-812-62005 Acct # 3995-9218-6 Paid by Check # 106703
03/28/2025 04/01/2025 04/01/2025 04/11/2025 45.57
Account 6400.635 - Material & Suppl Postage Shipping Totals Invoice Transactions 1 $45.57 Account 6400.720 - Material & Suppl Safety Equip
10226 - Enterprise Holdings, Inc. / EAN
Services, LLC
38549405 Training - San Diego,
CA - Nava's Record
Clerk Course
Paid by Check
# 106700
03/31/2025 04/01/2025 04/01/2025 04/11/2025 273.64
10331 - LEHR Upfitters OpCo, LLC / LEHR /
Lehr Auto
SI117057 Seat Belt Retractor /
Labor on Fleet
Paid by EFT #
6012
03/31/2025 04/01/2025 04/01/2025 04/11/2025 185.71
Account 6400.720 - Material & Suppl Safety Equip Totals Invoice Transactions 2 $459.35 Account 6500.620 - Training & Travel POST
11408 - Christopher Johnson - Employee 4-23-25 Per Diem C. Johnson - SLI Session 7
Paid by EFT #
6006
04/08/2025 04/08/2025 04/08/2025 04/11/2025 174.00
12222 - Ekaterina Morozova - Employee 4-09-25 Per Diem Morozova - Frontline Training
4/09/25
Paid by Check
# 106699
04/02/2025 04/02/2025 04/02/2025 04/11/2025 10.00
11768 - Ivan Santana - Employee 4-21-25 Per Diem I. Santana - ICI Financial Crime
Course
Paid by EFT #
6010
04/08/2025 04/08/2025 04/08/2025 04/11/2025 90.00
12210 - Jasmine Flores - Employee 4-21-25 Per Diem J. Flores - Interview and
Interrogation course
Paid by Check
# 106738
04/08/2025 04/08/2025 04/08/2025 04/11/2025 50.00
11950 - Randy Hopkins - Employee 4-27-25 Per Diem Hopkins - MCLEA Chiefs
Conference
Paid by Check
# 106723
04/08/2025 04/08/2025 04/08/2025 04/11/2025 174.00
10646 - Richard Cox - Employee 4-18-25 Per Diem R. Cox - Strategic
Disengagement
Workshop
Paid by EFT #
6015
04/01/2025 04/01/2025 04/01/2025 04/11/2025 18.00
10646 - Richard Cox - Employee 4-27-25 Per Diem Cox - MCLEA Chiefs Conference
Paid by EFT #
6015
04/08/2025 04/08/2025 04/08/2025 04/11/2025 174.00
10692 - Steven Russo - Employee 4-18-25 Per Diem S. Russo - Strategic
Disengagement
Workshop
Paid by EFT #
6018
04/01/2025 04/01/2025 04/01/2025 04/11/2025 18.00
10692 - Steven Russo - Employee 4-27-25 Per Diem Russo - MCLEA Chiefs
Conference
Paid by EFT #
6018
04/08/2025 04/08/2025 04/08/2025 04/11/2025 174.00
Account 6500.620 - Training & Travel POST Totals Invoice Transactions 9 $882.00 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 4 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
25 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 210 - Police
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6600.625 - Other Charges Printing Svc
12091 - MP EXPRESS, INC. 76847 Miranda Rights Cards Paid by Check # 106717
03/31/2025 04/01/2025 04/01/2025 04/11/2025 376.15
12091 - MP EXPRESS, INC. 76719 Property Release Post
Card
Paid by Check
# 106717
02/05/2025 04/07/2025 04/07/2025 04/11/2025 190.50
12091 - MP EXPRESS, INC. 77302 Emergency Protective
Order forms
Paid by Check
# 106717
04/09/2025 04/09/2025 04/09/2025 04/11/2025 408.50
Account 6600.625 - Other Charges Printing Svc Totals Invoice Transactions 3 $975.15 Account 6600.780 - Other Charges Transcription Svc
10544 - SpeakWrite c4949874 Transcription Service;
Online Reporting
Paid by Check
# 106729
04/01/2025 04/01/2025 04/01/2025 04/11/2025 1,082.51
Account 6600.780 - Other Charges Transcription Svc Totals Invoice Transactions 1 $1,082.51 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 30 $29,487.49 Division 000 - Non-Div Totals Invoice Transactions 30 $29,487.49 Department 210 - Police Totals Invoice Transactions 30 $29,487.49 Department 250 - Fire
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
10841 - Carmel Fire Protection Associates -
Art Black
125134 Plan Review and
Inspection for 451
Weldon Way
Paid by Check
# 106693
04/08/2025 04/08/2025 04/08/2025 04/11/2025 230.00
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 1 $230.00 Account 6360.341 - Maint & Repairs IT - Computer Maint & Upgrade 12202 - Staples, Inc./Staples Contract &
Commercial LLC db
6027364553 Toner for Chief McCoun Paid by Check
# 106730
03/24/2025 04/07/2025 04/07/2025 04/11/2025 85.03
Account 6360.341 - Maint & Repairs IT - Computer Maint & Upgrade Totals Invoice Transactions 1 $85.03 Account 6400.230 - Material & Suppl Fuel - Gas and Diesel 10416 - Monterey County Petroleum-Sturdy
Oil Co.
268743 City Fuel Paid by Check
# 106715
03/17/2025 03/27/2025 03/27/2025 04/11/2025 2,296.10
10416 - Monterey County Petroleum-Sturdy
Oil Co.
37428A-IN City Fuel Paid by Check
# 106715
06/18/2024 04/03/2025 04/03/2025 04/11/2025 377.98
Account 6400.230 - Material & Suppl Fuel - Gas and Diesel Totals Invoice Transactions 2 $2,674.08 Account 6400.740 - Material & Suppl Special Dept Suppl
10927 - Ace Hardware - Fire Dept. 091109 Cust #204 - Supplies for Fire Engine
Paid by Check
# 106684
04/06/2025 04/07/2025 04/07/2025 04/11/2025 41.47
10993 - Daily Dispatch 0865 Daily Dispatch
Employment Ad
Paid by Check
# 106696
04/03/2025 04/07/2025 04/07/2025 04/11/2025 575.00
Account 6400.740 - Material & Suppl Special Dept Suppl Totals Invoice Transactions 2 $616.47 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 5 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
26 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 250 - Fire
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6400.795 - Material & Suppl Turnout Equip-Structure Fires 10323 - L.N. Curtis & Sons INV933901 Firefighter Jacket - Bernardo
Paid by EFT #
6011
04/03/2025 04/04/2025 04/04/2025 04/11/2025 158.81
10323 - L.N. Curtis & Sons INV934381 Long Sleeve Shirt and Emblem - Horton
Paid by EFT #
6011
04/07/2025 04/08/2025 04/08/2025 04/11/2025 159.88
Account 6400.795 - Material & Suppl Turnout Equip-Structure Fires Totals Invoice Transactions 2 $318.69 Account 6400.796 - Material & Suppl Turnout Equip-Wildland Fires 10780 - Allstar Fire Equipment Inc. 263277 Hydrant Flow Test Kit Paid by EFT # 6003
03/31/2025 04/07/2025 04/07/2025 04/11/2025 1,747.72
Account 6400.796 - Material & Suppl Turnout Equip-Wildland Fires Totals Invoice Transactions 1 $1,747.72 Account 6700.130 - Capital Outlay Vehicles
10323 - L.N. Curtis & Sons INV933133 New Truck Hose Paid by EFT # 6011
03/31/2025 04/03/2025 04/03/2025 04/11/2025 8,116.98
Account 6700.130 - Capital Outlay Vehicles Totals Invoice Transactions 1 $8,116.98 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 10 $13,788.97 Division 000 - Non-Div Totals Invoice Transactions 10 $13,788.97 Department 250 - Fire Totals Invoice Transactions 10 $13,788.97 Department 310 - Public Works
Division 311 - Buildings & Grounds
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
10005 - A-1 Sweeping Service March 2025 Marina Streets Paid by Check # 106683
03/31/2025 04/04/2025 04/04/2025 04/11/2025 7,535.00
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 1 $7,535.00 Account 6360.065 - Maint & Repairs Bdg NonFlagship
10728 - Ace Hardware-Public Works 091016 Scaper Blade Paid by Check # 106685
03/27/2025 03/31/2025 03/31/2025 04/11/2025 15.27
10728 - Ace Hardware-Public Works 090901 Rental Property Paid by Check # 106685
03/12/2025 03/31/2025 03/31/2025 04/11/2025 54.38
10728 - Ace Hardware-Public Works 090893 Rental Property Paid by Check # 106685
03/12/2025 03/31/2025 03/31/2025 04/11/2025 14.19
10728 - Ace Hardware-Public Works 090878 Community Center Windows
Paid by Check
# 106685
03/10/2025 03/31/2025 03/31/2025 04/11/2025 13.09
10728 - Ace Hardware-Public Works 090930 Rental Property Paid by Check # 106685
03/18/2025 03/31/2025 03/31/2025 04/11/2025 42.52
10728 - Ace Hardware-Public Works 090942 Rental Property Paid by Check # 106685
03/19/2025 03/31/2025 03/31/2025 04/11/2025 13.19
10728 - Ace Hardware-Public Works 090979 Rental Property Paid by Check # 106685
03/24/2025 03/31/2025 03/31/2025 04/11/2025 28.38
10728 - Ace Hardware-Public Works 090993 Rental Property Paid by Check # 106685
03/25/2025 03/31/2025 03/31/2025 04/11/2025 132.64
Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 6 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
27 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 310 - Public Works
Division 311 - Buildings & Grounds
Sub-Division 00 - Non-Subdiv
Account 6360.065 - Maint & Repairs Bdg NonFlagship
10728 - Ace Hardware-Public Works 090996 Annex Paid by Check # 106685
03/25/2025 03/31/2025 03/31/2025 04/11/2025 38.20
10728 - Ace Hardware-Public Works 090992 Annex Paid by Check # 106685
03/25/2025 04/01/2025 04/01/2025 04/11/2025 38.06
10728 - Ace Hardware-Public Works 090761 Vince DiMaggio building
Paid by Check
# 106685
02/24/2025 04/01/2025 04/01/2025 04/11/2025 77.51
10728 - Ace Hardware-Public Works 091012 Community Center Paid by Check # 106685
03/26/2025 04/01/2025 04/01/2025 04/11/2025 41.45
10728 - Ace Hardware-Public Works 091011 Old Yard Paid by Check # 106685
03/26/2025 04/01/2025 04/01/2025 04/11/2025 8.72
10728 - Ace Hardware-Public Works 090990 Old Yard/Annex Paid by Check # 106685
03/25/2025 04/01/2025 04/01/2025 04/11/2025 46.92
10728 - Ace Hardware-Public Works 091031 Community Center Paid by Check # 106685
03/28/2025 04/01/2025 04/01/2025 04/11/2025 16.38
10728 - Ace Hardware-Public Works 091039 Community Center Paid by Check # 106685
03/31/2025 04/08/2025 04/08/2025 04/11/2025 115.73
10728 - Ace Hardware-Public Works 091038 VD Park Paid by Check # 106685
03/31/2025 04/08/2025 04/08/2025 04/11/2025 5.45
10728 - Ace Hardware-Public Works 091098 Communtity Center Paid by Check # 106685
04/04/2025 04/08/2025 04/08/2025 04/11/2025 28.35
10034 - American Supply Co. 0190983 City Supplies Paid by Check # 106686
03/04/2025 04/04/2025 04/04/2025 04/11/2025 3,119.63
10230 - Ewing 25348955 Windy Hill/Vince
DiMaggio
Paid by Check
# 106702
03/28/2025 03/31/2025 03/31/2025 04/11/2025 2,913.39
10250 - Gavilan Pest Control 0168897 3126 Shoemaker at Pond
Paid by Check
# 106705
03/25/2025 03/31/2025 03/31/2025 04/11/2025 80.00
10250 - Gavilan Pest Control 0168964 Preston Park Paid by Check # 106705
03/21/2025 04/03/2025 04/03/2025 04/11/2025 180.00
10250 - Gavilan Pest Control 0168963 Preston Park Paid by Check # 106705
03/31/2025 04/03/2025 04/03/2025 04/11/2025 180.00
10275 - Home Depot Credit Service 03-13-25 PW Home Depot (6035 3225 0395 9813)
Paid by Check
# 106706
04/04/2025 04/04/2025 04/04/2025 04/11/2025 1,569.66
10035 - Ruth Maria Milla-Leon/Andersen's
Lock & Safe, Inc.
46285 Copies of keys Paid by EFT #
6016
03/31/2025 03/31/2025 03/31/2025 04/11/2025 22.94
10538 - Sherwin-Williams 0269-2 Rental Property Paid by Check # 106728
03/12/2025 04/01/2025 04/01/2025 04/11/2025 599.71
Account 6360.065 - Maint & Repairs Bdg NonFlagship Totals Invoice Transactions 26 $9,395.76 Account 6360.070 - Maint & Repairs Bdg Public Safety
10728 - Ace Hardware-Public Works 090926 Public Safety Paid by Check # 106685
03/14/2025 03/31/2025 03/31/2025 04/11/2025 15.27
Account 6360.070 - Maint & Repairs Bdg Public Safety Totals Invoice Transactions 1 $15.27 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 7 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
28 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 310 - Public Works
Division 311 - Buildings & Grounds
Sub-Division 00 - Non-Subdiv
Account 6360.075 - Maint & Repairs Bdg Teen Center
10728 - Ace Hardware-Public Works 090931 Teen Center Paid by Check # 106685
03/18/2025 03/31/2025 03/31/2025 04/11/2025 19.64
Account 6360.075 - Maint & Repairs Bdg Teen Center Totals Invoice Transactions 1 $19.64 Account 6360.440 - Maint & Repairs Landscape General
10427 - Monterey Regional Waste
Management District
4280114 Reservation Cleanup Paid by Check
# 106716
03/19/2025 04/04/2025 04/04/2025 04/11/2025 27.26
10427 - Monterey Regional Waste
Management District
4280830 Reservation Cleanup Paid by Check
# 106716
03/20/2025 04/04/2025 04/04/2025 04/11/2025 28.67
Account 6360.440 - Maint & Repairs Landscape General Totals Invoice Transactions 2 $55.93 Account 6360.690 - Maint & Repairs Supplies
10505 - RDO Equipment Co. W7192838 PW Backhoe Paid by Check # 106725
03/31/2025 03/31/2025 03/31/2025 04/11/2025 6,254.70
Account 6360.690 - Maint & Repairs Supplies Totals Invoice Transactions 1 $6,254.70 Account 6380.500 - Utilities Water & Sewer
10349 - Marina Coast Water District Mar 2025 56-
006
188 Seaside Circle Paid by Check
# 106711
03/20/2025 04/08/2025 04/08/2025 04/11/2025 213.54
10349 - Marina Coast Water District Mar 2025 56-
042
3040 Lake Dr Paid by Check
# 106711
03/20/2025 04/08/2025 04/08/2025 04/11/2025 218.18
10349 - Marina Coast Water District Mar 2025 56-
045
3100 Preston Dr Paid by Check
# 106711
03/20/2025 04/08/2025 04/08/2025 04/11/2025 2,953.34
10349 - Marina Coast Water District Mar 2025 56-
046
3100 Preston Dr Paid by Check
# 106711
03/20/2025 04/08/2025 04/08/2025 04/11/2025 198.82
Account 6380.500 - Utilities Water & Sewer Totals Invoice Transactions 4 $3,583.88 Account 6400.230 - Material & Suppl Fuel - Gas and Diesel 10416 - Monterey County Petroleum-Sturdy
Oil Co.
268743 City Fuel Paid by Check
# 106715
03/17/2025 03/27/2025 03/27/2025 04/11/2025 240.99
10416 - Monterey County Petroleum-Sturdy
Oil Co.
37428A-IN City Fuel Paid by Check
# 106715
06/18/2024 04/03/2025 04/03/2025 04/11/2025 189.00
10560 - Suburban Propane 1602-616222 Propane Paid by Check # 106732
03/21/2025 04/01/2025 04/01/2025 04/11/2025 522.56
Account 6400.230 - Material & Suppl Fuel - Gas and Diesel Totals Invoice Transactions 3 $952.55 Account 6400.737 - Material & Suppl Tools & Equip
10275 - Home Depot Credit Service 03-13-25 PW Home Depot (6035 3225 0395 9813)
Paid by Check
# 106706
04/04/2025 04/04/2025 04/04/2025 04/11/2025 241.86
Account 6400.737 - Material & Suppl Tools & Equip Totals Invoice Transactions 1 $241.86 Account 6400.800 - Material & Suppl Uniform
12036 - Michael Mahaney - refund only 03-15-25 Work Boots Reimbursement
Paid by Check
# 106712
03/15/2025 03/31/2025 03/31/2025 04/11/2025 225.00
Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 8 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
29 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 310 - Public Works
Division 311 - Buildings & Grounds
Sub-Division 00 - Non-Subdiv
Account 6400.800 - Material & Suppl Uniform
11992 - Sam Corona - refunds only 03-31-25 Work Boots
Reimbursement
Paid by Check
# 106727
03/31/2025 04/03/2025 04/03/2025 04/11/2025 215.05
10043 - VESTIS GROUP, INC./(f/k/a
ARAMARK UNIFORM & C
5110665737 PW Uniforms Paid by Check
# 106734
03/28/2025 03/31/2025 03/31/2025 04/11/2025 223.41
10043 - VESTIS GROUP, INC./(f/k/a
ARAMARK UNIFORM & C
5110665738 PW Shop Supplies Paid by Check
# 106734
03/28/2025 03/31/2025 03/31/2025 04/11/2025 73.51
10043 - VESTIS GROUP, INC./(f/k/a
ARAMARK UNIFORM & C
5110670480 PW Uniforms Paid by Check
# 106734
04/04/2025 04/04/2025 04/04/2025 04/11/2025 343.50
10043 - VESTIS GROUP, INC./(f/k/a
ARAMARK UNIFORM & C
5110670481 PW Corp Yard Supplies Paid by Check
# 106734
04/04/2025 04/04/2025 04/04/2025 04/11/2025 73.51
Account 6400.800 - Material & Suppl Uniform Totals Invoice Transactions 6 $1,153.98 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 46 $29,208.57 Division 311 - Buildings & Grounds Totals Invoice Transactions 46 $29,208.57 Division 313 - Vehicle Maint
Sub-Division 00 - Non-Subdiv
Account 6360.850 - Maint & Repairs Vehicle
10403 - NAPA Auto Parts - former Monterey
Auto Supply
121894 Oil Paid by Check
# 106718
04/01/2025 04/08/2025 04/08/2025 04/11/2025 100.07
12208 - RAYA AUTOMOTIVE 2134 2022 Dodge Durango Paid by Check # 106724
03/18/2025 04/03/2025 04/03/2025 04/11/2025 2,733.05
12208 - RAYA AUTOMOTIVE 2143 PD 2020 Dodge
Durango
Paid by Check
# 106724
03/20/2025 04/03/2025 04/03/2025 04/11/2025 331.85
Account 6360.850 - Maint & Repairs Vehicle Totals Invoice Transactions 3 $3,164.97 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 3 $3,164.97 Division 313 - Vehicle Maint Totals Invoice Transactions 3 $3,164.97 Department 310 - Public Works Totals Invoice Transactions 49 $32,373.54 Department 410 - Planning
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6330.100 - Fee Agr Costs - Planning
12199 - BEK COLLECTIVE INC / BEK
COLLECTIVE
030-005-004 Dunes Roundabout Paid by Check
# 106689
03/05/2025 03/06/2025 03/06/2025 04/11/2025 3,531.25
10713 - Goodwin Consulting Group 13871 Marina Station CFD Formation
Paid by EFT #
6009
03/26/2025 04/04/2025 04/04/2025 04/11/2025 1,296.25
Account 6330.100 - Fee Agr Costs - Planning Totals Invoice Transactions 2 $4,827.50 Account 6400.230 - Material & Suppl Fuel - Gas and Diesel 10416 - Monterey County Petroleum-Sturdy
Oil Co.
268743 City Fuel Paid by Check
# 106715
03/17/2025 03/27/2025 03/27/2025 04/11/2025 160.67
Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 9 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
30 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 410 - Planning
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6400.230 - Material & Suppl Fuel - Gas and Diesel 10416 - Monterey County Petroleum-Sturdy
Oil Co.
37428A-IN City Fuel Paid by Check
# 106715
06/18/2024 04/03/2025 04/03/2025 04/11/2025 126.00
Account 6400.230 - Material & Suppl Fuel - Gas and Diesel Totals Invoice Transactions 2 $286.67 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 4 $5,114.17 Division 000 - Non-Div Totals Invoice Transactions 4 $5,114.17 Department 410 - Planning Totals Invoice Transactions 4 $5,114.17 Department 420 - Engineering
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.175 - Prof Svc Eng Svc- Rev Funded Plan Check 10171 - CSG Consultants 60420 Sea Haven Inspection
Phase 4
Paid by EFT #
6007
03/12/2025 03/31/2025 03/31/2025 04/11/2025 7,695.00
10171 - CSG Consultants 60419 Sea Haven Inspection
Phase 3B
Paid by EFT #
6007
03/12/2025 03/31/2025 03/31/2025 04/11/2025 5,643.00
10171 - CSG Consultants 60410 Dunes Phase 2 North
Inspections
Paid by EFT #
6007
03/12/2025 03/31/2025 03/31/2025 04/11/2025 1,539.00
Account 6300.175 - Prof Svc Eng Svc- Rev Funded Plan Check Totals Invoice Transactions 3 $14,877.00 Account 6300.570 - Prof Svc Other
10505 - RDO Equipment Co. W7192838 PW Backhoe Paid by Check # 106725
03/31/2025 03/31/2025 03/31/2025 04/11/2025 6,839.92
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 1 $6,839.92 Account 6330.200 - Fee Agr Costs - Engineering
10171 - CSG Consultants 60422 Via Del Mar Subdivision
(3320 Abdy Way)
Paid by EFT #
6007
03/12/2025 03/31/2025 03/31/2025 04/11/2025 855.00
10171 - CSG Consultants 60421 Seacrest Apartments -
3108 Seacrest Ave
Paid by EFT #
6007
03/12/2025 03/31/2025 03/31/2025 04/11/2025 855.00
10171 - CSG Consultants 60416 L-1 Lightfighter Village (229 Hayes)
Paid by EFT #
6007
03/12/2025 03/31/2025 03/31/2025 04/11/2025 1,311.00
10171 - CSG Consultants 60415 Inspections dunes
Phase 3 North
Improvements
Paid by EFT #
6007
03/12/2025 03/31/2025 03/31/2025 04/11/2025 5,472.00
10171 - CSG Consultants 60414 Grocery @ Promenade Paid by EFT # 6007
03/12/2025 03/31/2025 03/31/2025 04/11/2025 684.00
10171 - CSG Consultants 60413 Dunes Promenade (1B)
Inspections
Paid by EFT #
6007
03/12/2025 03/31/2025 03/31/2025 04/11/2025 1,710.00
Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 10 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
31 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 420 - Engineering
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6330.200 - Fee Agr Costs - Engineering
10171 - CSG Consultants 60412 Dunes Phase 3 North Paid by EFT # 6007
03/12/2025 03/31/2025 03/31/2025 04/11/2025 3,273.00
10171 - CSG Consultants 60411 Dunes Phase 2 West
Inspections
Paid by EFT #
6007
03/12/2025 03/31/2025 03/31/2025 04/11/2025 5,472.00
10171 - CSG Consultants 60409 Dunes Phase 2 West Paid by EFT # 6007
03/12/2025 03/31/2025 03/31/2025 04/11/2025 684.00
10316 - Kimley-Horn & Associates, Inc. 31131008 Marina Dev Review Paid by Check # 106707
02/28/2025 03/31/2025 03/31/2025 04/11/2025 339.95
Account 6330.200 - Fee Agr Costs - Engineering Totals Invoice Transactions 10 $20,655.95 Account 6400.565 - Material & Suppl Office Supplies
10734 - Office Depot-Public Works Dept. 411433899001 Office Supplies Juan Paid by Check # 106720
03/18/2025 03/31/2025 03/31/2025 04/11/2025 80.51
Account 6400.565 - Material & Suppl Office Supplies Totals Invoice Transactions 1 $80.51 Account 6500.700 - Training & Travel Training & Travel
11918 - Michaelle Mowery - Employee 03/31/25 Reimbursement for Travel
Paid by Check
# 106713
03/31/2025 04/04/2025 04/04/2025 04/11/2025 561.20
Account 6500.700 - Training & Travel Training & Travel Totals Invoice Transactions 1 $561.20 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 16 $43,014.58 Division 000 - Non-Div Totals Invoice Transactions 16 $43,014.58 Department 420 - Engineering Totals Invoice Transactions 16 $43,014.58 Department 430 - Building Inspection
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6380.120 - Utilities Comm Mobile & Pager
10603 - Verizon Wireless 6108871080 PW Verizon Phones
(972476364-00001)
Paid by EFT #
6020
03/18/2025 04/03/2025 04/03/2025 04/11/2025 228.02
Account 6380.120 - Utilities Comm Mobile & Pager Totals Invoice Transactions 1 $228.02 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $228.02 Division 000 - Non-Div Totals Invoice Transactions 1 $228.02 Department 430 - Building Inspection Totals Invoice Transactions 1 $228.02 Department 510 - Recreation & Culture
Division 100 - Admin
Sub-Division 00 - Non-Subdiv
Account 6360.360 - Maint & Repairs Janitorial
10080 - Branch's Janitorial 228893 Custodial service March 2025
Paid by EFT #
6005
03/24/2025 04/01/2025 04/01/2025 04/11/2025 906.47
Account 6360.360 - Maint & Repairs Janitorial Totals Invoice Transactions 1 $906.47 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 11 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
32 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 510 - Recreation & Culture
Division 100 - Admin
Sub-Division 00 - Non-Subdiv
Account 6400.230 - Material & Suppl Fuel - Gas and Diesel 10416 - Monterey County Petroleum-Sturdy
Oil Co.
268743 City Fuel Paid by Check
# 106715
03/17/2025 03/27/2025 03/27/2025 04/11/2025 401.67
10416 - Monterey County Petroleum-Sturdy
Oil Co.
37428A-IN City Fuel Paid by Check
# 106715
06/18/2024 04/03/2025 04/03/2025 04/11/2025 315.00
Account 6400.230 - Material & Suppl Fuel - Gas and Diesel Totals Invoice Transactions 2 $716.67 Account 6400.652 - Material & Suppl Recr Special Progr / Events 11877 - Andy Brian - Fashion Streaks 37551 t-shirts Paid by Check # 106687
04/03/2025 04/09/2025 04/09/2025 04/11/2025 2,386.02
Account 6400.652 - Material & Suppl Recr Special Progr / Events Totals Invoice Transactions 1 $2,386.02 Account 6400.740 - Material & Suppl Special Dept Suppl
10967 - Monterey Signs, Inc. 26290 Recreation decals Paid by EFT # 6014
04/03/2025 04/03/2025 04/03/2025 04/11/2025 211.56
Account 6400.740 - Material & Suppl Special Dept Suppl Totals Invoice Transactions 1 $211.56 Account 6600.700 - Other Charges Refunds of Fees/Charges 12224 - Daniel Killough - refund only 04-05-25 gjtp fee refund Paid by Check # 106697
04/05/2025 04/09/2025 04/09/2025 04/11/2025 40.00
Account 6600.700 - Other Charges Refunds of Fees/Charges Totals Invoice Transactions 1 $40.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 6 $4,260.72 Division 100 - Admin Totals Invoice Transactions 6 $4,260.72 Division 511 - Youth
Sub-Division 00 - Non-Subdiv
Account 6360.360 - Maint & Repairs Janitorial
10080 - Branch's Janitorial 228893 Custodial service March 2025
Paid by EFT #
6005
03/24/2025 04/01/2025 04/01/2025 04/11/2025 350.00
Account 6360.360 - Maint & Repairs Janitorial Totals Invoice Transactions 1 $350.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $350.00 Division 511 - Youth Totals Invoice Transactions 1 $350.00 Division 512 - Teen
Sub-Division 00 - Non-Subdiv
Account 6360.360 - Maint & Repairs Janitorial
10080 - Branch's Janitorial 228893 Custodial service March 2025
Paid by EFT #
6005
03/24/2025 04/01/2025 04/01/2025 04/11/2025 474.00
Account 6360.360 - Maint & Repairs Janitorial Totals Invoice Transactions 1 $474.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $474.00 Division 512 - Teen Totals Invoice Transactions 1 $474.00 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 12 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
33 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 100 - General Fund
Department 510 - Recreation & Culture
Division 513 - Senior
Sub-Division 00 - Non-Subdiv
Account 6360.360 - Maint & Repairs Janitorial
10080 - Branch's Janitorial 228893 Custodial service March 2025
Paid by EFT #
6005
03/24/2025 04/01/2025 04/01/2025 04/11/2025 329.00
Account 6360.360 - Maint & Repairs Janitorial Totals Invoice Transactions 1 $329.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $329.00 Division 513 - Senior Totals Invoice Transactions 1 $329.00 Department 510 - Recreation & Culture Totals Invoice Transactions 9 $5,413.72 Fund 100 - General Fund Totals Invoice Transactions 136 $316,081.31 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 13 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
34 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 110 - Vehicle and Equipment
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6600.450 - Other Charges Leases & Rents
11491 - Enterprise FM Trust - Fleet Lease
payments only
13242677 Late fee assessed Paid by Check
# 106737
03/31/2025 04/03/2025 04/03/2025 04/11/2025 20.00
Account 6600.450 - Other Charges Leases & Rents Totals Invoice Transactions 1 $20.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $20.00 Division 000 - Non-Div Totals Invoice Transactions 1 $20.00 Department 000 - Non-Dept Totals Invoice Transactions 1 $20.00 Fund 110 - Vehicle and Equipment Totals Invoice Transactions 1 $20.00 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 14 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
35 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 130 - Library Maintenance
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6360.060 - Maint & Repairs Bdg Library
10603 - Verizon Wireless 6108871080 PW Verizon Phones
(972476364-00001)
Paid by EFT #
6020
03/18/2025 04/03/2025 04/03/2025 04/11/2025 40.01
Account 6360.060 - Maint & Repairs Bdg Library Totals Invoice Transactions 1 $40.01 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $40.01 Division 000 - Non-Div Totals Invoice Transactions 1 $40.01 Department 000 - Non-Dept Totals Invoice Transactions 1 $40.01 Fund 130 - Library Maintenance Totals Invoice Transactions 1 $40.01 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 15 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
36 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 220 - Gas Tax
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6360.780 - Maint & Repairs Traffic Signals
10159 - Consolidated Electrical Distributors,
Inc
4914-1056562 Fuse Holder Paid by Check
# 106694
04/03/2025 04/04/2025 04/04/2025 04/11/2025 61.45
Account 6360.780 - Maint & Repairs Traffic Signals Totals Invoice Transactions 1 $61.45 Account 6380.120 - Utilities Comm Mobile & Pager
10603 - Verizon Wireless 6108871080 PW Verizon Phones
(972476364-00001)
Paid by EFT #
6020
03/18/2025 04/03/2025 04/03/2025 04/11/2025 1,855.06
Account 6380.120 - Utilities Comm Mobile & Pager Totals Invoice Transactions 1 $1,855.06 Account 6380.300 - Utilities Gas & Electric
10463 - Pacific Gas & Electric March 2025 313
-6
PG&E 6793435313-6 Paid by Check
# 106721
03/26/2025 04/07/2025 04/07/2025 04/11/2025 1,045.22
Account 6380.300 - Utilities Gas & Electric Totals Invoice Transactions 1 $1,045.22 Account 6380.500 - Utilities Water & Sewer
10349 - Marina Coast Water District Mar 2025 56-
028
California at Jerry Ct Paid by Check
# 106711
03/20/2025 04/08/2025 04/08/2025 04/11/2025 65.06
10349 - Marina Coast Water District Mar 2025 56-
040
Hilo Ave Paid by Check
# 106711
03/20/2025 04/08/2025 04/08/2025 04/11/2025 42.29
Account 6380.500 - Utilities Water & Sewer Totals Invoice Transactions 2 $107.35 Account 6400.230 - Material & Suppl Fuel - Gas and Diesel 10416 - Monterey County Petroleum-Sturdy
Oil Co.
268743 City Fuel Paid by Check
# 106715
03/17/2025 03/27/2025 03/27/2025 04/11/2025 1,134.51
10728 - Ace Hardware-Public Works 091078 Streets Paid by Check # 106685
04/02/2025 04/08/2025 04/08/2025 04/11/2025 4.26
10728 - Ace Hardware-Public Works 090995 Sign Work Paid by Check # 106685
03/25/2025 04/08/2025 04/08/2025 04/11/2025 49.10
10416 - Monterey County Petroleum-Sturdy
Oil Co.
37428A-IN City Fuel Paid by Check
# 106715
06/18/2024 04/03/2025 04/03/2025 04/11/2025 189.00
Account 6400.230 - Material & Suppl Fuel - Gas and Diesel Totals Invoice Transactions 4 $1,376.87 Account 6400.740 - Material & Suppl Special Dept Suppl
10728 - Ace Hardware-Public Works 090903 Street Signs Paid by Check # 106685
03/12/2025 03/31/2025 03/31/2025 04/11/2025 2.53
Account 6400.740 - Material & Suppl Special Dept Suppl Totals Invoice Transactions 1 $2.53 Account 6400.780 - Material & Suppl Traffic Signal
10728 - Ace Hardware-Public Works 090987 9th Streetlights Paid by Check # 106685
03/24/2025 03/31/2025 03/31/2025 04/11/2025 21.81
Account 6400.780 - Material & Suppl Traffic Signal Totals Invoice Transactions 1 $21.81 Account 6400.800 - Material & Suppl Uniform
10101 - California Department of
Transportation
SL250659 Signals & Lighting
Billing
Paid by Check
# 106692
03/24/2025 04/03/2025 04/03/2025 04/11/2025 894.24
Account 6400.800 - Material & Suppl Uniform Totals Invoice Transactions 1 $894.24 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 16 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
37 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 220 - Gas Tax
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 12 $5,364.53 Division 000 - Non-Div Totals Invoice Transactions 12 $5,364.53 Department 000 - Non-Dept Totals Invoice Transactions 12 $5,364.53 Fund 220 - Gas Tax Totals Invoice Transactions 12 $5,364.53 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 17 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
38 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 223 - FORA Dissolution
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
10189 - Denise Duffy & Associates 9682 Blight Removal Paid by Check # 106698
03/21/2025 03/31/2025 03/31/2025 04/11/2025 7,223.50
11884 - National Construction Rentals, Inc. 7775697 2nd Ave and 8th Street Paid by Check # 106719
03/26/2025 04/03/2025 04/03/2025 04/11/2025 363.12
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 2 $7,586.62 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 2 $7,586.62 Division 000 - Non-Div Totals Invoice Transactions 2 $7,586.62 Department 000 - Non-Dept Totals Invoice Transactions 2 $7,586.62 Fund 223 - FORA Dissolution Totals Invoice Transactions 2 $7,586.62 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 18 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
39 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 233 - Monterey Bay Estates AD
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6380.300 - Utilities Gas & Electric
10463 - Pacific Gas & Electric March 2025 313
-6
PG&E 6793435313-6 Paid by Check
# 106721
03/26/2025 04/07/2025 04/07/2025 04/11/2025 10.05
Account 6380.300 - Utilities Gas & Electric Totals Invoice Transactions 1 $10.05 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $10.05 Division 000 - Non-Div Totals Invoice Transactions 1 $10.05 Department 000 - Non-Dept Totals Invoice Transactions 1 $10.05 Fund 233 - Monterey Bay Estates AD Totals Invoice Transactions 1 $10.05 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 19 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
40 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 235 - Cypress Cove II AD
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6360.440 - Maint & Repairs Landscape General
10189 - Denise Duffy & Associates 9685 Tree Assessment for Cypress Cove II
Paid by Check
# 106698
03/21/2025 03/31/2025 03/31/2025 04/11/2025 9,684.00
Account 6360.440 - Maint & Repairs Landscape General Totals Invoice Transactions 1 $9,684.00 Account 6380.300 - Utilities Gas & Electric
10463 - Pacific Gas & Electric March 2025 313
-6
PG&E 6793435313-6 Paid by Check
# 106721
03/26/2025 04/07/2025 04/07/2025 04/11/2025 9.53
Account 6380.300 - Utilities Gas & Electric Totals Invoice Transactions 1 $9.53 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 2 $9,693.53 Division 000 - Non-Div Totals Invoice Transactions 2 $9,693.53 Department 000 - Non-Dept Totals Invoice Transactions 2 $9,693.53 Fund 235 - Cypress Cove II AD Totals Invoice Transactions 2 $9,693.53 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 20 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
41 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 252 - CFD - Dunes No. 2015-1
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6360.700 - Maint & Repairs Roadways
10005 - A-1 Sweeping Service 3-24-25 The Dunes Street
Sweeping
Paid by Check
# 106683
03/24/2025 04/04/2025 04/04/2025 04/11/2025 660.00
Account 6360.700 - Maint & Repairs Roadways Totals Invoice Transactions 1 $660.00 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $660.00 Division 000 - Non-Div Totals Invoice Transactions 1 $660.00 Department 000 - Non-Dept Totals Invoice Transactions 1 $660.00 Fund 252 - CFD - Dunes No. 2015-1 Totals Invoice Transactions 1 $660.00 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 21 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
42 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 255 - Housing Assistance Fund
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6600.400 - Other Charges - Fees
12067 - Sterling Management / Sterling
Property Management
C-125278 306 Reservation Road -
HOA Fee - February
2025
Paid by Check
# 106731
04/04/2025 04/04/2025 04/04/2025 04/11/2025 419.00
12067 - Sterling Management / Sterling
Property Management
C-126693 306 Reservation Road -
HOA Fee - March 2025
Paid by Check
# 106731
04/04/2025 04/04/2025 04/04/2025 04/11/2025 555.98
12067 - Sterling Management / Sterling
Property Management
C-128773 306 Reservation Road -
HOA Fee - April 2025
Paid by Check
# 106731
04/04/2025 04/04/2025 04/04/2025 04/11/2025 555.98
Account 6600.400 - Other Charges - Fees Totals Invoice Transactions 3 $1,530.96 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 3 $1,530.96 Division 000 - Non-Div Totals Invoice Transactions 3 $1,530.96 Department 000 - Non-Dept Totals Invoice Transactions 3 $1,530.96 Fund 255 - Housing Assistance Fund Totals Invoice Transactions 3 $1,530.96 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 22 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
43 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 462 - City Capital Projects
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.570 - Prof Svc Other
10189 - Denise Duffy & Associates 9683 Preston Park Upgrade Paid by Check # 106698
03/21/2025 03/31/2025 03/31/2025 04/11/2025 3,384.00
10189 - Denise Duffy & Associates 9684 Glorya Jean Tate Park Paid by Check # 106698
03/21/2025 03/31/2025 03/31/2025 04/11/2025 5,720.00
11317 - First American Title Company 14507-
145072465
APN 031-221-007 Paid by Check
# 106704
04/02/2025 04/03/2025 04/03/2025 04/11/2025 3,050.00
10275 - Home Depot Credit Service 03-13-25 PW Home Depot (6035 3225 0395 9813)
Paid by Check
# 106706
04/04/2025 04/04/2025 04/04/2025 04/11/2025 622.32
10316 - Kimley-Horn & Associates, Inc. 31186386 2021 Dev Impact Fee Paid by Check # 106707
02/28/2025 03/31/2025 03/31/2025 04/11/2025 6,811.50
10316 - Kimley-Horn & Associates, Inc. 31213883 Marina Speed Surveys Paid by Check # 106707
02/28/2025 03/31/2025 03/31/2025 04/11/2025 9,898.82
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 6 $29,486.64 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 6 $29,486.64 Division 000 - Non-Div Totals Invoice Transactions 6 $29,486.64 Department 000 - Non-Dept Totals Invoice Transactions 6 $29,486.64 Fund 462 - City Capital Projects Totals Invoice Transactions 6 $29,486.64 Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 23 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
44 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 555 - Marina Airport
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6300.450 - Prof Svc Legal - City Attorney Other Svc 11964 - Shute Mihaly & Weinberger LLP 290658 Airport - February 2025 Paid by EFT # 6017
03/27/2025 03/28/2025 03/28/2025 04/11/2025 777.40
Account 6300.450 - Prof Svc Legal - City Attorney Other Svc Totals Invoice Transactions 1 $777.40 Account 6300.570 - Prof Svc Other
10588 - United Site Services INV-5225326 781 Neeson Rd (North Tarmac)
Paid by Check
# 106733
03/31/2025 04/30/2025 04/04/2025 04/11/2025 424.95
Account 6300.570 - Prof Svc Other Totals Invoice Transactions 1 $424.95 Account 6360.050 - Maint & Repairs Building
10728 - Ace Hardware-Public Works 091092 Rekey and cable connection for B-5
Paid by Check
# 106685
04/03/2025 04/04/2025 03/26/2025 04/11/2025 5.44
10239 - First Alarm 866534 3240 Imjin Rd Bldg 510
Alarm Monitoring
Paid by EFT #
6008
01/15/2025 04/04/2025 04/04/2025 04/11/2025 538.89
10239 - First Alarm 866534-L Late fee for Inv 866534 Paid by EFT # 6008
03/23/2025 04/04/2025 04/04/2025 04/11/2025 11.96
Account 6360.050 - Maint & Repairs Building Totals Invoice Transactions 3 $556.29 Account 6360.360 - Maint & Repairs Janitorial
10005 - A-1 Sweeping Service 3-12-25 Swept Area C Paid by Check # 106683
03/12/2025 04/11/2025 03/26/2025 04/11/2025 660.00
Account 6360.360 - Maint & Repairs Janitorial Totals Invoice Transactions 1 $660.00 Account 6360.450 - Maint & Repairs Maint & Repairs
10728 - Ace Hardware-Public Works 091058 Airport Maintenance Supplies
Paid by Check
# 106685
04/01/2025 04/04/2025 04/01/2025 04/11/2025 57.87
Account 6360.450 - Maint & Repairs Maint & Repairs Totals Invoice Transactions 1 $57.87 Account 6380.120 - Utilities Comm Mobile & Pager
10603 - Verizon Wireless 6108871080 PW Verizon Phones
(972476364-00001)
Paid by EFT #
6020
03/18/2025 04/03/2025 04/03/2025 04/11/2025 30.83
Account 6380.120 - Utilities Comm Mobile & Pager Totals Invoice Transactions 1 $30.83 Account 6380.150 - Utilities Comm Phone System
10758 - AT & T CALNET3 00023240662 AWOS-Auto Weather
Service (9391023449)
Paid by Check
# 106688
03/28/2025 05/05/2025 04/02/2025 04/11/2025 33.62
10758 - AT & T CALNET3 000023240657 Fire Alarms Hangar 524 & 533 (9391023444)
Paid by Check
# 106688
03/28/2025 05/05/2025 04/02/2025 04/11/2025 61.75
10758 - AT & T CALNET3 000023240656 Fire Alarms Hangar 524 & 533 (9391023443)
Paid by Check
# 106688
03/28/2025 05/05/2025 04/02/2025 04/11/2025 61.75
Account 6380.150 - Utilities Comm Phone System Totals Invoice Transactions 3 $157.12 Account 6400.230 - Material & Suppl Fuel - Gas and Diesel 10416 - Monterey County Petroleum-Sturdy
Oil Co.
268743 City Fuel Paid by Check
# 106715
03/17/2025 03/27/2025 03/27/2025 04/11/2025 241.00
Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 24 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
45 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 555 - Marina Airport
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6400.230 - Material & Suppl Fuel - Gas and Diesel 10416 - Monterey County Petroleum-Sturdy
Oil Co.
37428A-IN City Fuel Paid by Check
# 106715
06/18/2024 04/03/2025 04/03/2025 04/11/2025 189.00
Account 6400.230 - Material & Suppl Fuel - Gas and Diesel Totals Invoice Transactions 2 $430.00 Account 6400.232 - Material & Suppl Fuel - Aviation Jet A 12099 - Ascent Aviation Group Inc 1100504 Jet A Fuel Paid by EFT # 6004
03/26/2025 03/28/2025 03/28/2025 04/11/2025 24,311.22
Account 6400.232 - Material & Suppl Fuel - Aviation Jet A Totals Invoice Transactions 1 $24,311.22 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 14 $27,405.68 Division 000 - Non-Div Totals Invoice Transactions 14 $27,405.68 Department 000 - Non-Dept Totals Invoice Transactions 14 $27,405.68 Fund 555 - Marina Airport Totals Invoice Transactions 14 $27,405.68 Grand Totals Invoice Transactions 179 $397,879.33
Run by Melanie Hernandez on 04/10/2025 11:18:30 AM Page 25 of 25 Accounts Payable by G/L Distribution Report
Payment Date Range 04/11/25 - 04/11/25
46 Vendor Invoice No. Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Amount Fund 758 - Successor Agency Oblig Retiremt
Department 000 - Non-Dept
Division 000 - Non-Div
Sub-Division 00 - Non-Subdiv
Account 6650.015 - ROPS #15- Website Hosting Services
10143 - Civicplus 329240 SA Quarterly Website
Hosting and Support
Paid by EFT #
119
04/01/2025 04/01/2025 04/01/2025 04/04/2025 456.88
Account 6650.015 - ROPS #15- Website Hosting Services Totals Invoice Transactions 1 $456.88 Sub-Division 00 - Non-Subdiv Totals Invoice Transactions 1 $456.88 Division 000 - Non-Div Totals Invoice Transactions 1 $456.88 Department 000 - Non-Dept Totals Invoice Transactions 1 $456.88 Fund 758 - Successor Agency Oblig Retiremt Totals Invoice Transactions 1 $456.88 Grand Totals Invoice Transactions 1 $456.88
Run by Melanie Hernandez on 04/03/2025 01:02:01 PM Page 1 of 1 Accounts Payable by G/L Distribution Report
Payment Date Range 04/04/25 - 04/04/25
47 Agenda Item: 10b(1)
City Council Meeting of
April 15, 2025
ACTION
MINUTES
Tuesday, April 1, 2025 5:00 P.M. Closed Session
6:30 P.M. Open Session
REGULAR MEETING
CITY COUNCIL, AIRPORT COMMISSION,
MARINA ABRAMS B NON-PROFIT CORPORATION, PRESTON PARK
SUSTAINABLE COMMUNITY NON-PROFIT CORPORATION, SUCCESSOR
AGENCY OF THE FORMER MARINA REDEVELOPMENT AGENCY AND MARINA
GROUNDWATER SUSTAINABILITY AGENCY
THIS MEETING WILL BE HELD IN PERSON AND VIRTUALLY (HYBRID).
Council Chambers
211 Hillcrest Avenue
Marina, California
AND
Zoom Meeting URL: https://zoom.us/j/730251556
Zoom Meeting Telephone Only Participation: 1-669-900-9128 - Webinar ID: 730 251 556
1. CALL TO ORDER
2. ROLL CALL & ESTABLISHMENT OF QUORUM: (City Council, Airport Commissioners, Marina Abrams B Non -Profit Corporation, Preston Park Sustainable Communities Nonprofit Corporation, Successor Agency of the Former Redevelopment Agency Members and Marina Groundwater Sustainability Agency) MEMBERS PRESENT: Jenny McAdams, Brian McCarthy, Kathy Biala, Mayor Pro- Tem/Vice Chair Liesbeth Visscher, Mayor/Chair Bruce C. Delgado
3. PUBLIC COMMENT ON CLOSED SESSION ITEMS:
• Carol Eng commented on the time factor for the Las Animas and the noise associated with their business. Urges the Council to uphold Marina MMC laws and deny any future lease with Las Animas.
• Marie Weiner discouraging the residents cannot get help with the Las Animas issues. Spoke about zoning requiring a lease. Urges city to tell Las Animas there will be no lease.
4. CLOSED SESSION:
a. Conference with Legal Counsel, Existing Litigation (§ 54956.9(d)(1)) 4 cases:
i. Smith, Jeremiah R. v. City of Marina, et.al, 5:22-cv-07308-VKD, United States District Court, Northern District of California
1 DRAFT MINUTES for City Council Meeting of Tuesday, April 1, 2025 Page 2
ii. City of Marina v. Museum of Handcar Technology, et al., 24-CV-005126, Monterey Superior Court
iii. TAMC v. City of Marina, Museum of Handcar Technology, et al., 24-CV- 005108, Monterey Superior Court
iv. Museum of Handcar Technology v. TAMC and City of Marina, 5:24CV- 08598-EKL, United States District Court, Northern District of California b. Conference with Legal Counsel: Anticipated Litigation (Govt. Code § 54956.9(d)(2)), 1 potential case(s). Based on existing facts and circumstances, there is significant exposure to litigation
c. Real Property Negotiation (Govt. Code Section 54956.8) i. Property: 499 9th Street, Marina, CA APN: 860-004-696-000 Negotiating Party: Las Animas Concrete & Building Supply Inc.
Negotiator(s): City Manager
Terms: Price and Terms
6:30 PM - RECONVENE OPEN SESSION AND REPORT ON ANY ACTIONS TAKEN IN
CLOSED SESSION
City Attorney reported out Closed Session: Council provided direction on the items listed on the closed session agenda. For item 4c that will be coming to open session on April 15th.
5. MOMENT OF SILENCE & PLEDGE OF ALLEGIANCE (Please stand)
6. SPECIAL PRESENTATIONS:
a. Resilient Monterey County Presentation by Lesley Solano Alonso (McAdams) b. Library Week Proclamation
c. Fire Hazard Map Presentation
7. COUNCIL AND STAFF ANNOUNCEMENTS:
• Doug McCoun showed the Council a new badge for the Fire Department that will be issued out tomorrow commemorating Marina’s 50th Anniversary.
• Andrea Willer announced April 4 th at 4:00pm is the Glorya Jean Tate Park groundbreaking; April 12th is Marina Earth Day at Locke Paddon Park starting at 10:00am -2:00pm; April 14th at 6:30pm. is Design Day for the Inclusive Playground being held at the Rocky Han Community Center; April 19 th Springtime Family Fun Egg Hunt and Pancake Breakfast; April 26th at 1:00pm at the Aquatic Sports Center location will be the community engagement kickoff party for the Aquatics and Sports Center project. • Randy Hopkins McCoun showed the Council a new badge for the Police Department that will be issued out tomorrow commemorating Marina’s 50th Anniversary • Councilmember McCarthy attended CivicWell Policy Member Committee and the League of California Cities (LCC) Policy Committee meetings. SB79 would allow transit agencies to build anything on their land. There's a huge impact there to the city marina. I like to see the city take a position on that.
• Councilmember Biala informed the public that 10 people representing Marina to our sister city in Izanukuni, Japan. Will provide a slide presentation of the visit at a future meeting. • Mayor Delgdo commented on the lack of graffiti and trash in Tokyo for such a large city. 2 DRAFT MINUTES for City Council Meeting of Tuesday, April 1, 2025 Page 3
• Councilmember McAdams thanked Mayor Delgado, Mayor Pro Tem Visscher and Councilmember Biala for taking the time for representing Marina to Japan. • Mayor Pro Tem Visscher enjoyed the public transportation. Noted that no city funds were used for this trip.
8. PUBLIC COMMENT: Any member of the public may comment on any matter within the City Council’s jurisdiction that is not on the agenda. This is the appropriate place to comment on items on the Consent Agenda. Action will not be taken on items not on the agenda. Comments are limited to a maximum of three (3) minutes. General public comment may be limited to thirty (30) minutes and/or continued to the end of the agenda. Any member of the public may comment on any matter listed on this agenda at the time the matter is being considered by the City Council. Whenever possible, written correspondence should be submitted to the Council in advance of the meeting, to provide adequate time for its consideration.
• Tyler French fought to obtain a new conditional use permit with the understanding that we would have three more years to operate and one year to vacate. Noted video footage of trucks running stop signs are not affiliated with Las Animas. Shocked that the council would even consider reneging on the promise of three years and one year to vacate. We've done everything we were asked and now we're asking you to stand by your word. • LaVisha announced May 3 rd is Kite Day at Marina Vista from 11:00 -3:00. All is invited to attend. We’ve teamed up with Marina Youth Arts.
• Fred Nelson appreciated the budget workshop . Commented on the continued Strategic Planning Retreat and the PIO, the city should hire multiple people for this job, get a wider variety of perspectives and skill sets . Commented on Locke Paddon Park safety protection and revitalizing the downtown area.
• Juantino Lopez, the city agreed last year to extend the Las Animas lease. Expressed concerns and frustration regarding the council's decision to reverse its commitment. Asked about opening a new road from the plant directly to Imjin.
• Jeff D. noted the increased noise is not just from Las Animas. Trucks from the construction zone are a key factor to the noise . Invited staff/council to come sit during the peak traffic hours and just watch. Asked council to reconsider.
• Denise Turley made comments about damage to her vehicle from one of Las Animas’s trucks and the lack of professionalism when confronting them with it. Suggested the mediation between the residents and Las Animas. Commented on the Community Input Budget Sessions.
• Brad Imamura thanked the council for holding the community input meetings on the budget.
Enjoyed the presentation on Resilient Monterey County. Asked if there would be a summary of the trip to Japan. Comment on the vote to increase council salaries. • Carol Eng Opposes any future lease with Las Animas. Trucks are breaking the rules of the MMC on noise, running stop signs. The city is required to enforce its own laws. • Adrian Mora spoke about working/driving for Las Animas. Commented on previous speaker complaint about car damage. Asked the Council to reconsider and give Las Animas more time to figure things out.
• James Lockman spoke about the services Las Animas provides during emergencies when infrastructures go down or concrete is needed to sure up trestles or levees. Hopes we can work together.
3 DRAFT MINUTES for City Council Meeting of Tuesday, April 1, 2025 Page 4
Mayor Delgado announced the Consent Agenda would be moved to the end of Other Action.
9. CONSENT AGENDA FOR THE SUCCESSOR AGENCY TO THE FORMER MARINA REDEVELOPMENT AGENCY: Background information has been provided to the Successor Agency of the former Redevelopment Agency on all matters listed under the Consent Agenda, and these items are considered to be routine and non -controversial. All items under the Consent Agenda are normally approved by one motion. Prior to such a motion being made, any member of the public or City Council may ask a question or make a comment about an agenda item and staff may provide a response. If discussion or a lengthy explanation is required, the Council may remove an item from the Consent Agenda for individual consideration. If an item is pulled for discussion, it will be placed at the end of Other Action Items Successor Agency to the former Marina Redevelopment Agency.
10. CONSENT AGENDA: These items are considered to be routine and non -controversial. All items under the Consent Agenda may be approved by one motion. Prior to such a motion being made, any member of City Council may ask a question or make a comment about an agenda item and staff may provide a response. If discussion or a lengthy explanation is required, Council may remove the item from the Consent Agenda and it will be placed at the end of Other Action Items. a. ACCOUNTS PAYABLE: (Not a Project under CEQA per Article 20, Section 15378) (1) Accounts Payable Check Numbers: 106436-106630, totaling $2,929,024.12.
Accounts Payable Successor Agency EFT Number #130, totaling $2,783.75. b. MINUTES: (Not a Project under CEQA per Article 20, Section 15378) (1) March 18, 2025, Regular City Council Meeting
(2) March 7-8, 2025, Special City Council Meeting
c. CLAIMS AGAINST THE CITY: None
d. AWARD OF BID: None
e. CALL FOR BIDS: None
f. ADOPTION OF RESOLUTIONS: (Not a Project under CEQA per Article 20, Section 15378) (1) Adopting Resolution No. 202 5-18, accepting the Housing Element Annual Progress Report for calendar year 2024 and authorizing staff to submit the report to the Governor’s Office of Planning and Research and the California Department of Housing and Community Development (State HCD); and find that the action is exempt from CEQA pursuant to CEQA Guidelines Sections 15061(b)(3) and 15378(b).
g. APPROVAL OF AGREEMENTS: None
h. ACCEPTANCE OF PUBLIC IMPROVEMENTS:
(1) Adopt Resolution No. 2025-19, accepting the completion of the City of Marina Buildings Blight Removal 2024 Project ; and authorizing the filing of a Notice of Completion (NOC) with the Monterey County Recorder’s Office.
i. MAPS: None
j. REPORTS: (RECEIVE AND FILE):
(1) Monterey-Salinas Transit March 10, 2025, Board Meeting Highlights. (2) Receive report related to CivicWell Policy Makers Conference. 4 DRAFT MINUTES for City Council Meeting of Tuesday, April 1, 2025 Page 5
(3) Receive County of Monterey Sixth Cycle Housing Element Informational Update.
k. FUNDING & BUDGET MATTERS: None
l. APPROVE ORDINANCES (WAIVE SECOND READING):
(1) Read by Title Only and adopting Ordinance No. 2025-03, amending Title 17, Article 6, by adding new Sections 17.59 and 17.69, and amending Sections 17.56, 17.58, 17.60, and 17.70 of the Marina Municipal Code pertaining to the Administration of this Title . Finding this action is exempt from environmental review pursuant to Section 15061(B)(3) of the CEQA Guidelines.
m. APPROVE APPOINTMENTS: None
MCCARTHY/MCADAMS: TO APPROVE THE CONSENT AGENDA MINUS 10L(1) . 5- 0-0-0 Motion Passes
DELGADO/VISSCHER TO APPROVE AGENDA ITEM 10L(1). 5-0-0-0 Motion Passes by Roll Call Vote
11. PUBLIC HEARINGS: In the Council’s discretion, the applicant/proponent of an item may be given up to ten (10) minutes to speak. All other persons may be given up to three (3) minutes to speak on the matter.
12. OTHER ACTIONS ITEMS OF THE SUCCESSOR AGENCY TO THE FORMER MARINA REDEVELOPMENT AGENCY : Action listed for each Agenda item is that which is requested by staff. The Successor Agency may, at its discretion, take action on any items. Members of the public may be given up to three (3) minutes to speak.
13. OTHER ACTION ITEMS: Action listed for each Agenda item is that which is requested by staff. The City Council may, at its discretion, take action on any items. Members of the public may be given up to three (3) minutes to speak.
Note: No additional major projects or programs should be undertaken without review of the impacts on existing priorities (Resolution No. 2006-79 – April 4, 2006). a. PG&E Report on Winter Power Outages.
Public Comments:
• Adam Pinterest stated that during the power outage some residents were without power for 4 days. Commented that compensation from PG&E amounted to $25. Stated the PG&E website is confusing and has misinformation about any kind of compensation for the outage. • Fred Nelson was without power for 3 days and now putting together a solar system for his home.
• Jeff Markham thanked the council for the presentation, it’s a good look at what we can do not only with PG&E but with other utility providers. pointed out that the repair times were not provided or inaccurate in terms of what the restore times. • Denise Turley spoke about not having power for 3 ½ days. Noted it was the fifth outage but definitely the worst one. Commented on the reimbursement process of PG&E. Asked what PG&E is doing about Providing a list of things that we could have that would help give us. 5 DRAFT MINUTES for City Council Meeting of Tuesday, April 1, 2025 Page 6
The council discussed the length of the outage , what the cause was and what residents could do in the future to prepare for the next time. Talked about PG&E residential reimbursements and why none for commercial businesses. Generator rebate programs . Resource center/location for charging phones/tablets etc...). Trimming of dying/diseased trees near substation.
b. Adopting Resolution No. 2025-20, authorizing the City Manager to execute a Public Improvement and Reimbursement Agreement with Shae Homes Limited Partnership for the rehabilitation of the Marina Arts Village.
Public Comments:
• Lilly read a statement about the history of Fort Ord and what it meant to her family. Asked the council to preserve the history of Marina that Fort Ord helped to create. • Dan Landrum stated building needs a proper structural assessment before a decision should be made. Money in the budget to move forward with soliciting an engineer and putting out RFP.
• Kevin Dayton made a comment about the consent agenda relating to blight removal notice of completion. Suggested, the council move forward on this so that it doesn't sit there as a potential target for a fire or some other bad thing to happen. • Adam Pinterest thinks the history of Fort Ord is well preserved in many ways. Believes there are some way s to showcase it that doesn’t require a lot of taxpayer money for an entire building. Supports alternative #5.
• Mike Moeller expressed concerns regarding an art village project concept that was drawn up 20-25 years ago. Commented on East Garrison’s Arts Village project that’s been in limbo for decades. City monies should be redirected to projects currently in need. • Unknown – The building's location would be a wonderful gateway to draw people to Marina, draw people to the history. Commented about John Steinbeck and Cannery Row. • Fred Nelson Spoke about working in local museums and having the buildings around add a touch of local history and showcased our local art and culture. • Angie Landrum , excited to learn the city is considering developing an art village. The location is convenient for local marina residents and it's ideal for tourists. Hopes council will look to the future of what this site could be and preserve it for future generations. • Grace Silva-Santella stated the city should be using the monies to get the chapel completed so it could be turned into a small music and art venue, or get the Aquatic & Sports Center completed, help with the revitalization of the downtown. • Doug McArdle wanted to correct or go on the record relative to one of the comments that had come up earlier about structural integrity/structural review. A full structural review has been completed, and we will have an ongoing structural consultant should we decide to go forward with this work.
• Brad Imamura asked if the city/taxpayers really need this? Can the City/taxpayers afford it? Can the City maintain the upkeep? Supports alternate #5. • Denise Turley asked if this building is part of what was supposed to be extra space surrounding the theater for public events. If favor of fixing the church and pool. • Jeff Markham expressed his concerns that the unknowns on the project are really too great.
There are many projects in play in Marina, do we really need to take this on? Spoke about the 6 DRAFT MINUTES for City Council Meeting of Tuesday, April 1, 2025 Page 7
TAMC property and the unknowns. The best thing to do is to demolish these buildings and expend our resources elsewhere.
• Manny this particular dwelling or building is an eyesore of blight, hazardous and it's potentially a fire hazard. The option of demolition is good, and it saves the city money if it’s going to be fully funded by Shea.
• Dusan Tatomirovic spoke about how Marina is continuing to grow with all the new homes coming in. Spoke about the culture and how it should not be dismissed. Spending millions on the building is worth it in the long run if it provides cultural spaces. • Susan agrees we should not use taxpayers’ dollars on this project. We're not in the commercial space business . We can use the money for improvements elsewhere within the city. Demolition is the best way to go.
• Mike Kennedy is in favor of option five to demolish the existing building. If there's a need for some sort of arts village in the future, then build it then.
The council discussed the city funds and how they could be used. Lifespan of the building if it were to be stabilized. Security of b uilding. Cost of future maintenance of structure. Roof estimate. Reducing size of structure from 60,000 sqft. to 36,000 sqft. All the alternatives listed in the staff report.
MCCARTHY/VISSCHER: THAT WE ADOPT RESOLUTION 2025 -20, AUTHORIZING
THE CITY MANAGER TO EXECUTE A PUBLIC IMPROVEMENT
REIMBURSEMENT AGREEMENT WITH SHEA HOMES FOR THE
REHABILITATION OF THE MARINA ARTS VILLAGE USING OPTION NUMBER
FOUR AS SPELLED OUT IN THE STAFF REPORT AND GIVE DIRECTION TO CITY
MANAGER ON COUNCIL'S PREFERRED ALTERNATIVE TO INCLUDE THE
AGREEMENT AND AUTHORIZATION FOR ADDITIONAL FUNDING FOR AN
AMOUNT CERTAIN FROM THE UNALLOCATED GENERAL FUND BALANCE IF NEEDED. 4-1(Biala)-0-0. Motion Passes
14. COUNCIL & STAFF INFORMATIONAL REPORTS:
a. Monterey County Mayor’s Association [Mayor Bruce Delgado] b. Council reports on meetings and conferences attended ( Gov’t Code Section 53232).
15. ADJOURNMENT: The meeting adjourned at 11:10 P.M.
Anita Sharp, Deputy City Clerk
ATTEST:
Bruce C. Delgado, Mayor
7 Agenda Item: 10c(1)
April 15, 2025
Provide the name(s) of the City of Marina employee(s) causing the injury, damage or lost, if known.
Provide the amount claimed if said amount totals less than ten thousand dollars ($10,000.00) as of the date presentation of the claim (including the estimated amount of any prospective injury, damage, or lost, insofar as it may be known at the time of the presentation of the claim), together with the basis of computatiqn of the amount claim.
a_. o<f'vv\.....::> \.)� � Amount Claimed: $ / Ca o O 1: � cl1:, Basis for computation: Y\LC4'f¥1;.f O Vy(< � v{ J Ji l ( � Vl \ vi,upod-ctc(
If the amount claimed exceeds ten thousand dollars ($10,000.00), do not provide the dollar amount of the claim. However, please indicate below whether the claim would be a limited civil case. A limited civil case is one where the amount claimed does not exceed twenty-five thousand dollars ($25,000.00). __ Limited Civil Case -- Non-Limited Civil Case
SECTION 4: INSURANCE INFORMATION (OPTIONAL- MAY BE COMPLETE IF CLAIM
INVOLVES A MOTOR VEHICLE)
Has a claim for the alleged damage/injury been filled or will it be filed with your insurance carrier? □ Yes (If marked, please provide information below. � No Name of Insurance Carrier Telephone Number (include area code) Mailing Address City State Zip Code
Policy Number: __________ _ Deductible: $ _________ _
Name of registered owner(s) of the vehicle: __________________ _ Vehicle Make: _________ Model: _________ Year: ____ _
SECTION 5: REPRESENTATIVE INFORMATION (OPTIONAL- MAY BE COMPLETED IF
FILED BY ATTORNEY OR REPRESENTATIVE)
Name of Attorney/Representative
Mailing Address City
Is the claim filed on behalf of minor? □ Yes □ No
Relationship to minor: ________ _
Telephone Number (include area code)
State Zip Code
If yes, please indicate:
Minor's date of birth: ______ _
Month, Day & Year
SECTION 6: ADVISORY ... -,/?·
Section 72 of the Penal Code provides that "every person who, with intent to defraud, presents for allowance or for payment to any State Board or Officer, or to any county, town, city, district, ward, or village, board or officer, authorized to allow or pay the same if genuine, any false or fraudulent claim, bill, account, voucher, or ' writing, is guilty of a felony." SECTION 7: SIGNATURE
ant or Claimant's Attorney /Representative
SECTION 8: SUBMISSION OF CLAIM FORM
Completed claim forms must be submitted by personal delivery or by United States mail, postage paid, to the following address:
City of Marina
Marina City Hall
Attention: Human Resources & Risk Department
211 Hillc rest Avenue
Marina, CA 93933
Office: (831) 884-1283
Fax: (831) 384-0860
[email protected]
Incomplete and un-signed claim forms will not be processed and will be returned to the claimant's address indicated on this form.
Once your completed and signed claim form is received in the City's Risk Management Department it may require placement on the City Council agenda for consideration to deny your claim. This action to deny your claim is required by law for public entities and does not mean the City will not process your claim. Rather, your claim will be researched by the City's Risk Management process, or it will be referred to the City's Risk Management Authority, MBASIA (Monterey Bay Area Self Insurance Authority) for investigation by the Claims Adjuster, Parmit Randhawa.
Ms. Randhawa will handle your claim through settlement or resolution. You will be notified in writing by MBASIA of any actions pertaining to the status of your claim and if additional information in required. You may also contact Parmit Randhawa (707)261-0906 , if you wish to discuss your claim.
Thank you.
Agenda Item: 10c(2)
April 15, 2025
April 15, 2025 Item No. 10f(1)
Honorable Mayor and Members City Council Meeting of of the Marina City Council April 15, 2025
CITY COUNCIL CONSIDER ADOPTING RESOLUTION NO. 20 25-,
APPROVING THE RECLASSIFICATION OF THE CODE
ENFORCMENT OFFICER POSITION.
REQUEST:
It is requested that the City Council:
1. Adopt Resolution N o. 2025 -, a uthorizing the reclassification of the Code Enforcement Officer position and salary.
2. Authorize the Finance Director to make appropriate accounting and budgetary entries
BACKGROUND:
The City currently has one full-time Code Enforcement Officer who manages all Code Enforcement functions, including the identification, investigation, and correction of violations of the City’s municipal, zoning, housing, development, and signage codes . The Code Enforcement officer investigates citizen complaints of public nuisances and quality of life issues and seeks voluntary compliance or issues citations and abatement procedures . In addition, this position initiates contact with residents, business representatives, and other parties to explain the nature of incurred violations and to encourage compliance with City codes, ordinances, and community standards.
The position operates as a functional manager , who oversees the code enforcement function within the Community Development Department , focus ed on long -term operational goals and resource allocation . This position does not supervise employees, as a direct manager (or line manager) who is responsible for employee day-to-day performance and administrative tasks . As the sole position dedicated to Code Enforcement, the position handles the technical functions, day-to-day administrative tasks and is greatly involved in communications efforts with the public, not only for corrective actions of code enforcement violations, but proactively to mitigate future issues.
ANALYSIS:
Staff is requesting that the City Council approve the reclassification of the Code Enforcement Officer to fully encompass the functions, duties and responsibilities currently being operationally performed by the position. The City surveyed comparator agency classifications and salary placement (EXHIBIT A) and determined the classification level of Code Enforcement Manager would more closely match the current f unctions, duties and responsibilities being performed by the position.
1 Below is the current salary schedule for the Code Enforcement Officer classification and the proposed reclassification title and salary schedule.
Current
A B C D E
Code Enforcement Officer $36.8714 $38.7566 $40.6508 $42.6833 $44.8176
Annual $76,692.3512 - $93,220.608
Proposed
A B C D E
Code Enforcement Manager $46.2856 $48.5999 $51.0299 $53.5814 $56.2604
Annual $96,274.048 - $117,021.632
FISCAL IMPACT:
The reclassification of the Code Enforcement Officer to a Code Enforcement Manager will have an on-going additional annual cost (salary and benefits) projected at approximately $ 38,000.
There is no impact to the Fiscal Year 24/25 budget as the estimated $6,500 cost for the remaining fiscal year can be funded through salary savings.
This request is submitted for City Council consideration and action.
Respectfully submitted,
Belinda Varela
Director, Human Resources & Risk Management
City of Marina
REVIEWED/CONCUR:
Layne Long,
City Manager
City of Marina
2 City Title Salary
Hourly: $44.7461 - $54.4153
Annualy: $93,072.00 - $113,184.00
Hourly: $45.2456 - $63.6649
Annualy: $94,111.00 - $132,423.00
Hourly: $30.40 - $40.74
Annually: $63,232.00 - $84,739.20
Code Enforcement Officer I (Temp) Hourly: $30.40 - $40.74 Annually: -
Hourly: $33.60 - $45.02
Annually: $69,888.00 - $93,641.60
Hourly: $41.06 - $55.03
Annually: $85,404.80 - $114,462.40
Hourly: $34.3530 - $40.7360
Annualy: $71,454.24 - $84,730.88
Hourly: 36.8650 - $44.8090
Annually: $76,679.20 - $93,202.72
Hourly: $50.9310 - 65.0010
Annually: $105,936.48 - $135,202.08
Hourly: $45.6763 - $55.5198
Annually: $95,006.86 - $115,481.34
Hourly: $36.1663 - $43.9605
Annually: $75,226.06 - $91,437.84
Hourly: $33.5200 - $43.8700
Annually: $69,721.60 - $91,249.60
Hourly: $34.6625 - $42.5625
Annualy: $72,098.00 - $88,530.00
Hourly: $37.4875 - $46.0250
Annually: $77,974.00 - $95,732.00
Hourly: $45.4000 - $56.7375
Annually: $94,432.00 - $118,014.00
Hourly: $26.0500 - $31.9875
Annually: $54,184.00 - $66,534.00
Hourly: $27.4375 - $33.7000
Annually: $57,070.00 - $70,096.00
Hourly: $32.03 - $40.55
Annually: $66,622.40 - $84,344.00
Hourly: $37.73 - $47.72
Annually: $78,478.40 - $99,257.60
Hourly: $41.58 - $52.59
Annually: $86,486.40 - $109,387.20
Hourly: $45.68 - $57.70
Annually: $95,014.40 - $120,016.00
Hourly: $50.94 - $68.27
Annually: $105,955.20 - $142,001.60
Hourly: N/A
Annually: N/A
* Classification and Salary not included in survey, as the duties and responsibilities did not closely match the duties and responsibilities currently being performed by the position for the City of Marina.
Code Enorcement
Monterey
Gilroy
Salinas
Seaside*
Code Enforcement Officer II (Clerical)
Code Enforcement Officer I (Clerical)
Soledad
Code Compliance Coordinator
Code Enforcement Officer
Sr. Code Enorcement Officer
Code Compliance Specialist
Code Enforcement Manager
Code Enforcement Officer
Code Compliance Coordinator
Code Compliance Investigator II
Code Compliance Investigator III
Code Compliance Investigator IV
Santa Cruz
Code Compliance Manager
Code Compliance Investigator I
Watsonville
Hollister
Code Enforcement Officer II
Code Enforcement Supervisor
Code Enforcement Technician I
San Luis Obispo
Code Enforcement Supervisor
Code Compliance Officer
Code Enforcement Officer I
Pacific Grove*
Code Enforcement Officer
Code Enforcement Technician II
EXHIBIT A
3 April 9, 2025 Item No. 10g(1)
Honorable Mayor and Members City Council Meeting
of the Marina City Council of April 15, 2025
CITY COUNCIL TO CONSIDER ADOPTING RESOLUTION NO. 202 5-,
AUTHORIZING A GRANT WRITING SERVICES AGREEMENT TO
CALIFORNIA CONSULTING , INC. OF EL SEGUNDO, CA FOR FULL GRANT WRITING AND MANAGEMENT SERVICES ; AND
AUTHORIZING THE CITY MANAGER OR DESIGNEE TO EXECUTE
CONTRACT DOCUMENTS SUBJECT TO FINAL REVIEW AND
APPROVAL BY THE CITY ATTORNEY; AND AUTHORIZING THE
FINANCE DIRECTOR TO MAKE NECESSARY ACCOUNTING AND
BUGETARY ENTRIES.
REQUEST:
It is requested that the City Council:
1. Consider adopting Resolution No. 202 5- authorizing a grant writing services agreement with California Consulting, Inc. of El Segundo, CA for full grant writing and management services for a one -year term beginning May 1, 2025, in an amount not to exceed $60,000.00.
2. Authorize the City Manager or designee to execute the agreement on behalf of the City subject to final review and approval by the City Attorney.
3. Authorize the Finance Director to make necessary accounting and budgetary entries.
BACKGROUND:
The City has historically relied on external consulting services to assist with the identification, writing, and management of grants. As grant programs become increasingly complex, the significant benefits of securing external funding to support city projects underscore the need for professional grant management services.
California Consulting, Inc. is a highly regarded firm with a proven track record since 2004, having successfully written over 1,600 grants that have procured more than $1.6 billion in funding for their clients. The firm employs over 55 individuals, with more than 30 dedicated grant writers. Their expertise encompasses a diverse array of funding programs, including federal, state, and private sector grants, and their services include grant research, writing, application preparation, compliance monitoring, and reporting.
ANALYSIS:
The agreement with California Consulting will provide a comprehensive range of grant writing and management services, including but not limited to:
1. Grant Research: Identifying potential funding opportunities for the City based on priority projects and needs.
2. Grant Writing: Drafting and submitting grant proposals, along with any required documentation or supporting materials.
1 3. Grant Management: Overseeing the administration and compliance of awarded grants, including progress reporting, fund allocation tracking, and completion of all reporting requirements.
4. Training and Support: Offering guidance to City staff on grant application processes and best practices for long-term sustainability of funding.
The consultant will be available to assist the City with both ongoing and new grant applications and will provide strategies to optimize funding opportunities.
FISCAL IMPACT:
The total potential cost for California Consulting's services is $ 60,000 for the one -year term.
However, it is important to note that this is a maximum figure, and the actual expenditure may vary based on the number and type of grant applications submitted, with some grants costing as little as $2,000. Funding for these services is available in the General Fund Non-Department. The City anticipates that by leveraging California Consulting’s professional services, it will secure significant external funding that will offset the costs of the engagement.
By hiring California Consulting, the City will benefit from their extensive experience in grant writing and management, ensuring that the City is well -equipped to pursue and effectively manage grant opportunities. The City Council's approval will enable the engagement of a reputable firm known for its strong track record, thereby supporting the City’s strategic initiatives and future projects effectively.
EXHIBITS:
Exhibit A – California Consulting Per Grant Proposal
Exhibit B – Grant Writing Services Agreement
Respectfully submitted,
Ismael Hernandez
Public Works Director
City of Marina
Layne Long
City Manager
City of Marina
2 RESOLUTION NO. 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MARINA
AUTHORIZING A GRANT WRITING SERVICES AGREEMENT TO
CALIFORNIA CONSULTING, INC. OF EL SEGUNDO, CA FOR FULL
GRANT WRITING AND MANAGEMENT SERVICES; AND AUTHORIZING
THE CITY MANAGER OR DESIGNEE TO EXECUTE CONTRACT
DOCUMENTS SUBJECT TO FINAL REVIEW AND APPROVAL BY THE
CITY ATTORNEY; AND AUTHORIZING THE FINANCE DIRECTOR TO
MAKE NECESSARY ACCOUNTING AND BUGETARY ENTRIES
WHEREAS, the City of Marina has a longstanding commitment to securing external funding to support various city projects; and
WHEREAS, the complexity of available grant programs and the benefits derived from acquiring such funding necessitate professional assistance in grant writing and management; and
WHEREAS, California Consulting, Inc. has been in business since 2004 and has successfully written over 1,600 grants, securing more than $1.6 billion in funding for their clients; and
WHEREAS, California Consulting employs over 55 staff members, including more than 30 experienced grant writers, who possess the expertise to assist the City in navigating federal, state, and private sector grant opportunities; and
WHEREAS, the City intends to engage California Consulting, Inc. for grant writing and management services for a one -year term beginning May 1, 2025, with a maximum expenditure of $ 60,000, acknowledging that individual grant applications will be presented to the City Council for approval, and the actual costs may vary with some funding requests as low as $2,000; and
WHEREAS, the services provided by California Consulting will enhance the City’s ability to pursue and manage grant opportunities effectively, aligning with the City’s goals and strategic initiatives;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Marina does hereby:
1. Adopt Resolution No. 2025 - authorizing a grant writing services agreement with California Consulting , Inc. of El Segundo, CA for full grant writing and management services for a one -year term beginning May 1, 2025, in an amount not to exceed $60,000.00.
2. Authorize the City Manager or designee to execute the agreement on behalf of the City subject to final review and approval by the City Attorney.
3. Authorize the Finance Director to make necessary accounting and budgetary entries.
3 Resolution No. 2025-
Page Two
PASSED AND ADOPTED by the City Council of the City of Marina at a regular meeting duly held on the 15th Day of April 2025 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
4 Pa
ge 1 of 3
A Proposal for the City of Marina
History
Founded in 2004, California Consulting has an excellent reputation for hard work and a comm
itment to success for our clients. California Consulting is the largest grant writing firm in California. With offices in Southern California, Northern California, and Central California. We have over 135 c
lients statewide. We have 55 members of our team from Chico in the North, to San Diego in the South. California Consulting has developed expertise in representing public agencies, and non- profit organizations. We have secured over $1.6 billion for our clients since inception. The California Consulting team boasts over 30 grant writers. Through years of experience, our grant writers have a proven track record of success and have mastered their skills of identifying, researching and obtaining funding for significant projects at every level of government. California Consulting grant writers have writ
ten over 1,600 compe titive grant applications that have been funded. Our aggressive, hard - working, and results-oriented style has translated into success for our clients. Our professional grant writers are diligent and stay current on every Federal and State grant available on a myriad of different topics
and public policy areas. Whether it is transportation, recreation, education, parks, energy, climate or public safety, our grants team knows where to locate grant funds and how to successfully writ
e the applications.
Gran
t Funding Services
California Consulting is a full service grant writing firm. We are experts in the fields of grant resear
ch and identification. We prepare comprehensive and concise grant application packages. We submi
t grants in a timely fashion and follow through after the gra nt has been submitted to determine the status of the grant. We also conduct post -award compliance and administration. California Consulting has a fundamental business philosophy founded on open communication and tailoring the grants we pursue to fit our client’s needs.
Scope of Work
1. Ne
eds Assessment (Meetings with Department Heads to review priorities and funding needs): We learn about the client at the outset of the contract by conducting an in-depth Needs Assessment. Each client is assigned a lead Project Manager. The Project Manager communicates regularly with the client and on an ongoing basis. This relationship building is the key to keeping the grants pursued on target with the client’s overall goals.
Sample questions asked during the Needs Assessment:
a) List and describe any program initiatives or priority projects. b) What needs, projects, or content areas would you like to target for funding? You can list specific projects or general areas in which you have funding needs. c) List any grants for which you are considering applying or have decided to apply. In addition, please list what kind of grant-writing support would be helpful for each grant. d) List past grants that your agency has received.
e) List past grant applications you would like to revise and submit again.
EXHIBIT A
5
2. Facilitation of Department Decision Making Processes: Our Project Managers are experts on grant identification. With years of experience, your Project Manager will be able to assist your Staff in deciding which grants make the most sense to meet the funding needs identified.
3. Grant Research and Identification: Our Project Manager’s conduct thorough research on an ongoing basis. We track current and upcoming grants in order to let our client’s know what is available and what we recommend would fit their situation. By regularly tracking grant announcements we are able to present these grant opportunities to our clients as soon as they are released. California Consulting will provide you with a Grant Activity Report monthly, detailing the grants available, grants in progress and grants submitted. You will also be provided with available grant opportunities on an ongoing basis.
4. Client Commitment: When identifying grants that meet your needs and funding priorities, your Project Manager will advise you of the estimated time commitment required from your staff.
5. Grant Preparation Process: When your staff and California Consulting agree to pursue a grant, we will develop a checklist and schedule. The checklist and schedule will include what things you will be responsible for and when we will need them submitted. We need your staff involved in the grant preparation process to provide required information we don’t have access to. The Project Manager will provide you with grant portions along the way to review for content accuracy. The more engaged you are able to be in this process, the hi gher quality the application will be. California Consulting retains copies of all grants we’ve submitted. If the application was successful, we use it as a guide for future grants.
Below is a list of general tasks for our grant process:
a. Create a task timeline with due dates
b. Ensure the proposed project meets the grant agency’s requirements c. Review similar successful grant applications and apply where possible d. Collect information on the project
e. Meet with staff to create an accurate scope of work, budget, timeline, narratives, and cost analysis
f. Obtain letters of support when necessary
g. Draft proposals and send to staff for review
h. Incorporate staff edits in final drafts
i. Submit completed application timely
j. Monitor funding agency until grant awards are announced.
6. Quality Assurance: California Consulting takes pride in our impeccable grant applications.
We are successful in this area due to our thorough quality assurance measures. Our Grant Mangers conduct group meetings with all Project Managers regularly. In addition, our Grant Managers meet individually with each Project Manager to review each client. These meetings thoroughly discuss each client’s needs, what grants are being worked on and what additi onal grants may be a good fit. We ensure the best quality product before the grant application is submitted.
7. Facilitation of Partnership Meetings: Our Project Managers will arrange and schedule meetings with key personnel to review all grants prior to submission to ensure application accuracy.
8. Timely Submission: We create a precise timeline to ensure the grant is submitted on time.
This timeline not only captures the submission deadline, but we create other deadlines in order to obtain the information needed for a quality submission. We believe if everyone is on the same page and is aware of what needs to be done, we can limit scrambling at the last minute.
9. Funding Agency Monitoring: California Consulting will monitor the Funding Agency until grant awards are announced.
6
10. Grant Administration : Some grants require post award compliance, reporting and administration. California Consulting will prepare required agency reports and submit them by the required due date. We propose that to the extent legally allowed, the Client hire California Consulting as grant administrators when dollars are available from within the grant (at no additional cost to you). When grant dollars from the grant are not available for administration, reporting, and evaluation purposes we will provide these services to the Client for a monthly fee or hourly fee based on the Client’s preference
References
California Consulting references include key leaders from around the State. All of our current clients are references. California Consulting currently has contracts with over 60 cities across California, almost 40 School Districts, Non-Profits and others. A full client list can be obtained at www.californiaconsulting.org.
Pr
icing
We propose an agreement on a Pe r Grant basis, plus reimbursement of out of pocket expenses. If Client decides to withdraw the application or cease work on the application prior to submission and after work has begun, Client agrees to pay Consultant for work completed at an hourly rate of $150.00, not to exceed the total amount of the per grant rate. The following is a breakdown of cost per grant:
Grant Amount Request Cost
Up to $10,000 $2,000
$10,001 - $50,000 $5,000
$50,001 - $200,000 $8,000
$200,001 - $500,000 $10,000
$500,001 - $2,000,000 $12,000
Over $2,000,000 $15,000 - $18,000
*Cost will be determined based on complexity of grant preparation for grant requests exceeding $2,000,000
Grant research, grant identification, and grant administration can be provided at an hourly rate of $150.00. For research completed at an hourly rate, client may specify a “not to exceed” amount.
7 CITY OF MARINA
AGREEMENT FOR GRANT WRITING SERVICES
THIS AGREEMENT is made and entered into on May 1, 2025, by and between the City of Marina, a California charter city, hereinafter referred to as the "City," and California Consulting, Inc. a California Corporation, hereinafter referred to as the "Contractor." City and Contractor are sometimes individually referred to as "party" and collectively as "parties" in this Agreement.
Recitals
A. City desires to retain Contractor to: provide grant writing and management services hereinafter referred to as the "Project."
California Consulting will provide full-service grant writing and management services to assist the city with achieving its grant funding goals.
B. Contractor represents and warrants that it has the qualifications, experience and personnel necessary to properly perform the services as set forth herein.
C. City desires to retain Contractor to provide such services.
Terms and Conditions
For of good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged and in consideration of the mutual promises contained herein, City and Contractor agree to the following terms and conditions:
1. Scope of Work.
(a) Contractor is hereby hired and retained by the City to work in a cooperative manner with the City to fully and adequately perform those services set forth in Exhibit “A” attached hereto (“Scope of Work”) and by this reference made a part hereof. With prior written notice to Contractor, City may elect to delete certain tasks of the Scope of Work at its sole discretion.
(b) Contractor shall perform all such work with skill and and pursuant to generally accepted standards of practice in effect at the time of performance. Contractor shall provide corrective services without charge to the City for work which diligence fails to meet these standards and which is reported to Contractor in writing within sixty days of discovery. Should Contractor fail or refuse to perform promptly its obligations under this Agreement, the City may render or undertake the performance thereof and the Contractor shall be liable for any expenses thereby incurred. (c) If services under this Agreement are to be performed by a design professional, as that term is defined in California Civil Code §2782.8(b)(2), design professional certifies that all design professional services shall be provided by a person or persons duly licensed by the State of California to provide the type of services described in Section 1(a). By delivery of completed work, design professional certifies
EXHIBIT B
8 that the work conforms to the requirements of this Agreement and all applicable federal, state and local laws, and the professional standard of care in California.
(d) Contractor is responsible for making an independent evaluation and judgment of all relevant conditions affecting performance of the work, including without limitation site conditions, existing facilities, seismic, geologic, soils, hydrologic, geographic, climatic conditions, applicable federal, state and local laws and regulations and all other contingencies or considerations.
(e) City shall cooperate with Contractor and will furnish all information data, records and reports existing and available to City to enable Contractor to carry out work outlined in Exhibit “A." Contractor shall be entitled to reasonably rely on information, data, records and reports furnished by the City, however, the City makes no warranty as to the accuracy or completeness of any such information, data, records or reports available to it and provided to Contractor which were furnished to the City by a third party. Contractor shall have a duty to bring to the City's attention any deficiency or error it may discover in any information provided to the Contractor by the City or a third party.
2. Term of Agreement & Commencement of Work.
(a) Unless otherwise provided, the term of this Agreement shall begin on April 16, 2025 and shall expire on June 30, 202, unless extended by amendment or terminated earlier as provided herein. The date of full execution is defined as the date when all of the following events have occurred:
(i) This Agreement has been approved by the City's Council or by the board, officer or employee authorized to give such approval; and
(ii) The office of the City Attorney has indicated in writing its approval of this Agreement as to form; and
(iii) This Agreement has been signed on behalf of Contractor by the person or persons authorized to bind the Contractor hereto; and.
(iv) This Agreement has been signed on behalf of the City by the person designated to so sign by the City's Council or by the officer or employee authorized to enter into this Contract and is attested to by the Marina City Clerk.
(b) Contractor shall commence work on the Project on or by April 16, 2025. This Agreement may be extended upon written agreement of both parties. Contractor may be required to prepare a written schedule for the work to be performed, which schedule shall be approved by the City and made a part of Exhibit A, and to perform the work in accordance with the approved schedule.
3. Compensation.
(a) City liability for compensation to Contractor under this Agreement shall only be to the extent of the present appropriation to fund this Agreement. For services to be provided under this Agreement City shall compensate Contractor in an amount not to 9 exceed One Hundred Thousand Dollars ($100,000.00) in accordance with the provisions of this Section and the Fee Schedule attached hereto as Exhibit B and incorporated herein by this reference.
(b) Invoice(s) in a format and on a schedule acceptable to the City shall be submitted to and be reviewed and verified by the Project Administrator (see Section 5(a)) and forwarded to the City's Finance Department for payment. City shall notify Contractor of exceptions or disputed items and their dollar value within fifteen days of receipt. Payment of the undisputed amount of the invoice will typically be made approximately thirty days after the invoice is submitted to the Finance Department.
(c) Contractor will maintain clearly identifiable, complete and accurate records with respect to all costs incurred under this Agreement on an industry recognized accounting basis. Contractor shall make available to the representative of City all such books and records related to this Agreement, and the right to examine, copy and audit the same during regular business hours upon 24 -hour's notice for a period of four years from the date of final payment under this Agreement.
(d) Contractor shall not receive any compensation for Extra Work without the prior written authorization of City. As used herein, "Extra Work" means any work that is determined by the City to be necessary for the proper completion of the Project but which is not included within the Scope of Work and which the parties did not reasonably anticipate would be necessary at the execution of this Agreement.
(e) Expenses not otherwise addressed in the Scope of Services or the Fee Schedule incurred by Contractor in performing services under this Agreement shall be reviewed and approved in advance by the Project Administrator (Section 5(a)), be charged at cost and reimbursed to Contractor.
(f) There shall be no charge for transportation within Monterey, Santa Cruz and San Benito Counties required for the performance of the services under this Agreement; travel to other locations must be approved in writing and in advance by the City, mileage will be charged at the then current standard rate for business travel as set by the U.S.
Internal Revenue Service for such approved travel.
4. Termination or Suspension.
(a) This Agreement may be terminated in whole or in part in writing by either party in the event of a substantial failure by the other party to fulfill its obligations under this Agreement through no fault of the terminating party, provided that no termination may be effected unless the other party is given (1) not less than ten days written notice of intent to terminate, and (2) provided an opportunity for consultation with the terminating party prior to termination.
(b) If termination for default is effected by the City, an equitable adjustment in the price provided for in this Agreement shall be made, but (1) no amount shall be allowed for anticipated profit on unperformed services or other work, and (2) any payment due the Contractor at the time of termination may be adjusted to cover any additional costs to the City because of the Contractor's default. If after the termination for failure of Contractor to fulfill its contractual obligations, it is determined that the Contractor had not 10 failed to fulfill contractual obligations, the termination shall be deemed to have been for the convenience of the City.
(c) The City may terminate or suspend this Agreement at any time for its convenience upon not less than thirty days prior written notice to Contractor. Not later than the effective date of such termination or suspension, Contractor shall discontinue all affected work and deliver all work product and other documents, whether completed or in progress, to the City.
(d) If termination for default is effected by the Contractor or if termination for convenience is effected by the City, the equitable adjustment shall include a reasonable profit for services or other work performed. The equitable adjustment for termination shall provide for payment to the Contractor for services rendered and expenses incurred prior to the termination, in addition to termination settlement costs reasonably incurred by Contractor relating to written commitments that were executed prior to the termination.
5. Project Administrator, Project Manager & Key Personnel.
(a) City designates as its Project Administrator, Ismael Hernandez, who shall have the authority to act for the City under this Agreement. The Project Administrator or his/her authorized representative shall represent the City in all matters pertaining to the work to be performed pursuant to this Agreement.
(b) Contractor designates Steve Samuelian as its Project Manager who shall coordinate all phases of the Project. The Project manager shall be available to City at all reasonable times during the Agreement term.
(c) Contractor warrants that it will continuously furnish the necessary personnel to complete the Project on a timely basis as contemplated by this Agreement.
Contractor, at the sole discretion of City, shall remove from the Project any of its personnel assigned to the performance of services upon written request of City.
Contractor has represented to City that certain key personnel will perform and coordinate the work under this Agreement. Should one or more of such personnel become unavailable, Contractor may substitute other personnel of at least equal competence upon written approval of the City. In the event that City and Contractor cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause.
6. Delegation of Work.
(a) If Contractor utilizes any subcontractors, consultants, persons, employees or firms having applicable expertise to assist Contractor in performing the services under this Agreement, Contractor shall obtain City's prior written approval to such employment.
Contractor's contract with any subcontractor shall contain a provision making the subcontract subject to all provisions of this Agreement. Contractor will be fully responsible and liable for payment for, administration, completion, presentation , and quality of all work performed. If such persons are utilized, they shall be charged at cost.
City reserves its right to employ other contractors in connection with this Project.
11 (b) If the work hereunder is performed by a design professional, design professional shall be directly involved with performing the work or shall work through his, her or its employees. The design professional's responsibilities under this Agreement shall not be delegated. The design professional shall be responsible to the City for acts, errors or omissions of his, her or its subcontractors. Negligence of subcontractors or agents retained by the design professional is conclusively deemed to be the negligence of the design professional if not adequately corrected by the design professional. Use of the term subcontractor in any other provision of this Agreement shall not be construed to imply authorization for a design professional to use subcontractors for performance of any professional service under this Agreement.
(c) The City is an intended beneficiary of any work performed by a subcontractor for purposes of establishing a duty of care between the subcontractor and the City.
7. Skill of Employees. Contractor shall ensure that any employees or agents providing services under this Agreement possess the requisite skill, training and experience to properly perform such services.
8. Confidential and Proprietary Information. In the course of performing services under this Agreement Contractor may obtain, receive, and review confidential or proprietary documents, information or materials that are and shall remain the exclusive property of the City. Should Contractor undertake the work on behalf of other agencies, entities, firms or persons relating to the matters described in the Scope of Work, it is expressly agreed by Contractor that any such confidential or proprietary information or materials shall not be provided or disclosed in any manner to any of Contractor’s other clients, or to any other third party, without the City’s prior express written consent.
9. Ownership of Data . Unless otherwise provided for herein, all documents, material, data, drawings, plans, specifications, computer data files, basis for design calculations, engineering notes, and reports originated and prepared by Contractor, or any subcontractor of any tier, under this Agreement shall be and remain the property of the City for its use in any manner it deems appropriate. Contractor agrees that all copyrights which arise from creation of the work pursuant to this Agreement shall be vested in the City and waives and relinquishes all claims to copyright or intellectual property rights in favor of the City. Contractor shall provide two (2) sets of reproducible of the above-cited items, except for the computer data files which shall consist of one (1) set. Contractor shall use all reasonable efforts to ensure that any electronic files provided to the City will be compatible with the City's computer hardware and software.
Contractor makes no representation as to long -term compatibility, usability or readability of the format resulting from the use of software application packages, operating systems or computer hardware differing from those in use by the City at the commencement of this Agreement. Contractor shall be permitted to maintain copies of all such data for its files. City acknowledges that its use of the work product is limited to the purposes contemplated by the Scope of Work and, should City use these products or data in connection with additions to the work required under this A greement or for new work without consultation with and without additional compensation to Contractor, Contractor makes no representation as to the suitability of the work product for use in or application to circumstances not contemplated by the Scope of Work and shall have no liability or responsibility whatsoever in connection with such use which shall be at the City's sole risk. Any and all liability arising out of changes made by the City to Contractor's 12 deliverables is waived against Contractor unless City has given Contractor prior written notice of the changes and has received Contractor's written consent to such changes.
10. Conflict of Interest.
(a) Contractor covenants that neither it, nor any officer or principal of its firm has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of the City or which would in any way hinder Contractor’s performance of services under this Agreement. Contractor further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager. Contractor agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of the City in the performance of this Agreement. Contractor shall represent the interest of the City in any discussion or negotiation.
(b) City understands and acknowledges that Contractor may be, as of the date of commencement of services under this Agreement, independently involved in the performance of non -related services for other governmental agencies and private parties. Contractor is unaware of any stated position of the City relative to such projects.
Any future position of the City on such projects may result in a conflict of interes t for purposes of this section.
11. Disclosure. Contractor may be subject to the appropriate disclosure requirements of the California Fair Political Practices Act, as determined by the City Manager.
12. Non-Discrimination.
(a) During the performance of this Agreement the Contractor and its subcontractors shall comply with the applicable laws of the United States of America, the State of California and the City prohibiting discrimination and harassment. In performing this Agreement, Contractor shall not discriminate, harass, or allow harassment, against any employee or applicant for employment because of gender, gender expression, gender identity, genetic characteristics, sex, race, color, ancestry, religious creed, national origin, physical disability (including HIV and AIDS), medical condition (including cancer), mental disability, age, marital status, denial of family and medical care leave and denial of pregnancy disability leave , sexual orientation, military/veteran status and any other characteristics protected by state or federal law. Contractor shall give written notice of its obligations under this clause to labor organizations with which it has a collective bargaining or other agreement.
(b) Contractor shall include the provisions of this Section 12(a) in all subcontracts related to this Agreement.
13. Indemnification.
(a) Other than in the performance of design professional services by a design professional, which shall be solely as addressed by subsection (b) below, and to the full extent permitted by law, Contractor shall indemnify, immediately defend (with 13 independent counsel reasonably acceptable to the City) and hold harmless the City, its Council, boards, commissions, employees, officials and agents (collectively "Indemnified Parties" or in the singular "Indemnified Party") from and against any claims, losses, damages, penalties, fines and judgments, associated investigation and administrative expenses, and defense costs including but not limited to reasonable attorney’s fees, court costs, expert witness fees and costs of alternate dispute resolution (collectively "Liabilities“), where same arise out of the performance of this Agreement by Contractor, its officers, employees, agents and sub -contractors. The duty to defend is a separate and distinct obligation from the Contractor’s duty to indemnify and Contractor shall be obligated to defend in all legal, equitable, administrative or special proceedings upon tender to the Contractor of any claim in any form or at any stage of an action or proceeding, whether or not liability is established and the obligation extends through final judgment including exhaustion of any appeals.. The Contractor’s obligation to indemnify applies unless it is finally determined that the liability was caused by the sole active negligence or sole willful misconduct of an indemnified party. If it is finally determined that liability is caused by the comparative active negligence or willful misconduct of an Indemnified Party, the Contractor’s indemnification obligation shall be reduced in proportion to the established comparative liability of the indemnified party.
(b) To the fullest extent permitted by law (including without limitation California Civil Code Sections 2782.8), when the services to be provided under this Agreement are design professional services to be performed by a design professional, as that term is defined by said section 2782.8(c)(2) (“Design Professional”) Design Professional shall indemnify, protect and hold harmless any Indemnified Party for all Liabilities regardless of nature or type that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Design Professional, or such acts or omissions of an officer, employee, agent or subcontractor of the Design Professional. Design Professional shall not have an immediate duty to defend an Indemnified Party, however, Design Professional’s obligation to indemnify (including reimbursing the cost to defend) and hold the Indemnified Parties harmless applies unless it is finally determined that the liability was caused by the sole active negligence or sole willful misconduct of an Indemnified Party. If it is finally determined that liability was caused by the comparative active negligence or willful misconduct of an Indemnified Party the Design Professional’s indemnification obligation shall be reduced in direct proportion to the indemnified party’s proportionate percentage of fault. Within 30 days following Design Professional’s receipt of a properly presented written invoice Design Profession al shall satisfy its indemnification obligations and reimburse the Indemnified Party for the cost of reasonable attorney’s fees and defense costs incurred by the Indemnified Party to the same extent of Design Professional’s indemnity obligation herein. In no event shall the cost to defend charged to the Design Professional exceed the Design Professional’s proportionate percentage of fault.
(c) The provisions of this Section are not limited by the provisions of sections relating to insurance including provisions of any worker's compensation act or similar act. Contractor expressly waives its statutory immunity under such statues or laws as to City, its employees and officials. An allegation or determination of comparative active negligence or willful misconduct by an Indemnified Party unrelated to design professional services does not relieve Contractor from its separate and distinct obligation to defend City. Contractor agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this section from each and every subcontractor, sub tier contractor or any other person or entity involved by, for, with or 14 on behalf of Contractor in the performance or subject matter of this Agreement. In the event Contractor fails to obtain such indemnity obligations from others as required here, Contractor agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder.
(d) If any action or proceeding is brought against any Indemnified Party by reason of any of the matters against which the Contractor has agreed to provide an immediate defense to any Indemnified Party, as provided above, Contractor, upon notice from the City, shall defend the Indemnified Party at Contractor's expense by independent counsel reasonably acceptable to the City. Unless otherwise provided above, an Indemnified Party need not have first paid for any of the matters to which it is entitled to indemnification in order to be so defended. Contractor may submit a claim to the City for reasonable defense costs (including attorney’s and expert fees) incurred in providing a defense of any Indemnified Party to the extent such defense costs arise under principals of comparative fault from the Indemnified Party’s active negligence, recklessness or willful misconduct.
(e) This obligation to indemnify and defend, as set forth herein, is binding on the successors, assigns, or heirs of Contractor and shall survive the termination of this Agreement or this Section.
14. Insurance.
(a) As a condition precedent to the effectiveness of this Agreement and without limiting Contractor's indemnification of the City, Contractor agrees to obtain and maintain in full force and effect at its own expense the insurance policies set forth in Exhibit “C” “Insurance” attached hereto and made a part hereof. Contractor shall furnish the City with original certificates of insurance, executed by a person authorized by that insurer to bind coverage on its behalf, along with copies of all required endorsements. All certificates and endorsements must be received and approved by the City before any work commences. All insurance policies shall be subject to approval by the City Attorney and Risk Manager as to form and content. Specifically, such insurance shall:
(1) be endorsed to protect City as an additional insured for commercial general and business auto liability; (2) provide City prior notice of cancellation ; and (3) be primary with respect to City's insurance program. Contractor's insurance is not expected to respond to claims that may arise from the acts or omissions of the City.
(b) City reserves the right at any time during the term of this Agreement to change the amounts and types of insurance required herein by giving Contractor ninety days advance written notice of such change. If such change should result in substantial additional cost of the Contractor, City agrees to negotiate additional compensation proportional to the increased benefit to City.
(c) All required insurance must be submitted and approved the City Attorney and Risk Manager prior to the inception of any operations by Contractor.
(d) The required coverage and limits are subject to availability on the open market at reasonable cost as determined by the City. Non availability or non affordability must be documented by a letter from Contractor's insurance broker or agency indicating a good faith effort to place the required insurance and showing as a minimum the names 15 of the insurance carriers and the declinations or quotations received from each. Within the foregoing constraints, Contractor's failure to procure or maintain required insurance during the entire term of this Agreement shall constitute a material breach of this Agreement under which City may immediately suspend or terminate this Agreement or, at its discretion, procure or renew such insurance to protect City's interests and pay any and all premium in connection therewith and recover all monies so paid from Contractor.
(e) By signing this Agreement, Contractor hereby certifies that it is aware of the provisions of Section 3700 et seq., of the Labor Code which require every employer to be insured against liability for Workers' Compensation or to undertake self -insurance in accordance with the provision of that Code, and that it will comply with such provisions at all such times as they may apply during the performance of the work pursuant to this Contract. Unless otherwise agreed, a waiver of subrogation in favor of the City is required.
15. Independent Contractor. The parties agree that Contractor, its officers, employees and agents, if any, shall be independent contractors with regard to the providing of services under this Agreement, and that Contractor's employees or agents shall not be considered to be employees or agents of the City for any purpose and will not be entitled to any of the benefits City provides for its employees. City shall make no deductions for payroll taxes or Social Security from amounts due Contractor for work or services provided under this Agreement.
This Agreement shall not constitute, and it is not intended to constitute, either party as an employer, employee, agent, partner or legal representative of the other party for any purpose, or give either party any right to supervise or direct the functions of the other party. Except as specifically provided herein, n either party shall have authority to act for or obligate the other party in any way or to extend any representation on behalf of the other party. Each party agrees to perform under this Agreement solely as an independent contractor and neither party shall have any right, power, or authority, nor shall they represent themselves as having any authority to assume, create, or incur any expense, liability or obligation, express or implied, on behalf of the other party for any purpose. Each party agrees not to permit its employees or agents to do anything that might be construed or interpreted as acts of the other party.
16. Claims for Labor and Materials . Contractor shall promptly pay when due all amounts payable for labor and materials furnished in the performance of this Agreement, so as to prevent any lien or other claim under any provision of law from arising against any City property (including reports, documents, and other tangible matter produced by the Contractor hereunder), against the Contractor's rights to payments hereunder, or against the City, and shall pay all amounts due under the Unemployment Insurance Act with respect to such labor.
17. Discounts. Contractor agrees to offer the City any discount terms that are offered to its best customers for the goods and services to be provided herein, and apply such discounts to payment made under this Agreement which meet the discount terms.
18. Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.
16 19. Dispute Resolution. If any dispute arises between the parties as to proper interpretation or application of this Agreement, the parties shall first meet and confer in a good faith attempt to resolve the matter between themselves. If the dispute is not resolved by meeting and conferring, the matter shall be submitted for formal mediation to a mediator selected mutually by the parties. The expenses of such mediation shall be shared equally between the parties. If the dispute is not or cannot be resolved by mediation, the parties may mutually agree (but only as to those issues of the matter not resolved by mediation) to submit their dispute to arbitration. Before commencement of the arbitration, the parties may elect to have the arbitration proceed on an informal basis; however, if the parties are unable so to agree, then the arbitration shall be conducted in accordance with the rules of the American Arbitration Association. The decision of the arbitrator shall be binding, unless within thirty days after issuance of the arbitrator’s written decision, any party files an action in court. Venue and jurisdiction for any such action between the parties shall lie in the Superior Court for the County of Monterey.
20. Compliance with Laws.
(a) Each party's performance hereunder shall comply with all applicable laws of the United States of America, the State of California and the City including but not limited to laws regarding health and safety, labor and employment, wage and hours and licensing laws which affect employees. This Agreement shall be governed by, enforced and interpreted under the laws of the State of California. Contractor must be in good standing and registered with the California Department of Industrial Relations in accordance with California labor Code section 1725.5 and shall comply with new, amended or revised laws, regulations or procedures that apply to the performance of this Agreement.
(b) If the Project is a "public work," or prevailing wages are otherwise required, Contractor shall comply with all provision of California Labor Code section 1720 et seq., as applicable, and laws dealing with prevailing wages, apprentices and hours of work.
(c) Contractor represents that it has obtained and presently holds all permits and licenses necessary for performance hereunder, including a Business License required by the City's Business License Ordinance (Title 5 of the Marina Municipal Code) for which a business license tax is prescribed and assessed at the rate of two -tenths percent of gross receipts, in accordance with the provisions therein . For the term covered by this Agreement, the Contractor shall maintain or obtain as necessary, such permits and licenses and shall not allow them to lapse, be revoked or suspended.
21. Assignment or Transfer . This Agreement or any interest herein may not be assigned, hypothecated or transferred, either directly or by operation of law, without the prior written consent of the City. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer.
22. Notices. All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, sent by facsimile ("fax") or certified mail, postage prepaid with return receipt requested, addressed as follows:
To City: City Manager
City of Marina City Hall
17 211 Hillcrest Avenue
Marina, California 93933
Fax: (831) 384-9148
To Contractor: California Consulting, Inc
Steve Samuelian, CEO
214 Main Street, Suite 102
El Segundo, CA 90245
[email protected]
Phone: (323) 728-9002
The parties my agree in writing to receive notice by email. Notice shall be deemed effective on the date personally delivered or transmitted by facsimile or, if mailed, three days after deposit in the custody of the U.S. Postal Service. A copy of any notice sent as provided herein shall also be delivered to the Project Administrator and Project Manager.
23. Amendments, Changes or Modifications. This Agreement is not subject to amendment, change or modification except by a writing signed by the authorized representatives of City and Contractor.
24. Force Majeure. Notwithstanding any other provisions hereof, neither Contractor nor City shall be held responsible or liable for failure to meet their respective obligations under this Agreement if such failure shall be due to causes beyond Contractor's or the City's control except that an economic downturn of any type shall not be a justifiable cause for the failure to meet their respective obligations under this Agreement . Such causes include but are not limited to: strike, fire, flood, civil disorder, act of God or of the public enemy, act of the federal government, or any unit of state of local government in either sovereign or contractual capacity, epidemic, quarantine restriction, or delay in transportation to the extent that they are not caused by the party's willful or negligent acts or omissions, and to the extent that they are beyond the party's reasonable control.
25. Attorney's Fees. In the event of any controversy, claim or dispute relating to this Agreement, or the breach thereof, the prevailing party shall be entitled to recover from the losing party reasonable expenses, attorney's fees and costs.
26. Successors and Assigns . All of the terms, conditions and provisions of this Agreement shall apply to and bind the respective heirs, executors, administrators, successors, and assigns of the parties. Nothing in this paragraph is intended to affect the limitation on assignment
27. Authority to Enter Agreement. Contractor has all requisite power and authority to conduct its business and to execute, deliver and perform the Agreement. Each party warrants that the individuals who have signed this Agreement have the legal power, right and authority to make this Agreement and bind each respective party.
28. Waiver. A waiver of a default of any term of this Agreement shall not be construed as a waiver of any succeeding default or as a waiver of the provision itself. A party's performance after the other party's default shall not be construed as a waiver of that default.
18 29. Severability. Should any portion of this Agreement be determined to be void or unenforceable, such shall be severed from the whole and the Agreement will continue as modified.
30. Construction, References, Captions . Since the parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days. The captions of the various sections are for convenience and ease of reference only, and do not define, limit, augment or describe the scope, content or intent of this Agreement.
31. Advice of Counsel. The parties agree that they are aware that they have the right to be advised by counsel with respect to the negotiations, terms and conditions of this Agreement, and that the decision of whether or not to seek the advice of counsel with respect to this Agreement is a decision which is the sole responsibility of each of the parties hereto. This Agreement shall not be construed in favor or against either party by reason of the extent to which each party participated in the drafting of this Agreement.
32. Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.
33. Time. Time is of the essence in this contract.
34. Entire Agreement. This Agreement contains the entire agreement of the parties with respect to the matters as set forth in this Agreement, and no other agreement, statement or promise made by or to any party or by or to any employee, officer or agent of any party, which is not contained in this Agreement shall be binding or valid.
IN WITNESS WHEREOF , Contractor and the City by their duly authorized representatives, have executed this Agreement, on the date first set forth above, at Marina, California.
CITY OF MARINA CONTRACTOR
By: By:
Name: Name:
Its: Its: ___________________ Date: _______________________ Date: ___________________
Attest: (Pursuant to Reso: 20 - _____)
By:
City Clerk
Approved as to form:
By:
City Attorney
19 INSERT EXHIBIT A
Section 1 (a)
- SCOPE OF WORK -
1. Needs Assessment (Meetings with Department Heads to review priorities and funding needs): We learn about the client at the outset of the contract by conducting an in -depth Needs Assessment. Each client is assigned a lead Project Manager. The Project Manager communicates regularly with the client and on an ongoing basis. This relationship building is the key to keeping the grants pursued on target with the client’s overall goals.
Sample questions asked during the Needs Assessment:
a) List and describe any program initiatives or priority projects. b) What needs, projects, or content areas would you like to target for funding? You can list specific projects or general areas in which you have funding needs.
c) List any grants for which you are considering applying or have decided to apply. In addition, please list what kind of grant -writing support would be helpful for each grant.
d) List past grants that your agency has received.
e) List past grant applications you would like to revise and submit again.
2. Facilitation of Department Decision Making Processes: Our Project Managers are experts on grant identification. With years of experience, your Project Manager will be able to assist your Staff in deciding which grants make the most sense to meet the funding needs identified.
3. Grant Research and Identification: Our Project Manager’s conduct thorough research on an ongoing basis. We track current and upcoming grants in order to let our clients know what is available and what we recommend would fit their situation. By regularly tracking grant announcements we are able to present these grant opportunities to our clients as soon as they are released. California Consulting will provide you with a Grant Activity Report monthly, detailing the grants available, grants in progress and grants submitted. You will also be provided with available grant opportunities on an ongoing basis.
4. Client Commitment: When identifying grants that meet your needs and funding priorities, your Project Manager will advise you of the estimated time commitment required from your staff.
5. Grant Preparation Process: When your staff and California Consulting agree to pursue a grant, we will develop a checklist and schedule. The checklist and schedule will include what things you will be responsible for and when we will need them submitted. We need your staff involved in the grant preparation process to provide required information we don’t have access to.
The Project Manager will provide you with grant portions along the way to review for content accuracy. The more engaged you are able to be in this process, the higher quality the application will be. California Consulting retains copies of all grants we’ve submitted. If the application was successful, we use it as a guide for future grants.
20 Below is a list of general tasks for our grant process:
a. Create a task timeline with due dates
b. Ensure the proposed project meets the grant agency’s requirements
c. Review similar successful grant applications and apply where possible
d. Collect information on the project
e. Meet with staff to create an accurate scope of work, budget, timeline, narratives, and cost analysis
f. Obtain letters of support when necessary
g. Draft proposals and send to staff for review
h. Incorporate staff edits in final drafts
i. Submit completed application timely
j. Monitor funding agency until grant awards are announced.
6. Quality Assurance: California Consulting takes pride in our impeccable grant applications. We are successful in this area due to our thorough quality assurance measures. Our Grant Mangers conduct group meetings with all Project Managers regularly. In addition, our Grant Managers meet individually with each Project Manager to review each client. These meetings thoroughly discuss each client’s needs, what grants are being worked on and what additional grants may be a good fit. We ensure the best quality product before the grant application is submitted.
7. Facilitation of Partnership Meetings: Our Project Managers will arrange and schedule meetings with key personnel to review all grants prior to submission to ensure application accuracy.
8. Timely Submission: We create a precise timeline to ensure the grant is submitted on time. This timeline not only captures the submission deadline, but we create other deadlines in order to obtain the information needed for a quality submission. We believe if everyone is on the same page and is aware of what needs to be done, we can limit scrambling at the last minute.
9. Funding Agency Monitoring: California Consulting will monitor the Funding Agency until grant awards are announced.
10. Grant Administration : Some grants require post award compliance, reporting and administration. California Consulting will prepare required agency reports and submit them by the required due date. We propose that to the extent legally allowed, the Client hire California Consulting as grant administrators when dollars are available from within the grant (at no additional cost to you). When grant dollars from the grant are not available for administration, reporting, and evaluation purposes we will provide these services to the Client for a monthly fee or hourly fee based on the Client’s preference
21 INSERT EXHIBIT B
Section 3 (a)
- FEE SCHEDULE -
We propose an agreement on a Per Grant basis, plus reimbursement of out-of-pocket expenses. If Client decides to withdraw the application or cease work on the application prior to submission and after work has begun, Client agrees to pay Consultant for work completed at an hourly rate of $150.00, not to exceed the total amount of the per grant rate.
The following is a breakdown of cost per grant:
Grant Amount Request Cost
Up to $10,000 $2,000
$10,001 - $50,000 $5,000
$50,001 - $200,000 $8,000
$200,001 - $500,000 $10,000
$500,001 - $2,000,000 $12,000
Over $2,000,000 $15,000 - $18,000
*Cost will be determined based on complexity of grant preparation for grant requests exceeding $2,000,000
Grant research, grant identification, and grant administration can be provided at an hourly rate of $150.00. For research completed at an hourly rate, client may specify a “not to exceed” amount.
22 EXHIBIT C - INSURANCE
Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by Contractor, its agents, representatives, or employees.
MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:
1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.
2. Automobile Liability: Insurance Services Office Form Number CA 0001 covering, Code 1 (any auto), or if Contractor has no owned autos, Code 8 (hired) and 9 (non-owned), with limit no less than $1,000,000 per accident for bodily injury and property damage.
3. Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease. (Not required if Contractor provides written verification it has no employees)
4. Professional Liability (Errors and Omissions): Insurance appropriates to Contractor’s profession, with limit no less than $2,000,000 per occurrence or claim, $2,000,000 aggregate.
If Contractor maintains broader coverage and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverage and/or the higher limits maintained by Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.
Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:
Additional Insured Status
City, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of Contractor including materials, parts, or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to Contractor’s insurance (at least as broad as ISO Form CG 20 10 11 85 or if not available, through the addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 if a later edition is used).
23 Primary Coverage
For any claims related to this contract, Contractor’s insurance coverage shall be primary and non-contributory and at least as broad as ISO CG 20 01 04 13 as respects the City, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of Contractor’s insurance and shall not contribute with it. This requirement shall also apply to any Excess or Umbrella liability policies.
Umbrella or Excess Policy
Contractor may use Umbrella or Excess Policies to provide the liability limits as required in this agreement. This form of insurance will be acceptable provided that all of the Primary and Umbrella or Excess Policies shall provide all of the insurance coverages herein required, including, but not limited to, primary and non-contributory, additional insured, Self-Insured Retentions (SIRs), indemnity, and defense requirements. The Umbrella or Excess policies shall be provided on a true “following form” or broader coverage basis, with coverage at least as broad as provided on the underlying Commercial General Liability insurance. No insurance policies maintained by the Additional Insureds, whether primary or excess, and which also apply to a loss covered hereunder, shall be called upon to contribute to a loss until Contractor’s primary and excess liability policies are exhausted.
Notice of Cancellation
Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the City.
Waiver of Subrogation
Contractor hereby grants to City a waiver of any right to subrogation which any insurer of said Contractor may acquire against the City by virtue of the payment of any loss under such insurance. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.
Self-Insured Retentions
Self-insured retentions must be declared to and approved by the City. The City may require Contractor to purchase coverage with a lower retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City. The CGL and any policies, including Excess liability policies, may not be subject to a self-insured retention (SIR) or deductible that exceeds $25,000 unless approved in writing by City.
Any and all deductibles and SIRs shall be the sole responsibility of Contractor or subcontractor who procured such insurance and shall not apply to the Indemnified Additional Insured Parties. City may deduct from any amounts otherwise due Contractor to fund the SIR/deductible. Policies shall NOT contain any self-insured retention (SIR) provision that limits the satisfaction of the SIR to the City. The policy must also provide that Defense costs, including the Allocated Loss Adjustment Expenses, will satisfy the SIR or deductible. City reserves the right to obtain a copy of any policies and endorsements for verification.
24 Acceptability of Insurers
Insurance is to be placed with insurers authorized to conduct business in the state with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City.
Claims Made Policies
If any of the required policies provide claims-made coverage:
1. The Retroactive Date must be shown, and must be before the date of the contract or the beginning of contract work.
2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.
3. If coverage is canceled or non-renewed, and not replaced with another claims- made policy form with a Retroactive Date prior to the contract effective date, Contractor must purchase “extended reporting” coverage for a minimum of five (5) years after completion of work.
Verification of Coverage
Contractor shall furnish the City with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause and a copy of the Declarations and Endorsements Pages of the CGL and any Excess policies listing all policy endorsements. All certificates and endorsements and copies of the Declarations & Endorsements pages are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive Contractor’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time. City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.
Subcontractors
Contractor shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Contractor shall ensure that City is an additional insured on insurance required from subcontractors.
Duration of Coverage
CGL & Excess liability policies for any construction related work, including, but not limited to, maintenance, service, or repair work, shall continue coverage for a minimum of five (5) years for Completed Operations liability coverage. Such Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.
Special Risks or Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.
25 April 3, 2025 Agenda Item: 10g(2)
Honorable Mayor and Members City Council Meeting
of the Marina City Council of April 15, 2025
CITY COUNCIL CONSIDER ADOPTING RESOLUTION N O. 20 25-,
APPROVING A SERVICE ORDER UNDER AN EXISTING ON-CALL
AGREEMENT WITH_KIMLEY-HORN_FOR AIRPORT ECONOMIC
IMPACT STUDY AT THE MARINA MUNICPAL AIRPORT FOR THE
GRAND TOTAL OF $55,000 ; AUTHORIZING THE CITY MANAGER TO
EXECUTE THE SERVICE ORDER ON BEHALF OF THE CITY, SUBJECT TO REVIEW AND APPROVAL OF THE CITY ATTORNEY ; AND
AUTHORIZING THE FINANCE DIRECTOR TO MAKE NECESSARY
ACCOUNTING AND BUDGETARY ENTRIES
REQUEST:
It is requested that the City Council:
1. Adopt Resolution No. 2025-, approving Service Order No. 2025-01 under an existing on-call agreement with Kimley-Horn for the Airport Economic Impact Study at the Marina Municipal Airport for a grand total of $55,000.(EXHIBIT A)
2. Authorizing the City Manager to execute the Service Order on behalf of the city, subject to review and approval of the City Attorney.
3. Authorizing the Finance Director to make necessary accounting and budgetary entries as necessary.
BACKGROUND:
In June 2024 the City of Marina executed a memorandum of understanding between the City of Hollister, City of Watsonville, and the City of Salinas for the procurement of professional services to perform Airport Ec onomic Impact Study. The cooperative group issued a Request for Proposal (RFP) to acquire consulting services to conduct the study. The cooperative group selected consulting firm Kimley -Horn to conduct the comprehensive Airport Economic Impact Study.
Because the City has an existing on -call agreement with Kimley -Horn approved by Resolution 2024-91, the proposed work is being submitted as Service Order No. 2025-01 under that agreement.
ANALYSIS:
Kimley-Horn has been chosen to complete the airport economic impact study (AEIS) for Hollister, Marina, Salinas, and Watsonville Municipal Airports. The analysis will be conducted as a combined study to achieve economies of scale but will provide each airport with a customized end product.
This scope of work includes 11 tasks that were outlined in the Request for Proposals (RFP) that comprise a traditional economic impact analysis but also provide more data and tools that can be used by each City to communicate the quantitative and qualitative impacts of each Airport’s contributions to their communities and the local and regional economy. The City of Marina has elected to include an additional task that includes, future economic impacts of airport expansion analysis.
Task 1: Project Kick-off Meeting
Kimley-Horn will use the kick -off meeting to not only discuss the Airport’s expectations for the project, but also to gather critical information needed to evaluate on -airport activity, contact on-site tenants and reliant businesses, assess tax and aircraft valuation impacts, and explore unique impacts. 1 This expansion of the kick -off meeting will help to expedite the overall schedule by allowing the team to immediately proceed with subsequent tasks once the kick-off meeting is complete.
Task 2: Conduct Surveys and Collect Data for Direct On-airport Impacts, Tax Impacts, and Valuation of Based Aircraft
Accurate data is critical to the success of any economic impact study, making data collection among the most important tasks of such an effort. Given that much of the data can only be obtained from primary sources such as airport staff, tenants, and reliant businesses, surveys are typically the primary instrument through which economic data is obtained. Surveys are typically customized based on whether the audience contributes to on -airport activities (airport administration or tenants) or off-airport activities (visitor spending and non-aviation businesses)
Task 3: Conduct Surveys and Collect Data for Direct Off-airport Visitor Spending Impacts Visitor spending often accounts for a substantial portion of an airport’s total impacts. Visitor spending trends and statistics are often reported by a local or county Tourism Bureau and can be used to estimate the average level of economic activity generated by visitors arriving via air. If such data is available, KH will use the data to estimate an average amount of money spent per visitor per trip (referred to as the visitor spending profile).
Task 4: Estimate Secondary Impacts
Direct on-airport and visitor spending activities generate secondary impacts as money spreads from the Airport to suppliers and workers in the community. Indirect and induced impacts, collectively referred to as secondary impacts, are calculated using the IMPLAN economic model. During the kick-off meeting, Kimley -Horn will discuss and determine the study region to be used to calculate secondary impacts.
Task 5: Determine Total Impacts
The total annual economic impacts of the Airport are determined by summing the prior categories or types of impact (direct on -airport, direct visitor spending, indirect, and induced impacts [or secondary impacts]) and by impact measure (employment, payroll, and output) as previously outlined in Task 1.
Task 6: Calculate Impact on Nearby Real Estate
Airports can impact property values in the immediate surrounding area, whether positively, where warehouse or commercial real estate may be more valuable due to their proximity to a transportation hub, or negatively, where houses may be less valuable due to their exposure to aircraft noise. Kimley -Horn will evaluate how a residential property’s value is impacted by its proximity to the Airport using county assessed home values and Airport-provided noise contours.
Task 7: Assess Unique Impacts
While the estimation of the direct, secondary, and total economic impacts of the Airport is a primary outcome of the study, this only captures a portion of the overall contributions the Airport makes to its community and the region. Community and social benefits, including specific stories on businesses or other activities provide additional support for the Airport to communicate the total contributions made to the cities and communities. This support is useful as the Airport seeks continued investment in capital improvements to continue realizing the substantial benefits that the Airport provides. In Task 7, Kimley -Horn intends to capture stories of the unique qualitative impacts that make the Airport so important in the region.
Task 8: Assess Benefits to Non-Aviation Businesses
In addition to the activities of on -airport businesses and visitors discussed in Tasks 2 -5, other non- aviation businesses typically located off -airport rely on aviation for purposes such as shipping goods, receiving manufacturing parts and/or imports, transporting their personnel, and receiving 2 vendors or customers visiting their business via air. To measure the economic activity these businesses generate, an electronic survey will be distributed to as many as 100 businesses that rely on the Airport. During the site visit, Kimley -Horn will ask Airport staff to identify businesses that have based aircraft (but have no employees) at the Airport and other businesses that are known to use the Airport through coordination with FBO staff.
Task 9: Develop and Provide GIS Overlay
The data collected and compiled during the study will be prepared for integration into each City’s GIS system. With assistance from Airport representatives, the Kimley -Horn team will coordinate with the City’s GIS Administrator to confirm the preferred format. The GIS overlay will include a point feature class of the Airport containing attribute tables with the Airport’s name, three letter identifier, latitude of the airport reference point, longitude of the airport reference point, and a primary key. Additional tables associated with the point feature class will be included to contain total economic impacts and other data (direct and secondary impacts) developed during the study.
The scope and details of this task will be discussed during the kick-off meeting so that a data set and format can be agreed upon for the Airport. If available, Kimley -Horn asks that the City’s GIS Administrator participate in the kick-off meeting to provide input on the GIS deliverable.
Task 10: Develop an Airport Economic Impact Toolkit
Economic impact studies only benefit airports if their results are effectively communicated to the appropriate audience. Developing an AEIS toolkit with multiple tools that can be tailored will be essential to reach a wide range of audiences, including elected officials, existing or prospective tenants, local businesses, and the public. In order to assist with economies of scale, the layout of the tools will be the same between the four study airports, but the colors, logos, photos, and information will be tailored to each individual airport. This task identifies the following tools for development:
• PowerPoint Presentation
• Technical Report
• Executive Summary
• FAQ Document
• Regional Overview Brochure
Task 11: Documentation and Coordination
Documentation will be prepared and coordination efforts undertaken throughout the course of the AEIS for successful completion. Draft chapters will be developed for key components of the study and provided to the Airport for comment. At the conclusion of the study, the draft chapters will be compiled into a single technical report for the Airport containing a narrative that details the study approach, methodologies used, data gathering processes, and overall survey methods. As discussed in Task 10, the technical report will include the following components, each of which will be contain information specific to the Airport:
• Direct, indirect, and induced impacts as they relate to economic activity (output), earnings (payroll), and employment supported by the Airport
• Graphic and written descriptions of the Airport’s economic value to the local community • A Fact Sheet that includes the number of based aircraft and annual aircraft operations • Supporting illustrations, including charts, graphs, tables, and maps to support the study findings and narrative text
• Unique stories about economic, social and community benefits (qualitative data)
3 Additional task for the City of Marina
Task 12: Future Economic Impact Estimate
This analysis would estimate the economic impacts of the airport if it were to be developed based on current or future plans, including an extension of the runway and development of new hangar facilities. The future economic impacts would be split into two components: 1) construction impacts, and 2) future economic activity. Construction impacts will evaluate the economic activity generated by the direct expenditures spent to build the improvements (e.g., construction and supplier jobs are supported by the improvement projects, thereby generating ripple effects in the local economy). The future economic impact analysis will then estimate the additional economic impact generated from the operation of these new facilities (i.e., increased Airport staffing to support additional traffic, new businesses operating onsite, additional visitor spending from new aircraft operating at the Airport).
FISCAL IMPACT:
Compensation shall be based on a lump sum fee of $ 55,200, which includes the additional scope of work of analyzing the future economic impact of airport expansion (Task 12). Kimley-Horn will not exceed this amount without prior authorization from the Client. Labor fees will be invoiced monthly based upon the overall percentage of services performed.
Expenditure Account #: 6300.030
Base Scope of Work: $43,150.00
Additional Scope of Work: $12,050
Total: $55,200
CONCLUSION:
This request is submitted for City Council consideration and possible action.
Respectfully submitted,
Adarian “AJ” Lawson, M.S.
Airport Manager
City of Marina
REVIEWED AND CONCUR
____________________________
Layne P. Long
City Manager
City of Marina
4 RESOLUTION NO. 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MARINA
APPROVING ASERVICE ORDER UNDER AN EXISTING ON-CALL AGREEMENT WITH_KIMLEY-HORN FOR THE AIRPORT ECONOMIC IMPACT STUDY AT THE MARINA MUNICPAL AIRPORT; AND AUTHORIZING THE CITY MANAGER TO
EXECUTE THE AGREEMENT ON BEHALF OF THE CITY, SUBJECT TO REVIEW
AND APPROVAL OF THE CITY ATTORNEY
WHEREAS, in August 2024, the City Council Passed Resolution 2026 -67 authorizing the City Manager to execute Memorandum of Understanding (MOU) between the cities of Marina, Hollister, Watsonville, and Salinas for procurement of professional services to perform the Airport Economic Impact Study; and
WHEREAS, the primary purpose of any economic impact study is to identify, quantify, qualify, and communicate the local economic, social and community impacts derived from the activities and operation of Hollister, Marina, Salinas, and Watsonville Municipal Airports; and
WHEREAS, the Marina Municipal Airport to make strategic planning and funding decisions and provide better support and infrastructure development projects to spur economic development at the airport and throughout the City; and
WHEREAS, provide City with evidence and narrative of the economic, social and community benefits the airport contributes to the community to highlight the continued need for support; and
WHEREAS, the City approved an on -call agreement with Kimley Horn via Resolution 2024 -91; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Marina hereby:
1. Approve Service Order No. 2025-01 under and existing on-call agreement with Kimley- Horn for the Airport Economic Impact Study at the Marina Municipal Airport;
2. Authorizing the City Manager to execute the Service Order on behalf of the city, subject to review and approval of the City Attorney; and
3. Authorizing the Finance Director to make accounting and budgetary entries as necessary.
PASSED AND ADOPTED by the City Council of the City of Marina at a regular meeting duly held on the 15th day of April 2025, by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
____________________________
Bruce C. Delgado, Mayor
ATTEST:
_____________________________
Anita Sharp, Deputy City Clerk
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CITY OF MARINA
AGREEMENT FOR ON-CALL CIVIL ENGINEERING SERVICES WITH KIMLEY HORN (RESOLUTION 2024-91)
SERVI
CE ORDER NO. 2025-01
AIRPORT ECONOMIC IMPACT STUDY (AEIS) FOR MARINA MUNICIPAL AIRPORT THI
S SERVICE ORDER pertains to the Agreement for the On-Call Traffic Engineering & Transportation Services (the “Agreement”) entered on October 7, 2024 (the “Agreement”) between the City of Marina (City) and Kimley-Horn and Associates, Inc.
PROJECT DESCRIPTION/BACKGROUND INFORMATION:
Kimley-Horn is completing an airport economic impact study (AEIS) for each of the Hollister, Marina, Salinas, and Watsonville Municipal Airports. The analysis will be conducted as a combined study to achieve economies of scale but will provide each airport with a customized end product. This scope of work includes 11 tasks that were outlined in the Request for Proposals (RFP) that comprise a traditional economic impact analysis but also provide more data and tools that can be used by each City to communicate the quantitative and qualitative impacts of each Airport’s contributions to their communities and the local and regional economy. This scope of services describes the workplan to complete the AEIS specifically for Marina Municipal Airport (OAR) but acknowledges areas where coordination is needed between OAR and the other three study airports.
Detailed Scope of Services
Task 1: Project Kick-off Meeting
Kimley-Horn will use the kick-off meeting to not only discuss the Airport’s expectations for the project, but also to gather critical information needed to evaluate on-airport activity, contact on-site tenants and reliant businesses, assess tax and aircraft valuation impacts, and explore unique impacts. This expansion of the kick-off meeting will help to expedite the overall schedule by allowing the team to immediately proceed with subsequent tasks once the kick-off meeting is complete. Understanding this, Kimley-Horn will host a virtual kick-off meeting with representatives of the Airport with the intention to:
• Establish expectations for the Airport and/or City to provide necessary financial, operational, and contact information
• Discuss list of requested data to determine direct impacts for Airport administration activities (Task 2)
• Review the agreed-upon project goals, tasks identified in the scope, deliverables, project schedule, and major milestones
• Define the region for the economic impact study, which will be used in IMPAN to model impacts; study area could include one of Monterey, San Benito, and Santa Cruz counties or could encompass a wider area (discussed further in Task 4) • Identify GIS data overlay (Task 9) scope and requirements • Discuss the communication plan for coordination and project administration with the Airport
• Establish an outreach plan for tenants, visitors, and non-aviation reliant businesses receiving surveys
EXHIBIT A
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• Discuss availability of current tourism reports at a county or local level
Economic Terminology
Key to the usefulness of any economic impact study is the use of clear, easy-to-understand terminology.
In this scope of services and subsequent study, the following terms will be used to describe economic impact types and economic impact measures. It is important to note these terms are different than the terms used in the RFP but are generally accepted as common terms in economic impact studies. • Direct Economic Impacts of On-airport Activity comprise the employment, payroll, and economic activity (output) of the airport administration and its on-site business tenants. • Direct Economic Impacts of Off-airport Visitor Spending include the employment, payroll, and economic activity directly supported when out -of-town visitors who traveled through the airport spend money at businesses in the community. It is important to note the RFP for this study considers direct visitor spending impacts as “indirect impacts,” which differ from those described below.
• Secondary Impacts refer to the combined impacts of Indirect Impacts, which are generated when a portion of direct business revenues (output) is used to purchase goods or services from suppliers for the on-airport business, and Induced Impacts, which reflect the portions of airport and supplier employees’ incomes spent in the region to buy groceries, pay rent, and other living expenses. The RFP refers to Secondary Impacts as “induced impacts.” Economic impacts are typically communicated through multiple measures. The following measures will be used to describe the economic impacts generated by the Airport:
• Employment: Total number of people employed, both full-time and part-time. • Payroll: Total employment compensation, including wages, benefits, and taxes paid on behalf of employees (sometimes referred to as “labor income” or “total compensation”). • Output: Total expenditures for airport administration, capital projects, and tenant sales of goods and services as well as visitor spending in hospitality-related sectors (also referred to as “output,” “sales,” or “economic activity/impact”).
The total impacts calculated for each measure are typically broken down into “on-airport” and “visitor spending.” Tax impacts and off-airport non-aviation business impacts will be presented separately from an airport’s total impacts. Using these terms, Kimley-Horn plans to present the impacts of the Airport as shown in the table below. All terminology will be discussed and agreed upon at the kick-off meeting to select the final terminology for the study. It is important that consensus on terminology is achieved early in the project for use in developing the surveys, Frequently Asked Questions (FAQ) document (discussed in Task 2), and communications toolkit (Task 10).
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Impact Types Impact Measures
Employment Payroll Output
Direct On-airport Activity
Direct Off-airport Visitor Spending
Total Direct Impacts
Indirect Impacts
Induced Impacts
Total Secondary Impacts
Total Impacts
It is anticipated that the kick-off meeting would be held approximately two weeks after notice to proceed (NTP) is issued, providing sufficient time for Kimley-Horn to compile example tenant, visitor, and reliant business surveys and develop draft distribution letters. The Airport will be asked to compile information necessary to calculate on-airport impacts and contact necessary stakeholders, discussed further in Task 2 of this workplan. Key to this data gathering will be identifying data points that will be gathered from other municipal sources such as city GIS departments and Assessor-County Clerk- Recorder offices. Specific data points needed from these sources are discussed in subsequent tasks of this workplan.
This meeting and our experience conducting economic impact studies and understanding the questions that arise during and after the studies will be used to develop the FAQ (Task 10) that can be posted on the Airport’ websites and used when communicating with on-site businesses, government officials, and the public.
Kimley-Horn will prepare meeting materials, including example surveys, list of potential topics to be assessed as unique impacts, a draft FAQ document, and an agenda for the meeting. Following the meeting, written summaries of the results including decisions made, follow-up action items, and other critical data obtained during the meeting will be provided to the Airport for review and comment.
Kimley-Horn Team Tasks:
• Schedule and prepare for a kick-off meeting
• Compile example surveys
• Prepare draft distribution letters
• Develop draft agenda
• Provide Airport with list of data needs
• Prepare draft FAQ document for Airport’s review
• Conduct virtual kick-off meeting
• Prepare meeting summary
Airport Tasks:
• Compile data needed by Kimley-Horn team for study
• Confirm consensus on terminology
• Review draft FAQ document and provide comments
• Review example surveys and provide comments
• Review meeting agenda and summary and provide comments 8 4
• Review proposed list of topics to be assessed as unique impacts (Task 7) Deliverables:
• Example surveys and draft distribution letters
• Agenda and meeting summary
• Draft and final FAQ document
• Preliminary list of topics to be assessed as unique impacts (Task 7) Task 2: Conduct Surveys and Collect Data for Direct On-airport Impacts, Tax Impacts, and Valuation of Based Aircraft
Accurate data is critical to the success of any economic impact study, making data collection among the most important tasks of such an effort. Given that much of the data can only be obtained from primary sources such as airport staff, tenants, and reliant businesses, surveys are typically the primary instrument through which economic data is obtained. Surveys are typically customized based on whether the audience contributes to on-airport activities (airport administration or tenants) or off-airport activities (visitor spending and non-aviation businesses). Task 2 will focus on developing surveys targeted towards on-airport activities, while Tasks 3 and 8 will address visitor spending and off-airport non- aviation businesses, respectfully.
Task 2.1: Gather Data for Direct On-airport Impacts
Airport Administration Impacts
As the sponsor of the study, the initial data collection from the Airport will be obtained during or immediately after the kick-off meeting. Prior to the kick-off meeting, Kimley-Horn will provide a data request to the Airport representative to complete prior to the site visit. The data included in this request will be the basis for the subsequent surveys that will be conducted at the Airport and is anticipated to include:
• Airport administration employment and payroll for 2024 • Airport operating expenditures for 2024
• Annual Airport capital expenditures for 2021-2024
• Annual Airport fuel sales records for 2021-2024
• National Based Aircraft Inventory data – detail reports including aircraft type and tail number • 2024 annual operational counts and/or flight tracking data (to be used in Task 3) • List of on-site business tenants – with employment estimates for each (as back-up) • List of businesses that base aircraft at the Airport, as available • Tax information (discussed further in Task 2.2)
Annual airport capital expenditures and fuel sales data will be requested for the four years 2021-2024 to accommodate for any significant variations in a single year activity (i.e., large runway construction project increased capital spending but reduced fuel sales). The values will be averaged to represent a ‘typical’ year for each facility. From these ‘average’ expenditures, direct employment and payroll will be estimated using the IMPLAN econometric model, representing the construction jobs supported by those airport improvement projects.
Airport Business Tenant Impacts and FAQ Document
In addition to the activities of the Airport administration, business tenants make substantial contribution to total on-airport impacts. Therefore, a Business Tenant Survey will be developed to collect information 9 5
necessary to model total impacts. Businesses anticipated to be surveyed include all on-site aviation or aerospace businesses and all non-aviation business tenants that closely support aviation activity (e.g., rental cars).
It is essential that the Airport’s businesses fully cooperate by providing the type of business and number of employees at a minimum, with a request to provide other information such as payroll (wages and benefits), capital expenditures, taxes paid, and other beneficial data. Kimley-Horn will not request tenant revenues or output because many businesses consider such data proprietary. Instead, output will be estimated using the IMPLAN model based on the number of employees and business type. Each business will also be asked if they have any examples of activities or services that would help demonstrate the unique contributions that the Airport has on the communities and region to start building the platform to conduct Task 7.
To facilitate participation in the data collection effort, a FAQ document will be developed prior to the on-site visit. The exact content of the document will be determined during the kick-off meeting, but Kimley-Horn anticipates it will describe the purpose and background of the study, summarize the project process and anticipated results, and explain how tenant data will be used. The FAQ document will include consistent basic information between all four study airports (i.e., purpose and process of the study, request for business participation) but will then be tailored to discuss specific considerations at each airport (i.e., SNS is updating the economic impact study from the 2020 economic benefit analysis) Kimley-Horn recommends the FAQ document specifically highlight that individual tenant data will not be presented in any report, and the results of the study will be aggregated at an airport-wide level.
All surveys will be developed in an online platform with a URL link provided in the distribution letter.
In addition, it is recommended that a hardcopy and electronic fillable PDF form versions be created for the tenant surveys to allow business representatives to complete the surveys prior to or during the on-site visit.
Site Visits and Data Collection
Once the surveys are finalized and disseminated to the appropriate business representatives, Kimley- Horn will conduct in-person site visits at each study airport. In-person site visits increase the visibility of the study among business tenants; and, in a sense, put a face to a name for survey recipients, thereby improving overall participation. Each site visit is expected to last one day and include multiple components, described in further detail below.
• Airport Administration staff meeting: The site visit will begin with a meeting between Airport administration staff, including the Airport manager and a member of the Kimley- Horn team. During the meeting, data from the request discussed above will be collected if they have not been confirmed via email prior to the visit. Kimley-Horn will then confirm the list of on-site business tenants, contact information for their representatives, and estimate of tenant employment provided by Airport staff. Additionally, Kimley-Horn staff will discuss the following items with Airport staff to gather contextual information needed for subsequent parts of the study.
o Aeronautical activities in 2024 to determine if they are representative of typical activities at each airport (i.e., no significant disruptions) o Unique impact topics to be explored in Task 7
o Businesses that frequently rely on the Airport to conduct business 10 6
• Business Tenant meeting(s): Following the Airport administration meeting, a member of the Kimley-Horn team will meet with on-site business representatives to gather tenant survey responses. The Airport administration staff may schedule meetings with business tenant representatives at the Airport administration office, or Kimley-Horn can visit tenants at their respective place of business. Regardless, Kimley-Horn asks that Airport staff be present in the meetings to make introductions and facilitate coordination between our team and business representatives. During each tenant meeting, a member of the Kimley-Horn team will administer the tenant survey.
• Airport Tour and Photos: Economic impact study deliverables are better received when they are customized to include Airport-specific images and branding. As such, Kimley-Horn will conduct a tour of the Airport during the site visit to take up to date photos of the Airport to be used in the toolkit (Task 10). Alternatively, each Airport may provide marketing-level photos of their facilities and the activities that occur to be used in the deliverables.
Airport representatives will be asked to coordinate their schedules to allow Kimley-Horn staff to conduct the site visits on consecutive days with the other airports in the study, reducing travel expenses.
Kimley-Horn asks Airport staff to notify all business tenants of the visit a minimum of two times prior to the meeting through their own existing distribution channels. To improve transparency and coordination, Kimley-Horn recommends an initial notification be sent at least two weeks prior to the visit to disseminate the FAQ document and tenant surveys, while the second be sent the day prior to the visit to remind representatives of the meeting. Kimley-Horn will provide draft language for the two initial notifications in addition to the FAQ document.
Following the site visit, Kimley-Horn will compile Airport administration and tenant survey response data into a single spreadsheet for the Airport. If any tenants are unable to complete their survey on the day of the visit, Kimley-Horn will make up to two outreach attempts via phone or email to gather the needed information. If data cannot be collected from tenants during the site visit or two subsequent follow-up attempts, the Airport will be asked to contact the non-responsive tenant(s) to obtain data. If information is still not collected (within two weeks of Airport contacting the tenant), employment estimates provided by Airport staff will be used to estimate tenant activities.
Once all data is compiled, Kimley-Horn will host a virtual meeting with the Airport to review the direct data obtained through the Airport data request and tenant survey responses. Confirmation of direct data is critical to the study as it directly influences the secondary and total impacts of the Airport. If direct data is believed to be inaccurate, Airport staff will be asked to provide corrected information or contact the business tenant to correct the issue.
Assumptions:
It is anticipated the data year will be 2024, the most recent full year of available data, given the proposed project kick-off of April 2025.
Kimley-Horn Team Tasks:
• Finalize and submit Airport data request
• Finalize and submit FAQ document
• Develop draft and final surveys
• Finalize and submit distribution letters
• Develop online, fillable PDF, and hard copy tenant surveys 11 7
• Conduct on-site visit with Airport administration and business tenants • Develop estimates of direct tenant impacts for the Airport • Summarize direct economic impact data for Airport’s review Airport Tasks:
• Complete Airport data request
• Participate in on-site visit
• Approve FAQ document and final tenant surveys for implementation (completed in conjunction with Task 2.1 but listed under Task 10 deliverables) • Notify business tenants of site visit and disseminate FAQ document and tenant surveys • Assist with data collection for unresponsive businesses • Review and approve draft direct economic impact data
Deliverables:
• Electronic and hardcopy surveys and associated distribution letters (tenants) • FAQ document
• Summary of direct on-airport economic impact data
Task 2.2: Calculate Tax Impacts
Beyond the direct activity of an airport’s administration, business tenants, and visitors, additional impacts are generated in the form of tax revenues collected by the local, regional, state, and federal governments. To quantify these impacts, multiple data sources will be consulted to describe the taxable aviation activities, research relevant taxes collected by each level of government, and identify applicable rates for each tax. Kimley-Horn recognizes the following as known sources of aviation-related tax impacts:
• Income taxes paid by those whose jobs are supported by the Airport and visitor spending (federal and state)
• Taxes contributed by Airport businesses as available from Consultant’s data collection • Sales taxes paid by those whose jobs are supported by Airport and visitor spending (state, county and local)
• Sales taxes paid by visitors (lodging/retail/rental cars/other) (state, county, and local) • Possessory income taxes from hangar, facility, and land leases • Vessel taxes by aircraft owners
As part of the Airport data request described in Task 2.1, Kimley-Horn will ask Airport representatives to coordinate with their respective City Finance offices and Assessor-County Clerk-Recorder offices to provide historical tax data needed to model the above taxes, including:
• Possessory income tax rates and associated revenue records (2020-2024) • Vessel tax rates and associated revenue records (2020-2024) • Aviation fuel sales records and fuel taxes collected at the Airport (2020-2024) • New aircraft sales tax receipts (2020-2024)
The following scope of services assumes the above listed data will be provided to Kimley-Horn for analysis. If such data cannot be furnished by the City Finance offices and Assessor-County Clerk- 12 8
Recorder offices, the corresponding tax impact will not be calculated as current and accurate tax receipts cannot be reliably gathered from other sources.
Similar to the capital expenditures and fuel sales records described in Task 2.1, multiple years of historic data is requested to complete the tax analysis to account for variations that could be caused by industry disruptions. Possessory, vessel, fuel sales, and aircraft sales tax impacts will therefore represent average impacts generated by the Airport between 2020-2024, while income and sales taxes will represent impacts generated by 2024 on-airport and visitor spending activities.
Once the background research has been conducted and the historic data collected, total tax impacts will be calculated using the IMPLAN model. Income and sales taxes will be modeled using the direct impacts captured in Tasks 2.1 and 3 as inputs. Vessel and Possessory taxes will be modeled using rates and revenue records provided by Assessor-County Clerk-Recorder offices. The total tax impacts will be separated into local and state sales taxes paid by companies, visitors and employees; state and federal income taxes paid by companies and employees; Social Security taxes paid by companies and employees, and other tax contributions (fuel taxes, possessory taxes, vessel taxes, sales taxes for new aircraft purchases. The results of the analysis will be communicated through a draft chapter to be included in the final technical report (Task 10).
Kimley-Horn Team Tasks:
• Research taxable aviation activities, relevant taxes collected by federal, state, regional (county and special district), and local governments, and applicable tax rates • Develop estimates of total tax impacts
• Summarize the tax analysis results to be documented in technical report Airport Tasks:
• Coordinate with City finance offices and Assessor-County Clerk-Recorder offices to obtain new aircraft sales tax receipts, and possessory income and aircraft vessel tax rates and 2020-2024 revenue records
• Provide 2020-2024 fuel sales records (as part of Task 2.1 Airport data request) • Review tax analysis results and provide comments
Deliverables:
• Documentation of the total tax impacts for the Airport in the technical report Task 2.3: Estimate Total Value of Based Aircraft at the Airport Each Airport has a large number of based aircraft that lease storage space and generate operational and economic activity. Every type of based aircraft has a different value depending on age and aircraft model. These values will be determined through review of Assessor-County Clerk-Recorder office data detailing the assessed value of aircraft reported to be based at the Airport. If Assessor office data is not available for the Airport, VREF Aircraft Value Reference Guide data will be purchased, and aircraft values will be estimated based on their age and type. With the based aircraft inventory data provided by the Airport, the Kimley-Horn team will estimate the values and summarize for use in the final technical report. The results of the analysis will be documented in a draft chapter for use in the final technical report (Task 10).
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Kimley-Horn Team Tasks:
• Review Assessor-County Clerk-Recorder offices’ assessed aircraft valuation data • Purchase one month’s access to the VREF Aircraft Value Reference Guide (if Assessor -County Clerk-Recorder office data is not available)
• Estimate value of the based aircraft at the Airport
• Document the values in the technical report
Airport Tasks:
• Provide detailed based aircraft data (either N-numbers or types) • Coordinate with Assessor-County Clerk-Recorder offices to obtain assessed aircraft valuation data, if available
Deliverables:
• Documentation of the value of based aircraft at the Airport in the technical report Task 3: Conduct Surveys and Collect Data for Direct Off-airport Visitor Spending Impacts Visitor spending often accounts for a substantial portion of an airport’s total impacts. Visitor spending trends and statistics are often reported by a local or county Tourism Bureau and can be used to estimate the average level of economic activity generated by visitors arriving via air. If such data is available, KH will use the data to estimate an average amount of money spent per visitor per trip (referred to as the visitor spending profile).
Alternatively, current visitor spending impacts can be calculated by surveying visiting pilots and passengers to build a profile of average spending in common spending categories. If current tourism data is not available or sufficient for the Airport, Kimley-Horn will prepare a GA pilot and passenger survey in an online format to allow respondents to quickly and easily complete the survey. These surveys will request trip purpose, trip origin, length of stay, destination, approximate expenditures, and persons per aircraft (including pilots). The survey will include language so that reported spending is attributed to out-of-region visitors so as to capture new money entering the local economy through the Airport.
Kimley-Horn will develop fully designed posters with a brief explanation of the project, a QR code and survey URL to be posted in the FBO lobby, GA terminal building, pilot’s lounge, restaurants, and any other locations with high visibility to incoming or outgoing pilots. The posters will maintain a consistent design between all four study airports but will be customized to discuss each airport and provide a unique link to the survey.
During the site visit, a Kimley-Horn team member will meet with FBO front desk staff to explain the purpose of the GA pilot and passenger survey and provide contact information for answering questions.
As the Airport operates the FBO, Airport management will be asked to facilitate a meeting between front desk staff and members of the Kimley-Horn team. In this meeting, Kimley-Horn will coordinate with the FBO staff to place the posters in prominent locations around the airport terminal or FBO lobby.
To maximize accuracy of the analysis, Kimley-Horn recommends the GA pilot and passenger survey be deployed as long as possible to gather a statistically valid sample size. Therefore, this task will be initiated at the site visit and run concurrently with other tasks before being completed.
At the conclusion of this task, the survey results will be vetted to remove invalid responses and averaged to calculate the visitor spending profile. Then, using the operational data provided by the Airport in Task 14 10
2.1, direct visitor spending impacts for the Airport will be summarized and sent to Airport staff for review and comment. This review is critical so that the data provided by others are appropriate based on knowledge of the various activities at the Airport.
Kimley-Horn Team Tasks:
• Review tourism data, if available
• Develop GA pilot and passenger survey posters and postcards • Develop online GA pilot and passenger survey
• Meet with FBO management and FBO/Airport front desk staff to promote GA pilot and passenger survey
• Develop estimates of visitor spending and number of visitors • Summarize direct visitor spending impact data for the Airport’s review Airport Tasks:
• Coordinate with FBO management to place posters in FBO or airport terminal lobbies • Approve GA pilot and passenger survey for implementation • Coordinate with FBO and Airport front desk staff to promote GA pilot and passenger survey • Review draft visitor spending impact data
Deliverables:
• GA pilot and passenger survey poster and postcards
• Summary of visitor spending impacts
Task 4: Estimate Secondary Impacts
Direct on-airport and visitor spending activities generate secondary impacts as money spreads from the Airport to suppliers and workers in the community. Indirect and induced impacts, collectively referred to as secondary impacts, are calculated using the IMPLAN economic model. During the kick-off meeting, Kimley-Horn will discuss and determine the study region to be used to calculate secondary impacts.
IMPLAN data will be purchased for the study region of Monterey, San Benito, and Santa Cruz Counties.
As an option, Santa Clara County can be included in the IMPLAN dataset at no extra cost to reflect the close economic and social relationship between the Monterey Bay area and the southern San Francisco Bay area. The data is presented at both the county-specific level and as a combined region, allowing secondary impacts to be modeled for the immediate county or the larger region. Modeling at a regional level captures secondary impacts that may not be included in a county-specific analysis (i.e. an aviation supplier in Monterey County will not be included if impacts are only modeled for San Benito County).
The Airport can select a region that is different from the other three study airports so long as the IMPLAN dataset does not exceed 5 total counties. It should be noted the prior economic benefit analysis for SNS modeled impacts using Monterey County-specific IMPLAN data. Once the study region is selected, Kimley-Horn will calibrate the IMPLAN model and calculate secondary impacts using the direct data collected in Tasks 2 and 3 as inputs.
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Kimley-Horn Team Tasks:
• Calibrate IMPLAN model for the Airport’s preferred study region that includes Monterey, San Benito, and Santa Cruz counties, or another region determined in the kick-off meeting to estimate indirect and induced impacts for the direct inputs identified in Task 2 • Document the results of the indirect and induced impacts analysis in the technical report Airport Tasks:
• None
Deliverables:
• Documentation of the results of the indirect and induced impacts analysis in the technical report Task 5: Determine Total Impacts
The total annual economic impacts of the Airport are determined by summing the prior categories or types of impact (direct on-airport, direct visitor spending, indirect, and induced impacts [or secondary impacts]) and by impact measure (employment, payroll, and output) as previously outlined in Task 1.
Kimley-Horn Team Tasks:
• Document the results of impacts for types of impact and impact measure to derive total annual economic impacts in the technical report
Airport Tasks:
• None
Deliverables:
• Documentation of the results of the total impacts analysis for the Airport in the technical report Task 6: Calculate Impact on Nearby Real Estate
Airports can impact property values in the immediate surrounding area, whether positively, where warehouse or commercial real estate may be more valuable due to their proximity to a transportation hub, or negatively, where houses may be less valuable due to their exposure to aircraft noise. Kimley- Horn will evaluate how a residential property’s value is impacted by its proximity to the Airport using county assessed home values and Airport-provided noise contours.
To evaluate these impacts, Kimley-Horn will develop a GIS overlay based on the most recent noise contours for the Airport depicting the 55, 60, and 65 decibel (dB) CNEL contours, as available. New noise contours will not be developed as part of this analysis. Then, using property valuation data obtained from the Assessor-County Clerk-Recorder offices of Monterey, San Benito, and Santa Cruz Counties, a sample of property values will be taken in each contour boundary to determine the average home value. If noise contours are not available or do not extend off Airport property, Kimley-Horn will examine the values of homes inside a one-miles radius of the Airport property line. Subsections set at one-quarter and one-half mile radii will help determine the relationships between home prices and the proximity to the Airport.
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Airport representatives will be asked to provide the most recent noise contours in a GIS shapefile or other format capable of being traced to develop a GIS overlay. The Airport will also be asked to initiate and facilitate coordination between the Kimley-Horn team and the Assessor-County Clerk-Recorder offices to gather property valuation data. If such data is not available, the Kimley-Horn team will use commercially available house pricing data (e.g., Zillow), understanding it will likely produce a smaller sample size and a less comprehensive analysis.
Kimley-Horn Team Tasks:
• Develop GIS layer with Google Earth base to identify properties within 55, 60, and 65 CNEL noise contours for the Airport
• Calculate average residential property values in each noise contour • Document the results of the impacts to real estate analysis in the technical report Airport Tasks:
• Provide most recent noise contours in GIS or another traceable electronic format • Coordinate with Assessor-County Clerk-Recorder offices to obtain property valuation data Deliverables:
• Documentation of the results of the property value impact analysis in the technical report Task 7: Assess Unique Impacts
While the estimation of the direct, secondary, and total economic impacts of the Airport is a primary outcome of the study, this only captures a portion of the overall contributions the Airport makes to its community and the region. Community and social benefits, including specific stories on businesses or other activities provide additional support for the Airport to communicate the total contributions made to the cities and communities. This support is useful as the Airport seeks continued investment in capital improvements to continue realizing the substantial benefits that the Airport provides. In Task 7, Kimley- Horn intends to capture stories of the unique qualitative impacts that make the Airport so important in the region.
During the kick-off meeting, suggested topics and other unique stories or qualitative impacts stemming from the operations of the Airport or its on-site businesses will be discussed. Potential topics to be discussed include:
• Joby AAM Manufacturing
• Skydive Monterey Bay
Information about unique impacts will also be sought through the surveys that are disseminated to tenants, visitors, businesses with based aircraft, and businesses that rely on aviation. During the site visit discussed in Task 2.1, Kimley-Horn will discuss the information provided by the Airport and survey respondents to finalize a list of topics to be reviewed.
At the Airport’s discretion, unique impacts will be documented in one of two ways: (1) Kimley-Horn will develop standalone white papers (maximum of two), each focused on one topic and including firsthand information gathered from interviews, or (2) a single draft chapter that touches on multiple topics with information gathered from desktop research and Airport-provided information. 17 13
If the standalone white papers (Option 1) are selected, the Kimley-Horn team will conduct additional research and host virtual interviews with people or businesses closely associated to the activity, as identified by Airport staff or during the site visit. Contact information will be collected during the data collection effort of Tasks 2 and 3, however, Airport representatives will be asked to provide contact information if another party would be best suited to give information about the activity. Following the interviews and desktop research, Kimley-Horn will develop a one-to-three page draft and final whitepaper highlighting each story with quotes and pictures, as appropriate. The white paper will be provided to the Airport in an electronic printable format separate from the technical report (preferably PDF) to allow for the stories to be printed hard-copy or posted to the Airport websites or social media pages. The white papers will be combined in a single appendix to be included in the technical report.
If a single draft chapter is selected (Option 2), Kimley-Horn will conduct desktop research and use information gathered during the site visit and tenant outreach process to document the unique activities identified by the Airport staff. Each topic overview will be less than one page in length and capture how the activity or tenant contributes to the unique impacts of the Airport. Additional outreach or interviews with tenants will not be conducted beyond the site visit and follow-up process described in Task 2. The stories will be compiled, resulting in a draft chapter to be included in the technical report. Additionally, the stories will be highlighted in the Airport’s brochure/primer (Task 10).
Kimley-Horn Team Tasks:
• Include questions regarding qualitative impacts in the surveys and seek information during interviews with tenants and others
• Conduct desktop research and interviews with key stakeholders (Option 1 only) for up to two stories per Airport
• Develop appendix for technical report (Option 1)
• Develop two 1-3 page white papers summarizing each story topic (Option 1) or develop a single draft chapter summarizing multiple story topics (Option 2) Airport Tasks:
• Work with the Kimley-Horn team to identify the specific topics that will be addressed in this task • Provide contact information for key stakeholders, as appropriate, and encourage Airport tenants and known users to provide stories and information on unique benefits Deliverables:
• One-to-three page white paper per each topic combined to serve as an appendix to the technical report (Option 1) or single draft chapter with an overview of multiple topics highlighting unique impacts with appropriate quotes and pictures (Option 2) Task 8: Assess Benefits to Non-Aviation Businesses
In addition to the activities of on-airport businesses and visitors discussed in Tasks 2-5, other non- aviation businesses typically located off-airport rely on aviation for purposes such as shipping goods, receiving manufacturing parts and/or imports, transporting their personnel, and receiving vendors or customers visiting their business via air. To measure the economic activity these businesses generate, an electronic survey will be distributed to as many as 100 businesses that rely on the Airport. During the site visit, Kimley-Horn will ask Airport staff to identify businesses that have based aircraft (but have no 18 14
employees) at the Airport and other businesses that are known to use the Airport through coordination with FBO staff.
A survey of non-aviation businesses will be developed for electronic distribution. The survey will request information about the number of people the company employs in the county and the percentage of their business that is reliant on aviation. Kimley-Horn will request that the Airport or appropriate City office send the surveys from an official email address to improve response rates.
If these businesses identified by the Airport do not provide a sufficient a pool, additional data will be gathered from ESRI’s Business Analyst tool. Business will be identified as being reliant on the Airport based on their North American Industry Classification System (NAICS) classification identified by the Business Analyst tool. Up to 12 industries will be included based on Kimley-Horn’s experience identifying businesses that typically use aviation for passenger travel and freight shipments.
Employment data will be collected for each business from ESRI and assumptions of what percentage of the business’s total sales are reliant on the Airport. The employment data gathered from the survey and ESRI (if necessary) will then be used to model additional impacts using the IMPLAN model. The results will be used to illustrate the importance of general aviation to the regional economy but will be reported separately from the impacts calculated in Task 2-5 as they cannot be directly attributed to Airport activity.
Kimley-Horn Team Tasks:
• Compile list of businesses with based aircraft and other businesses reliant on the Airport from Tasks 1 and 2
• Develop the off-airport business survey and transmittal letter for distribution email • Depending on the results of the survey, gather business data from ESRI Business Analyst tool to supplement dataset
• Model non-aeronautical business impacts in IMPLAN using survey results • Document the non-aeronautical business impacts results in the technical report Airport Tasks:
• Provide list of businesses and contact information for those with based aircraft at the Airport or that frequently use the Airport to do business (transport goods, personnel, or customers) • Review the list of businesses that is compiled for survey distribution • Review the off-airport business survey and provide comments • Using an email prepared by Kimley -Horn, distribute the surveys from the Airport ’s email addresses or another City organization that is likely to increase the response rate on the surveys Deliverables:
• Documentation of the non-aviation business impacts results in the technical report Task 9: Develop and Provide GIS Overlay
The data collected and compiled during the study will be prepared for integration into each City’s GIS system. With assistance from Airport representatives, the Kimley-Horn team will coordinate with the City’s GIS Administrator to confirm the preferred format. The GIS overlay will include a point feature class of the Airport containing attribute tables with the Airport’s name, three letter identifier, latitude of 19 15
the airport reference point, longitude of the airport reference point, and a primary key. Additional tables associated with the point feature class will be included to contain total economic impacts and other data (direct and secondary impacts) developed during the study. The scope and details of this task will be discussed during the kick-off meeting so that a data set and format can be agreed upon for the Airport. If available, Kimley-Horn asks that the City’s GIS Administrator participate in the kick-off meeting to provide input on the GIS deliverable.
Optional Deliverables: Additional GIS Point Feature Classes At the Airport’s discretion, Kimley-Horn will develop additional point feature classes to supplement the core study information (direct, secondary, and total economic impacts) presented in this task. Optional feature classes include:
• Impacts on nearby real estate (Feature class displays noise contour boundaries in feature class) • Unique impacts (Feature class includes links to study documentation [Task 7] or resources if the impact is associated with a specific on-airport business or geographic location) • Airport business tenants on site (not including business-specific impacts or economic information given the proprietary nature of such data)
The optional feature classes would be delivered to the Airport in the same format as the primary feature class described above. Kimley-Horn will discuss with the Airport during the kick-off meeting if additional feature classes are desired and what data would be included therein. Additional feature classes including those listed above or other of the Airport’s choosing can be requested but require an addition to the task budget.
Kimley-Horn Team Tasks:
• Coordinate with Airport on preferred format of data for integration in City GIS system • Discuss data and considerations for GIS integration during kick-off meeting • Develop point feature class for City to integrate into GIS system Airport Tasks:
• Confirm content to be included in point feature class after kick-off meeting and prior to developing the GIS layers
• Coordinate with City’s GIS Administrator and invite to the kick- off meeting to provide input on the GIS deliverable
Deliverables:
• GIS point feature class containing Airport name, identifier, latitude and longitude airport reference points, primary key, and economic impacts (direct, secondary, and total) for integration into City GIS systems
Task 10: Develop an Airport Economic Impact Toolkit
Economic impact studies only benefit airports if their results are effectively communicated to the appropriate audiences. Developing an AEIS toolkit with multiple tools that can be tailored will be essential to reach a wide range of audiences, including elected officials, existing or prospective tenants, local businesses, and the public. In order to assist with economies of scale, the layout of the tools will be 20 16
the same between the four study airports, but the colors, logos, photos, and information will be tailored to each individual airport. This task identifies the following tools for development:
PowerPoint Presentation
A Microsoft PowerPoint presentation will be developed that provides an easily understandable platform for use in communicating Airport economic, and social and community impacts. This presentation can be structured to include specific messages (“Economics 101” or “Airports are an Economic Engine”) but will at a minimum introduce the study and associated terminology, describe the methodology, and present the quantitative and qualitative economic impacts of the Airport. One general template will be provided for all airports included in the larger study, with the specific results of the Airport included in the final presentations. It is anticipated the presentation will include 20-30 slides of content to provide approximately 30 minutes of material. The presentation will be provided in a printable and editable electronic PowerPoint format (.pptx).
Technical Report
The technical report will be the primary method of communicating the results of the study to its intended audiences, documenting the analyses described in each task. A unique technical report will be developed for the Airport to document the direct, secondary, and total impacts as well as the unique stories and attributes that support the Airport’s contribution to their communities. The technical report will summarize the methodology, data collection, and total impacts, as well as the impacts to nearby real estate and the benefits to non-aviation businesses. To achieve economies of scale, common elements of the technical report will be shared between all airports in the study. Potential sections to be shared include the definition of economic terms, description of the study data collection process (i.e. surveys), and modeling methodology. The technical report will include a fact sheet summarizing the Airport’s based aircraft and operational activity for 2024, representing a ‘typical day at the Airport.’ It is anticipated the technical report will be approximately 30-40 pages in length to include the narrative and graphics developed as draft chapters throughout the course of the project. The technical report will be provided in a printable electronic format, preferably PDF.
Executive Summary
Executive summaries are typically used to quickly and effectively communicate the results of an impact for a wide range of audiences. As such, Kimley-Horn will develop a text-oriented executive summary with narrative and graphics customized for the Airport to briefly summarize the process and methodology of the study and present the impacts of the Airport. The executive summary will also include highlights of unique impacts assessed in Task 7. The executive summary will be provided as a preface to the technical report in a printable electronic format, preferably PDF. However, the Executive Summary will be formatted within the technical report in such a way to allow it to be extracted as a standalone document, if desired.
Primer/Brochure
A professionally designed and graphically focused primer or brochure will be developed for the Airport, summarizing the study results in a user friendly and non-technical format. It is expected that a common primer/brochure template will be developed for all four study airports, with similar graphical themes, structure, and messaging of common components (i.e., economic terminology, project methodology).
From this template, the primer/brochure will be customized to include Airport-specific photos, messaging, and economic impacts. As available, pictures will be used specific to the Airport, as well as the Airport’s logo and colors. The primer/brochure will describe the technical report and direct, 21 17
secondary, and total economic impacts, with additional information on how to use the study results. The primer/brochure will be provided in a printable electronic format, preferably PDF. The primer/brochure will be prepared in InDesign for graphic purposes.
FAQ Document
An FAQ document will be developed for dissemination in Task 2.1 and included in the overall toolkit.
The contents of the FAQ document will be determined in Task 1. The FAQ document will be provided in a printable electronic format, preferably PDF. The FAQ document will be similar in structure for all four study airports but will be tailored to discuss specific considerations at the Airport.
Regional Overview Brochure
At the Airport’s discretion, Kimley-Horn will develop a common ‘regional overview’ brochure describing the combined total economic impacts of all four study airports. This component will acknowledge the unique relationships the four airports have in the larger region given their overlapping catchment area and market base in the Monterey Bay area. The regional overview will be documented as a standalone brochure. The brochure will use similar design elements to the airport-specific primer/brochure but will be customized to more easily differentiate between the products. The regional overview brochure will be provided in a printable electronic format, such as a PDF. Like the primer/brochure, the regional overview brochure will be prepared in InDesign for graphic purposes.
Optional Deliverable: Animated Flight Map
An airport’s ‘reach’ can sometimes be difficult for members of the community to understand if they do not regularly use the goods and services provided by the Airport or its tenants. Illustrating the geographic connections made by aircraft operations can help demonstrate the value the Airport brings to the community it serves. In this optional deliverable, Kimley-Horn will provide an animated map that depicts routes flown by aircraft to and from the Airport using data collected by the Federal Aviation Administration’s (FAA) Traffic Flow Management System Counts (TFMSC) system. The animated map will be provided in a video file (.MP4) file format and can be included in the Airport PowerPoint or GIS Overlay if the Airport wishes. The animated flight map can be developed at an additional cost to the originally submitted budget.
Kimley-Horn Team Tasks:
• Prepare draft Airport-specific PowerPoint presentation for Airport’s review • Prepare draft combined Technical Report in PDF for Airport’ s review , including Fact Sheet summarizing based aircraft and operations
• Prepare draft Airport-specific Executive Summary in PDF for Airport’s review • Prepare draft Airport-specific Primer/Brochure in PDF for Airport’s review • Prepare draft Regional Overview Primer/Brochure in PDF • Prepare final Airport-specific Presentation in PowerPoint format • Prepare final Airport-specific Technical Report in PDF, including Fact Sheet • Prepare final Airport-specific Executive Summary in PDF • Prepare final Airport-specific Primer/Brochure in PDF • Prepare final Regional Overview Primer/Brochure in PDF 22 18
Airport Tasks:
• Review draft PowerPoint presentation and provide comments • Review draft Technical Report, including Fact Sheet, and provide comments • Review draft Executive Summary and provide comments
• Review draft Primer/Brochure and provide comments
Deliverables:
• Airport-specific presentation in PowerPoint format (one per Airport) • Airport-specific Technical Report in PDF (one per Airport) • Airport-specific Executive Summary in PDF (one per Airport) • Airport-specific Primer/Brochure in PDF (one per Airport) • Regional Overview Primer/Brochure in PDF
Task 11: Documentation and Coordination
Documentation will be prepared and coordination efforts undertaken throughout the course of the AEIS for successful completion. Draft chapters will be developed for key components of the study and provided to the Airport for comment. At the conclusion of the study, the draft chapters will be compiled into a single technical report for the Airport containing a narrative that details the study approach, methodologies used, data gathering processes, and overall survey methods. As discussed in Task 10, the technical report will include the following components, each of which will be contain information specific to the Airport:
• Direct, indirect, and induced impacts as they relate to economic activity ( output), earnings (payroll), and employment supported by the Airport
• Graphic and written descriptions of the Airport’s economic value to the local community • A Fact Sheet that includes the number of based aircraft and annual aircraft operations • Supporting illustrations, including charts, graphs, tables, and maps to support the study findings and narrative text
• Unique stories about economic, social and community benefits (qualitative data) The PowerPoint presentation developed in Task 10 will serve as the basis for a formal presentation to the City of Marina Council. A Kimley-Horn team member will virtually attend up to one meeting per Airport to present the results of the study and answer questions as appropriate.
All documentation will be provided in electronic printable format. With the exception of the business tenant surveys discussed in Task 2.1, no hard-copy deliverables will be provided. At the Airport’s request, Kimley-Horn can assist in printing hard copies of the technical report, primer/brochure, or other deliverable. However, any printing beyond the business tenant surveys will require an addition to the task budget.
It is anticipated that bi-weekly coordination calls will be held between the Kimley-Horn team and the four airports to discuss the study progress, any issues, and data needs, as appropriate given the timing of the calls. These calls will help to make certain constant coordination and progress toward completion of the study. Other coordination efforts will include calls to discuss reviews of draft documentation and any other issues that arise relative to the AEIS.
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Kimley-Horn Team Tasks:
• Conduct virtual presentation to the City of Marina Council. • Conduct bi-weekly conference calls with the four airports Airport Tasks:
• Provide notice of the dates of City of Marina Council meetings for coordination with the consultant • Participate in bi-weekly conference calls with the Kimley-Horn team Deliverables:
• No additional deliverables
Task 12: Future Economic Impact Estimate
This analysis would estimate the economic impacts of the airport if it were to be developed based on current or future plans, including an extension of the runway and development of new hangar facilities.
The future economic impacts would be split into two components: 1) future construction and total economic impacts, and 2) future tax impacts.
Task 12.1 Future Construction Impacts and Total Economic Activity Construction impacts will evaluate the economic activity generated by the direct expenditures spent to build the improvements (e.g., construction and supplier jobs are supported by the improvement projects, thereby generating ripple effects in the local economy). The future economic impact analysis will then estimate the additional economic impact generated from the operation of these new facilities (i.e., increased Airport staffing to support additional traffic, new businesses operating onsite, additional visitor spending from new aircraft operating at the Airport).
To complete this, the consultant will gather data from the Airport necessary to estimate future direct impacts, as described in the following bullets:
• Current or preferred plans for hangar development (could include master plan/ALP layouts, agreements or proposals from corporate businesses, or a ‘wish list’) • Best available cost estimates for the 2,317’ runway extension construction and hangar development construction.
1 • Timeline for hangar development and runway extension to be completed along with aviation activity forecasts (aircraft operations and based aircraft) from most recent master plan/ALP. • Projected critical aircraft type associated with extended (5,800’) runway. • Assumed/preferred business tenant types for new hangar developments (If available, please provide a rough estimate of projected employment [i.e., a corporate flight department has indicated they will station a crew and maintenance staff at OAR, totaling 5 employees]). • If available, visitation estimates from Monterey Car Week or other tourism data to demonstrate ‘lost’ activity due to OAR not being able to accommodate some jet traffic.
Once the available data is collected, the consultant will research additional information to form assumptions of on-airport employment and operational activity needed to calculate economic impacts in the IMPLAN model. Key assumptions that will be made for the purposes of this analysis include:
1 An adjustment to the task budget and schedule will be required if cost estimates cannot be provided by the Airport. 24 20
• Total capital improvement expenditures related to making improvements. • Increased airport sponsor (FBO) employment to accommodate additional activity. • Number and type of ‘new’ businesses on the airport as a result of the improvements, along with the number of employees per business.
• Additional annual visitor spending resulting from improvements based on:
o Frequency of ‘new’ larger aircraft operations
o Average number of pilots and passengers arriving per ‘new’ operation o Average spending per visitor (adjusted from current visitor spending profile described in Task 3)
These assumptions will help determine the direct data input into the IMPLAN model to determine secondary and total impacts. The consultant will report the impacts of construction as a standalone estimate of economic activity generated over a given period while the improvements are implemented.
Subsequently, the consultant will add the impacts of future activity to the total impacts determined in Task 5 to estimate a future total economic impact of OAR if all improvements are made. The results of these two analyses will be presented as a section in the executive summary and technical report discussed in Task 10. To maintain design consistency with the other airports, the results of this task will not be presented in the primer/brochure.
Kimley-Horn Team Tasks:
• Identify current on-airport and visitor spending impacts from Task 5. • Compile and verify data provided by Airport.
• Research needed information to estimate on-airport and visitor spending impacts. • Make assumptions about future Airport and tenant employment, future visitation and spending, and capital expenditures.
• Model construction impacts and impact of future aviation activity. • Document results in technical report.
Airport Tasks:
• Complete Airport data request, including:
o Runway extension cost estimate
o Preferred design concept and cost estimate for hangar development o Preferred/assumed businesses associated with
o Timeline of hangar and runway extension completion
o Forecast of based aircraft and operations
o Future critical aircraft (based on a 5,800’ runway)
o Preferred composition of new on-airport business tenants, as available. o Tourism data, as available
• Review assumptions
Deliverables:
• Documentation of the results of the future impacts analysis for the Airport in the technical report
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Task 12.2: Future Tax Impacts
In addition to generating economic activity in the community through additional employment and visitor spending, the improvements are likely to increase the government revenues generated by income, sales, and possessory taxes collected at the Airport. To quantify this, the consultant will use the results of Task
2.1, and the assumptions established above to estimate future tax impacts. The current tax impacts will be increased by a ratio equal to the assumed increase in employment (for income and on-airport sales taxes), visitors (for visitor spending sales taxes), and based aircraft (for possessory and vessel taxes).
This ‘scale up’ will represent the total tax impacts generated by the Airport once all improvements are operational. The tax impacts of the construction process will not be calculated. The consultant will document the results of this analysis in the technical report, but the impacts will not be presented as a portion of the future total impacts since there is potential overlap in activity.
Kimley-Horn Team Tasks:
• Identify current on-airport and visitor spending impacts from Task 5 • Compile assumptions of future employment, visitor spending, and based aircraft. • ‘Scale up’ tax impacts from current impacts determined in Task 6. • Document results in technical report.
Airport Tasks:
• Review assumptions of future employment, visitor spending, and based aircraft.
Deliverables:
• Documentation of the results of the future tax impacts analysis for the Airport in the technical report
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Additional Information
1. A ssumptions:
a. The scope and fee are based on the participation of the four airports (Salinas, Hollister, Watsonville, and Marina). If one or more airports choose to not participate in the study , then the project fee will be revised to reflect the accurate price for expenditures to be split between the four airports.
2. A
dditional Services
a. Any services not specifically provided for in the above scope will be billed as additional services and performed at our then current hourly rates. Additional services may include:
i. Optional Deliverables:
1. Additional GIS Point Feature Classes (Task 9)
2. Animated Flight Map (Task 10)
3. O
wner’s Responsibilities
a. Provide copies of all existing pertinent records/reports/studies in its possession. b. Assist in site visit and business tenant meetings.
c. Participate in meetings and planning activities.
d. Timely review and response (2 weeks from receipt).
e. Print hard copies of deliverables for their own use. f. Perform additional responsibilities as detailed in contract terms and conditions and above scope of work.
g. The Kimley-Horn team and its Subconsultants shall be entitled to rely upon the accuracy and completeness of all surveys, reports and information furnished by the Client.
COMPENSATION/SCHEDULE OF PERFORMANCE:
Compensation shall be based on a lump sum fee of $55,200, not including optional or additional services.
Kimley-Horn will not exceed this amount without prior authorization from the Client. Labor fees will be invoiced monthly based upon the overall percentage of services performed.
Progress payment invoices shall reference the project name and project code.
Address invoices to: Attn. Melissa Orduno. Invoices can be emailed to [email protected] and copy to [email protected].
FORMAT & SCHEDULE OF DELIVERABLES:
All deliverables shall be provided to the CITY in PDF digital file. All close out documentation shall be submitted to the City in digital format.
Services by Kimley-Horn assumes that all work will be complete, and this Task closed out within nine months of the NTP issuance, contingent on timely data collection and reviews by the Airport.
GEOGRAPHIC LIMITS:
Work is located in the City of Marina in the City of Marina, CA 27 23
Contract shall perform services on the above-described project as provided herein and in the Agreement.
This Service Order shall not be binding until has been properly signed by both parties. Upon execution, this Service order shall supplement the Agreement as it pertains to the project described above.
IN WITNESS WHEREOF, this Service Order has been executed under the provisions of the Agreement on the date(s) given below. By the signatures below, the parties hereto agree that all terms and conditions of this Service Order and the Agreement shall be in full force and effec t. In accordance with Section 1(c) of the Agreement, this Service Order shall be incorporated by this reference as an integral part of ATTACHMENT A to the Agreement.
KIMLEY-HORN AND ASSOCIATES, INC. CITY OF MARINA
By: By:
Name:
Name:
Its:
City Manager
Date:
Date:
28 April 9, 2025 Item No. 10g(3)
Honorable Mayor and Members City Council Meeting
of the Marina City Council of April 15, 2025
CITY COUNCIL CONSIDER ADOPTING RESOLUTION NO. 202 5-,
APPROVING AN AGREEMENT WITH RINCON CONSULTING FOR
GEOGRAPHIC INFORMAITON SYSTEM (GIS) AND GRANT WRTING
SERVICES IN AN AMOUNT NOT TO EXCEED $50,000 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:
1. Adopt Resolution No. 202 5-, approving an agreement with Rincon Consulting to provide geographic information system (GIS) and grant writing services in an amount not to exceed $50,000; and
2. Authorizing the City Manager to execute the agreement subject to final review and approval by the City Attorney; and
3. Authorizing the Finance Director to make necessary accounting and budgetary entries.
ANALYSIS
GIS Services -On February 4, 2025, city staff presented the work Rincon Consulting has been performing to enhance the city’s geographic information system (GIS) platform. Since 2022 when Rincon was brought under contract , GIS layers have been created to enhance the community development department by providing an interactive zoning and general plan map, council district layers, police beat layers and most recently displaying the California Department of Forestry (CAL FIRE) hazard zone maps. With a substantial amount of new development occurring the next phase of the GIS program has been to partner with the Marina Fire Department to accurately map the Big Three Development Projects (Dunes, Sea Haven, Marina Station). This is in addition to the ongoing GIS work the City of Marina needs including preparing recusal maps for commissioners, refining the coastal zone maps, and ensuring compliance with Assembly Bill 2907. To complete these tasks, additional contract authority needs to be provided by the City Council so the City can continue to partner with Rincon Consulting for GIS services.
Grant Services -In June 2024 the City was awarded a $300,000 United State Environmental Protection Agency (US EPA) Targeted Brownfield Assessment (TBA) grant to investigate hazardous building material and soil impacts within 1/3 of the Cypress Knolls area. Additionally, the city partnered with Rincon Consulting to apply for a (US EPA) Clean Up grant for five million dollars to help demolish and remediate a portion of the Cypress Knolls area. The application was due in October 2024 and the City will find out if we are awarded the grant in May of 2025.
Additional TBA grant opportunities are available for Marina in 2025 to further investigate and remediate the Cypress Knolls area.
Finally, Rincon has assisted the City of Marina with applying for the Pro Housing Designation from the California Department of Housing and Community Development (State HCD). Our application has been reviewed, we have met with HCD staff and are revising the grant application accordingly. 1 If Marina receives the Pro Housing Designation, we will receive a higher rating and more points for other grant opportunities to assist with the implementation of the Downtown Specific Plan.1
ENVIROMENTAL REVIEW
Approval of a 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
The contract for grant writing and GIS services will be paid for from cost savings from vacancies within the Community Development Department.
CONCLUSION
City staff are recommending approval of the contract so work can begin in earnest to further enhance the City’s GIS capabilities and grant writing opportunities.
Respectfully submitted
_____________________
Guido F. Persicone, AICP
Community Development Director
City of Marina
REVIEWED BY:
_______________________________
Layne Long
City Manager
City of Marina
1 The Sustainable Transportation Planning Grant, the Infill Incentive Grant Program of 2007 (IIG-2007), the Infill Infrastructure Grant Program of 2019 (IIG-2019) and the Affordable Housing and Sustainable Communities Grant are all opportunities the City of Marina can apply for in the near term.
2 RESOLUTION NO. 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MARINA CITY
APPROVING AN AGREEMENT WITH RINCON CONSULTING TO CONTINUE
GEOGRAPHIC INFORMATION SYSTEM (GIS) AND GRANT WRITING
SERVICES AND FIND THIS ACTION IS EXEMPT FROM CEQA PURSUANT TO SECTION 15061(B(3) OF THE CEQA GUIDELINES.
WHEREAS, on February 4, 2025, the City Council received a presentation from city staff and Rincon Consulting about the ongoing geographic information system (GIS) work Rincon has performed for the City of Marina; and
WHEREAS, the city is actively seeking out grant opportunities to implement the Downtown Specific Plan; and
WHEREAS, the city has a pending application with the California Department of Housing and Community Development (State HCD) to receive the Pro Housing Designation; and
WHEREAS, the city would like to continue to utilize Rincon Consulting for grant writing and GIS services moving forward
NOW THEREFORE BE IS RESOLVED that the City Council of the City of Marina does hereby:
1. Approve an agreement with Rincon Consulting to provide geographic information system (GIS) and grant writing services in an amount not to exceed $50,000
2. Authorizing the City Manager to execute the agreement subject to final review and approval by the City Attorney; and
3. Authorizing 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 held on the 15th day of April 2025, 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
3 April 9, 2025 Item No. 10g(4)
Honorable Mayor and Members City Council Meeting
of the Marina City Council of April 15, 2025
CITY COUNCIL TO CONSIDER ADOPTING RESOLUTION NO. 2025 -,
AUTHORIZING A PROFESSIONAL SERVICES AGREEMENT TO
YAMABE & HORN ENGINEERING, INC. OF FRESNO, CA FOR
ENGINEERING AND LAND SURVEYING SERVICES FOR DESIGN OF
THE INFRASTRUCTURE FOR THE WINDY HILL PARK REST ROOM
FACILITIES; AND AUTHORIZING THE CITY MANAGER OR
DESIGNEE TO EXECUTE CONTRACT DOCUMENTS SUBJECT TO
FINAL REVIEW AND APPROVAL BY THE CITY ATTORNEY; AND
AUTHORIZING THE FINANCE DIRECTOR TO MAKE NECESSARY
ACCOUNTING AND BUGETARY ENTRIES.
REQUEST:
It is requested that the City Council:
1. Consider adopting Resolution No. 2025 - authorizing a professional services agreement with Yamabe & Horn Engineering, Inc. of Fresno, CA for engineering and land surveying services beginning May 1, 2025, in an amount not to exceed $49,000.00 for the design of Windy Hill Park restroom facilities.
2. Authorize the City Manager or designee to execute the agreement on behalf of the City subject to final review and approval by the City Attorney.
3. Authorize the Finance Director to make necessary accounting and budgetary entries.
BACKGROUND:
The City of Marina has long prioritized the improvement of public parks. To that end, the City Council has previously approved Capital Improvement Project QLP 2112, allocating $1,100,000 for the purchase and installation of playground equipment, playground surfacing, and the construction of new restroom facilities at Windy Hill Park.
Installation of the new playground and playground surface begins Monday April 14, 2025, and is scheduled for completion by early June. The restroom facility will be ordered and built concurrently with the design and construction of the infrastructure for the restroom facility.
Renderings of the playground and restroom are attached as EXHIBIT D AND EXHIBIT E.
ANALYSIS:
In alignment with the project's goals, Public Works staff engaged Yamabe & Horn Engineering, Inc., based in Fresno, CA, to provide a proposal for the engineering and land surveying services needed for the design of the infrastructure for the Windy Hill Park restroom facilities. Founded in November 1979 by Ronald Yamabe and Gary Horn, this firm brings over 46 years of experience in delivering engineering and surveying services to various cities, counties, and private developers.
1 Yamabe & Horn’s proposal effectively meets the City’s design requirements, showcasing a well - detailed and comprehensive scope of work. The team possesses highly skilled engineering staff, and their pricing is competitive and reasonable, making them a suita ble choice for this essential project.
By approving this professional services agreement, the City Council will be taking a significant step toward enhancing Windy Hill Park, ultimately benefiting the community and fulfilling longstanding objectives for park improvements.
FISCAL IMPACT:
The total cost for the engineering and land surveying services is projected at $49,000. This expenditure will be funded through the existing appropriations in Capital Improvement Project QLP 2112, ensuring no additional financial burden on the City’s budget.
EXHIBITS:
Exhibit A – Windy Hill Park Project Exhibit
Exhibit B – Yamabe & Horn Proposal for Windy Hill Park Restroom Design Exhibit C – Professional Services Agreement with Yamabe & Horn Engineering, Inc.
Exhibit D – Playground Rendering
Exhibit E – Restroom Rendering
Respectfully submitted,
_____________________________
Ismael Hernandez
Public Works Director
City of Marina
____________________________________
Layne Long
City Manager
City of Marina
2 RESOLUTION NO. 2025-
A RESOLUTION OF THE CITY COUNCIL OF MARINA AUTHORIZING A
PROFESSIONAL SERVICES AGREEMENT TO YAMABE & HORN
ENGINEERING, INC. OF FRESNO, CA FOR ENGINEERING AND LAND
SURVEYING SERVICES FOR DESIGN OF THE INFRASTRUCTURE FOR THE WINDY HILL PARK RESTROOM FACILITIES; AND AUTHORIZING
THE CITY MANAGER OR DESIGNEE TO EXECUTE CONTRACT
DOCUMENTS SUBJECT TO FINAL REVIEW AND APPROVAL BY THE
CITY ATTORNEY; AND AUTHORIZING THE FINANCE DIRECTOR TO
MAKE NECESSARY ACCOUNTING AND BUGETARY ENTRIES
WHEREAS, the City of Marina has a long-standing goal of improving all public parks within the city, recognizing their importance for the community's quality of life; and
WHEREAS, the Recreation & Community Services Commission, in its 2003 annual report, identified the construction of permanent restroom facilities at Windy Hill Park as a priority; and
WHEREAS, the City’s Parks & Recreation Facilities Master Plan, adopted on June 21, 2005, highlighted the necessity of restroom facilities at Windy Hill Park to better serve families with small children; and
WHEREAS, the City Council has already approved Capital Improvement Project QLP 2112 with a budget of $1,100,000 allocated for the purchase and installation of playground equipment, playground surfacing, and restroom facilities construction; and
WHEREAS, Public Works staff have sought the services of Yamabe & Horn Engineering, Inc., a well-established firm with over 46 years of experience in engineering and land surveying, to assist with the Windy Hill Park restroom design project; and
WHEREAS, the proposal received from Yamabe & Horn Engineering, Inc. reflects their understanding of the City’s needs and offers a detailed and reasonable scope of work; and
WHEREAS, the fiscal impact of this project is $49,000, which will be funded through existing appropriations in Capital Improvement Project QLP 2112.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Marina does hereby:
1. Adopt Resolution No. 2025 - authorizing a professional services agreement with Yamabe & Horn Engineering, Inc. of Fresno, CA for engineering and land surveying services beginning May 1, 2025, in an amount not to exceed $49,000.00 for the design of Windy Hill Park restroom facilities.
2. Authorize the City Manager or designee to execute the agreement on behalf of the City subject to final review and approval by the City Attorney.
3. Authorize the Finance Director to make necessary accounting and budgetary entries.
3 Resolution No. 2025-
Page Two
PASSED AND ADOPTED by the City Council of the City of Marina at a regular meeting duly held on the 15th Day of April 2025 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
4 SD
SS
SS
SS
SS
WL
WL
WL
STEM WALL, H=1.5'
6.00'
6.00'
1.00'
4.0' Min
4" SEWER LINE
Exist WATERLINE TO
BE FIELD VERIFIED
DROP MANHOLE
LANDSCAPE
SLOPE
LANDSCAPE
SLOPE
ADA PATH OF TRAVEL
TO BE FIELD VERIFIED
FOR COMPLIANCE
ELVIRA MORLA-CAMACHO
C I V I L
REGISTERED PROFESSIONAL ENGINEER
STATE OF CALIFORNIA
0 20' 40'
(IN FEET)
10'
GRAPHIC SCALE
1 IN = 20 FT
12/11/2024 3:49 PM ETHAN PENCE
1585-0001-2112-LAYT.DWG
CONCEPT PLAN
WINDY HILL PARK IMPROVEMENTS
12/11/2024 1 11585-0001-2112EMCEMPEMP
EX-1
N/A
1" = 10'
NOTE:
1. ELECTRIC POWER SUPPLY TO BE DETERMINED,
POSSIBLE SOLAR PANELS TO SUPPORT WATER HEATER
AND SECURITY LIGHT.
EXHIBIT A
5 Mr. Ismael Hernandez February 28, 2025
City of Marina
211 Hillcrest Avenue
Marina, CA 93933
RE: Windy Hill Park Improvements – Installation of Prefabricated Restroom Dear Ismael,
Yamabe and Horn, Inc. (Y&H) is pleased to submit this proposal to provide civil engineering and land surveying services for the above-referenced project. The scope of our services will be to prepare Onsite Improvement Plans to support the installation of a prefabricated restroom building being procured separately by the City of Marina. Our proposal for these services is based on the Concept Plan by Wallace Group, dated December 11, 2024, and include the following items of work:
1. UTILITY & PROJECT COORDINATION
A. Coordination with the local utilities, including, but not limited to, Marina Coast Water District and PG&E, is required in order to provide new utility service to the proposed facility. Y&H and/or its subconsultants will work with those utilities to gather information, coordinate requirements, submit applications, and aid in permitting (if needed) to secure those services.
B. We will attend up to 3 meetings with the Client, its consultants, and/or building manufacturer as may be required for project planning and coordination. It is assumed that permitting of the restroom building itself will be handled internally by the City, if needed.
2. ONSITE IMPROVEMENT PLANS & COORDINATION
A. TOPOGRAPHIC SURVEY – We will provide a topographic survey of portions of the existing park as needed to get a detailed understanding of the existing grades, utilities, and constraints at the site. Y&H will coordinate with the City of Marina for benchmark and datum information needed. Y&H does not anticipate providing any boundary survey for this project.
B. ONSITE GRADING PLAN – Perform final grading, drainage, and ADA facility design for the site preparation components of the project and prepare a Grading and Drainage Plan for the improvements. It is assumed that site demolition requirements can be handled on the same plan as the proposed grading and drainage. The grading design will comply with the site preparation requirements of the prefabricated restroom building and will be submitted to City of Marina for review and approval.
C. ONSITE EROSION CONTROL PLAN – We will prepare an Erosion Control Plan in coordination with the grading plan in conformance with City of Marina requirements.
Based on the site size, it is anticipated that a SWPPP will not be required, and the Plan
EXHIBIT B
6 will mostly consist of a single BMP drawing for grading activities. This plan will be included in the set submitted to City of Marina for review and approval.
D. ONSITE UTILITY PLAN – We will prepare a Wet Utility Plan to include new sewer and water services to the proposed restroom building. The plan will comply with the utility requirements dictated by the prefabricated restroom design and is expected to include a new metered water service with backflow preventer along with a new sewer lateral with cleanouts as needed. This plan may be combined with the Site Grading Plan, if possible.
E. ELECTRICAL ENGINEERING AND SITE ELECTRICAL PLAN – Y&H proposes to use Borrelli and Associates, Inc. (B&A) as a subconsultant for electrical engineering work. This scope includes the preparation of a site electrical plan to provide the service specified by the prefabricated restroom manufacturer, Title 24 calculation and documentation, and coordination with PG&E for the new point of service.
F. PREPARE PROJECT SPECIFICATIONS – We will prepare and provide a set of project specifications for the site improvements scope of the project. It is assumed that we will be provided boilerplate front end specifications/special provisions from the City of Marina and will be able to utilize the City’s published Standard Technical Specifications.
3. BIDDING ASSISTANCE & COORDINATION
A. BIDDING ASSISTANCE – We will provide engineering assistance during the bidding process. The Engineer will answer any requests for information and prepare any addenda, if needed. Following bidding, our construction manager will provide a full review of all bid forms and documents provided by the Contractors for completeness of the bid submittals to confirm the low responsive bidder for the project and make a recommendation of award to the City.
4. GEOTECHNICAL INVESTIGATION & COORDINATION - OPTIONAL A. GEOTECH INVESTIGATION – Y&H proposes optional work for a geotechnical investigation and report, if needed. Prefabricated restroom building designs will typically dictate site preparation requirements which may refer to a worst-case soil condition from the California Building Code, or may require more site-specific information. While most projects require a geotechnical investigation and report for grading and site preparation activities, the requirements may be waived by the Building Official having jurisdiction. Additionally, the retaining wall which is anticipated would usually require information on the anticipated soil lateral pressures for design development. At this time, Y&H proposes to utilize City of Marina Standard Drawing No.
G-2 for the retaining wall, which assumes a minimum soil pressure value. However, if needed, Y&H proposes to utilize Krazan & Associates, Inc. to provide geotechnical investigation, report and recommendations for site grading, building pad preparation, utility trench backfill, etc.
EXHIBIT B
7 SUMMARY OF PROPOSAL COSTS
1. UTILITY & PROJECT COORDINATION
2. ONSITE IMPROVEMENT PLANS & COORDINATION
3. BIDDING ASSISTANCE & COORDINATION
Fixed Fee - $41,500.00
4. GEOTECHNICAL INVESTIGATION & COORDINATION - OPTIONAL Fixed Fee - $7,500.00
We appreciate the opportunity to provide you with this proposal . Our proposal is provided as a fixed fee based on the scope included above and noting the assu mptions and exclusions on the following sheet.
We look forward to working with you. Please do not hesitate to reach out to me with any questions.
Sincerely,
Josh Rogers, P.E.
Principal Engineer
Yamabe & Horn Engineering, Inc.
EXHIBIT B
8 ASSUMPTIONS/EXCLUSIONS
1. It is assumed that the restroo m building will be designed and installed by others and Y&H scope of work will prepare plans for site p reparation contractor to ready site for installation and direct site preparation contractor to coordinate with building install by others.
2. Any substantial changes to the proposed project concept plan could result in changes to this proposal.
3. No construction phase services are provided with this proposal.
4. It is assumed that s urface drainage will be maintained following construction and no onsite or offsite drainage facilities will be required.
5. It is assumed that no new l andscape design will be needed and that the existing irrigation system in the vicinity of the building will just be re-routed around the building as needed. If the City has any information on the existing irrigation system, this would be appreciated.
6. All plan check, permit or new service fees are assumed to be paid by the City (i.e. Marina Coast Water District, City Building Department, City Encroachment Permit, PG&E construction costs, etc.).
7. It is assumed that utility service can be obtained form the site-adjacent utilities as indicated on the Concept Plan. Any offsite main extensions to bring utilities to the site are not included.
8. Any work scope not indicated in the proposal is excluded.
EXHIBIT B
9 1
CITY OF MARINA
AGREEMENT FOR PROFESSIONAL ENGINEERING SERVICES
THIS AGREEMENT is made and entered into on , 20___, by and between the City of Marina, a California charter city, hereinafter referred to as the "City," and Yamabe & Horn Engineering, Inc. hereinafter referred to as the "Contractor." City and Contractor are sometimes individually referred to as "party" and collectively as "parties" in this Agreement.
Recitals
A. City desires to retain Contractor to:
Provide engineering and land surveying services for the Windy Hill Park Restroom Project, hereinafter referred to as the "Project." B. Contractor represents and warrants that it has the qualifications, experience and personnel necessary to properly perform the services as set forth herein.
C. City desires to retain Contractor to provide such services.
Terms and Conditions
For of good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged and in consideration of the mutual promises contained herein, City and Contractor agree to the following terms and conditions:
1. Scope of Work.
(a) Contractor is hereby hired and retained by the City to work in a cooperative manner with the City to fully and adequately perform those services set forth in Exhibit “A” attached hereto (“Scope of Work”) and by this reference made a part hereof. With prior written notice to Contractor, City may elect to delete certain tasks of the Scope of Work at its sole discretion.
(b) Contractor shall perform all such work with skill and diligence and pursuant to generally accepted standards of practice in effect at the time of performance. Contractor shall provide corrective services without charge to the City for work which fails to meet these standards and which is reported to Contractor in writing within sixty days of discovery. Should Contractor fail or refuse to perform promptly its obligations under this Agreement, the City may render or undertake the performance thereof and the Contractor shall be liable for any expenses thereby incurred. (c) If services under this Agreement are to be performed by a design professional, as that term is defined in California Civil Code §2782.8(b)(2), design professional certifies that all design professional services shall be provided by a person or persons duly licensed by the State of California to provide the type of services described in Section 1(a). By delivery of completed work, design professional certifies
EXHIBIT C
10 2
that the work conforms to the requirements of this Agreement and all applicable federal, state and local laws, and the professional standard of care in California.
(d) Contractor is responsible for making an independent evaluation and judgment of all relevant conditions affecting performance of the work, including without limitation site conditions, existing facilities, seismic, geologic, soils, hydrologic, geographic, climatic conditions, applicable federal, state and local laws and regulations and all other contingencies or considerations.
(e) City shall cooperate with Contractor and will furnish all information data, records and reports existing and available to City to enable Contractor to carry out work outlined in Exhibit “A." Contractor shall be entitled to reasonably rely on information, data, records and reports furnished by the City, however, the City makes no warranty as to the accuracy or completeness of any such information, data, records or reports available to it and provided to Contractor which were furnished to the City by a third party. Contractor shall have a duty to bring to the City's attention any deficiency or error it may discover in any information provided to the Contractor by the City or a third party.
2. Term of Agreement & Commencement of Work.
(a) Unless otherwise provided, the term of this Agreement shall begin on the date of its full execution and shall expire on December 31, 2026 unless extended by amendment or terminated earlier as provided herein. The date of full execution is defined as the date when all of the following events have occurred:
(i) This Agreement has been approved by the City's Council or by the board, officer or employee authorized to give such approval; and
(ii) The office of the City Attorney has indicated in writing its approval of this Agreement as to form; and
(iii) This Agreement has been signed on behalf of Contractor by the person or persons authorized to bind the Contractor hereto; and.
(iv) This Agreement has been signed on behalf of the City by the person designated to so sign by the City's Council or by the officer or employee authorized to enter into this Contract and is attested to by the Marina City Clerk.
(b) Contractor shall commence work on the Project on or by May 1, 2025. This Agreement may be extended upon written agreement of both parties. Contractor may be required to prepare a written schedule for the work to be performed, which schedule shall be approved by the City and made a part of Exhibit A, and to perform the work in accordance with the approved schedule.
3. Compensation.
(a) City liability for compensation to Contractor under this Agreement shall only be to the extent of the present appropriation to fund this Agreement. For services to be provided under this Agreement City shall compensate Contractor in an amount not to exceed Forty-Nine Thousand Dollars ($49,000.00) in accordance with the provisions of this Section.
EXHIBIT C
11 3
(b) Invoice(s) in a format and on a schedule acceptable to the City shall be submitted to and be reviewed and verified by the Project Administrator (see Section 5(a)) and forwarded to the City's Finance Department for payment. City shall notify Contractor of exceptions or disputed items and their dollar value within fifteen days of receipt. Payment of the undisputed amount of the invoice will typically be made approximately thirty days after the invoice is submitted to the Finance Department.
(c) Contractor will maintain clearly identifiable, complete and accurate records with respect to all costs incurred under this Agreement on an industry recognized accounting basis. Contractor shall make available to the representative of City all such books and records related to this Agreement, and the right to examine, copy and audit the same during regular business hours upon 24-hour's notice for a period of four years from the date of final payment under this Agreement.
(d) Contractor shall not receive any compensation for Extra Work without the prior written authorization of City. As used herein, "Extra Work" means any work that is determined by the City to be necessary for the proper completion of the Project but which is not included within the Scope of Work and which the parties did not reasonably anticipate would be necessary at the execution of this Agreement.
(e) Expenses not otherwise addressed in the Scope of Services or the Fee Schedule incurred by Contractor in performing services under this Agreement shall be reviewed and approved in advance by the Project Administrator (Section 5(a)), be charged at cost and reimbursed to Contractor.
(f) There shall be no charge for transportation within Monterey, Santa Cruz and San Benito Counties required for the performance of the services under this Agreement; travel to other locations must be approved in writing and in advance by the City, mileage will be charged at the then current standard rate for business travel as set by the U.S.
Internal Revenue Service for such approved travel.
4. Termination or Suspension.
(a) This Agreement may be terminated in whole or in part in writing by either party in the event of a substantial failure by the other party to fulfill its obligations under this Agreement through no fault of the terminating party, provided that no termination may be effected unless the other party is given (1) not less than ten days written notice of intent to terminate, and (2) provided an opportunity for consultation with the terminating party prior to termination.
(b) If termination for default is effected by the City, an equitable adjustment in the price provided for in this Agreement shall be made, but (1) no amount shall be allowed for anticipated profit on unperformed services or other work, and (2) any payment due the Contractor at the time of termination may be adjusted to cover any additional costs to the City because of the Contractor's default. If after the termination for failure of Contractor to fulfill its contractual obligations, it is determined that the Contractor had not failed to fulfill contractual obligations, the termination shall be deemed to have been for the convenience of the City.
EXHIBIT C
12 4
(c) The City may terminate or suspend this Agreement at any time for its convenience upon not less than thirty days prior written notice to Contractor. Not later than the effective date of such termination or suspension, Contractor shall discontinue all affected work and deliver all work product and other documents, whether completed or in progress, to the City.
(d) If termination for default is effected by the Contractor or if termination for convenience is effected by the City, the equitable adjustment shall include a reasonable profit for services or other work performed. The equitable adjustment for termination shall provide for payment to the Contractor for services rendered and expenses incurred prior to the termination, in addition to termination settlement costs reasonably incurred by Contractor relating to written commitments that were executed prior to the termination.
5. Project Administrator, Project Manager & Key Personnel.
(a) City designates as its Project Administrator, Ismael Hernandez, who shall have the authority to act for the City under this Agreement. The Project Administrator or his/her authorized representative shall represent the City in all matters pertaining to the work to be performed pursuant to this Agreement.
(b) Contractor designates Joshua Rogers as its Project Manager who shall coordinate all phases of the Project. The Project manager shall be available to City at all reasonable times during the Agreement term.
(c) Contractor warrants that it will continuously furnish the necessary personnel to complete the Project on a timely basis as contemplated by this Agreement.
Contractor, at the sole discretion of City, shall remove from the Project any of its personnel assigned to the performance of services upon written request of City.
Contractor has represented to City that certain key personnel will perform and coordinate the work under this Agreement. Should one or more of such personnel become unavailable, Contractor may substitute other personnel of at least equal competence upon written approval of the City. In the event that City and Contractor cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause.
6. Delegation of Work.
(a) If Contractor utilizes any subcontractors, consultants, persons, employees or firms having applicable expertise to assist Contractor in performing the services under this Agreement, Contractor shall obtain City's prior written approval to such employment.
Contractor's contract with any subcontractor shall contain a provision making the subcontract subject to all provisions of this Agreement. Contractor will be fully responsible and liable for payment for, administration, completion, presentation, and quality of all work performed. If such persons are utilized, they shall be charged at cost.
City reserves its right to employ other contractors in connection with this Project.
(b) If the work hereunder is performed by a design professional, design professional shall be directly involved with performing the work or shall work through his, her or its employees. The design professional's responsibilities under this Agreement shall not be delegated. The design professional shall be responsible to the City for acts,
EXHIBIT C
13 5
errors or omissions of his, her or its subcontractors. Negligence of subcontractors or agents retained by the design professional is conclusively deemed to be the negligence of the design professional if not adequately corrected by the design professional. Use of the term subcontractor in any other provision of this Agreement shall not be construed to imply authorization for a design professional to use subcontractors for performance of any professional service under this Agreement.
(c) The City is an intended beneficiary of any work performed by a subcontractor for purposes of establishing a duty of care between the subcontractor and the City.
7. Skill of Employees. Contractor shall ensure that any employees or agents providing services under this Agreement possess the requisite skill, training and experience to properly perform such services.
8. Confidential and Proprietary Information. In the course of performing services under this Agreement Contractor may obtain, receive, and review confidential or proprietary documents, information or materials that are and shall remain the exclusive property of the City. Should Contractor undertake the work on behalf of other agencies, entities, firms or persons relating to the matters described in the Scope of Work, it is expressly agreed by Contractor that any such confidential or proprietary information or materials shall not be provided or disclosed in any manner to any of Contractor’s other clients, or to any other third party, without the City’s prior express written consent.
9. Ownership of Data. Unless otherwise provided for herein, all documents, material, data, drawings, plans, specifications, computer data files, basis for design calculations, engineering notes, and reports originated and prepared by Contractor, or any subcontractor of any tier, under this Agreement shall be and remain the property of the City for its use in any manner it deems appropriate. Contractor agrees that all copyrights which arise from creation of the work pursuant to this Agreement shall be vested in the City and waives and relinquishes all claims to copyright or intellectual property rights in favor of the City. Contractor shall provide two (2) sets of reproducible of the above-cited items, except for the computer data files which shall consist of one (1) set. Contractor shall use all reasonable efforts to ensure that any electronic files provided to the City will be compatible with the City's computer hardware and software.
Contractor makes no representation as to long-term compatibility, usability or readability of the format resulting from the use of software application packages, operating systems or computer hardware differing from those in use by the City at the commencement of this Agreement. Contractor shall be permitted to maintain copies of all such data for its files. City acknowledges that its use of the work product is limited to the purposes contemplated by the Scope of Work and, should City use these products or data in connection with additions to the work required under this Agreement or for new work without consultation with and without additional compensation to Contractor, Contractor makes no representation as to the suitability of the work product for use in or application to circumstances not contemplated by the Scope of Work and shall have no liability or responsibility whatsoever in connection with such use which shall be at the City's sole risk. Any and all liability arising out of changes made by the City to Contractor's deliverables is waived against Contractor unless City has given Contractor prior written notice of the changes and has received Contractor's written consent to such changes.
10. Conflict of Interest.
EXHIBIT C
14 6
(a) Contractor covenants that neither it, nor any officer or principal of its firm has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of the City or which would in any way hinder Contractor’s performance of services under this Agreement. Contractor further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager. Contractor agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of the City in the performance of this Agreement. Contractor shall represent the interest of the City in any discussion or negotiation with Marina Coast Water District, and as such, may not accept compensation, commission or payment of any type from any such party or such party’s agent.
(b) City understands and acknowledges that Contractor may be, as of the date of commencement of services under this Agreement, independently involved in the performance of non-related services for other governmental agencies and private parties. Contractor is unaware of any stated position of the City relative to such projects.
Any future position of the City on such projects may result in a conflict of interest for purposes of this section.
11. Disclosure. Contractor may be subject to the appropriate disclosure requirements of the California Fair Political Practices Act, as determined by the City Manager.
12. Non-Discrimination.
(a) During the performance of this Agreement the Contractor and its subcontractors shall comply with the applicable laws of the United States of America, the State of California and the City prohibiting discrimination and harassment. In performing this Agreement, Contractor shall not discriminate, harass, or allow harassment, against any employee or applicant for employment because of gender, gender expression, gender identity, genetic characteristics, sex, race, color, ancestry, religious creed, national origin, physical disability (including HIV and AIDS), medical condition (including cancer), mental disability, age, marital status, denial of family and medical care leave and denial of pregnancy disability leave, sexual orientation, military/veteran status and any other characteristics protected by state or federal law. Contractor shall give written notice of its obligations under this clause to labor organizations with which it has a collective bargaining or other agreement.
(b) Contractor shall include the provisions of this Section 12(a) in all subcontracts related to this Agreement.
13. Indemnification.
(a) Other than in the performance of design professional services by a design professional, which shall be solely as addressed by subsection (b) below, and to the full extent permitted by law, Contractor shall indemnify, immediately defend (with independent counsel reasonably acceptable to the City) and hold harmless the City, its Council, boards, commissions, employees, officials and agents (collectively "Indemnified Parties" or in the singular "Indemnified Party") from and against any claims, losses,
EXHIBIT C
15 7
damages, penalties, fines and judgments, associated investigation and administrative expenses, and defense costs including but not limited to reasonable attorney’s fees, court costs, expert witness fees and costs of alternate dispute resolution (collectively "Liabilities“), where same arise out of the performance of this Agreement by Contractor, its officers, employees, agents and sub -contractors. The duty to defend is a separate and distinct obligation from the Contractor’s duty to indemnify and Contractor shall be obligated to defend in all legal, equitable, administrative or special proceedings upon tender to the Contractor of any claim in any form or at any stage of an action or proceeding, whether or not liability is established and the obligation extends through final judgment including exhaustion of any appeals.. The Contractor’s obligation to indemnify applies unless it is finally determined that the liability was caused by the sole active negligence or sole willful misconduct of an indemnified party. If it is finally determined that liability is caused by the comparative active negligence or willful misconduct of an Indemnified Party, the Contractor’s indemnification obligation shall be reduced in proportion to the established comparative liability of the indemnified party.
(b) To the fullest extent permitted by law (including without limitation California Civil Code Sections 2782.8), when the services to be provided under this Agreement are design professional services to be performed by a design professional, as that term is defined by said section 2782.8(c)(2) (“Design Professional”) Design Professional shall indemnify, protect and hold harmless any Indemnified Party for all Liabilities regardless of nature or type that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Design Professional, or such acts or omissions of an officer, employee, agent or subcontractor of the Design Professional. Design Professional shall not have an immediate duty to defend an Indemnified Party, however, Design Professional’s obligation to indemnify (including reimbursing the cost to defend) and hold the Indemnified Parties harmless applies unless it is finally determined that the liability was caused by the sole active negligence or sole willful misconduct of an Indemnified Party. If it is finally determined that liability was caused by the comparative active negligence or willful misconduct of an Indemnified Party the Design Professional’s indemnification obligation shall be reduced in direct proportion to the indemnified party’s proportionate percentage of fault. Within 30 days following Design Professional’s receipt of a properly presented written invoice Design Profession al shall satisfy its indemnification obligations and reimburse the Indemnified Party for the cost of reasonable attorney’s fees and defense costs incurred by the Indemnified Party to the same extent of Design Professional’s indemnity obligation herein. In no event shall the cost to defend charged to the Design Professional exceed the Design Professional’s proportionate percentage of fault.
(c) The provisions of this Section are not limited by the provisions of sections relating to insurance including provisions of any worker's compensation act or similar act. Contractor expressly waives its statutory immunity under such statues or laws as to City, its employees and officials. An allegation or determination of comparative active negligence or willful misconduct by an Indemnified Party unrelated to design professional services does not relieve Contractor from its separate and distinct obligation to defend City. Contractor agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this section from each and every subcontractor, sub tier contractor or any other person or entity involved by, for, with or on behalf of Contractor in the performance or subject matter of this Agreement. In the event Contractor fails to obtain such indemnity obligations from others as required here, Contractor agrees to be fully responsible according to the terms of this secti on. Failure
EXHIBIT C
16 8
of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder.
(d) If any action or proceeding is brought against any Indemnified Party by reason of any of the matters against which the Contractor has agreed to provide an immediate defense to any Indemnified Party, as provided above, Contractor, upon notice from the City, shall defend the Indemnified Party at Contractor's expense by independent counsel reasonably acceptable to the City. Unless otherwise provided above, an Indemnified Party need not have first paid for any of the matters to which it is entitled to indemnification in order to be so defended. Contractor may submit a claim to the City for reasonable defense costs (including attorney’s and expert fees) incurred in providing a defense of any Indemnified Party to the extent such defense costs arise under principals of comparative fault from the Indemnified Party’s active negligence, recklessness or willful misconduct.
(e) This obligation to indemnify and defend, as set forth herein, is binding on the successors, assigns, or heirs of Contractor and shall survive the termination of this Agreement or this Section.
14. Insurance.
(a) As a condition precedent to the effectiveness of this Agreement and without limiting Contractor's indemnification of the City, Contractor agrees to obtain and maintain in full force and effect at its own expense the insurance policies set forth in Exhibit “B” “Insurance” attached hereto and made a part hereof. Contractor shall furnish the City with original certificates of insurance, executed by a person authorized by that insurer to bind coverage on its behalf, along with copies of all required endorsements. All certificates and endorsements must be received and approved by the City before any work commences. All insurance policies shall be subject to approval by the City Attorney and Risk Manager as to form and content. Specifically, such insurance shall:
(1) be endorsed to protect City as an additional insured for commercial general and business auto liability; (2) provide City prior notice of cancellation; and (3) be primary with respect to City's insurance program. Contractor's insurance is not expected to respond to claims that may arise from the acts or omissions of the City.
(b) City reserves the right at any time during the term of this Agreement to change the amounts and types of insurance required herein by giving Contractor ninety days advance written notice of such change. If such change should result in substantial additional cost of the Contractor, City agrees to negotiate additional compensation proportional to the increased benefit to City.
(c) All required insurance must be submitted and approved the City Attorney and Risk Manager prior to the inception of any operations by Contractor.
(d) The required coverage and limits are subject to availability on the open market at reasonable cost as determined by the City. Non availability or non affordability must be documented by a letter from Contractor's insurance broker or agency indicating a good faith effort to place the required insurance and showing as a minimum the names of the insurance carriers and the declinations or quotations received from each. Within the foregoing constraints, Contractor's failure to procure or maintain required insurance during the entire term of this Agreement shall constitute a material breach of this
EXHIBIT C
17 9
Agreement under which City may immediately suspend or terminate this Agreement or, at its discretion, procure or renew such insurance to protect City's interests and pay any and all premium in connection therewith and recover all monies so paid from Contractor.
(e) By signing this Agreement, Contractor hereby certifies that it is aware of the provisions of Section 3700 et seq., of the Labor Code which require every employer to be insured against liability for Workers' Compensation or to undertake self-insurance in accordance with the provision of that Code, and that it will comply with such provisions at all such times as they may apply during the performance of the work pursuant to this Contract. Unless otherwise agreed, a waiver of subrogation in favor of the City is required.
15. Independent Contractor. The parties agree that Contractor, its officers, employees and agents, if any, shall be independent contractors with regard to the providing of services under this Agreement, and that Contractor's employees or agents shall not be considered to be employees or agents of the City for any purpose and will not be entitled to any of the benefits City provides for its employees. City shall make no deductions for payroll taxes or Social Security from amounts due Contractor for work or services provided under this Agreement.
This Agreement shall not constitute, and it is not intended to constitute, either party as an employer, employee, agent, partner or legal representative of the other party for any purpose, or give either party any right to supervise or direct the functions of the other party. Except as specifically provided herein, neither party shall have authority to act for or obligate the other party in any way or to extend any representation on behalf of the other party. Each party agrees to perform under this Agreement solely as an independent contractor and neither party shall have any right, power, or authority, nor shall they represent themselves as having any authority to assume, create, or incur any expense, liability or obligation, express or implied, on behalf of the other party for any purpose. Each party agrees not to permit its employees or agents to do anything that might be construed or interpreted as acts of the other party.
16. Claims for Labor and Materials. Contractor shall promptly pay when due all amounts payable for labor and materials furnished in the performance of this Agreement, so as to prevent any lien or other claim under any provision of law from arising against any City property (including reports, documents, and other tangible matter produced by the Contractor hereunder), against the Contractor's rights to payments hereunder, or against the City, and shall pay all amounts due under the Unemployment Insurance Act with respect to such labor.
17. Discounts. Contractor agrees to offer the City any discount terms that are offered to its best customers for the goods and services to be provided herein, and apply such discounts to payment made under this Agreement which meet the discount terms.
18. Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.
19. Dispute Resolution. If any dispute arises between the parties as to proper interpretation or application of this Agreement, the parties shall first meet and confer in a good faith attempt to resolve the matter between themselves. If the dispute is not
EXHIBIT C
18 10
resolved by meeting and conferring, the matter shall be submitted for formal mediation to a mediator selected mutually by the parties. The expenses of such mediation shall be shared equally between the parties. If the dispute is not or cannot be resolved by mediation, the parties may mutually agree (but only as to those issues of the matter not resolved by mediation) to submit their dispute to arbitration. Before commencement of the arbitration, the parties may elect to have the arbitration proceed on an informal basis; however, if the parties are unable so to agree, then the arbitration shall be conducted in accordance with the rules of the American Arbitration Association. The decision of the arbitrator shall be binding, unless within thirty days after issuance of the arbitrator’s written decision, any party files an action in court. Venue and jurisdiction for any such action between the parties shall lie in the Superior Court for the County of Monterey.
20. Compliance with Laws.
(a) Each party's performance hereunder shall comply with all applicable laws of the United States of America, the State of California and the City including but not limited to laws regarding health and safety, labor and employment, wage and hours and licensing laws which affect employees. This Agreement shall be governed by, enforced and interpreted under the laws of the State of California. Contractor must be in good standing and registered with the California Department of Industrial Relations in accordance with California labor Code section 1725.5 and shall comply with new, amended or revised laws, regulations or procedures that apply to the performance of this Agreement.
(b) If the Project is a "public work," or prevailing wages are otherwise required, Contractor shall comply with all provision of California Labor Code section 1720 et seq., as applicable, and laws dealing with prevailing wages, apprentices and hours of work.
(c) Contractor represents that it has obtained and presently holds all permits and licenses necessary for performance hereunder, including a Business License required by the City's Business License Ordinance (Title 5 of the Marina Municipal Code) for which a business license tax is prescribed and assessed at the rate of two-tenths percent of gross receipts, in accordance with the provisions therein. For the term covered by this Agreement, the Contractor shall maintain or obtain as necessary, such permits and licenses and shall not allow them to lapse, be revoked or suspended.
21. Assignment or Transfer. This Agreement or any interest herein may not be assigned, hypothecated or transferred, either directly or by operation of law, without the prior written consent of the City. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer.
22. Notices. All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, sent by facsimile ("fax") or certified mail, postage prepaid with return receipt requested, addressed as follows:
To City: City Manager
City of Marina City Hall
211 Hillcrest Avenue
Marina, California 93933
Fax: (831) 384-9148
EXHIBIT C
19 11
To Contractor: Yamabe & Horn Engineering, Inc.
Josh Rogers
2985 N. Burl Ave. Suite 101
Fresno, CA 93727
[email protected]
Phone (559) 244-3123
The parties my agree in writing to receive notice by email. Notice shall be deemed effective on the date personally delivered or transmitted by facsimile or, if mailed, three days after deposit in the custody of the U.S. Postal Service. A copy of any notice sent as provided herein shall also be delivered to the Project Administrator and Project Manager.
23. Amendments, Changes or Modifications. This Agreement is not subject to amendment, change or modification except by a writing signed by the authorized representatives of City and Contractor.
24. Force Majeure. Notwithstanding any other provisions hereof, neither Contractor nor City shall be held responsible or liable for failure to meet their respective obligations under this Agreement if such failure shall be due to causes beyond Contractor's or the City's control except that an economic downturn of any type shall not be a justifiable cause for the failure to meet their respective obligations under this Agreement. Such causes include but are not limited to: strike, fire, flood, civil disorder, act of God or of the public enemy, act of the federal government, or any unit of state of local government in either sovereign or contractual capacity, epidemic, quarantine restriction, or delay in transportation to the extent that they are not caused by the party's willful or negligent acts or omissions, and to the extent that they are beyond the party's reasonable control.
25. Attorney's Fees. In the event of any controversy, claim or dispute relating to this Agreement, or the breach thereof, the prevailing party shall be entitled to recover from the losing party reasonable expenses, attorney's fees and costs.
26. Successors and Assigns. All of the terms, conditions and provisions of this Agreement shall apply to and bind the respective heirs, executors, administrators, successors, and assigns of the parties. Nothing in this paragraph is intended to affect the limitation on assignment
27. Authority to Enter Agreement. Contractor has all requisite power and authority to conduct its business and to execute, deliver and perform the Agreement. Each party warrants that the individuals who have signed this Agreement have the legal power, right and authority to make this Agreement and bind each respective party.
28. Waiver. A waiver of a default of any term of this Agreement shall not be construed as a waiver of any succeeding default or as a waiver of the provision itself. A party's performance after the other party's default shall not be construed as a waiver of that default.
29. Severability. Should any portion of this Agreement be determined to be void or unenforceable, such shall be severed from the whole and the Agreement will continue as modified.
EXHIBIT C
20 12
30. Construction, References, Captions. Since the parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days. The captions of the various sections are for convenience and ease of reference only, and do not define, limit, augment or describe the scope, content or intent of this Agreement.
31. Advice of Counsel. The parties agree that they are aware that they have the right to be advised by counsel with respect to the negotiations, terms and conditions of this Agreement, and that the decision of whether or not to seek the advice of counsel with respect to this Agreement is a decision which is the sole responsibility of each of the parties hereto. This Agreement shall not be construed in favor or against either party by reason of the extent to which each party participated in the drafting of this Agreement.
32. Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.
33. Time. Time is of the essence in this contract.
34. Entire Agreement. This Agreement contains the entire agreement of the parties with respect to the matters as set forth in this Agreement, and no other agreement, statement or promise made by or to any party or by or to any employee, officer or agent of any party, which is not contained in this Agreement shall be binding or valid.
IN WITNESS WHEREOF, Contractor and the City by their duly authorized representatives, have executed this Agreement, on the date first set forth above, at Marina, California.
CITY OF MARINA CONTRACTOR
By: By:
Name: Name: ___ ____________ Its: Its: ___________________ Date: _______________________ Date: ___________________
Attest: (Pursuant to Reso: 20 - _____)
By:
City Clerk
Approved as to form:
By:
City Attorney
EXHIBIT C
21 EXHIBIT A
- SCOPE OF WORK -
1. UTILITY & PROJECT COORDINATION
A. Coordination with the local utilities, including, but not limited to, Marina Coast Water District and PG&E, is required in order to provide new utility service to the proposed facility. Y&H and/or its subconsultants will work with those utilities to gather information, coordinate requirements, submit applications, and aid in permitting (if needed) to secure those services.
B. We will attend up to 3 meetings with the Client, its consultants, and/or building manufacturer as may be required for project planning and coordination. It is assumed that permitting of the restroom building itself will be handled internally by the City, if needed.
2. ONSITE IMPROVEMENT PLANS & COORDINATION
A. TOPOGRAPHIC SURVEY – We will provide a topographic survey of portions of the existing park as needed to get a detailed understanding of the existing grades, utilities, and constraints at the site. Y&H will coordinate with the City of Marina for benchmark and datum information needed. Y&H does not anticipate providing any boundary survey for this project.
B. ONSITE GRADING PLAN – Perform final grading, drainage, and ADA facility design for the site preparation components of the project and prepare a Grading and Drainage Plan for the improvements. It is assumed that site demolition requirements can be handled on the same plan as the proposed grading and drainage. The grading design will comply with the site preparation requirements of the prefabricated restroom building and will be submitted to City of Marina for review and approval.
C. ONSITE EROSION CONTROL PLAN – We will prepare an Erosion Control Plan in coordination with the grading plan in conformance with City of Marina requirements.
Based on the site size, it is anticipated that a SWPPP will not be required, and the Plan will mostly consist of a single BMP drawing for grading activities. This plan will be included in the set submitted to City of Marina for review and approval.
D. ONSITE UTILITY PLAN – We will prepare a Wet Utility Plan to include new sewer and water services to the proposed restroom building. The plan will comply with the utility requirements dictated by the prefabricated restroom design and is expected to include a new metered water service with backflow preventer along with a new sewer lateral with cleanouts as needed. This plan may be combined with the Site Grading Plan, if possible.
E. ELECTRICAL ENGINEERING AND SITE ELECTRICAL PLAN – Y&H proposes to use Borrelli and Associates, Inc. (B&A) as a subconsultant for electrical engineering work. This scope includes the preparation of a site electrical plan to provide the service specified by the prefabricated restroom manufacturer, Title 24 calculation and documentation, and coordination with PG&E for the new point of service.
EXHIBIT C
22 F. PREPARE PROJECT SPECIFICATIONS – We will prepare and provide a set of project specifications for the site improvements scope of the project. It is assumed that we will be provided boilerplate front end specifications/special provisions from the City of Marina and will be able to utilize the City’s published Standard Technical Specifications.
3. BIDDING ASSISTANCE & COORDINATION
A. BIDDING ASSISTANCE – We will provide engineering assistance during the bidding process. The Engineer will answer any requests for information and prepare any addenda, if needed. Following bidding, our construction manager will provide a full review of all bid forms and documents provided by the Contractors for completeness of the bid submittals to confirm the low responsive bidder for the project and make a recommendation of award to the City.
4. GEOTECHNICAL INVESTIGATION & COORDINATION
A. GEOTECH INVESTIGATION – Y&H proposes optional work for a geotechnical investigation and report, if needed. Prefabricated restroom building designs will typically dictate site preparation requirements which may refer to a worst-case soil condition from the California Building Code, or may require more site-specific information. While most projects require a geotechnical investigation and report for grading and site preparation activities, the requirements may be waived by the Building Official having jurisdiction. Additionally, the retaining wall which is anticipated would usually require information on the anticipated soil lateral pressures for design development. At this time, Y&H proposes to utilize City of Marina Standard Drawing No.
G-2 for the retaining wall, which assumes a minimum soil pressure value. However, if needed, Y&H proposes to utilize Krazan & Associates, Inc. to provide geotechnical investigation, report and recommendations for site grading, building pad preparation, utility trench backfill, etc.
EXHIBIT C
23 EXHIBIT B - INSURANCE
Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by Contractor, its agents, representatives, or employees.
MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:
1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.
2. Automobile Liability: Insurance Services Office Form Number CA 0001 covering, Code 1 (any auto), or if Contractor has no owned autos, Code 8 (hired) and 9 (non-owned), with limit no less than $1,000,000 per accident for bodily injury and property damage.
3. Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease. (Not required if Contractor provides written verification it has no employees)
4. Professional Liability (Errors and Omissions): Insurance appropriates to Contractor’s profession, with limit no less than $2,000,000 per occurrence or claim, $2,000,000 aggregate.
If Contractor maintains broader coverage and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverage and/or the higher limits maintained by Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.
Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:
Additional Insured Status
City, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of Contractor including materials, parts, or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to Contractor’s insurance (at least as broad as ISO Form CG 20 10 11 85 or if not available, through the addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 if a later edition is used).
EXHIBIT C
24 Primary Coverage
For any claims related to this contract, Contractor’s insurance coverage shall be primary and non-contributory and at least as broad as ISO CG 20 01 04 13 as respects the City, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of Contractor’s insurance and shall not contribute with it. This requirement shall also apply to any Excess or Umbrella liability policies.
Umbrella or Excess Policy
Contractor may use Umbrella or Excess Policies to provide the liability limits as required in this agreement. This form of insurance will be acceptable provided that all of the Primary and Umbrella or Excess Policies shall provide all of the insurance coverages herein required, including, but not limited to, primary and non-contributory, additional insured, Self-Insured Retentions (SIRs), indemnity, and defense requirements. The Umbrella or Excess policies shall be provided on a true “following form” or broader coverage basis, with coverage at least as broad as provided on the underlying Commercial General Liability insurance. No insurance policies maintained by the Additional Insureds, whether primary or excess, and which also apply to a loss covered hereunder, shall be called upon to contribute to a loss until Contractor’s primary and excess liability policies are exhausted.
Notice of Cancellation
Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the City.
Waiver of Subrogation
Contractor hereby grants to City a waiver of any right to subrogation which any insurer of said Contractor may acquire against the City by virtue of the payment of any loss under such insurance. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.
Self-Insured Retentions
Self-insured retentions must be declared to and approved by the City. The City may require Contractor to purchase coverage with a lower retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City. The CGL and any policies, including Excess liability policies, may not be subject to a self-insured retention (SIR) or deductible that exceeds $25,000 unless approved in writing by City.
Any and all deductibles and SIRs shall be the sole responsibility of Contractor or subcontractor who procured such insurance and shall not apply to the Indemnified Additional Insured Parties. City may deduct from any amounts otherwise due Contractor to fund the SIR/deductible. Policies shall NOT contain any self-insured retention (SIR) provision that limits the satisfaction of the SIR to the City. The policy must also provide that Defense costs, including the Allocated Loss Adjustment Expenses, will satisfy the SIR or deductible. City reserves the right to obtain a copy of any policies and endorsements for verification.
EXHIBIT C
25 Acceptability of Insurers
Insurance is to be placed with insurers authorized to conduct business in the state with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City.
Claims Made Policies
If any of the required policies provide claims-made coverage:
1. The Retroactive Date must be shown, and must be before the date of the contract or the beginning of contract work.
2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.
3. If coverage is canceled or non-renewed, and not replaced with another claims- made policy form with a Retroactive Date prior to the contract effective date, Contractor must purchase “extended reporting” coverage for a minimum of five (5) years after completion of work.
Verification of Coverage
Contractor shall furnish the City with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause and a copy of the Declarations and Endorsements Pages of the CGL and any Excess policies listing all policy endorsements. All certificates and endorsements and copies of the Declarations & Endorsements pages are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive Contractor’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time. City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.
Subcontractors
Contractor shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Contractor shall ensure that City is an additional insured on insurance required from subcontractors.
Duration of Coverage
CGL & Excess liability policies for any construction related work, including, but not limited to, maintenance, service, or repair work, shall continue coverage for a minimum of five (5) years for Completed Operations liability coverage. Such Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.
Special Risks or Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.
1848503.1
EXHIBIT C
26 EXHIBIT D
27 PROJECT REF#: 11955-3/26/2025-0
COPYRIGHT 2025,
PUBLIC RESTROOM
COMPANY THIS
MATERIAL IS THE
EXCLUSIVE PROPERTY
OF PUBLIC RESTROOM
COMPANY AND SHALL
NOT BE REPRODUCED,
USED OR DISCLOSED
TO OTHERS EXCEPT AS
AUTHORIZED BY THE
WRITTEN PERMISSION
OF PUBLIC RESTROOM
COMPANY.
MARINA,
CALIFORNIAPARK
RESTROOM
BUILDING
2587 BUSINESS PARKWAY
MINDEN NEVADA 89423
P: 888-888-2060 F: 888-888-1448
www.PublicRestroomCompany.com
WINDY HILL
FLOOR PLAN
SCALE: NOT TO SCALE
THIS CONCEPTUAL/ PRELIMINARY DESIGN AND THE
3D RENDERING IS AN ARTISTIC INTERPRETATION OF
THE DESIGN. IT IS NOT MEANT TO BE AN EXACT
RENDITION OF THE FINISH PRODUCT. SOME ITEMS
MAY NOT BE STANDARD AND/OR SUBJECT TO
CHANGE DURING PROJECT DEVELOPMENT
EXHIBIT E
28 20'-8" (ROOF OVERALL)
8"19'-4" (BUILDING OVERALL)8"
14'-0" (ROOF OVERALL)
10'-8" (BUILDING OVERALL)
4'-8"7'-4" 7'-4"
ACC.
RR-2
MECH.
ROOM
ELEC.
PANEL
8"2'-8"
ACC.
RR-1
BCBC
11'-2" (SLAB OVERALL)
19'-10" (SLAB OVERALL)
DRINKING FOUNTAIN
w/ BOTTLE FILLER
FLOOR PLAN
SCALE: 3/16"=1'0"
1 -
2 -
A-1
MAX. PERSON / HOUR: PROJECT #:
REVISION #
1195590
SHEET#
START3/26/2025DATE:
DRAWN BY:EOR
REVISION
DATE:
-DRAWN BY:
C O P Y R I G H T 2 0 2 5 , P U B L I C
R E S T R O O M C O M P A N Y T H I S
MATERIAL IS THE EXCLUSIVE
P R O P E R T Y O F P U B L I C
R E S T R O O M C O M P A N Y A N D
SHALL NOT BE REPRODUCED,
U S E D , O R D I S C L O S E D T O
O T H E R S E X C E P T A S
AUTHORIZED BY THE WRITTEN
P E R M I S S I O N O F P U B L I C
R E S T R O O M C O M P A N Y .
~NOT FOR CONSTRUCTION ~ PRELIMINARY DESIGN DRAWING ONLY ~ DO NOT SCALE, DIMENSIONS PRESIDE PROJECT:
BUILDING TYPE:
S
PROJECT REF#: 11955-3/26/2025-0
WINDY HILL PARK
MARINA, CA
RESTROOM BUILDING
THIS CONCEPTUAL/ PRELIMINARY DESIGN AND THE 3D RENDERING IS AN ARTISTIC INTERPRETATION OF THE DESIGN. IT IS NOT MEANT TO BE AN EXACT RENDITION OF THE FINISH PRODUCT. SOME ITEMS MAY NOT BE STANDARD AND / OR SUBJECT TO CHANGE DURING PROJECT DEVELOPMENT
EXHIBIT E
29 T.O. SLAB
0'-0"
T.O. WALL
7'-4"
BOARD &
BATTS
2 12
STONE
VENEER
12'-6"
WALL TILESDRINKING
FOUNTAIN W/
BOTTLE FILLER
RESTROOM
ALL GENDER
STATION
CHANGING
RESTROOM
ALL GENDER
STATION
CHANGING
12'-6"
T.O. SLAB
0'-0"
T.O. WALL
7'-4"
BOARD &
BATTS
STONE
VENEER
A-2
ELEVATION 2
SCALE: 3/16"=1'0"
MAX. PERSON / HOUR: PROJECT #:
REVISION #
1195590
SHEET#
START3/26/2025DATE:
DRAWN BY:EOR
REVISION
DATE:
-DRAWN BY:
C O P Y R I G H T 2 0 2 5 , P U B L I C
R E S T R O O M C O M P A N Y T H I S
MATERIAL IS THE EXCLUSIVE
P R O P E R T Y O F P U B L I C
R E S T R O O M C O M P A N Y A N D
SHALL NOT BE REPRODUCED,
U S E D , O R D I S C L O S E D T O
O T H E R S E X C E P T A S
AUTHORIZED BY THE WRITTEN
P E R M I S S I O N O F P U B L I C
R E S T R O O M C O M P A N Y .
~NOT FOR CONSTRUCTION ~ PRELIMINARY DESIGN DRAWING ONLY ~ DO NOT SCALE, DIMENSIONS PRESIDE PROJECT:
BUILDING TYPE:
S
PROJECT REF#: 11955-3/26/2025-0
WINDY HILL PARK
MARINA, CA
RESTROOM BUILDING
THIS CONCEPTUAL/ PRELIMINARY DESIGN AND THE 3D RENDERING IS AN ARTISTIC INTERPRETATION OF THE DESIGN. IT IS NOT MEANT TO BE AN EXACT RENDITION OF THE FINISH PRODUCT. SOME ITEMS MAY NOT BE STANDARD AND / OR SUBJECT TO CHANGE DURING PROJECT DEVELOPMENT ELEVATION 1
SCALE: 3/16"=1'0"
EXHIBIT E
30 April 15, 2025 Item No. 10g(5)
Honorable Mayor and Members City Council Meeting
of the Marina City Council of April 15, 2025
CITY COUNCIL CONSIDER ADOPTING RESOLUTION NO. 2025-,
APPROVAL OF AGREEMENT WITH PECKHAM AND McKENNEY FOR
FIRE CHIEF RECRUITMENT SERVICES
REQUEST:
It is recommended that the City Council consider:
1. Adopting Resolution No. 2025- approving an agreement with Peckham and McKenney to provide recruitment services to the City of Marina for the Fire Chief recruitment; and
2. Authorizing the City Manager to execute the agreement
BACKGROUND:
Following the retirement of Doug McCoun in December of 2024, the City requested Mr. McCoun return on an interim basis to ensure the continuity of services and head the department. The intent of the interim appointment is to allow time to go through the recruitment process to fill the position.
Typically, the City uses professional recruiting firms when recruiting for department head and upper-level manager positions in the City to maximize outreach to qualified and talented applicants and when a specialized recruitment process is needed such as public safety. Additionally, t he assistance of a professional executive search firm will allow the City to more aggressively seek out candidates who may not be seeking new employment and would not normally respond to routine advertising.
The cost for these services from executive search firms previously has been under $25,000 which is within the City Manager’s approval authority. The fee for this proposed agreement is $28,000 and requires City Council approval.
ANALYSIS:
City staff contacted several search firms, including Peckham and McKenney to discuss the recruitment for Fire Chief, with the intent to locate a firm that included a recruiter who has successfully filled executive safety positions, that require extensive networks to attract top qualified candidates in the industry . Peckham and McKenney provides executive search services to local government agencies throughout the Western United States with Executive Recruiters based in Northern California. As such, Peckham and McKenney is sensitive to the unique challenges, issues and needs of its local government clients. The firm’s team background is comprised of direct and personal experience in various aspects of city services. Peckham and McKenney provides an approach to understanding the needs, values, and culture of the City, including the City’s commitment to attracting qualified, diverse candidates. Peckham and McKenney was used in the City’s Police Chief recruitment.
The firm’s search process is customized for each recruitment and typically includes the following:
pre-recruitment conferences to ensure the organizational and departmental needs are understood, developing a candidate profile, to aid in targeted advertising efforts, attracting and actively recruiting top talented candidates, application screening, preliminary interviews, supplemental questionnaires, recommendation of candidates, finalist interviews and thorough background and reference checks. 1 The lead recruiter recommended through Peckham and McKenney, is Diana Bishop who has successfully led recruitments for Fire Chiefs for the cities of Gilroy, San Luis Obispo, Clovis and El Cerrito and other Police Chief recruitments with various government entities . Ms. Bishop had a professional career of over 35 years in local government as a peace officer. In a recruitment process completed in 2011 by Peckham & McKenney, she was selected to be Police Chief for the City of San Rafael, where she served nine years. Diana holds a Bachelor of Arts in Public Administration from the University of San Francisco and an Executive Master of Public Administration from Golden Gate University. She is also a graduate of the FBI National Academy and the Harvard Kennedy School Senior Executives in State and Local Government program.
FISCAL IMPACT
The all-inclusive fee is $28,000 and can be funded within the existing Fire Department budget for Fiscal year 24/25 budget.
CONCLUSION:
This request is submitted for City Council consideration and approval.
Respectfully submitted,
____________________________
Belinda Varela, Director
Human Resources & Risk Management
City of Marina
REVIEWED/CONUR:
____________________________
Layne Long
City Manager
City of Marina
EXHIBITS:
Exhibit A – Proposal Submitted by Peckham & McKenney
2 RESOLUTION NO. 2025-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MARINA APPROVING AGREEMENT WITH PECKHAM AND McKENNEY FOR RECRUITMENT SERVICES
WHEREAS, in December 2024, the Fire Chief retired; and,
WHEREAS, retired Fire Chief Doug McCoun returned in January 2025 on an interim basis to ensure the continuity of critical safety services; and
WHEREAS, the City searched for specialized recruitment service firms for executive safety positions; and
WHEREAS, under the recommended and proposed agreement, Peckham and McKenney will provide to the City of Marina, recruitment services to fill the Fire Chief vacancy; and
WHEREAS, the contract with Peckham and McKenney, proposes Diana Bishop as the lead recruiter; and
WHEREAS, Diana Bishop has extensive experience in the safety industry and in recruiting for executive safety positions.
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Marina do hereby:
1. Adopting Resolution No. 2025- approving an agreement with Peckham and McKenney to provide recruitment services to the City of Marina; and
2. Authorizing the City Manager to execute the agreement
PASSED AND ADOPTED, by the City Council of the City of Marina at a regular meeting duly held on the 15th day of April 2025, 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 ———————— Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 ———————— Layne Long
City Manager
City of Marina
211 Hillcrest Avenue
Marina, CA 93933
Via PDF/Email To: [email protected]
Dear Mr. Long,
Thank you for considering Peckham & McKenney for the City of Marina Fire Chief recruitment. I would be honored to represent the City and you in this importa
nt search.
As a boutique firm that specializes in recruitments fo r small and medium s ize communities in California, Peck
ham & McKenney is known for achieving successful and long-term placements. Among many strong attributes, these are four key reasons cities, districts, and counties choose us:
• We actively and personally search for and find candidates. • We limit the number of concurrent searches in order to directly focus on serving our client. • We prioritize communicating with our client and applicants to keep everyone informed. • Your recruiter is personally and directly responsible for all aspects of the search and your one point of contact.
Our Peckham & McKenney team is comprised of retired municipal managers and directors who are passionate about the public sector. I am proud to be on the Peckham & McKenney team because the firm’s values and priorities align with mine – to assist public agencies in furtherance of good government; to place quality above quantity; and to build long lasting relationships with those in the public service.
For this key position and search, I will serve as your Recruiter. As a retired Police Chief, I am familiar with the responsibilities of the Fire Chief, expectations of the position, and the needs/interests of your community.
Having worked closely with senior public safety professionals throughout the State and conducted numerous recruitments, I am additionally knowledgeable of and connected to potential candidates.
Attached is a detailed proposal for conducting the search that includes information about our firm, process, timeline, resources, references, experience, and fee. We charge a fixed, all-inclusive fee, and for this search we are proposing $28,000. Upon being selected to conduct this important search, we would be able to start as described in the provided draft schedule.
EXHIBIT A
4 ———————— Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 ———————— *Peckham & McKenney does not conduct background investigations for Public Safety searches. Our clients use a certified background investigator for this. We recommend telling them about the upcoming recruitment to secure time on their schedule.
I am excited for the opportunity to implement the process leading to the successful placement of a candidate that “fits” your interests and the organization. Please feel free to call me at 408-613-3849 if there are any questions.
Sincerely,
Diana Bishop
Executive Recruiter
[email protected]
Enclosure:
City of Marina Fire Chief proposal
Example Candidate Profile City of Gilroy Chief: https://bit.ly/4i2lCYh
EXHIBIT A
5 ———————— Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 ———————— City of Marina
RECRUITMENT PR OPOSAL
for
Fire Chief
EXHIBIT A
6 ———————— Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 ————————
TABLE OF CONTENTS
WHY CHOOSE US? 2
EXPERIENCE 3
YOUR RECRUITMENT TEAM 5
THE SEARCH PROCESS AND SCHEDULE 7
COST OF SERVICES 8
Cost of Services
Process of Payment
Insurance
GUARANTEE AND DIVERSITY 9
Guarantee
Diversity Statement
EXHIBIT A
7 2 | Peckham & McKenney
EXHIBIT A
8 3 | Peckham & McKenney
EXPERIENCE
With our recruitment team that solely consists of retired City Managers, Assistant City Managers, Police Chiefs and Department Heads, and our expert support team, Peckham & McKenney brings more experience and knowledge of local government and executive search than any other California recruiter. Just a few of our recent recruitments related to your search for Fire Chief have been for:
City of Gilroy
City of Hollister
City of San Luis Obispo
Scotts Valley Fire District
Please don’t hesitate to contact these agencies as well as our large list of current and former clients on our website (here); they will attest to our quality of service, on-going communication throughout the process, personal and direct outreach and sourcing of candidates, quality applicant pool, written materials, and interview facilitation.
As an ambassador of our clients, Peckham & McKenney is also known for maintaining ongoing communications with our applicants throughout the search process, treating every applicant with respect, and appropriately informing candidates to support their best effort. The many compliments we have received from applicants fairly illustrate this reputation.
Comfortable and Professional
Experience
“I’d like to thank you again for your support
and guidance throughout the recruitment and
selection process. It was a comfortable and
professional experience, and I attribute a great
deal of that to you. It’s my hope that our
professional paths may cross a gain in the
future.” Candidate
Straightforward, Friendly, and Humane
Recruitment Process
“I wanted to let you know what a terrific job I
thought you and Peckham & McKenney did on the
recruitment. It was absolutely the most
straightforward, friendly, and humane recruitment
process I’ve ever participated in. And I would feel
the same way even if the outcome was not
successful for me.” Candidate
EXHIBIT A
9 4 | Peckham & McKenney
Testimonials from clients and candidates are at https://www.peckhamandmckenney.com/testimonials.
Please feel free to contact any of the following current and recent clients to inquire about their experience with Peckham & McKenney. In addition, we would be pleased to furnish the client contact and phone numbers for any past clients listed in this proposal.
Santa Clara County Fire Department
Deputy Director of Emergency Management
Recruiter: Diana Bishop
Doug Baker, Director of Personnel Services
(408)378-4010 [email protected]
City of Gilroy
Fire Chief and Police Chief
Recruiter: Diana Bishop
LeeAnn McPhillips, Assistant City Administrator
(408) 846-0228 [email protected]
City of Bell
Police Chief
Recruiter: Diana Bishop
Gina Skibar, Human Resources and Risk Manager
(323) 558-6211 [email protected]
City of Santa Maria
Police Chief
Recruiter: Diana Bishop
Toni Lane, Executive Administrator
(805) 925-0951 [email protected]
You Made Me Feel So Comfortable
“This is my first time working with a recruiting
company, and I’m so happy for having the
opportunity to work with your company, wow! I
truly enjoyed the process! Your interview skills
are amazing! You made me feel so comfortable
and I felt like I was just talking shop with a
longtime friend. Thanks for the personal touch
that you include in your job, I believe that this is
what makes your firm so desirable and
successful.” Candidate
Proactive and Responsive
Diana worked with the city to fill the Chief of Police
position early in 2023. Diana is clearly well respected in the LEO community and has a vast network
which led to a competitive pool of candidates for the
city to select from. Diana was proactive from our
very first meeting and always very responsive. The
city team valued Diana’s integrity, opinion, and sense
of humor. She was a pleasure to work with and I
wouldn’t hesitate to hire her for any executive
recruitment critical to your organization. Client
EXHIBIT A
10 5 | Peckham & McKenney
YOUR RECRUITMENT TEAM
Our Approach
With every Peckham & McKenney recruitment, your Recruiter has the entire Peckham & McKenney team of Recruiters and administrative personnel for backup, support, collaboration, and sourcing. However, when you retain Peckham & McKenney, your Recruiter serves as your single point of contact throughout the entire search process and is fully responsible for its success.
Moreover, in order to fully focus on your search and finding applicants that fit with the ideal candidate you are seeking, your Recruiter also maintains no more than 6 active searches.
The Executive Recruiter for you in this search is Diana Bishop.
Diana Bishop, Executive Recruiter, Peckham & McKenney Executive Search Diana had a professional career of over 35 years in local government as a peace officer. She rose to the rank of Captain at the Santa Clara Police Department, supervising each of the department’s divisions in a senior management role. In a recruitment process by Peckham & McKenney in 2011, she was selected to be Police Chief for the City of San Rafael, where she served nine years.
Diana is a lifetime member of the International Association of Chiefs of Police, and a member of the California Police Chiefs Association. Diana holds a Bachelor of Arts in Public Administration from the University of San Francisco and an Executive Master of Public Administration from Golden Gate University. She is also a graduate of the FBI National Academy and the Harvard Kennedy School Senior Executives in State and Local Government program.
Diana is supported by the following team.
Joyce Johnson, Operations Manager
Joyce Johnson joined Peckham & McKenney in 2005 and serves as the firm’s Operations Manager. She has over 30 years' experience in the field of administrative and executive support for all aspects of the executive recruitment process. She oversees internal administration of the firm as well as directing contract administrative support in the areas of advertising and design, web posting, and duplication and mailing services. Prior to joining Peckham & McKenney, Ms. Johnson oversaw internal administration in the Western Region headquarters of two national management consulting and executive recruitment firms. Ms. Johnson is complimented regularly on her strong customer orientation working with both clients and candidates alike. Ms. Johnson holds an Associate of Arts degree from American River College.
Peckham & McKenney Team
EXHIBIT A
11 6 | Peckham & McKenney
Tayler Bergstrom, Research Assistant
Tayler Bergstrom joined Peckham & McKenney in 2022 and currently serves as a Research Associate. Tayler is currently pursuing a PhD at UCLA where she worked previously as a lab manager overseeing various research projects. Prior to that, Tayler graduated from UC San Diego with a Bachelor of Science degree in Psychology.
Linda Pucilowski, Graphic Designer
With nearly 30 years of experience, Linda Pucilowski provides her expert design and marketing skills to Peckham & McKenney. She is the firm’s “go-to” professional for all advertising and brochure design and creation. Ms.
Pucilowski holds a Bachelor’s degree from California State University, Sacramento.
Rachel Moran, Website & Social Media Assistant
Rachel Moran has been in the graphic design field since 2007 and prides herself on creating eye-catching visual art. She supports the Peckham & McKenney team by handling all website visual and technical design as well as social media. Ms. Moran graduated from the Art Institute of Houston obtaining her Bachelor’s Degree in Fine Arts with a concentration in Graphic Design.
.
EXHIBIT A
12 7 | Peckham & McKenney
EXHIBIT A
13 8 | Peckham & McKenney
The fee to conduct the entire search process for your next Fire Chief is $28,000.
EXHIBIT A
14 9 | Peckham & McKenney
• We will connect with you and our placement in six months and one year after the appointment to check-in.
• We will conduct a second search within six months of our search process if a candidate is not placed.
• If the placement vacates the position within one year from the date of accepting the offer, we agree to conduct a
second search within six months of the vacancy.
It is unusual that we are unsuccessful in providing a placement or the placement vacates the position within a year. In the unlikely event that no qualified candidates are identified as a result of the search efforts, and it is mutually agreed that the result is due to the search effort and/or process, we will extend the search for a second time for expenses ($7,200) only. If qualified applicants are not selected or the selected candidate is separated from employment within one year after accepting the offer, a second search will be conducted for the discounted fixed fee of $17,600 (external candidates only and except in the event of budgetary cutbacks, promotion, position elimination, or illness/death, etc.).
EXHIBIT A
15 HIGHLIGHTS OF
REGULAR BOARD MEETING
March 20, 2025
1. Mary Ann Carbone, Board Chair, called the meeting to order at 11:05 a.m. at City Hall in Sand City.
2. The Board approved routine consent items, including minutes of the February 20, 2025 Board meeting and disbursements for the period of February 1-28, 2025 in the amount of $1,494,355.97.
3. Board Members went into a closed session to conference with legal counsel. Information was received by the board and direction was given.
4. From the CEO report:
• Total donations for February 2025: $210,194.69.
• Significant donations were as follows:
▪ $499 Anonymous
▪ $500 for CDMB
▪ $25,000 for Safe Place from Harden Foundation
▪ $181,375 from Monterey County Gives (This includes the match of $9,242.66.). • Grant applications were submitted to:
▪ Nancy Buck Ransom Foundation, $25,000 for Monterey Peninsula Safe Place Youth Shelter and Drop-in Center
▪ Montage Health, $5,000 for sponsorship of Solving Homelessness 2025 ▪ Salinas Valley Health Foundation, $25,000 total for “Banding Together” sponsorship ($5,000) and General Operating Support ($20,000)
▪ Dogs of Carmel Adoption Auction Charity Benefactor 2025. Funds raised will be used to support Shuman HeartHouse
• A fundraising event will take place on Saturday, April 12, from 12-6 pm at the Sand City Art Park—Banding Together: A Jamfest to Support Mental Health, Substance Abuse, and Homeless Services. Suggested donation is $30.
• We continue to interview for the vacant Development Director position. • Solving Homelessness: A Community Conversation will take place on April 24th from 2-4pm at MIIS Irvine Auditorium, featuring Kevin F. Adler, author of “When We Walk By,” who will speak on stigma, broken systems that contribute to homelessness and what we can do. • We have started contract negotiations for fiscal year 2025-26 with the Department of Social Services and Probation and will initiate same with Behavioral Health. • The Monterey County Behavioral Health Contractors’ Association met to discuss contract negotiations and will send a letter to Behavioral Health to communicate our expectations for rate transparency, cost coverage and risk mitigation during upcoming contract negotiations. • We have been working with County and Salinas City staff on budget modifications for this FY and proving cost projections for next fiscal year’s contract and projecting a need for more income.
• We have also been strategizing with County and City staff and internally with our staff, as well, to maximize use of our rapid rehousing funding at the SHARE Center. These funds not only pay for some staff salaries and benefits but may also be used to provide rental and other financial assistance to individuals exiting the shelter into permanent housing. • We have been coordinating with the production staff of the public television show Empowered with Meg Ryan on marketing strategies and preparation for filming in early May Agenda Item: 10j(1)
April 15, 2025
with projected completion by end of June. Our hope is to “premiere” it at the CHS Annual Luncheon Meeting in July.
5. From the COO report:
• The Senior Program Officer position for Mental Health Services remains vacant, and we’ve encountered difficulty finding qualified candidates. Fortunately, all programs are running smoothly, with high productivity, particularly within the largest program, the outpatient mental health program.
• We currently have several key construction projects underway:
o Genesis House Bathroom Improvement Project – Genesis House continues to operate at full capacity during construction. The project is about 80% complete. o Safe Passage Facility Improvements Project – Safe Passage is also fully operational during construction. This project is approximately 25% complete as we await the delivery of the shower units. Once delivered, work will progress quickly. o FSC Seaside Mainline Plumbing Project – JD Underground was awarded the winning bid, as recommended by the board last month. I’m in the process of finalizing the contract and planning the schedule. We aim to finalize the contract and begin mobilization during the week of this board meeting. Once signed, the project is expected to take about one month to complete, including permitting. • The SHARE Center is doing well and is fully staffed, with a current census of 83. Staff are conducting numerous intakes daily, and despite some no-shows, we’ve made significant progress in clearing the waitlist. Those removed are either no longer interested, have been housed, or are inaccessible. The waitlist now stands at 160 households, representing 360 individuals.
• Progress continues on the Off Main Clinic’s admissions office expansion. This new space will be dedicated to admissions during the first half of the day, with the second half reserved for Outpatient Drug Treatment services. This expansion will enhance the quality of care at OMC, particularly for clients experiencing withdrawal symptoms or challenges related to substance abuse.
• Major kudos to Marta Sullivan, Senior Program Officer of Substance Use Disorder Services, who completed a comprehensive supplemental application to the Department of Health Care Services to add the target population of youth and adolescents to the Outpatient Drug Treatment facility in Monterey. Well done!
6. The Finance Committee meeting was held immediately prior to the board meeting. The financial dashboard showed cash went down and correspondingly accounts receivable went up. The Balance Sheet did not show anything unusual. The Agency has healthy net operating income year-to-date.
The committee also reviewed action items for JPA allocation requests and an application for a line of credit that were on the agenda for approval.
7. The Board approved a 2.7% increase for JPA allocation requests for FY 2025-26.
8. The Board approved a resolution authorizing the Agency to establish a $1,250,000 line of credit with Pinnacle Bank with defined terms: 2 years, prime +1%, secured with limited title policy on Genesis House with a fee of $425.
9. The Board authorized staff to proceed with the bidding process to make repairs to the deck/parking structure at Family Service Center in Seaside.
10. Board Chair MaryAnn Carbone will be receiving the 2024 Ruth Vreeland Public Official of the Year Award on Saturday, March 29th, at the Monterey Peninsula Chamber of Commerce Gala.
11. Board Chair Mary Ann Carbone adjourned the meeting at 1:23p.m.
The next regular board meeting is scheduled for Thursday, April 17th from 11:00 a.m. to 1:00 p.m. at the Sand City City Hall, Sand City, CA.
April 7, 2025 Item No. 13a
Honorable Mayor and Members City Council Meeting
of the Marina City Council of April 15, 2025
CITY COUNCIL CONSIDER ADOPTING RESOLUTION NO. 202 5-, RECEIVING A
COMMUNITY ENGAGEMENT REPORT/PLAN FROM TRIPEPI SMITH THAT
IDENTIFIES PUBLIC ACCESS PRIORITIES AND PROJECTS THAT WILL
BENEFIT CITY OF MARINA RESIDENTS BASED ON COMMUNITY OUTREACH
CONDUCTED WHICH WILL BE SUBMITTED TO THE CALIFORNIA COASTAL COMMISSION PURSUANT TO CONDITION #17 OF THE CONDITIONAL
CONSOLIDATED COASTAL DEVELOPMENT PERMIT ISSUED TO CAL -AM
THAT WILL BE USED TO CREATE A PUBLIC ACCESS & AMENITIES PLAN
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:
1. Receiving a Community Engagement Report/Plan from Tripepi Smith that identifies public access priorities and projects that will benefit City of Marina residents based on community outreach conducted by the City and Tripepi Smith that will be used by the California Coastal Commission in development and approval of a Public Access & Amenities Plan to spend $3 million dollars for improving public access, public facilities, recreational opportunities and restoration within the City of Marina.
2. Identify preferences for public access priorities and projects that are expressed in the Community Engagement Report/Plan.
3. Adopt Resolution No. 202 5-, directing the City Manager to send to the California Coastal Commission the City of Marina’s Community Engagement Plan with identified preferences.
4. Find that this action is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of the CEQA Guidelines.
PROJECT HISTORY
As part of its approval of a Conditional Coastal Development Permit to Cal-Am for the potential construction of a desalination plant and industrial wellfield in the City of Marina’s groundwater basin, the California Coastal Commission adopted twenty separate conditions that Cal-AM must meet prior to issuance of the Coastal Development Permit (A-3-MRA-19-00343). One of these were conditions of approval COA #17 - Community Engagement and Public Access Plans and Implementation. This condition requires that Cal-Am submit a Community Engagement Plan that ensures that residents and representatives of the City of Marina will be engaged in development of a Public Access and Amenities Plan which will be prepared by Cal-Am and submitted to the California Coastal Commission.
Special Condition # 17 provides that a neutral third-party hired by Cal-Am lead the facilitation of workshops for a “Community Engagement Plan”. The City had concerns about the objectivity of this process with a Cal-Am hired consultant leading Marina’s community engagement process. After meeting with the California Coastal Commission and discussing the City’s concerns, the California Coastal Commission said they would accept a Community Engagement Report/Plan led by the City of Marina. As a result, on February 19, 2025, the City Council authorized the City Manager to hire a consultant/facilitator at a cost not to exceed $50,000 to assist the City of Marina in developing a Community Engagement Plan to gather community input regarding development of a Public Access and Amenities Plan to submit to the California Coastal Commission to determine how $3 million dollars required by Cal-Am to implement the elements of the Public Access and Amenities Plan will be spent in the City of Marina.
1 ANALYSIS
Attached is the Community Engagement Report/Plan prepared by Tripepi Smith which identifies input and priorities from Marina residents received through various channels. The combined feedback demonstrated community consensus around the following key priority areas to allocate funds, if they become available were:
● Beach access improvements . Improvements included enhanced trails and pathways to the beach, with specific attention to accessibility concerns for the mobility -challenged, as well as increased parking.
● Recreational amenities . Restrooms, picnic areas, lighting, trash cans, a concession stand, campgrounds and event spaces were among the top-cited amenities for residents. ● Key coastal sites. Locke-Paddon Park, Dunes Drive and Marina State Beach received the most interest from residents for improvements. Lake Court and the CEMEX property also saw interest.
● Locke-Paddon Park improvements. Top community priorities for improvements at this coastal park included (not in order) : vernal pond restoration , an improved trail system (including a direct path from the park to the beach), a bridge over the pond, new public facilities, Asian garden, oak woodland and community gardens. ● Environmental restoration. Community feedback indicated that dune restoration, native tree and wildlife protection and vernal pond maintenance at Locke -Paddon Park were top priorities for restoration work.
Improvements to Locke Paddon Park and beach access at Dunes Drive were the preferred sites in the Coastal Zone for improvements or upgrades.
Staff is requesting guidance from the City Council on preferences expressed in the Community Engagement Report/Plan and will submit the preferences and Community Engagement R eport/Plan to the California Coastal Commission.
ENVIROMENTAL REVIEW
Submittal of an outreach plan to the California Coastal Commission is not a project subject to the California Environmental Quality Act (CEQA) pursuant to the commonsense exemption found in section 15061(b)(3) of the CEQA Guidelines.
Respectfully submitted
_______________________________
Guido F. Persicone, AICP
Community Development Director
City of Marina
REVIEWED BY:
_______________________________
Layne Long
City Manager
City of Marina
Exhibits
A-Marina Community Feedback Summary
B-Marina Community Feedback Report
C-Community Feedback Appedix
2 RESOLUTION NO. 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MA RINA RECEIVING A
COMMUNITY ENGAGEMENT REPORT/PLAN FROM TRIPEPI SMITH THAT IDENTIFIES
PUBLIC ACCESS PRIORITIES AND PROJECTS THAT WILL BENEFIT CITY OF MARINA
RESIDENTS BASED ON COMMUNITY OUTREACH CONDUCTED WHICH WILL BE
SUBMITTED TO THE CALIFORNIA COASTAL COMMISSION PURSUANT TO CONDITION #17 OF THE CONDITIONAL CONSOLIDATED COASTAL DEVELOPMENT PERMIT ISSUED
TO CAL -AM THAT WILL BE USED TO CREATE A PUBLIC ACCESS & AMENITIES PLAN AND FIND THIS ACTION IS EXEMPT FROM CEQA PURSUANT TO SECTION 15061(B(3) OF THE CEQA GUIDELINES.
WHEREAS, the City of Marina sought community input on how to allocate three million in potential payments for public improvements in the City’s coastal zone. These funds would become payable to the City if the California American Water Company (Cal-Am) desalination project is ever built; and
WHEREAS, on February 19, 2025, the City Council authorize the City Manager to hire a consultant/facilitator at a cost not to exceed $50,000 to assist the City of Marina in developing a Community Engagement Plan; and
WHEREAS, a virtual community meeting occurred on March 25, 2025 to solicit feedback from the community along with an in person community meeting on March 29, 2025, a community feedback form was prepared; an email message were sent to over 1 , 500 residents and a website was prepared for the project; and
WHEREAS, at the duly noticed April 15, 2025, City Council meeting a report was received from Tripepi Smith the City’s hired community outreach consultant
NOW THEREFORE BE IS RESOLVED that the City Council of the City of Marina does hereby:
1. To adopt Resolution No. 2025 -, directing the City Manager to send to the California Coastal Commission the City of Marina’s community engagement plan
2. Find that this action is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of the CEQA Guidelines.
PASSED AND ADOPTED by the City Council of the City of Marina at a regular meeting duly held on the 15th day of April 2025, 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
3 Exhibit A-Marina Community Feedback Summary
For Marina, By Marina: Coastal Access & Amenities Plan Community Outreach High-Level Summary Report
Background
In March 2025, the City of Marina retained Tripepi Smith to conduct independent community outreach regarding residents’ priorities for use of a potential $3 million mitigation payment to the City from California American Water Company (Cal -Am). This outreach initiative involved two community workshops – a virtual workshop on March 25 and an in -person workshop on March 29 – an online feedback form, a citywide mailer, distribution of flyers and social media content.
Summary of Feedback:
Marina residents shared their input and priorities through various channels. The combined feedback demonstrated community consensus around the following key priority areas to allocate funds, if they become available:
● Beach access improvements. Top-cited improvements included enhanced trails and pathways to the beach, with specific attention to accessibility concerns for the mobility -challenged, as well as increased parking.
● Recreational amenities . Restrooms, picnic areas, lighting, trash cans, a concession stand, campgrounds and event spaces were among the top-cited amenities for residents. ● Environmental restoration. Community feedback indicated that dune restoration, native tree and wildlife protection and vernal pond maintenance at Locke -Paddon Park were top priorities for restoration work.
● Key coastal sites. Locke-Paddon Park, Dunes Drive and Marina State Beach received the most interest from residents for improvements. Lake Court and the CEMEX property also saw interest.
● Locke-Paddon Park improvements. Top community priorities for improvements at this coastal park, vernal pond restoration, an improved trail system (including a direct path from the park to the beach), a bridge over the pond, new public facilities, Asian garden, oak woodland and community gardens.
Additionally, throughout the engagement process, community members expressed common concerns and sentiments about:
• Impacts from the proposed Cal-Am desalination project • General accessibility challenges to Marina’s beaches and coastal areas • Recreational amenities and aesthetic improvements to make coastal areas safer, more family - friendly and more engaging and inviting
• Economic vitality and improving the image of Marina
• Balancing improvements with sustainability, including environmental sustainability and financial sustainability (i.e., long-term funding needs for improvements) • Considering the natural coastal processes that might affect durability of improvements 4 Community Workshops:
The City hosted a virtual community workshop on March 25 and an in -person workshop on March 29, with 12-20 attendees across a wide range of ages and lengths of residency at each workshop. During the in -person workshop, attendees broke out into three small groups to collaboratively brainstorm responses to five questions, displaying their answer on sticky, poster pads.
Virtual Workshop Summary
Participants emphasized sustainability concerns, with pond restoration at Locke -Paddon described as offering more lasting value than beach improvements that are vulnerable to erosion. The discussion emphasized the ecological importance of the ponds for water management and interest in complementary amenities like pollinator gardens. Residents also expressed challenges with beach access, particularly for mobility-challenged people.
In-Person Workshop Summary
Small group exercises identified key needs including ADA accessibility improvements, enhanced beach parking, clean public restrooms and community gathering spaces like an amphitheater. Locke - Paddon Park emerged as a priority site for improvements for reasons including feasibility and best public impact, while the CEMEX property and Lake Court Dr. also received significant support.
Online Feedback Form:
The community feedback form received responses from 126 total respondents – of which 120 are self - identified Marina residents who are included in this analysis. The respondents represent a diverse age range and length of residency in Marina. Key findings are below.
Note on Rankings: For the average ranking reported below, a lower score indicates a higher community preference (1 being the highest possible ranking, 5 being the lowest). Therefore, a lower average ranking indicates a stronger community preference. ● Top Amenity Preference: Improved trails and pathways (2.12 average score) emerged as the clear priority, followed by park amenities (2.66), environmental restoration (2.67), new passive recreation opportunities (2.79) and enhanced parking (2.84). ● Priority Location: Beach Access at Dunes Drive ranked highest (2.26), with Locke -Paddon Park close behind (2.38). These choices were followed by Beach Access at Lake Court (2.51) and Beach Access at Cemex Property (2.68).
● Beach Access Improvements: When asked specifically about beach access, residents again prioritized improved trails/pathways (1.9), reinforcing this as a consistent theme across questions. Other preferences included enhanced parking (2.37), environmental restoration (2.38), and more passive recreation amenities (2.55).
● Locke-Paddon Park Features: Restoration and maintenance of vernal ponds received overwhelming support (75 votes), with a bridge across the pond in second place (54 votes), followed by improved trail systems (53 votes). Urban forest/community gardens (47 votes), public educational facilities (41 voters) and Asian gardens (29 votes) also received support. ● Outside Coastal Zone Priorities: While potentially not applicable to the $3 million Cal -Am payment, residents indicated parks and recreation (73 votes) and public facilities (59 votes) would be priorities if funding could extend beyond the coastal zone. There was strong community interest in sports facilities, parks and family-friendly recreation as well as economic development initiatives, including downtown revitalization.
5 Exhibit B-Marina Community Feedback Report
(Under Separate Cover)
6 For Marina, By Marina:
Community Engagement Report
for a Public Access & Amenities Plan
April 10, 2024
Submitted by Ryder Todd Smith, President
Peter Johnson, Senior Business Analyst
Sydney Fitch, Junior Business Analyst
Avi Vemuri, Junior Business Analyst
EXHIBIT B
7 2
City of Marina – For Marina, by Marina Community Engagement Report
Table of Contents
Executive Summary .................................................................................................. 3 Goals, Strategy and Outreach ........................................................................................ 4 Results and Feedback ..................................................................................................... 8 Key Takeaways ............................................................................................................... 18
8 3
City of Marina – For Marina, by Marina Community Engagement Report Executive Summary
In March 2025, the City of Marina engaged Tripepi Smith to conduct a community engagement and outreach initiative: “For Marina, By Marina.” The goal of this effort was to gather resident feedback and priorities on the best potential uses of a $3 million mitigation payment to the City that California American Water Company (Cal-Am) will be required to pay if its Desalination Project is built.
The $3 million fee is a special condition set by the California Coastal Commission as part of its 2022 conditional approval of a Coastal Development Permit for the Desalination Project. Special Condition 17 requires Cal-Am to retain a neutral third party to engage Marina residents and to submit a Community Engagement Plan in support of a Public Access and Amenities Plan that will “improve public access, public facilities, recreational opportunities and restoration within the City of Marina.” EnviroGage, the firm retained by Cal-Am, began collecting data for its Community Engagement Plan in February 2025.
The City of Marina is concerned about the objectivity of an engagement process led and funded by Cal-Am. Therefore, in February 2025, the Marina City Council authorized City staff to retain a consultant and conduct its own independent outreach initiative for the Public Access and Amenities Plan. This effort aimed to gather authentic resident feedback and provide the community with a means to engage directly with their City on this matter, thus enabling the City Council to submit its own Community Engagement Report to the Coastal Commission for consideration.
The “For Marina, By Marina” initiative spanned between March 18-April 15, 2025, and included two community workshops (one virtual and one in-person), a community feedback form, a dedicated website, citywide mailer, flyers, email blasts and social media posts, with opportunities for residents share feedback in both English and Spanish. The engagement placed an emphasis on sharing background information and resources with the community to ensure residents could confidently participate in the process. The City stressed transparency as it sought feedback on this potential funding and its possible uses.
The community’s interest and investment in this issue is clear by the robust feedback and responses received. The findings from the “For Marina, By Marina” initiative are compiled in this report and detail residents’ top priorities for beach access improvements, coastal amenities and upgrades in key locations of Marina.
9 4
City of Marina – For Marina, by Marina Community Engagement Report Goals, Strategy and Outreach
The “For Marina, By Marina” initiative aimed to create a transparent, accessible avenue for residents to share their feedback and priorities directly with the City on the best potential uses for the $3 million payment from Cal-Am. The goal was to establish multiple channels for residents to learn about this possible funding and to share their input and feedback.
In preparing materials and developing strategies, the City first sought to clarify the scope and purview of the $3 million payment. Based on email communications with Coastal Commission staff, and due to the very nature of the Commission’s jurisdiction, the City determined that the Public Access and Amenities Plan would most likely be limited to improvements and amenities within the Coastal Zone of Marina.
That helped shape the City’s outreach approach, as it strived to engage the community in a clear and transparent way and empower residents to share relevant and targeted feedback.
Throughout the process, the City referred to the Public Access and Amenities Plan as a “Coastal Access and Amenities Plan,” reinforcing the understood scope of the funds and possible uses. While the City focused on gathering input on improvements in the Coastal Zone, the outreach also asked residents for their priorities outside the Coastal Zone, in case the funds would be available for non-Coastal Zone projects.
The City and Tripepi Smith leveraged a variety of channels and strategies to engage with residents on this initiative and gather their feedback, as detailed below.
Dedicated Website and Branding
The City established a dedicated webpage, www.CityofMarina.org/ForMarinaByMarina, with dedicated sub-branding to create an online hub for residents to learn about the initiative, read background information, submit feedback and access key resources. The page included a list of frequently asked questions, copies of all collateral developed, embedded videos of the community workshops and a link to the Feedback Form. The URL and sublogo were featured in all outreach methods.
10 5
City of Marina – For Marina, by Marina Community Engagement Report Community Workshops
The City hosted two workshops for this initiative: one virtual workshop on Tuesday, March 25, and one in-person workshop on Saturday, March 29. These interactive events allowed the community to directly engage with City staff, ask live questions and provide feedback and ideas.
Facilitated by Tripepi Smith, both workshops began with a presentation sharing background information and continued with a question-and-answer period followed by a guided feedback session. Each workshop was video recorded and uploaded to the campaign webpage and the City’s YouTube channel. Across both workshops, the City had approximately 28 participants.
Press Release
The City distributed a press release announcing the initiative, providing background information and sharing how residents could participate in the process. The press release was distributed to the City’s media list, earning coverage in the Monterey County Weekly’s e-newsletter, and was posted on the For Marina, By Marina website.
Feedback Form
The City created an online Feedback Form to gather resident priorities and preferred uses for the $3 million. Open from March 24-April 4, the Feedback Form was available in English and Spanish and received 126 total submissions, 120 of which were from self-identified Marina residents (with no Spanish language participants). The Feedback Form was promoted to residents in English and Spanish via the dedicated webpage, digital advertisements, a direct mailer, flyer and social media posts.
Social Media
The City published a total of 17 social media posts across the City’s two platforms, Facebook and Nextdoor, to provide the community with status updates on the outreach process, announce community workshops, promote the Community Feedback Form and more. Post performance details, including impressions and engagements per post, are outlined in Appendix O. 11 6
City of Marina – For Marina, by Marina Community Engagement Report Digital Advertisements
Digital advertisements on social media platforms use targeting algorithms to reach a larger, geo- targeted audience.
Platform Post topic Ad Budget Total Reach/Impressions
Facebook Launch & Workshops $500 for 10 days 52,840 reach Facebook Community Feedback Form $750 for 10 days 61,832 reach Facebook In-Person Workshop $200 for 3 days 12,703 reach
Flyer and Handouts
The City developed a flyer in both English and Spanish with background information on the initiative, the outreach process and how to participate, including QR codes to online resources. 350 copies were distributed to multiple municipal facilities. Two handouts were also developed for the in-person workshop: a map of the Coastal Zone in the City and a map highlighting specific sites with high potential for access improvements and amenities.
Email Blasts
The City distributed a series of email blasts to list of approximately 1,500 community members.
The City distributed three emails sharing project updates, community workshop reminders and participation opportunities.
Mailer
The City distributed a direct mailer to all residential households in Marina via Every Door Direct Mail (EDDM), providing background information on the initiative and how community members could participate.
12 7
City of Marina – For Marina, by Marina Community Engagement Report
Collateral Materials
Outreach Tactic Quantity Distribution Channel(s)
Social Media 17 • Facebook
• Nextdoor
Email Blasts 3 • Mailchimp
Flyer 1 • Public Safety Building
• City Hall
• Community Center
• Municipal Airport (Pilot lounge / Front Desk)
• Library
Mailer 1 • Every Door Direct Mail (EDDM)
Press Release 1 • City Media List (1 press release)
• City Website
13 8
City of Marina – For Marina, by Marina Community Engagement Report Results and Feedback
Feedback Form
An online Feedback Form received responses from 126 total participants, with 120 self- identified Marina residents included in this analysis. Below is a summary of the responses collected. The complete feedback form data can be found in Appendices I, J, K and Q.
Demographics
14 9
City of Marina – For Marina, by Marina Community Engagement Report Top Preferred Amenities and Improvements
Respondents ranked their top priorities for coastal amenities and improvements on a scale of 1- 5 (lower ranking indicates higher priority):
Amenity Type Average
Ranking
Ranked
1 Ranked
2 Ranked
3 Ranked
4 Ranked
5 Improved trails and
pathways
2.12 55
(45.83%)
24 (20%)
24 (20%)
6 (5%)
11 (9.17%)
Park amenities 2.66 29
(24.17%)
26 (21.17%)
33 (27.5%)
21 (17.5%)
11 (9.17%)
Environmental
restoration
2.67 34
(28.33%)
23 (19.16%)
29 (24.17%)
17 (14.17%)
17 (14.17%)
New passive
recreation
opportunities
2.79 23
(19.16%)
27 (22.5%)
36 (30%)
20 (16.67%)
14 (11.67%)
Enhanced parking 2.84 25
(20.83%)
31 (25.83%)
25 (20.83%)
16 (13.33%)
23 (19.17%)
When given the opportunity to provide an open-ended response to supplement these ranked amenity types, residents highlighted the following key themes:
15 10
City of Marina – For Marina, by Marina Community Engagement Report Below are some examples of suggestions in the top few categories. Refer to Appendix K for a complete list of responses:
Beach Access & Parking
• “Parking with a short walk to the beach (that’s not cliffs) it’s really hard for families to get to the shoreline with littles.”
• “The Parking lot at Marina State peach needs to expand. People are not able to park nearby.”
• “Access to beaches needs to be easier. All our beaches have long paths and/or enormous hills to traverse.”
Facilities & Amenities
• “Clean bathrooms, less litter.”
• “The City of Marina needs a beautiful, flower-filled town square with an accessible epicenter for gatherings.”
• “Marina State Beach could use a coffee and tea kiosk for locals and visitors.”
Environmental Protection & Restoration
• “Snowy plover protection signs and enforcement.”
• “Safe access to clean water for wildlife west of hwy 1.”
Beautification & Landscaping
• “The bushes and trees near the [Locke-Paddon Park] need trim and clearance.” • “Please allocate money for the Asian American Garden Project at Locke Paddon.” • “More cypress trees, Monterey pine & coastal redwoods throughout the city.”
Recreation & Activities
• “Keep dog friendly access!”
• “Just south of the Cemex sand plant is a flattened plateau, a perfect area for providing a low cost campground”
• “Exploration of a new pier for local recreation, tourism and fishing.”
16 11
City of Marina – For Marina, by Marina Community Engagement Report In terms of improving beach access, residents highlighted the following key priorities (lower ranking indicates higher priority):
Improvement Average
Ranking
Ranked
1 Ranked
2 Ranked
3 Ranked
4 Improved trails/pathways 1.9 60
(50%)
27 (22.5%)
18 (15%)
15 (12.5%)
Enhanced parking 2.37 31
(25.83%)
38 (31.67%)
27 (22.5%)
24 (20%)
Environmental restoration 2.38 36
(30%)
26 (21.67%)
34 (28.33%)
24 (20%)
More passive recreation
amenities
2.55 22
(18.33%)
32 (26.67%)
44 (36.67%)
22 (18.33%)
Below are some examples of suggestions in the open-ended response field that followed this question. Refer to Appendix K for a complete list of responses:
Beach Access & Paring
• “Anything that makes access to the beaches easier for ALL!” • “I would love to see trail improved to allow for roller skates and wheel chairs!!”
Facilities & Amenities
• “Restroom facilities at all coastal access points.”
• “Lake Court Public Restrooms”
Environmental Protection & Restoration
• “Any that preserve open space of the natural environment” • “Restore Cypress Trees from Environmental Damage of Suburban Development”
Beautification & Landscaping
• “City beautification”
• “Welcome to Marina sign off Reservation Road exit would make that area look better.
Not good 1st impression now. It is a dirt pullover spot for trucks now.”
Recreation & Activities
• “Fort Ord Dunes visitor center that honors the military history of Marina” • “Park facilities/camping”
17 12
City of Marina – For Marina, by Marina Community Engagement Report Additionally, residents shared the following when asked to select their top priority areas if the payment could be spent outside the Coastal Zone (respondents could select up to 2):
1. Parks and Recreation (73 votes)
2. Public Facilities (59 votes)
3. Restoration (35 votes)
4. Public Access (18 votes)
5. Other (16 votes)
Priority Sites
When asked to rank their preferred sites in the Coastal Zone for improvements or upgrades, residents indicated the following preferences (lower ranking indicates higher priority):
Location Average
Ranking
Ranked
1 Ranked
2 Ranked
3 Ranked
4 Beach Access at Dunes Drive 2.26 41
(34.17%)
30 (25%)
26 (21.67%)
23 (19.17%)
Locke-Paddon Park 2.38 43
(35.83%)
17 (14.17%)
32 (26.67%)
28 (23.33%)
Beach Access at Lake Court 2.51 29
(24.17%)
30 (25%)
32 (26.67%)
29 (24.17%)
Beach Access at Cemex Property 2.68 28
(23.33%)
18 (15%)
39 (32.5%)
35 (29.17%)
Locke-Paddon Park
Residents named the following priority improvement projects at Locke-Paddon Park to allocate potential funding to (respondents could select up to 3):
1. Restoration/maintenance of vernal ponds (75 votes)
2. Bridge across pond (54 votes)
3. Improved trail system (53 votes)
4. Urban forest/oak woodland/community gardens (47 votes)
5. Public facilities (educational/instructional learning, amphitheater, etc.) (41 votes)
6. Asian gardens (29 votes)
7. Other (11 votes)
18 13
City of Marina – For Marina, by Marina Community Engagement Report Community Workshops
The City held two workshops for this initiative: a virtual workshop on March 25 and an in-person workshop on March 29. For the virtual session, attendees could submit questions in advance, ask questions live and participate in a guided live feedback session. During the in-person workshop, attendees split up into three small groups to collaboratively respond to five guided questions and provide responses on a large sticky pad. For the complete collection of materials from the community workshops, including the slide deck, sticky pad suggestions, handouts and more, refer to Appendices G, H, L, M and N.
In-Person Workshop in Council Chambers on March 29
Virtual Workshop:
The virtual workshop had 12 attendees and covered pre-submitted resident questions, live audience questions and community feedback. It yielded several ideas and insights.
Accessibility concerns: Residents cited current challenges with beach access, particularly for mobility-challenged community members, highlighting a need for inclusive design in any beach access improvements.
Priority sites: Participants indicated a preference for Locke-Paddon Park as a priority site for improvements, noting the existing park needs and proposed amenities identified by the community in previous years.
Sustainability focus: Participants emphasized the importance of long-term value in improvements, particularly highlighting Locke-Paddon Park as potentially more durable site for improvements than a beach that’s vulnerable to erosion. The discussion also highlighted the importance of the Locke-Paddon Park vernal ponds for water management and habitat value, with suggestions for complementary features like pollinator gardens.
19 14
City of Marina – For Marina, by Marina Community Engagement Report In-Person Workshop:
At the in-person workshop, approximately 15 attendees worked in three small groups to brainstorm responses to five key questions. Common themes emerged from this exercise in terms of priorities, including:
Access improvements: Groups consistently identified ADA accessibility improvements, enhanced beach parking and clean public restrooms as top priorities.
Community gathering spaces: Participants expressed strong interest in spaces for community connection, including an amphitheater or other gathering areas.
Site prioritization: Locke-Paddon Park emerged as a priority location due to its feasibility for improvements and potential for broad public impact. The CEMEX property and Lake Court Drive also received significant support.
Small group exercise at in-person community workshop
20 15
City of Marina – For Marina, by Marina Community Engagement Report Sticky Pad Group Activity Responses
Q1: What your top priorities for a Coastal Access and Amenities Plan?
Group 1 Group 2 Group 3
• Cleaner look/City
Identity
• Beach Parking
o Parking fees
for ongoing
revenue
• Event
space/amphitheater
• Beach Access
Improvement
• Serve the broadest
population of Marina
• Improve ADA access
• Improve Marina
Beach parking lot
• Whatever project we
come up with, we
execute some time
with or without Cal-Am
• Additional parking at
Marina State Beach
• Improve runoff system
• Walking access
• Public facility
(amphitheater)
• Missing sidewalk
• Access at Cemex-
Future Park
• More restrooms
• Restoration of
wetlands
Q2: Of the Priority 1 sites shared, which are most important to you?
Group 1 Group 2 Group 3
• Locke-Paddon
• Lake Ct.
• Locke-Paddon Park
o Feasibility
o Best public
impact
• Cemex property
(Future access point)
• Cemex site
• Public Access –
South of Beach at
Lake Court
• Amenities: Parking,
restrooms, trails &
restoration
Q3: Of the beach access sites, which are top priority, and what types of amenities would you like to see?
Group 1 Group 2 Group 3
• Clean restrooms
• Trail
condition/improvement
• Parking
• Concessions lease
o Ongoing
revenue
• Bathrooms – All
• ADA access – Fort
Ord Dunes
• Educational
Component: Habitat
care, safety
• N/A
21 16
City of Marina – For Marina, by Marina Community Engagement Report Q4: Which improvements to Locke-Paddon Park are most important to you? Which would you like to see funding prioritized for?
Group 1 Group 2 Group 3
• Amphitheater (music)
• Trail Improvement
• Pond restoration
• Bathroom/facilities
improvement
o Safety/CCTV
• Restoration of vernal
pond
o Maintained
forever after
• Improve trail system
• Vernal pond
restoration
• Asian Garden
• Recreation & active
play area
• Public facility
amphitheater
• Elevated bridge over
pond
• Beach access from
park
Q5: If the $3 million could go outside of the Coastal Zone, what facilities, recreational opportunities or restoration projects would you prioritize?
Group 1 Group 2 Group 3
• Los Arboles sports
complex
improvements
• Windy Hill Park
restroom
• Recognize our wells
(placemaking)
• Fund park
maintenance
• Safer walkway and
bike paths in the City
o Feeder paths
from the
community
• Landscaping in the
City and
murals/artwork
• Construct missing
sidewalk (Carmel,
Reindollar, Redwood)
• Small park with courts
(basketball, tennis,
volleyball)
22 17
City of Marina – For Marina, by Marina Community Engagement Report Social Media Feedback
Additional comments gathered through Nextdoor and Facebook reinforced workshop and survey themes. Key priorities mentioned included:
• Environmental restoration, particularly for Locke-Paddon Park and its potential as a birding destination
• General City beautification (landscaped medians, sidewalk improvements, better signage)
• Recreational amenities (dog park, skating facilities, music venues) • Improved maintenance of existing coastal facilities
The complete list of social media comments can be found in Appendix P.
23 18
City of Marina – For Marina, by Marina Community Engagement Report Key Takeaways
Based on the feedback received, several clear priorities emerged for how the potential $3 million could be allocated to improve Marina’s coastal access and amenities.
Community Priorities for Funding
The Marina community indicated a preference to prioritize improved trails and pathways, particularly those that enhance beach accessibility for all residents, including those with mobility challenges such as persons with disabilities or families. This priority consistently ranked highest across all feedback channels. The community particularly highlighted Beach Access at Dunes Drive as a high priority location for beach access improvements.
Residents also prioritized environmental restoration, particularly at Locke-Paddon Park, where the vernal pond restoration received strong support. Community members noted that restoration projects may offer more lasting ecological benefits than beach access improvements that may be susceptible to erosion.
Recreational Amenities were also a key focus in community feedback. Restrooms, picnic areas, lighting, trash cans, concession stands, campgrounds and event spaces were among the top-cited needs. Residents emphasized that these amenities enhance the safety and overall usability of public spaces, making them more inviting.
Site-Specific Investment Preferences
Locke-Paddon Park emerged as a centerpiece for potential improvements, particularly in community discussions at the in-person and virtual workshops. At this site, the community noted strong support for:
1. Restoration and maintenance of vernal ponds
2. Development of an improved trail system, including new connections to beach areas
3. Construction of a bridge across the pond
4. Creation of community gardens and educational facilities
Beach Access at Dunes Drive received the highest location ranking through the Feedback Form, with residents favoring:
1. Enhanced trails connecting to the beach
2. Improved parking facilities
3. Better maintenance of existing access points
Additional Considerations
Throughout the engagement process, several themes emerged that could help inform a Public Access and Amenities Plan:
24 19
City of Marina – For Marina, by Marina Community Engagement Report • Accessibility for All: Community members consistently emphasized the need for universal design principles that would make coastal areas – or any potential improvements – accessible to people of all abilities, ages and needs. • Long Term Sustainability: Residents expressed concern about the durability of improvements in the coastal environment, particularly given challenges like erosion, and emphasized the importance of projects that would provide lasting value. • Balancing Improvements with Natural Preservation: Feedback reflected a desire to enhance amenities, access and recreational opportunities while protecting and restoring the ecological integrity of Marina’s natural environment. Residents also emphasized natural preservation as critical to maintaining the City’s identity and expressed interest in potentially including education components about local ecology and history. • Upgraded Amenities and Aesthetics: Community members frequently expressed a desire to make Marina’s coastal areas safer, more family-friendly and more engaging and inviting. Economic vitality and improving the image of Marina were noted sentiments.
• Regular Maintenance: Many resident comments highlighted the importance of allocating resources towards ongoing maintenance of existing and new facilities, ensuring that improvements remain functional and attractive over time.
This provides valuable guidance should the $3 million in mitigation funds ultimately become available to the City, identifying priority projects that would enhance public access, public facilities, recreational opportunities and restoration while respecting Marina’s unique environmental character.
25 Exhibit C:
Community Feedback: Appendix
https://cityofmarina.org/DocumentCenter/View/15622/For-Marina-By-Marina-Community- Engagement-Plan---Appendix?bidId=
26 April 7, 2025 Item No. 13b
Honorable Mayor and Members City Council Meeting of the Marina City Council of April 15, 2025
CITY COUNCIL TO RECEIVE A REAL ESTATE MARKET ANALYSIS
AND SITE ASSESSMENT REPORT FOR THE CITY OF MARINA
PREPARED BY HDL COMPANIES
REQUEST:
It is requested that the City Council:
1. Consider receiving the City of Marina Real Estate Market Analysis & Site Assessment Report and provide direction to city staff.
BACKGROUND:
The City retained HdL ECONSolutions to provide an economic and market assessment and a retail void analysis for the City of Marina. This information will be used to assist with the city’s economic development efforts and will also be useful for the General Plan update. The report analyzes retail needs city -wide to evaluate market potential; identify development opportunities; analyze consumer behavior and demographics; and recommends strategies to attract retailers. The report also provides specific insight on retail opportunities within the Marina Landing Shopping Center, the undeveloped Dunes commercial sites, and the Marina downtown area. Information gained from this assessment may also be referenced by prospective investors and developers when considering retail expansion or development in Marina.
ANALYSIS:
The Real Estate Market Analysis & Site Assessment provides a comprehensive analysis of the City of Marina’s retail landscape, examining market demand, competitive position, development opportunities, and economic trends. The goal is to provide data -driven insights and strategic recommendations that support business attraction, investment decisions, and long -term commercial growth.
The report includes key findings related to population growth and retail demand; income and spending power; and retail leakage and opportunities. Leveraging information in the report will assist Marina in developing strategies to address its retail defici encies, capitalize on growth opportunities, and build a more resilient and diversified economic base.
The report discusses opportunities for attracting national and regional retailers; expansion of local businesses; leveraging student and tourism markets; and enhancing retail infrastructure. In addition to recommendations that support business attraction and long-term commercial growth, the report includes a list of businesses that are expanding and have marketplace and location criteria that closely align with areas in Marina including downtown/central Marina; Marina Landing Shopping Center, the Dunes dev elopment, and other vacant property in Marina. The report also noted that many Marina residents shop in Salinas, Seaside, and Monterey. Marina’s competitive strengths and challenges when compared to these three neighboring cities is included on Page 20 of the document.
The report concluded that Marina has significant retail expansion opportunities, with clear evidence of an unmet demand in multiple sectors. When compared to Monterey County and the State of California, Marina’s population growth, income levels, and existi ng retail gaps position the city as a prime market for new business. In addition to addressing retail leakage through targeted business attraction and development strategies the report’s recommendations include enhancing tourism appeal, supporting local businesses, leveraging ed ucational institutions, and promoting outdoor recreation.
Barry Foster, Principal/Managing Director for HdL ECONSolutions will present information from the Real Estate Market Analysis and Site Assessment at the City Council Meeting. The report is for informational purposes and no City Council action is needed.
FISCAL IMPACT:
There is no fiscal impact.
Respectfully Submitted by:
__________________________
Tori Hannah
Finance Director
City of Marina
REVIEWED/CONCUR:
____________________________
Layne P. Long
City Manager
City of Marina
Real Estate Market Analysis & Site Assessment
City of Marina
APRIL 11, 2025
Prepared by:
HdL ECONSolutions
120 S. State College Blvd, Suite 200
Brea, CA 92821
www.hdlcompanies.com
EXHIBIT A
1 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025
Contents
Introduction ............................................................................................................................................. 2 Purpose of Market and Site Assessment ............................................................................................. 3 Trade Area Overview .............................................................................................................................. 4 Retail Real Estate Market Analysis ........................................................................................................ 4 Overview of Marina’s Dining Experience ............................................................................................. 6 Overview of Marina’s Retail Environment ............................................................................................ 7 Shopper Demographics and Traffic Patterns ...................................................................................... 9 Sales Tax Comparison ........................................................................................................................... 10 Retail Gap Analysis and Market Comparison: City of Marina, Monterey County, and California ................................................................................................................................................................ 11 Retail Landscape Comparison: Marina vs. Monterey County and California ................................ 12 Comparative Market Analysis: Marina vs. Seaside, Monterey, and Salinas ................................... 14 Summary of Void Analysis Reports .................................................................................................... 18 Market & Site Assessment ................................................................................................................... 20 Conclusion ............................................................................................................................................. 23 Appendix 1 – Void Analysis Reports ................................................................................................... 24 Appendix 2 – INSIGHT Market Analytics Reports ............................................................................. 25
EXHIBIT A
2 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 Executive Summary
The City of Marina is undergoing significant retail and economic growth, driven by rising household numbers, increasing consumer demand, and strategic development projects. This market study evaluates Marina’s retail landscape, identifying strengths, challenges, and opportunities for expansion. Marina’s retail market benefits from stable occupancy rates (97.6%), a low vacancy rate (2.4%), and strong demand for retail space, as reflected in a 383.9% increase in net absorption over the past year. However, retail leakage to neighboring cities such as Monterey , Seaside and Salinas underscore the need for a diversified retail mix to capture local spending, as well as attracting consumer spending of residents of nearby communities (Monterey, Seaside and Salinas).
This report analyzes the city’s overall retail environment, along better understanding two prime retail development sites—Marina Landing (anchored by a Walmart Supercenter) and The Dunes (6.15-acre property)— to determine their best use and economic viability. Additionally, it examines Marina’s dining scene, sales tax revenue distribution, and competitive position relative to nearby cities. With strategic planning, investment, and a focus on retail diversification, experiential shopping, and destination retail, along with better understanding gap analysis possibilities . Marina can strengthen its local economy, reduce sales leakage, and enhance its appeal as a commercial hub.
Introduction
This Market Study, prepared by HdL ECONSolutions, provides a comprehensive analysis of the City of Marina’s retail landscape, examining market demand, competitive positioning, development opportunities, and economic trends. The goal is to provide data- driven insights and strategic recommendations that support business attraction, investment decisions, and long-term commercial growth.
The study includes:
• Retail Gap Analysis: Identifying sectors with unmet consumer demand. • Site Assessments: Evaluating two prime retail development locations. • Competitive Market Comparison: Benchmarking Marina’s retail sector against Monterey County and California.
• Sales Tax Revenue Distribution: Analyzing Marina’s economic reliance on top businesses. • Dining and Consumer Behavior Trends: Understanding the role of food and beverage establishments in local economic activity.
By leveraging these insights, Marina can implement targeted strategies to attract retailers, improve commercial offerings, and enhance its economic sustainability.
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3 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 Purpose of Market and Site Assessment
A Market and Site Assessment evaluates economic and demographic factors that influence the viability and best use of commercial, retail, or mixed -use development sites. This analysis provides critical insights for investors, developers, and city planners to determine market demand, competitive positioning, and potential returns.
Key Areas of Analysis
1. Retail Market Performance
o Evaluating sales trends and consumer demand in Marina. o Comparing sales tax revenue distribution among Marina, Monterey, Salinas, and Seaside.
o Identifying opportunities for retail expansion.
2. Demographic and Economic Trends
o Assessing population growth, household income levels, and spending behavior. o Understanding how workforce and student populations impact consumer demand. o Examining infrastructure improvements and their effect on retail accessibility.
3. Retail Void Analysis
o Identifying underrepresented retail categories and market gaps. o Comparing Marina’s retail mix to Monterey County and California. o Recommending businesses and retail concepts that fulfill unmet consumer demand.
4. Site-Specific Considerations
o Marina Landing (Adjacent to Walmart): High- traffic location with opportunities for fast-casual dining, personal services, and convenience retail. o The Dunes (6.15-Acre Site): Prime mixed-use development opportunity with demand for boutique retail, specialty grocery, and student-focused good and services. o Downtown/Central Marina: Create a town Center environment for Marina through Downtown Vitalization Specific Plan by redeveloping, repositioning and/or enhancing long-time established shopping centers, as well as developing new residential opportunities and mixed-use projects in the city’s central core area.
5. Competitive Market Positioning
o Analyzing how Marina competes with neighboring cities in retail, dining, and entertainment offerings.
o Evaluating the role of Cal State Monterey Bay (CSUMB) students (over 7,700 students) in local spending patterns.
o Providing strategies to strengthen Marina’s commercial identity and reduce retail leakage.
Strategic Importance
By understanding these market dynamics, developers can make informed investment decisions, and city planners can implement policies that attract a balanced retail mix to support long- term economic sustainability.
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4 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 Trade Area Overview
When performing a retail assessment, it is important to define the area you are evaluating. While this study is focused on the City of Marina marketplace, it is also important to remember that a retail market extends beyond municipal boundaries and spills into nearby communities.
Developers, real estate professionals, and potential new businesses place value on factors like population density, demographics, traffic volume & traffic flow patterns, and competition from other retail locations when looking to expand and/or invest in new locations or to develop new projects.
This market study will examine the make -up of the consumers and the retail marketplace within Marina and its trade area.
Retail Real Estate Market Analysis
The retail real estate market in Marina continues to demonstrate stability and growth, with key indicators reflecting strong occupancy rates and increasing lease rates. The demand for retail space remains consistent, driven by new residential developments and a growing population. Data from CoStar provides a detailed overview of market performance, highlighting trends in inventory, vacancy, absorption, and sales.
Inventory and Vacancy Rates
The total retail inventory in Marina exceeds 1 million square feet, marking a 2.9% increase from the prior period. This growth reflects ongoing development and the city’s ability to attract new retailers.
The current vacancy rate stands at 2.4%, slightly higher than the previous rate of 2.0% but still below the regional average. This suggests that demand remains strong, with businesses actively seeking retail locations in Marina. The overall occupancy rate remains solid at 97.6%, with 98.2% of retail space currently leased, indicating minimal underutilized space in the market.
Available Space and Lease Rates
Retail space availability in Marina remains relatively limited, with approximately 25,400 square feet of vacant retail space and an overall availability rate of 2.0%. This low availability suggests that Marina’s retail market is competitive, with new businesses facing limited options for entry. Lease rates have continued to climb, with the average asking lease rate now at $2.95 per square foot, reflecting a 2.4% increase from the previous period. This rise in lease rates signals growing confidence in the market and the willingness of retailers to pay premium prices for prime locations.
Demand and Absorption Trends
Absorption rates provide insight into the demand for retail space. Over the past 12 months, Marina has experienced net absorption of 23,300 square feet, representing a significant 383.9% increase from the prior period. This surge in absorption indicates strong demand for retail space, as new businesses continue to enter the market and existing businesses expand. Lease renewals remain high, with an average 24-month renewal rate of 88.2%, reinforcing the long-term stability of Marina’s retail sector.
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5 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 The average time required to lease a retail space in Marina is 4.6 months, while properties typically remain vacant for an average of 6.8 months before securing a new tenant. These metrics suggest that while demand is strong, there is still room for improvement in reducing vacancy durations through targeted leasing strategies and business attraction efforts.
Sales and Market Trends
Retail property sales in Marina continue to perform steadily. The average sale price per square foot is currently $305, reflecting a slight decrease of 0.6% from the prior period. Despite this minor dip, the overall sales market remains active, with a total sales volume of $16.2 million recorded over the past year. During this period, 10 retail properties changed ownership, demonstrating continued investor interest in Marina’s commercial real estate market.
The market capitalization rate, which measures investor returns, has increased to 6.0%. This upward trend suggests a favorable environment for investors seeking stable, long- term returns on retail properties. With increasing lease rates and strong absorption trends, Marina’s retail market presents opportunities for both investors and businesses looking to establish a presence in the city.
Is There a Demand for Additional Retail?
Given Marina’s low vacancy rates, rising lease prices, and strong absorption trends, there is clear demand for additional retail development. The influx of new residents from ongoing housing projects and the economic influence of CSUMB (over 7,700 students ) contribute to a growing consumer base in need of expanded retail and
dining options.
To meet this demand, Marina could benefit
from the development of additional shopping
centers, specialty retail districts, and
entertainment hubs. Expanding the variety of
retail offerings —such as high er-end dining,
experiential retail, and lifestyle brands— would
enhance Marina’s competitiveness and reduce
retail leakage to neighboring cities.
Furthermore, mixed- use developments that
integrate retail, and entertainment components could provide a dynamic and sustainable approach to future commercial growth. Strategic planning will be crucial in ensuring that Marina’s retail expansion aligns with consumer demand and economic sustainability goals.
Strategic Recommendations
1. Attract experiential and lifestyle retail to differentiate from competing centers.
2. Develop student and workforce-serving retail to leverage CSUMB’s influence.
3. Optimize site design for mixed-use potential while maintaining retail viability.
4. Encourage anchor tenants or destination retailers to establish strong demand.
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6 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 By implementing these strategies, Marina can strengthen its retail landscape, increase tax revenue, and enhance economic vitality.
Source: Costar
Overview of Marina’s Dining Experience
Marina, California, offers a diverse and evolving dining scene that caters to a variety of tastes, ranging from outdoor dining spots to chef-owned restaurants and fast -casual eateries. The city's coastal climate makes outdoor dining a popular option, with establishments like Salt Wood Kitchen & Oysterette, Coffee Mia, and Ticos Breakfast & Lunch offering al fresco seating. Chef -owned restaurants, such as Aki Fresh Mex, introduce unique flavors and health- conscious menus, enhancing the local dining culture.
For fast -casual dining, options like Dametra Fresh Mediterranean and Michael's Grill and Taqueria provide quick yet high -quality meals for those on the go. Marina also boasts a variety of cuisines, including Asian, American, Mexican, and seafood specialties, ensuring that both residents and visitors have ample choices. While fine dining options within Marina are somewhat limited, nearby cities offer upscale culinary experiences. The fast-casual sector remains strong, offering a balance between convenience and quality. • Outdoor dining is a highlight, taking advantage of Marina’s coastal weather, with several restaurants offering patio seating.
• Chef-owned restaurants introduce specialty and health- conscious options, enriching the city’s dining landscape.
• Fast-casual dining is well -represented, catering to those looking for quick and flavorful meals.
• Marina's dining scene is diverse, spanning multiple cuisines and accommodating a wide range of preferences and dining styles.
• While fine dining is limited, nearby cities provide additional upscale options for those seeking high-end culinary experiences.
Marina’s dynamic food scene continues to grow, with opportunities for expanding upscale dining and attracting more diverse eateries to enhance the city’s appeal as a dining destination.
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7 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 Overview of Marina’s Retail Environment
Marina’s retail scene is evolving to serve a diverse local community that includes residents, college students, and visitors attracted by the city’s coastal amenities. Retail centers in Marina are positioned not only as places for everyday shopping but also as community hubs that foster social interaction, outdoor dining, and local events. The retail mix ranges from neighborhood convenience centers to redeveloped mixed-use retail districts that aim to capture the dynamic lifestyle of the region.
A. Marina Landing Shopping Center
Overview & Redevelopment:
Marina Landing is a retail center located on 150 Beach Road.
Initially developed from a vacant former K-Mart site to a Walmart Supercenter, it has been repositioned through a strategic redevelopment process. The redevelopment has
included negotiating key entitlements, updating design
features, and securing a long-term ground lease with a
major national retailer.
Key Features:
• Anchor Tenant: The center’s anchor is Walmart,
which was one of the first expedited openings in California under the new redevelopment strategy.
• Redevelopment Phases:
o Phase 1: Focused on achieving key entitlements and securing the Walmart lease. o Phase 2: Envisions a mix of retail pads (for instance, leasing space to prominent chains such as a Starbucks drive-thru).
• Ownership/Investment: The project was initially acquired and redeveloped by Tallen Capital Partners, whose strategic vision was to transform a blighted site into a vibrant community resource.
Source: Tallen Capital Partners
B. Downtown/Central Marina Shopping Area (Marina
Village Shopping Center, Seacrest Plaza, Marina Square
& Cypress Plaza)
Overview & Tenant Mix:
Located at the corner of Reservation Road and Del Monte Blvd, there are 4 shopping areas envisioned as Marina’s downtown area. It primarily serves the local community and residents in Central Marina.
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8 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 Key Features:
• Tenant Profile:
o National chains such as Lucky Market, CVS, Auto Zone, Goodwill, Ace Hardware, McDonald’s, O’Reily Auto, Grocery Outlet, Walgreens, Taco Bell, Dollar Tree, Jack in the Box, and Wells Fargo are situated here.
o A variety of smaller retail and service tenants fill in the remaining spaces. PDF materials highlight tenants with long-term leases, with some businesses having been in place since the late 1960s or 1980s.
• Traffic & Demographics:
o The four centers benefit from significant vehicular traffic, with reports indicating average daily counts of approximately 19,000 vehicles along Reservation Road and 24,000 on adjacent roads. While these counts refer to vehicular flow, they are indicative of strong shopper presence on weekends and during peak shopping times. o The surrounding demographic data (a population of about 22,000 with a median age in the mid-30s and average household incomes around $73,000) suggests a steady base of local consumers whose needs are met by the center.
Source: Marina Village
C. The Dunes Promenade
Overview & Concept:
A new retail concept in Marina is emerging with The Dunes Promenade— a mixed-use, open-air district that is under construction as part of a larger live-work-play community.
Developed by Shea Homes, this project is set on land that was once part of the Fort Ord military base and is being transformed into a walkable retail and dining destination. Existing uses here include Target, REI, Five Below, Michaels, Ross, Best Buy, Kohl’s, Old Navy, Brass Tap, Smashburger, Chipotle and Starbucks.
Key Features:
• Design and Layout:
o The design emphasizes outdoor community spaces, including tree -lined paths, a village square for gatherings, and landscaped areas that invite leisure and social activity.
• Tenant Opportunities:
o Trader Joe’s recently opened and here with additional tenants likely to include shops, restaurants, and service businesses.
o The development includes “live -work” units above the retail spaces, providing flexibility for small business operators.
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9 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 • Market Positioning:
o Located within a dynamic, master -planned community with nearly 1,900 new homes and additional residential projects on the way, the Promenade is poised to capture both local demand and visitor interest from the region.
Source: The Dunes Promenade
Shopper Demographics and Traffic Patterns
While explicit “average weekend” shopper counts are not always publicly detailed, several indicators provide useful context:
• Traffic Data:
o For example, the Downtown -Central Marina shopping area benefits from reported average daily traffic counts of approximately 19,000 vehicles along Reservation Road and 24,000 on Del Monte Blvd. These figures, especially during weekends, suggest robust exposure to potential shoppers.
• Community Profile:
o Demographic information from surrounding areas (e.g., a local population of around 22,000, median age in the mid -30s, and average household incomes in the low -to- mid $70,000 range) supports the likelihood of steady weekend patronage for neighborhood centers.
• Retail Trends:
o According to national studies from the International Council of Shopping Centers (ICSC), most shopping centers see frequent visits from local consumers, often with many households visiting at least once per week for convenience, dining, or community events. These trends likely mirror shopper behavior in Marina, particularly in centers that blend traditional retail with community gathering spaces.
Additional Pertinent Information:
• Community Integration:
Many retail centers in Marina are designed not just for shopping but to serve as community focal points. The design of The Dunes Promenade, for instance, integrates green spaces and communal plazas that encourage extended visits and community events. • Redevelopment and Investment Trends:
The recent investments in Marina Landing and The Dunes Promenade reflect a broader trend in the region toward redeveloping underutilized sites into vibrant, mixed-use environments.
Such projects are intended to stimulate local economies, increase job opportunities, and generate additional tax revenue for the city.
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10 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 • Historical Context:
Some centers, like Marina Village, and Seacrest Plaza in central Marina have longstanding tenant relationships that date back several decades, underscoring their importance as neighborhood staples that have adapted over time to changing consumer demands.
Marina’s retail landscape is a blend of established neighborhood centers and innovative new developments. Together, these centers reflect a strategic approach to redevelopment and community engagement in the city of Marina, ensuring that retail continues to play a vital role in the local economy and social life.
Sales Tax Comparison
In examining the sales tax revenue across various cities, it becomes evident that the economic stability and growth potential of a city can be significantly influenced by the diversity of its business base. This comparison highlights the varying degrees of reliance on top businesses for sales tax revenue in Marina, Monterey, Salinas, and Seaside, and underscores the implications of such dependencies.
Marina's heavy reliance on its top 25 businesses for nearly 70% of its total sales tax revenue presents a high concentration risk. This lack of diversification means that the city is vulnerable to economic downturns if any of these key businesses were to relocate or shut down. To mitigate this risk, Marina could benefit from strategies aimed at attracting a broader mix of businesses, including expanding its retail, entertainment, and service sectors.
In contrast, Monterey boasts the highest sales tax per capita at $264.46, driven by strong retail activity per resident, likely fueled by tourism and high consumer spending. This robust per capita figure reflects a healthy and dynamic economic environment.
Salinas, while generating the highest total sales tax revenue, has the lowest dependency on its top 25 businesses at 41%. This indicates a well -balanced retail economy with contributions from a diverse mix of businesses, reducing the city's economic vulnerability.
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11 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 Meanwhile, Seaside's 74% concentration of sales tax from its top 25 businesses suggests a higher susceptibility to shifts in large business activity. This reliance on a few major contributors makes Seaside more vulnerable to economic fluctuations.
Overall, this comparison underscores the importance of a diversified business base in ensuring economic resilience and sustainable growth for cities.
Retail Gap Analysis and Market Comparison: City of Marina, Monterey County, and California
Overview
This report delves into the retail landscape of the City of Marina, offering a comprehensive analysis of the existing retail gaps. By examining the findings from the gap analysis, the report identifies key areas where local demand significantly surpasses supply. Additionally, it compares these findings with market conditions in Monterey County and the state of California to uncover business opportunities and potential avenues for retail expansion.
Key Findings from the Gap Analysis
The analysis indicates several retail sectors in Marina have significant demand that exceeds local supply. The most notable gaps include:
• Furniture Stores: A deficit of over $5.3 million in local spending suggests the need for furniture retailers to serve the growing residential base. • Jewelry, Luggage, and Leather Goods: A shortfall of $2.5 million represents an opportunity for specialty retailers.
• Electronics and Appliance Stores: The current market shows a $3.9 million gap, signaling potential for consumer electronics and home appliance stores. • Clothing Stores: A $11.8 million gap suggests high demand for apparel retailers. • Shoe Stores: A $2.2 million deficit indicates an unmet need for footwear retailers. • Grocery Stores: A $27.2 million gap reflects a strong need for additional grocery options. • General Merchandise Stores: A shortfall of $25.4 million, indicating demand for department store-style retailers.
• Automotive Dealers: A gap or shortfall of $63.7 million, indicating a demand for auto dealers to open in Marina.
By addressing these gaps, Marina can attract a broader mix of businesses, enhance its retail offerings, and reduce economic risk associated with over -reliance on a few major contributors. This strategic approach will not only meet the needs of the local community but also foster a more resilient and diversified economic base
.
Source: Consumer Demand & Market Supply Assessment from INSIGHT Market Analytics report (Appendix 2)
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12 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025
Retail Landscape Comparison: Marina vs. Monterey County and California
When compared to broader regional and state markets, Marina exhibits unique retail deficiencies but also significant growth potential. This comparison is valuable for several reasons:
Benchmarking Performance: Comparing Marina's retail landscape to that of Monterey County and the state of California provides a benchmark to measure its performance. It helps identify areas where Marina is lagging and where it is excelling, offering a clearer picture of its economic health.
Identifying Opportunities: By understanding how Marina's retail environment stacks up against regional and state averages, stakeholders can pinpoint specific sectors with unmet demand. This insight is crucial for attracting new businesses and guiding existing ones on where to expand.
Understanding Market Dynamics: Regional and statewide comparisons shed light on broader market trends and consumer behaviors. This understanding helps local businesses and policymakers make informed decisions that align with these trends, ensuring they remain competitive.
Assessing Growth Potential: Marina's unique retail deficiencies highlight areas with significant growth potential. For instance, gaps in sectors like grocery stores, general merchandise, and clothing stores indicate opportunities for new entrants to capture unmet demand.
Mitigating Risks: A high concentration of sales tax revenue from a few top businesses poses a risk to Marina's economic stability. Comparing this with other regions helps illustrate the importance of diversifying the business base to mitigate such risks.
Strategic Planning: Regional and statewide comparisons provide valuable data for strategic planning.
They help city planners and economic developers create targeted strategies to attract a diverse mix of businesses, enhance retail offerings, and foster sustainable growth.
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13 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 Key Findings
Population Growth and Retail Demand
• Marina’s population grew by 7.8% over five years, surpassing Monterey County (3.7%) and California (3.5%).
• The number of households in Marina is projected to increase by 8.4%, further increasing the demand for retail.
• Daytime population (23,406 people) includes commuters and students, enhancing potential retail foot traffic.
Income and Spending Power
• The average household income in Marina is $113,854, which is competitive within the county but slightly below the state average.
• Monterey County, with a higher average income of $130,408, provides additional retail opportunities from residents shopping in Marina.
• Retail spending per capita remains high in Marina, yet a significant portion of spending is occurring outside the city due to supply constraints.
Retail Leakage and Opportunity
• Many Marina residents leave the city to shop in Monterey, Seaside, or Salinas, resulting in significant retail leakage.
• The gap in grocery and general merchandise stores suggests that major retailers and specialty grocers could thrive in Marina.
• Marina has an opportunity to attract more local -serving retailers to capture sales that currently leave the market.
By leveraging these insights, Marina can develop strategies to address its retail deficiencies, capitalize on growth opportunities, and build a more resilient and diversified economic base.
Source: INSIGHT Market Analytics report
Implications for Retail Development and Investment
1. Attracting National and Regional Retailers
o The large deficit in general merchandise and grocery categories makes Marina an ideal candidate for major chain retailers.
o National brands could establish strong footholds due to minimal direct competition in some key categories.
2. Expansion of Local Businesses
o Encouraging local entrepreneurs to expand into clothing, electronics, and furniture would address significant demand gaps.
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14 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 o Incubating small specialty businesses can enhance the city’s commercial mix.
3. Leveraging Student and Tourism Markets
o The presence of Cal State Monterey Bay (CSUMB) contributes to strong demand for dining, entertainment, and affordable shopping options. o Expansion of fast casual restaurants, bookstores, and lifestyle retailers would align with student spending habits.
4. Enhancing Retail Infrastructure
o The city's current retail vacancy rate of 2.4% is below county and state averages, indicating limited available space for new businesses.
o Future planning should consider mixed- use developments that integrate retail and residential to support sustainable growth.
The City of Marina presents significant retail expansion opportunities, with clear evidence of unmet demand in multiple sectors. When compared to Monterey County and the state of California, Marina's rapid population growth, strong income levels, and existing retail gaps position it as a prime market for new business investment. Addressing these gaps through targeted retail attraction and development strategies will enhance local economic activity and improve consumer convenience while reducing sales leakage to nearby markets
.
Comparative Market Analysis: Marina vs. Seaside, Monterey, and Salinas
The City of Marina is situated within Monterey County and is in close proximity to several neighboring cities, each with its own unique economic landscape. This section provides a comparative analysis of Marina, Seaside, Monterey, and Salinas, examining their economic development, demographics, major employers, visitor attractions, and competitive positioning. The goal is to understand Marina’s strengths, challenges, and opportunities in relation to these nearby communities and to outline strategies for enhancing its competitive edge.
Geographic Proximity
Marina’s location provides a strategic advantage, as it is within short driving distances to key economic hubs in the region:
• Marina is approximately six miles from Seaside, a drive of about seven to nine minutes. • The city is about nine miles from Monterey, taking roughly 10 to 16 minutes by car. • Salinas is located approximately 11 miles from Marina, with an average drive time of 25 minutes.
These short distances mean that Marina is directly influenced by the economic and commercial activities of these neighboring cities, and vice versa. Understanding the regional interconnectivity is essential to identifying Marina’s positioning in the local economy.
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15 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 Demographic Comparison
Each of the four cities has distinct demographic characteristics that shape their economic landscape:
• Marina has a population of approximately 22,359.
• Seaside has a larger population, with around 32,366 residents. • Marina is slightly smaller than Monterey, which has a population of about 30,218. • Salinas is the largest among them, with 163,542 residents.
While Monterey and Seaside are comparable in size, Salinas dwarfs them all in population, which directly impacts workforce availability, economic output, and retail demand. Marina, in contrast, is a smaller city that has room to grow but must develop its economic strategy to compete effectively.
Economic Overview
Marina is undergoing significant development, with projects such as The Dunes, a mixed- use community featuring retail, dining, and residential spaces. The presence of California State University, Monterey Bay, provides an economic boost by contributing to the local job market and student- driven commerce. Seaside is similarly positioned with its proximity to CSU Monterey Bay, as well as ongoing redevelopment efforts on former military land from the Fort Ord base.
Monterey, in contrast, relies heavily on tourism, with attractions such as Cannery Row and the Monterey Bay Aquarium driving its economy. The hospitality sector is a major employer, and the city has a well- established visitor economy that benefits from both domestic and international tourists.
Salinas has a vastly different economic base, as it is the agricultural hub of Monterey County, known as the “Salad Bowl of the World.” The city’s economy is driven by agribusiness, food production, and an expanding industrial sector.
Retail, Dining, and Entertainment
Each of the four cities has distinct offerings in terms of retail, dining, and entertainment. Marina’s retail sector is growing, with developments such as The Dunes Promenade adding new businesses and dining establishments. However, it still lacks the robust shopping districts found in Monterey and Salinas.
Seaside has a diverse mix of local businesses and national retailers, offering a balance between convenience shopping and unique dining experiences. Monterey’s retail and dining sectors are heavily influenced by tourism, featuring high- end boutiques, seafood restaurants, and waterfront dining. The entertainment options in Monterey are among the strongest in the region, with theaters, music festivals, and cultural attractions catering to both visitors and residents.
Salinas provides a mix of retail and dining that reflects its population’s diversity, with a strong presence of Mexican cuisine and family -owned establishments. Major shopping centers and annual events such as the California Rodeo Salinas contribute to the city’s economic vibrancy.
Major Employers
Each city’s economic strengths are reflected in its largest employers. Marina’s job market is driven by educational institutions and retail developments, with the growth of The Dunes providing additional employment opportunities. Seaside’s economy is supported by California State University, Monterey
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16 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 Bay, and the retail sector. Monterey’s key employers include tourism-related businesses, the Defense Language Institute, and local government agencies. Salinas is dominated by agricultural employers such as Dole Fresh Vegetables and Taylor Farms, in addition to healthcare and industrial sectors.
Visitor Attractions
Marina’s tourism appeal is rooted in its natural beauty, with Marina State Beach serving as a popular location for hang gliding and outdoor recreation. The city is also a gateway to Fort Ord National Monument, which offers hiking and biking trails. However, compared to Monterey, Marina lacks large-scale attractions that draw significant numbers of visitors.
Seaside benefits from its proximity to beaches and golf courses, including the Bayonet and Black Horse Golf Courses. Monterey, by contrast, is the regional leader in tourism, with world- renowned attractions such as Cannery Row, Fisherman’s Wharf, and the Monterey Bay Aquarium. Salinas attracts visitors to the National Steinbeck Center, Toro County Park, and its annual events, but does not have the same level of tourism appeal as Monterey.
Competitive Positioning
Marina has several strengths that can be leveraged for economic growth. Its affordability compared to Monterey makes it attractive for residential and commercial development. The city is also well- positioned to benefit from outdoor recreation tourism, with opportunities to expand its brand as a destination for nature lovers and eco-tourism.
However, Marina faces challenges in differentiating itself from Seaside and Monterey. While Monterey dominates the tourism industry, Marina must carve out a unique identity to draw visitors and businesses. Seaside’s redevelopment projects may also create additional competition for retail and housing developments.
Salinas presents a different type of competition, as its strong industrial and agricultural economies provide employment opportunities that attract residents who may otherwise consider living in Marina.
Recommendations for Marina’s Economic Development
To strengthen its position, Marina should focus on the following strategies:
1. Enhance Tourism Appeal: The city should develop unique attractions and events that can draw visitors, such as outdoor festivals, eco -tourism initiatives, and adventure sports competitions.
2. Support Local Businesses: Providing incentives and business support programs can help create a vibrant local economy and attract innovative startups.
3. Leverage Educational Institutions: Partnerships with CSU Monterey Bay can foster business development, workforce training programs, and entrepreneurship opportunities.
4. Promote Outdoor Recreation: Marketing Marina’s natural assets, such as the beach, trails, and open spaces, can attract outdoor enthusiasts and position the city as a destination for adventure tourism.
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17 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025
5. Future Hotel Development: Pursue the development of an additional mid- price limited- service hotel. Another hotel could build upon the success of the two newer hotels in Marina – the Marriott SpringHill Suites and the Home2 Suites by Hilton.
Marina is at a pivotal stage in its economic development. With strategic planning and investment, it can strengthen its competitive edge against neighboring cities. By leveraging its affordability, natural resources, and educational institutions, Marina can create a dynamic economic environment that attracts businesses, visitors, and new residents alike.
Recommendations for Marina:
• Enhance Tourism Appeal: Develop unique attractions or events to draw visitors, differentiating Marina from neighboring cities.
• Support Local Businesses: Provide incentives and support for small businesses to create a vibrant local economy.
• Leverage Educational Institutions: Collaborate with nearby universities to foster innovation and attract a skilled workforce.
• Promote Outdoor Recreation: Capitalize on natural assets by promoting outdoor activities like hiking, biking, and water sports.
• Target Gap Analysis Possibilities: Better understand sales leakage out of Marina to surrounding cities, as well as gap and new retail possibilities.
By focusing on these strategies, Marina can strengthen its economic position and compete effectively with neighboring communities.
Residential Developments
1. The Dunes at Monterey Bay : This master -planned community has introduced four new neighborhoods— Sky House, Light House, Bay House, and Rooftops — offering luxurious homes with modern amenities. The Promenade at The Dunes integrates parks, entertainment, dining, and a contemporary "Main Street" experience, attracting residents from the Bay Area, including tech professionals and retirees. SFGate
City Strengths Challenges
- Affordable housing options
compared to neighboring cities
- Ongoing development projects
- Proximity to natural attractions
- Central location with access to
educational institutions
- Redevelopment of former military
land
- Redevelopment opportunities - Attracting new businesses - Established tourism industry
- World-renowned attractions
- Strong agricultural base - Economic diversification beyond agriculture
- Growing industrial sector - Addressing social challenges Salinas
Competitive Positioning
Marina - Developing a distinct identity amidst
neighboring tourist-centric cities
Seaside
Monterey - Dependence on tourism makes it
vulnerable to economic fluctuations
EXHIBIT A
18 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025
2. Sea Haven: Located near Monterey Bay, Sea Haven features neighborhoods like Layia and Villosa, offering single -family homes with diverse architectural styles and state -of-the-art features. Residents enjoy proximity to the beach, parks, and walking trails, enhancing the coastal living experience. Trumark
3. Marina Station: A significant mixed-use development project, Marina Station is transforming a large parcel of land situated within the North end of Marina's city limits. The project provides over 1,300 new homes , parks, and open space, 60,000 Square foot of retail, along with 143,000 sq. ft. of office space and 650,000 sq. ft. of flex/industrial space along Highway
1. Commercial Developments
1. The Dunes (University Village) : Part of Marina's specific plans, The Dunes is a mixed -use development combining residential, retail, and recreational spaces. It aims to create a vibrant community hub with shopping centers, dining options, and entertainment facilities.
2. Airport Business Park: This development focuses on creating commercial opportunities near the Marina Municipal Airport, aiming to attract businesses and stimulate economic growth in the area.
3. Marina Landing : Contains a Wal-Mart supercenter and pad opportunities, plus 5.1-acre development opportunity.
4. Downtown/Central Marina Area : Home t o numerous established shopping centers that serve the daily needs of Marina residents.
Summary of Void Analysis Reports
The void analyses conducted for two sites located in the City of Marina—Site 1 (Beach & Del Monte Blvd) and Site 2 (10th St & 1st St), and the City of Marina as a whole to provide a comprehensive look at retail gaps, market potential, and opportunities for business attraction. While each analysis presents location-specific insights, there are several key similarities and trends across all three of Void Analysis reports. The suggested possibilities are not all - encompassing, but rather HdL recommendations based on Marina’s market analytics and HdL’s understand of what expanding retailers are looking for in certain trade areas.
Key Findings:
1. Retail Market Gaps:
o Common retail categories with opportunities include clothing stores, furniture stores, grocery stores, general merchandise, and restaurants.
o The demand for home improvement, fitness centers, and specialty food services is evident in all three analyses.
EXHIBIT A
19 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025
2. Demographic and Economic Overview:
o Each location benefits from a growing population within a 5- to 15-minute drive-time trade area.
o The average household income remains relatively strong, ranging between $107,000 and $116,000, making the area attractive for retailers. o The workforce composition reflects a predominantly white -collar population, with a significant percentage of residents holding college degrees.
3. Sales Tax Revenue Potential:
o Each site is projected to generate significant sales tax revenue, indicating strong spending potential from residents and visitors.
o The City’s Center location, given its proximity to major shopping centers, exhibits the highest consumer activity.
4. Commercial and Business Opportunities:
o National brands and retailers such as Dunkin’ Donuts, Dutch Bros Coffee, Sprouts Farmers Market, Aldi, and Chick-fil-A have been identified as potential tenants. o There is a notable demand for fitness centers (e.g., UFC Gym, 24 Hour Fitness), and home furnishing stores.
5. Strategic Location Advantages:
o The city benefits from easy access to major roads (e.g., Pacific Coast Highway 1, Del Monte Blvd).
o Proximity to existing retail hubs enhances the potential for new businesses.
The void analyses collectively demonstrate that the City of Marina has significant market potential for retail expansion, hospitality growth, and enhanced consumer offerings. While each location presents unique characteristics, they share a strong retail demand, solid income levels, and strategic positioning for development.
The full void analysis reports for each location are attached at the end of this document (Appendix 1) for reference. The Software used for a void analysis utilizes a data base with over 1,200 retailers and users. Additionally, HdL uses its significant knowledge and industry experience in California on who is expanding and where they want to be, as well as their preferred site attributes and marketplace requirements.
EXHIBIT A
20 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 Market & Site Assessment
The City of Marina is actively evaluating opportunities for retail expansion and commercial development. This market assessment focuses on two prime sites:
• Site 1: Undeveloped land adjacent to the Marina Landing Shopping Center and Walmart Supercenter, owned by Tallen Capital Partners, LLC
• Site 2: A 6.15-acre property in The Dunes area , owned by Marina Community Partners LLC (Shea Homes)
Both sites present opportunities for economic growth, given their strategic locations, existing traffic patterns, and market demand for retail, dining, and service-oriented businesses. This report evaluates the retail market conditions, site viability, and development potential while identifying challenges that need to be addressed for long-term success.
OVERVIEW OF MARKET & SITE ASSESSMENT
A Market & Site Assessment provides a data -driven evaluation of a property's economic potential based on local demographics, trade area characteristics, competitive retail positioning, and regional growth trends.
For Marina, the assessment considers:
• Retail Sales Performance: Identifying strong and weak retail categories. • Demographics & Consumer Demand: Understanding household spending power and population trends.
• Competitive Positioning: Comparing the site’s strengths relative to regional competitors. • Development Feasibility: Evaluating tenant mix, lease rates, and investor interest.
Site 1 – Marina Landing Site 2 – Dune Area
EXHIBIT A
21 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 SITE 1: MARINA LANDING (Walmart Supercenter Adjacent Site of 5.1 acres)
Market Positioning
The Marina Landing Shopping Center, anchored by a Walmart Supercenter, serves as one of the retail hubs in Marina. This center benefits from high foot traffic, a nice existing tenant mix, and easy access from major roadways. The undeveloped property adjacent to Walmart offers an opportunity to expand retail offerings and complement existing businesses.
Retail Demand & Highest and Best Use Analysis
Current Market Performance:
• The site is in an established trade area with a mix of national retailers and local businesses. • Strong consumer demand for grocery, convenience, and dining options. • Walmart acts as an anchor tenant, driving daily traffic to surrounding retailers.
Development Potential:
• Ideal tenants include fast- casual dining, quick -serve restaurants , personal services, and additional convenience retail.
• Potential for drive-thru businesses, given high vehicle traffic patterns. • The site could support multi-tenant retail pads with shared parking agreements.
Competitive Landscape
• The surrounding area includes several retails centers but limited full -service dining and specialty retail.
• Monterey and Salinas draw away some retail sales, emphasizing the need for a stronger commercial identity for Marina.
• Lease rates are rising in the region, making this site attractive for development.
Development Opportunities & Challenges
Opportunities:
• Strong existing traffic from Walmart
• High retail demand in key categories
• Available land for new construction
Challenges:
• High construction costs could impact feasibility.
• Need for tenant mix that complements Walmart without direct competition. • Ensuring sufficient parking and traffic flow
EXHIBIT A
22 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 SITE 2: THE DUNES (6.15-ACRE PROPERTY)
Market Positioning
The 6.15-acre property at The Dunes is positioned within a rapidly developing mixed-use district, integrating residential, retail, and entertainment spaces. The site's strategic location near major roads and California State University Monterey Bay (CSUMB) makes it a prime candidate for commercial and lifestyle-oriented retail development.
Retail Demand & Highest and Best Use Analysis
Projected Growth & Demand:
• Population growth and new housing at The Dunes and Sea Haven create a demand for everyday retail, services, and dining.
• Proximity to CSUMB (over 7,700 students) student housing provides a market for quick- service restaurants, cafes, and entertainment.
• The site should be able to support a multi-tenant center or an anchor retail use.
Development Potential:
• Ideal tenants: Health & wellness businesses, boutique retail, specialty grocery, and family dining.
• The site could benefit from an experiential retail approach, including outdoor dining, entertainment venues, and local artisan markets.
Competitive Landscape
• The nearest major retail hubs are in Sand City, Monterey, and Salinas, offering Marina an opportunity to fill gaps in the local retail mix.
• The Dunes Promenade, a nearby commercial project, is also expanding, requiring this site to have a unique positioning.
• Lease rates are competitive in this submarket, with a growing investor interest in retail properties.
Development Opportunities & Challenges
Opportunities:
• Integration with The Dunes mixed-use community
• Growing demand from both residents and students
• Opportunity for destination-oriented retail
Challenges:
• Needs a strong anchor tenant to drive foot traffic.
• Competitive development landscape with other regional projects • Balancing retail and residential use to optimize site value.
EXHIBIT A
23 Real Estate Market Analysis & Site Assessment for the City of Marina March 2025 Conclusion
The City of Marina presents strong economic and retail growth opportunities, supported by a rising population, stable lease rates, and high consumer demand. However, the city must address retail leakage and business diversification to remain competitive. Key development sites, including Marina Landing and The Dunes, offer significant potential for commercial expansion, particularly in fast- casual dining, boutique retail, and entertainment sectors.
Site 1: Marina Landing ( anchored by Walmart) is a high -traffic location that benefits from Walmart’s strong customer base, making it an ideal site for fast-casual dining, convenience retail, and service-oriented businesses. The site’s proximity to a major anchor retailer creates an opportunity to capture impulse and convenience -driven shoppers, while strategic tenant placement can enhance Marina’s overall retail mix.
Site 2: The Dunes (6.15- Acre Property) is positioned within a rapidly growing mixed -use community and presents an opportunity for destination retail, boutique shops, and student- focused services. Its proximity to new housing developments and Cal State Monterey Bay (CSUMB) makes it an attractive location for businesses catering to residents, students, and visitors. A well-planned retail and entertainment hub at The Dunes could help reduce sales leakage to neighboring cities while strengthening Marina’s identity as a retail and lifestyle destination.
Overall, this study highlights the strong demand for additional retail development in Marina, with both sites playing critical roles in meeting this demand. Strategic investments in these locations, combined with efforts to diversify Marina’s retail mix and attract experiential shopping and dining options, will help strengthen the city’s economic foundation, create job opportunities, and enhance Marina’s long-term viability as a commercial hub in the Monterey Bay region.
EXHIBIT A
24 Market & Site Assessment for the City of Marina March 2025 Appendix 1 – Void Analysis Reports
EXHIBIT A
Market Profile
Opportunities City 10 Min
Automotive Parts/Accessories/Tires Population 22,914 36,400 Clothing stores Daytime Population 22,378 34,280
Building Material/Supplies Dealers Households 7,824 12,135 Furnitures/Home Furnishing Stores Average HH Income $111,592 $116,907 Lawn /Garden Equipment/Supplies Stores Average Age 40 37.3 General Merchandise Stores White Collar 65.7% 68%
Grocery Stores College Degree 42.4% 48.2%
Retailer Retail Class Nearest Location Contact Email
Les Schwab Automotive 24.9 $38,000 - $61,000 12,000 - 15,000 Diet rich Haar [email protected] Big O Tires Automotive 24.5 $10,000 - $20,000 7,500 - 8,000 John Leffler [email protected] American Tire Depot Automotive 45.4 $9,000 - $15,000 3,500 - 7,000 Tina Akhian [email protected] Mister Car Wash Car Wash 59.1 N/A 5,500 - 6,800 Matt Lai [email protected] Tommy's Express Car Wash Car Wash 136.9 N/A 6,500 - 10,000 Tim Hammond [email protected] Nordstrom Rack Clothing and Apparel 26.1 $143,000 - $223,000 35,000 - 40,000 Elliot Cundiff [email protected] 85 Degrees C Bakery Cafe Coffee Shop 41.8 $2,500 - $5,000 3,000 - 3,500 Simone Davis [email protected] Dutch Bros Coffee Coffee Shop 25.0 $2,000 - $3,000 375 - 950 Kelli Sparkman [email protected] Dunkin' Donuts Coffee Shop 40.1 $2,000 - $7,000 1,500 - 1,800 Brain Alkema [email protected] Philz Coffee Coffee Shop 40.0 $1,000 - $2,000 1,500 - 2,400 Phil Fontes [email protected] T.J. Maxx Department Store 24.9 $113,000 - $167,000 20,000 - 30,000 Kurt Conley [email protected] Burlington Coat Factory Department Store 34.2 $70,000 - $109,000 18,000 - 30,000 Kent DeSpain [email protected] 24 Hour Fitness Fitness And Gyms 24.5 N/A 28,000 - 42,000 Sharon Wilkins [email protected] UFC Gym Fitne ss And Gyms 40.2 N/A 30,000 - 40,000 Jim Manarino jmanar [email protected] Fitness 19 Fitness And Gyms 31.6 N/A 15,000 - 25,000 Thomas Graves [email protected] Crunch Fitness And Gyms 44.2 N/A 18,000 - 45,000 Matt Sweeney [email protected] WSS Footwear/Shoes 43.8 $39,000 - $55,000 10,000 - 12,000 Lizette Sifuentes [email protected] Rotton Robbie Fuel /Convenience Store 11 $89,000 - $113,000 5,000 - 20,000 Mark Salma [email protected] Sprouts Farmers Market Grocery Store 41.0 $22,000 - $35,000 22,000 - 25,000 Gary Gallelli [email protected] ALDI Grocery Store 109.1 $12,000 - $16,000 22,000 - 23,000 Connor Verdell [email protected] Floor & Decor Home Improvement 54.3 $132,000 - $211,000 40,000 - 60,000 Colleen Darwin [email protected] Arizona Tile Home Improvement 70.9 $58,000 - $142,000 80,000 - 120,000 Beth Gaughan (303)574-2990 Mor Furniture for Less Home Specialty 84.5 $75,000 - $132,000 10,000 - 20,000 Mike Zeller [email protected] Bob's Discount Furniture Home Specialty 81.1 $63,000 - $84,000 20,000 - 40,000 Will Bryson [email protected] Homewood Suites by Hilton Hotel 48.8 N/A 100,000 - 500,000 Sean Tan [email protected] TownePlace Suites by Marriott Hotel 43.1 N/A 100,000 - 500, 000 Robert Sanger [email protected] Fairfield Inn & Suites by Marriott Hotel 22.6 N/A 100,000 - 500,000 Robert Sanger [email protected] Hawt
horn Suites by Wyndham Hotel 70.8 N/A 30,000 - 75,000 Jake Forte [email protected] Tru by Hilton Hotel 84.4 N/A 47,000 - 60,000 Angela Rodriguez [email protected] Staybridge Suites Hotel 52.7 N/A 82,000 - 87,000 Mike Castro [email protected] Cafe Rio Restaurant - Casual 111.7 $10,000 - $17,000 1,000 - 2,500 Doug Branigan [email protected] L&L Hawaiian Barbecue Restaurant - Casual 23.3 $8,000 - $12,000 1,700 - 2,400 Chase Harvey [email protected] Luna Grill Restaurant - Casual 191.2 $15,000 - $20,000 1,500 - 2,600 Stephanie Otto [email protected] Dickey's Barbecue Pit Restaurant - Casual 60.0 $3,000 - $6,000 1,500 - 2,200 Jeffrey Gruber [email protected] California Fish Grill Restaurant - Casual 40.7 $19,000 - $24,000 2,800 - 3,000 Dani Mayer [email protected] Mendocino Farms Restaurant - Casual 43.2 $26,000 - $40,000 2,500 - 3,500 Reid Tussing [email protected] Farmer Boys Restaurant - Casual 77.0 $19,000 - $26,000 2,800 - 3,200 Jo hn Lucas [email protected] Size (SF)Est. Annual Sales Tax ($)
VOID ANALYSIS SUMMARY & MARKET PROFILE
City of Marina - City's Center
March 2025
77,221
$111,751
25,371
39 57%
38%
15 Min
The City of Marina is a beach city located in Monterey County along California's central coast. The population triples from the trade area within a 15-minute drive. This growth is fueled by travelers and tourists passing through on their way to destinations like Monterey, Santa Cruz, and San Francisco. Marina boasts several shopping centers, including the Dunes at Monterey Bay, Marina Village Shopping Center, Marina Landing, and Marina Square Shopping Center. You'll find a variety of stores such as Trader Joe's, Target, Best Buy, REI, Kohl's, Old Navy, Ross, and Five Below. Dining options include choices like McDonald's, Jack in the Box, Chipotle, Teriyaki Madness, Blaze Pizza, Taco Bell, Noodle Bar, and Smashburger.
72,881
EXHIBIT A
Market Profile
Opportunities City 10 Min
Automotive Parts/Accessories/Tires Population 22,914 36,400 Clothing stores Daytime Population 22,378 34,280
Building Material/Supplies Dealers Households 7,824 12,135 Furnitures/Home Furnishing Stores Average HH Income $111,592 $116,907 Lawn /Garden Equipment/Supplies Stores Average Age 40 37.3 General Merchandise Stores White Collar 65.7% 68%
Grocery Stores College Degree 42.4% 48.2%
Retailer Retail Class Nearest Location Contact EmailSize (SF)Est. Annual Sales Tax ($)
VOID ANALYSIS SUMMARY & MARKET PROFILE
City of Marina - City's Center
March 2025
77,221
$111,751
25,371
39 57%
38%
15 Min
The City of Marina is a beach city located in Monterey County along California's central coast. The population triples from the trade area within a 15-minute drive. This growth is fueled by travelers and tourists passing through on their way to destinations like Monterey, Santa Cruz, and San Francisco. Marina boasts several shopping centers, including the Dunes at Monterey Bay, Marina Village Shopping Center, Marina Landing, and Marina Square Shopping Center. You'll find a variety of stores such as Trader Joe's, Target, Best Buy, REI, Kohl's, Old Navy, Ross, and Five Below. Dining options include choices like McDonald's, Jack in the Box, Chipotle, Teriyaki Madness, Blaze Pizza, Taco Bell, Noodle Bar, and Smashburger.
72,881
Noodles & Company Restaurant - Fast Casual 40.7 $7,000 - $13,000 2,400 - 2,800 G reg Burnthorn [email protected] Dave's Hot Chicken Restaurant - Fast Casual 44.2 $18,000 - $28,000 2,000 - 2,700 Dannon Shiff [email protected] Chick-fil-A Restaurant - Quick Service 8.0 $75,000 - $127,000 4,000 - 4,800 Tyler Chester [email protected] Krispy Kreme Doughnuts Restaurant - Quick Service 43.6 $200 - $800 1,800 - 3,500 Casey Metcalf [email protected] Jersey Mike's Restaurant - Quick Service 8.1 $2,000 - $3,000 1,200 - 1,600 Christine Crane [email protected] El Pollo Loco Restaurant - Quick Service 7.0 $18,000 - $25,000 2,300 - 3,200 Tim Seiler [email protected] Ono Hawaiian BBQ Restaurant - Quick Service 34.2 $14,000 - $22,000 650 - 2,000 Nicole Key [email protected] Jimmy John's Restaurant - Quick Service 71.8 $500 - $900 600 - 1,500 Ross Holland [email protected] Arby's Restaurant - Quick Service 9.5 $9,000 - $15,000 1,800 - 2,100 Scott Laeber [email protected] Hibbett Sports Sports And Recreation 73.4 $8,000 - $15,000 4,000 - 6,000 Paul Barlett [email protected] -
EXHIBIT A
Market Profile
Opportunities 5 Min 10 Min
Building Material/Supplies Dealers Population 19,738 42,216 Clothing Stores Daytime Population 17,598 40,667
Furniture Stores Households 7,209 13,177
Grocery Stores Average HH Income $114,650 $113,935
General Merchandise Stores Average Age 41.1 36.7
Lawn/Garden Equipment /Supplies Stores White Collar 62.6% 60.5% Used Merchandise Stores College Degree 41% 39%
Retailer Retail Class Nearest Location Contact EmailColumn2 Column3 Column4 Column5 Column6 Column7 Column8 Column1 Column9 Column10 Column11 America's Tire Automotive 8.2 $38,000 - $61,000 5,000 - 10,000 Townsand Cropsey [email protected] Les Schwab Automotive 24.7 $24,000 - $36,000 12,000 - 15,000 Haar Dietrich [email protected] Western Dental Dental 8.0 $100 - $250 3,500 - 4,500 Michael Walls [email protected] Primrose Schools Education 41.9 N/A 10,000 - 15,000 Tim Godsey [email protected] The Goddard School Education 74.0 N/A 9,000 - 14,000 Lizzie Croyle [email protected] 24 Hour Fitness Fitness And Gyms 23.1 N/A 28,000 - 42,000 Sharon Wilkins [email protected] Planet Fitness Fitness And Gyms 7.9 N/A 15,000 - 30,000 Troy Volkel [email protected] UFC Gym Fitness And Gyms 38.8 N/A 30,000 - 40,000 Jim Manarino [email protected] WSS Footwear/Shoes 42.4 $39,000 - $55,000 10,000 - 12,000 Llizette Sifuentes [email protected] Rotton Robbie Fuel /Convenience Store 11.0 $89,000 - $113,000 5,000 - 20,000 Mark Salma [email protected] Great Clips Hair, Skin And Nails 8.0 $50 - $200 900 - 1,200 Tricia Delgallego [email protected] Phenix Salon Suites Hair, Skin And Nails 38.7 $50 - $150 5,000 - 7,000 Robert Aertker [email protected] Harbor Freight Tools Home Improvement 8.0 $45,000 - $64,000 15,000 - 16,500 Tom Kuhn [email protected] True Value Home Improvement 23.6 $7,000 - $28,000 10,000 - 10,000 Cassandra Dye (773) 695-5000 At Home Home Specialty 45.8 $46,000 - $67,000 80,000 - 120,000 Will Bryson [email protected] Mor Furniture for Less Home Specialty 84.1 $75,000 - $132,000 10,000 - 20,000 Mike Zeller [email protected] Cafe Rio Mexican Grill Restaurant - Casual 112.0 $10,000 - $17,000 1,000 - 2,500 Doug Branigan [email protected] Dickey's Barbecue Pit Restaurant - Casual 58.5 $3,000 - $6,000 1,500 - 2,200 Jeffrey Gruber [email protected] L&L Hawaiian Barbecue Restaurant - Casual 21.9 $8,000 - $12,000 1,700 - 2,400 Chase Harvey [email protected] Pollo Campero Restaurant - Casual 45.8 $25,000 - $31,000 2,500 - 2,500 Shari Dorenkamp [email protected] Dave's Hot Chicken Restaurant - Fast Casual 42.8 $18,000 - $28,000 2,000 - 2,700 Dannon Shiff [email protected] Panda Express Restaurant - Fast Casual 5.7 $21,000 - $31,000 800 - 2,700 Michael Seigel [email protected] Arby's Restaurant - Quick Service 10.2 $10,000 - $15,000 1,800 - 2,100 Scott Laeber [email protected] Chick-fil-A Restaurant - Quick Service 8.0 $74,000 - $127,000 4,000 - 4,800 Tyler Chester [email protected] Jersey Mike's Sub Restaurant - Quick Service 8.2 $2,000 - $3,000 1,200 - 1,600 Christine Crane [email protected] Jimmy John's Restaurant - Quick Service 70.5 $500 - $900 600 - 1,500 Russ Holland [email protected] Mr. Pickle's Sandwich Shop Restaurant - Quick Service 33.0 $5,000 - $8,000 1,500 - 2,000 Michael Nelson [email protected] Ono Hawaiian BBQ Restaurant - Quick Service 32.9 $14,000 - $22,000 650 - 2,000 Nicole Key [email protected] Size (SF)Est. Annual Sales Tax ($)
VOID ANALYSIS SUMMARY & MARKET PROFILE
City of Marina
Beach Road & Del Monte Blvd
74,462
$112,960
23,800
38.2 56.3%
37%
15 Min
March 2025
The vacant property is located at the intersection of Beach Road & Del Monte Blvd in the City of Marina. The 5.1 acre site is ready for development! The Marina Landing includes a broad spectrum of businesses including a Walmart Supercenter, Quick Quack Car Wash, 7-11, Holiday Inn Express Marina & Suites, as well as the Marina Library. The property is also located near Hampton Inn & Suites Marina, Comfort Inn Marina on the Monterey Bay, and Motel 6 Marina. It is adjacent to the Pacific Coast Highway and conveniently accessible from Main Street and Del Monte Blvd. Other major shopping areas nearby include Marina Village Shopping Center (South), Marina Square Shopping Center (Southeast) and Seacrest Plaza (Southeast). The 10-minute Drive Time trade area encompasses over 42,200 residents with many business opportunities. 72,491
EXHIBIT A
Market Profile
Opportunities 5 Min 10 Min
Clothing Stores Population 24,671 57,199
Furniture Stores Daytime Population 26,340 53,147
Grocery Stores Households 7,963 18,518
General Merchandise Stores Average HH Income $112,894 $107,562 Lawn/Garden Equipment /Supplies Stores Average Age 38 38 Jewelry/Luggage/Leather Goods White Collar 65% 57%
College Degree 44% 39%
Retailer Retail Class Nearest Location Contact Email
Mister Car Wash Car Wash 60.6 N/A 5,500 - 6,800 Matt Lai [email protected] Tommy's Express Car Wash Car Wash 138.1 N/A 6,500 - 10,000 Tim Hammond [email protected] Casual Male XL Clothing and Apparel 40.5 $11,000 - $24,000 3,500 - 4,000 Chris Teeter [email protected] The North Face Clothing and Apparel 28.4 $10,000 - $33,000 2,800 - 10,000 Viji Cook [email protected] Calvin Klein Clothing and Apparel 28.4 $22,000 - $40,000 2,000 - 5,000 Lauren Kinder [email protected] Dunkin' Donuts Coffee Shop 40.6 $2,000 - $7,000 1,100 - 2,600 Matt Sweeney [email protected] Dutch Bros Coffee Coffee Shop 26.5 $2,000 - $3,000 375 - 950 Zack Hayes [email protected] 7 Leaves Café Coffee Shop 40.6 $1,000 - $2,500 1,500 - 2,500 Chris Kehl [email protected] Philz Coffee Coffee Shop 40.3 $1,000 - $2,000 1,500 - 2,400 Phil Fontes [email protected] Merle Norman Cosmetics Cosmetics and Beauty 44.0 $700 - $2,900 400 - 1,200 Jeff Ross [email protected] Burlington Coat Factory Department Store 35.1 $70,000 - $109,000 18,000 - 30,000 Kent DeSpain [email protected] T.J. Maxx Department Store 26.4 $113,000 - $167,000 20,000 - 30,000 Kurt Conley [email protected] UFC Gym Fitness And Gyms 40.7 N/A 30,000 - 40,000 Jim Manarino [email protected] 24 Hour Fitness Fitness And Gyms 24.4 N/A 28,000 - 42,000 Shaon Wilkins [email protected] Crunch Fitness And Gyms 44.6 N/A 18,000 - 45,000 Sean O'Carroll [email protected] Fitness 19 Fitness And Gyms 32.6 N/A 15,000 - 25,000 Thomas Graves [email protected] WSS Footwear/Shoes 44.3 $39,000 - $54,000 - Sam Kangavari [email protected] Rotten Robbie Fuel/Convenience Store 11.0 $89,000 - $113,000 5,000 - 20,000 Mark Salma [email protected] ALDI Grocery Store 110.6 $12,000 - $16,000 22,000 - 23,000 Connor Verdell [email protected] Sprouts Farmers Market Grocery Store 41.4 $24,000 - $35,000 28,000 - 30,000 Gary Gallelli [email protected] Hobby Lobby Stores Hobby/Toys/Crafts/Books 9.4 $59,000 - $89,000 50,000 - 60,000 Solomon Ets-Hokin [email protected] Floor & Decor Home Improvement 54.7 $132,000 - $211,000 40,000 - 60,000 Colleen Darwin [email protected] Mor Furniture for Less Home Specialty 86.0 $75,000 - $132,000 10,000 - 20,000 Mike Zeller [email protected] Living Spaces Home Specialty 40.7 $223,000 - $348,000 80,000 - 100,000 Karla MacEachern [email protected] Lazy Dog Cafe Restaurant - Casual 40.8 $80,000 - $96,000 8,000 - 9,000 Nicole Kalmikov- Cromie [email protected] Red Robin Gourmet Burgers Restaurant - Casual 35.1 $27,000 - $39,000 4,500 - 5,800 Mark Dubberly [email protected] Texas Roadhouse Restaurant - Casual 66.2 $92,000 - $120,000 6,500 - 7,800 Doug Druen [email protected] Mendocino Farms Restaurant - Casual 43.6 $26,000 - $40,000 2,500 - 3,500 Reid Tussing [email protected] Shake Shack Restaurant - Fast Casual 40.7 $22,000 - $39,000 3,000 - 3,500 Andrew McCaughan [email protected] Ono Hawaiian BBQ Restaurant - Quick Service 35.1 $14,000 - $22,000 650 - 2,000 Nicole Key [email protected] Raising Cane's Restaurant - Quick Service 69.6 $57,000 - $95,000 3,000 - 37,000 Bob Berndt [email protected] Sportsman's Warehouse Sports And Recreation 89.6 $64,000 - $28,000 18,000 - 24,000 Matt Harlin [email protected] Hibbett Sports Sports And Recreation 73.6 $8,000 - $15,000 4,000 - 6,000 Paul Barlett [email protected] Size (SF)Est. Annual Sales Tax ($)
VOID ANALYSIS SUMMARY & MARKET PROFILE
City of Marina
10th Street & 1st Street
87,263
$119,514
29,705
39 59%
40%
15 Min
March 2025
The property is situated at the intersection of 10th and 1st Street on the southwest side of the City of Marina. This 6.1-acre site is for development! Nearby, you'll find a variety of entertainment and stores such as Cinemark Century, Best Buy, Old Navy, Kohl’s, REI, Michaels, Target, Ross and Trader Joe's. For travelers, SpringHill Suites and Home2 Suites offer convenient and comfortable accommodations for as long as needed. To the left of the property is the Pacific Coast Highway 1, providing easy access to Ford Ord Dunes State Park and Indian Head Beach. And when it comes to dining, there are restauarants including Brass Tap, Blaze Pizza, Teriyaki Madness, Moon Scoops, Deli Delicious, Dametra, MaxFit Market, Health Café, Smashburger, Poke Bar, and Dunes Market. The 10-minute drive time trade area includes over 57,000 residents, offering numerous business o
pportunities.
111,804
EXHIBIT A
25 Market & Site Assessment for the City of Marina March 2025 Appendix 2 – INSIGHT Market Analytics Reports
EXHIBIT A
CITY OF Marina, CA
Submitted by:
ECONSolutions by HdL
120 S. State College Blvd., Suite 200
Brea, CA 92821
www.hdlcompanies.com
Contact:
B
arry Foster
714-879-5000
[email protected]
EXHIBIT A
City of Marina
Population 22,804 1 Beach Road & Del Monte Blvd
Households 7,787
Average HH Income $113,854
White Collar (Residents) 63%
Some College or Degree 37%
Major Retail Areas
1 2
www.hdlcompanies.com 714.879.5000
1. EXHIBIT A
CITY OF MARINA
General Merchandise
GENERAL MERCHANDISE refers to general stores and super centers www.hdlcompanies.com 714.879.5000
...
EXHIBIT A
CITY OF MARINA
Markets
MARKETS refers to Grocery Stores and Pharmacy stores
www.hdlcompanies.com 714.879.5000
...
EXHIBIT A
CITY OF MARINA
Restaurants
RESTAURANTS refer to Fast Casual, Casual Dining, Fine Dining, Restaurnats and Quick Services restaurants. www.hdlcompanies.com 714.879.5000
...
EXHIBIT A
CITY OF MARINA
Retail
*Retail refers to the following concepts types: Clothing, Consumer Electronics Store, Cosemetics & Beauty, Department Stores, Footware/Shoes Stores, Hobbies/ Toys/Crafts/Books., Home Improvement Stores, Home Specialty Retail Stores, Sports & Recreational www.hdlcompanies.com 714.879.5000
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EXHIBIT A
Marina
Population 22,804
Daytime Population 23,406
Households 7,787
Average Age 39.4
Average HH Income $113,854
White Collar (Residents) 63.2%
College Degree & Above 41.4%
1 2
www.hdlcompanies.com 714.879.5000
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EXHIBIT A
Consumer Demographic Profile
Site: City / County / State
Date Report Created: 1/15/2025
# % # % # %
Market Stats
Population 22,804 --- 433,074 --- 39,752,612 ---
5 Year Projected Pop 24,590 --- 448,916 --- 41,137,567 --- Pop Growth (%) 7.8% --- 3.7% --- 3.5% ---
Households 7,787 --- 130,226 --- 13,544,923 ---
5 Year Projected HHs 8,442 --- 135,100 --- 14,017,681 --- HH Growth (%) 8.4% --- 3.7% --- 3.5% ---
Census Stats
2000 Population 19,566 --- 396,276 --- 33,859,150 ---
2010 Population 22,293 --- 439,035 --- 39,538,223 ---
Pop Growth (%) 13.9% --- 10.8% --- 16.8% ---
2000 Households 6,724 --- 121,233 --- 11,501,888 ---
2010 Households 7,584 --- 131,789 --- 13,475,623 ---
HH Growth (%) 12.8% --- 8.7% --- 17.2% ---
Total Population by Age
Average Age 39.4 38.9 40.6
19 yrs & under
5,190 22.8% 100,286 23.2% 8,278,537 20.8%
20 to 24 yrs 2,303 10.1% 46,013 10.6% 3,810,783 9.6%
25 to 34 yrs 3,208 14.1% 59,749 13.8% 5,412,679 13.6%
35 to 44 yrs 3,031 13.3% 58,724 13.6% 5,492,593 13.8%
45 to 54 yrs 2,517 11.0% 49,805 11.5% 4,903,398 12.3%
55 to 64 yrs 2,608 11.4% 46,893 10.8% 4,849,214 12.2%
65 to 74 yrs 2,383 10.4% 40,927 9.5% 3,973,999 10.0%
75 to 84 yrs 1,147 5.0% 22,198 5.1% 2,189,841 5.5%
85 + yrs 418 1.8% 8,479 2.0% 841,568 2.1%
Population Bases
20-34 yrs 5,511 24.2% 105,762 24.4% 9,223,462 23.2%
45-64 yrs 5,125 22.5% 96,698 22.3% 9,752,612 24.5%
16 yrs + 18,763 82.3% 346,686 80.1% 32,521,476 81.8%
25 yrs + 15,311 67.1% 286,775 66. 2% 27,663,292 69.6%
65 yrs + 3,947 17.3% 71,604 16.5% 7,005,408 17.6%
75 yrs + 1,565 6.9% 30,677 7.1% 3,031,409 7.6%
85 yrs + 418 1.8% 8,479 2.0% 841,568 2.1%
Marina CA Monterey County CA California
0.0%
2.0%
4.0%
6.0%
8.0%
Pop Growth (%)
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
HH Growth (%)
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
20 to
24 yrs
25 to
34 yrs
35 to
44 yrs
45 to
54 yrs
55 to
64 yrs
65 to
74 yrs
75 to
84 yrs
Population by Age Group
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EXHIBIT A
Consumer Demographic Profile
Site: City / County / State
Date Report Created: 1/15/2025
# % # % # %
Marina CA Monterey County CA California
Population by Race
White 8,089 35.5% 121,875 28.1% 13,901,202 35.0%
Hispanic 7,131 31.3% 259,405 59.9% 15,683,510 39.5%
Black 1,331 5.8% 8,891 2.1% 2,131,637 5.4%
Asian 3,693 16.2% 24,848 5.7% 5,983,430 15.1%
Ancestry
American Indian (ancestry) 69 0.3% 1,168 0.3% 146,693 0.4% Hawaiin (ancestry) 481 2.1% 1,779 0.4% 134,290 0.3%
Household Income
Per Capita Income $38,877 --- $39,214 --- $46,947 ---
Average HH Income $113,854 --- $130,408 --- $137,785 --- Median HH Income $88,101 --- $95,478 --- $98,061 ---
Less than $25K 936 12.0% 12,128 9.3% 1,600,205 11.8%
$25K to $34.9K 484 6.2% 8,000 6.1% 768,111 5.7%
$35K to $49.9K 789 10.1% 11,475 8.8% 1,093,303 8.1%
$50K to $74.9K 1,053 13.5% 18,631 14.3% 1,809,587 13.4% $75K to $99.9K 1,145 14.7% 17,831 13.7% 1,608,697 11.9% $100K to $149.9K 1,379 17.7% 26,092 20.0% 2,481,556 18.3% $150K to $199.9K 884 11.3% 15,821 12.1% 1,707,712 12.6% $200K + 1,118 14.4% 20,248 15.5% 2,475,752 18.3%
Education 15,311 286,775 27,663,292
Less than 9th Grade 903 5.9% 50,182 17.5% 2,420,648 8.8% Some HS, No Diploma 1,038 6.8% 27,063 9.4% 1,910,177 6.9% HS Grad (or Equivalent) 2,964 19.4% 58,434 20.4% 5,657,916 20.5% Some College, No Degree 3,581 23.4% 50,046 17.5% 5,585,135 20.2% Associate Degree 1,645 10.7% 23,985 8.4% 2,205,075 8.0% Bachelor Degree 3,060 20.0% 46,064 16.1% 6,087,578 22.0% Graduates Degree 1,633 10.7% 20,959 7.3% 2,585,555 9.3%
0.0%
10.0%
20.0%
30.0%
Less
than
$25K
$25K
to
$34.9K
$35K
to
$49.9K
$50K
to
$74.9K
$75K
to
$99.9K
$100K
to
$149.9K
$150K
to
$199.9K
Household Income Levels - %
0.0%
10.0%
20.0%
30.0%
HS Grad
(or
Equivalent)
Some
College, No
Degree
Associate
Degree
Bachelor
Degree Graduates
Degree
Education
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
White
Hispanic
Black
Asian
Ethnic Breakdown
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EXHIBIT A
Consumer Demographic Profile
Site: City / County / State
Date Report Created: 1/15/2025
# % # % # %
Marina CA Monterey County CA California
Family Structure 5,109 95,127 9,360,885
Single - Male 299 5.9% 4,456 4.7% 503,548 5.4%
Single - Female 494 9.7% 8,539 9.0% 964,676 10.3%
Single Parent - Male 89 1.7% 4,250 4.5% 343,108 3.7%
Single Parent - Female 578 11.3% 9,177 9.6% 796,760 8.5% Married w/ Children 1,374 26.9% 29,352 30.9% 2,838,458 30.3% Married w/out Children 2,276 44.5% 39,353 41.4% 3,914,335 41.8% Household Size
1 Person 1,834 23.6% 26,682 20.5% 3,107,272 22.9%
2 People 2,402 30.9% 35,165 27.0% 3,965,242 29.3%
3 People 1,382 17.7% 19,517 15.0% 2,242,673 16.6%
4 to 6 People 1,950 25.0% 40,650 31.2% 3,757,425 27.7%
7+ People 218 2.8% 8,212 6.3% 472,311 3.5%
Home Ownership 7,787 130,226 13,544,923
Owners 3,185 40.9% 67,704 52.0% 7,504,441 55.4%
Renters 4,602 59.1% 62,522 48.0% 6,040,482 44.6%
Components of Change
Births
232 1.0% 4,380 1.0% 400,553 1.0%
Deaths 155 0.7% 2,946 0.7% 290,937 0.7%
Migration 176 0.8% -3,719 -0.9% -76,565 -0.2%
Employment (Pop 16+) 18,763 346,686 32,521,476
Armed Services 149 0.8% 6,658 1.9% 173,781 0.5%
Civilian 12,499 66.6% 210,431 60.7% 20,741,304 63.8%
Employed 10,969 58.5% 188,169 54.3% 19,636,654 60.4% Marina CA Monterey CouCalifornia Unemployed 1,531 8.2% 22,262 6.4% 1,104,650 3.4%
Not in Labor Force 6,263 33.4% 136,255 39.3% 11,780,172 36.2% Employed Population 10,969 188,169 19,636,654
White Collar 6,932 63.2% 103,365 54.9% 12,852,721 65.5% Blue Collar 4,037 36.8% 84,804 45.1% 6,783,933 34.5%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
1 Person 2 People 3 People 4 to 6
People
Household Size
0.0%
20.0%
40.0%
60.0%
80.0%
Marina CA Monterey
County CA
California
Civilian Employment
Employed Unemployed
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EXHIBIT A
Consumer Demographic Profile
Site: City / County / State
Date Report Created: 1/15/2025
# % # % # %
Marina CA Monterey County CA California
Employment By Occupation 10,969 188,169 19,636,654
White Collar 6,932 63.2% 103,365 54.9% 12,852,721 65.5% Managerial executive 1,141 10.4% 25,943 13.8% 3,345,021 17.0% Prof specialty 3,028 27.6% 35,380 18.8% 4,866,657 24.8% Healthcare support 332 3.0% 7,309 3.9% 724,352 3.7%
Sales 1,239 11.3% 16,925 9.0% 1,854,677 9.4%
Office Admin 1,192 10.9% 17,808 9.5% 2,062,014 10.5%
Blue Collar 4,037 36.8% 84,804 45.1% 6,783,933 34.5%
Protective 327 3.0% 4,259 2.3% 411,189 2.1%
Food Prep Serving 835 7.6% 10,805 5.7% 1,042,220 5.3%
Bldg Maint/Cleaning 623 5.7% 8,814 4.7% 726,532 3.7%
Personal Care 405 3.7% 4,584 2.4% 532,745 2.7%
Farming/Fishing/Forestry 99 0.9% 18,962 10.1% 271,430 1.4% Construction 1,011 9.2% 15,602 8.3% 1,453,286 7.4%
Production Transp 736 6.7% 21,778 11.6% 2,346,531 11.9% Employment By Industry 10,969 188,169 19,636,654
Agri Mining Const 982 9.0% 42,021 22.3% 1,725,662 8.8%
Manufacturing 407 3.7% 10,373 5.5% 1,750,963 8.9%
Transportation 605 5.5% 6,772 3.6% 1,156,535 5.9%
Information 125 1.1% 2,472 1.3% 565,876 2.9%
Wholesale Retail 1,644 15.0% 22,725 12.1% 2,523,885 12.9% Fin Insur Real Estate 376 3.4% 6,602 3.5% 1,148,026 5.8% Professional Services 637 5.8% 10,327 5.5% 1,845,606 9.4% Management Services 4 0.0% 108 0.1% 25,738 0.1%
Admin Waste Services 576 5.3% 9,388 5.0% 896,645 4.6%
Educational services 2,845 25.9% 38,478 20.4% 4,211,517 21.4% Entertain services 1,493 13.6% 20,433 10.9% 1,892,131 9.6% Other Prof services 466 4.2% 8,389 4.5% 960,313 4.9%
Public admin 807 7.4% 10,081 5.4% 933,757 4.8%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
Industry Breakdown
0.0%
10.0%
20.0%
30.0%
Industry Breakdown Cont.
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EXHIBIT A
Employment Profile
Site: City / County / State
Date Report Created:
Daytime Population
Student Population
Median Employee Salary
Average Employee Salary
Wages
Salary/Wage per Employee per Annum
Under $15,000 CrYr 2.5% 3.1% 2.1%
15,000 to 30,000 CrYr 0.9% 1.0% 0.8%
30,000 to 45,000 CrYr 28.9% 30.2% 17.6%
45,000 to 60,000 CrYr 22.4% 24.2% 21.0%
60,000 to 75,000 CrYr 12.8% 12.3% 19.1%
75,000 to 90,000 CrYr 11.3% 11.5% 17.9%
90,000 to 100,000 CrYr 2.2% 2.7% 6.8%
Over 100,000 CrYr 19.1% 15.0% 14.7%
Industry Groups
# % # % # % # % # % # %
Total 693 100% 8,023 100% 15,166 100% 177,656 100% 1,661,059 100% 15,939,470 100% Accomodation & Food Services 59 8.5% 630 7.9% 1,023 6.7% 14,689 8.3% 100,274 6.0% 1,021,203 6.4% Administration & Support Services 22 3.2% 243 3.0% 505 3.3% 7,884 4.4% 53,833 3.2% 556,715 3.5% Agriculure, Forestry, Fishing, Hunting 2 0.3% 37 0.5% 276 1.8% 7,660 4.3% 12,823 0.8% 87,484 0.5% Arts, Entertainment, & Recreation 24 3.5% 243 3.0% 417 2.7% 7,074 4.0% 48,145 2.9% 546,659 3.4% Construction 45 6.5% 256 3.2% 850 5.6% 6,072 3.4% 99,314 6.0% 748,493 4.7% Educational Services 17 2.4% 883 11.0% 399 2.6% 11,213 6.3% 42,562 2.6% 1,033,378 6.5% Finance & Insurance 25 3.6% 66 0.8% 799 5.3% 3,630 2.0% 99,201 6.0% 541,215 3.4% Health Care & Social Assistance 144 20.7% 2,168 27.0% 3,332 22.0% 41,997 23.6% 354,613 21.3% 3,652,854 22.9% Information 10 1.4% 145 1.8% 322 2.1% 5,069 2.9% 38,648 2.3% 493,819 3.1% Management of Companies & Enterprises 0 0.0% 0 0.0% 19 0.1% 677 0.4% 5,481 0.3% 179,858 1.1% Manufacturing 25 3.6% 310 3.9% 488 3.2% 6,260 3.5% 69,449 4.2% 1,051,538 6.6% Mining 0 0.0% 0 0.0% 9 0.1% 110 0.1% 1,019 0.1% 13,023 0.1% Professional, Scientific, & Technical Services 33 4.8% 227 2.8% 1,326 8.7% 7,645 4.3% 176,409 10.6% 970,190 6.1% Real Estate, Rental, Leasing 48 6.9% 137 1.7% 643 4.2% 2,834 1.6% 76,256 4.6% 285,048 1.8% Retail Trade 90 13.1% 980 12.2% 2,075 13.7% 22,895 12.9% 218,563 13.2% 2,010,692 12.6% Transportation & Storage 16 2.3% 130 1.6% 284 1.9% 4,001 2.3% 31,898 1.9% 645,483 4.0% Utilities 1 0.1% 12 0.1% 24 0.2% 493 0.3% 1,799 0.1% 60,487 0.4% Wholesale Trade 12 1.7% 46 0.6% 362 2.4% 2,580 1.5% 40,899 2.5% 186,165 1.2% Other Services 120 17.3% 1,511 18.8% 2,013 13.3% 24,873 14.0% 189,873 11.4% 1,855,166 11.6% 174 1,084,911
1,533 2,348,654
20,477
4,796
26,725
# # #
905 2,846,912
201 327,547
Establishments Employee'sEstablishments Employee's Establishments 2,811,244
1,794 3,349,392
1,024 3,046,418
53,717
43,050
21,768
72 124,392
5,423
1,700
2,321
57,393 64,142
63,891
Employee's
5,961 11,501,391
507,374
141,292
54,217
67,983 71,087
Marina CA CaliforniaMonterey County CA
1/15/2025
23,406 43,851,789
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
Employees by Industry
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EXHIBIT A
Employment Profile
Site: City / County / State
Date Report Created:
Marina CA CaliforniaMonterey County CA
1/15/2025
Occupations
White Collar 59.7% 54.2% 55.5%
Architecture & Engineering 1.0% 1.0% 1.6%
Community & Social Science 4.3% 3.6% 3.6%
Computer/Mathematical Science 1.3% 1.4% 2.0%
Education, Training, & Library 8.8% 6.1% 5.3%
Entertainment & Media 1.8% 1.8% 1.6%
Healthcare Practitioners 11.9% 9.5% 8.6%
Healthcare Support 3.9% 3.7% 3.4%
Legal 0.3% 0.7% 0.7%
Life, Physical, & Social Science 1.1% 0.9% 1.0%
Management 5.5% 5.3% 5.9%
Office & Administrative Support 17.1% 17.3% 18.2%
Blue Collar 39.8% 43.8% 43.0%
Building & Grounds Cleaning & Maintenance 4.5% 3.9% 3.4% Construction 3.0% 3.0% 3.8%
Farming, Fishing, & Forestry 0.1% 2.0% 0.2%
Food Service 7.0% 7.2% 6.5%
Installation & Maintenance 2.9% 3.4% 3.7%
Personal Care & Service 2.9% 2.9% 2.7%
Production 3.0% 3.4% 4.7%
Protective Service 2.3% 1.7% 1.5%
Sales & Related 9.3% 10.4% 10.5%
Transportation & Material Moving 4.8% 6.0% 6.1%
Military Services 0.5% 1.9% 1.5%
Employee Totals and History
Current
2024 Q1
2023 Q4
2023 Q3
2023 Q2
2023 Q1
2022 Q4
2022 Q3
2022 Q2
# of Employee's
229 428,237
241
# # #
234,0623,428
6,022
96,335
30,763
5,117
565
233
1,370 2,900,570
37 755,486
182 233,494
747 1,673,948
382 964,513
5,310
3,534
12,794
6,022
18,431
10,739
1,035,321
588,508
3,033
364 537,137
241 603,196
11 37,003
6,891
88 164,314
438 947,898
3,196 6,856,843
1,654
9,448
77,893
958 1,373,037
315 540,039
25 113,379
16,952
6,613
1,157
708 845,092
141 262,991
2,486
10,829
3,141
262,012
344 571,899
1,804
6,325
104 325,075
145,842
7,925 15,997,006
6,930 15,503,003
165,763
180,391
180,123
149,265
6,786 15,524,033
7,760 15,930,351
7,728 15,415,044
8,848,565
7,759 15,886,735
8,047 15,260,061
8,138 15,949,873
169,381
180,950
79 177,656
# of Employee's # of Employee's
4,790
177,368
8,023 15,939,470
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
20.0%
Employees by Occupation
©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 2 of 2 ...
EXHIBIT A
Consumer Demand & Market Supply Assessment
Site: City / County / State
Date Report Created: 1/15/2025
Demographics
Population 22,804 433,074 39,752,612
5-Year Population estimate 24,590 448,916 41,137,567
Population Households 21,208 415,394 38,855,764
Group Quarters Population 1,596 17,680 896,848
Households 7,787 130,226 13,544,923
5-Year Households estimate 8,442 135,100 14,017,681
WorkPlace Establishments 693 15,166 1,661,059
Workplace Employees 8,023 177,656 15,939,470
Median Household Income $88,101 $95,478 $98,061
Consumer Market Opportunity Consumer Market Opportunity Consumer Market Opportunity By Establishments Demand Supply Gap/Surplus Demand Supply Gap/Surplus Demand Supply Gap/Surplus Furniture Stores $5,356,461 $0 ($5,356,461) -100% $100,204,781 $30,585,285 ($69,619,496) -69% $9,695,295,234 $9,102,722,136 ($592,573,098) Lawn/Garden Equipment/Supplies Stores $3,078,101 $0 ($3,078,101) -100% $57,256,171 $161,424,672 $104,168,501 182% $5,507,419,858 $5,637,419,034 $129,999,176 Jewelry/Luggage/Leather Goods $2,562,263 $0 ($2,562,263) -100% $47,851,954 $34,855,670 ($12,996,284) -27% $4,591,395,681 $4,443,034,923 ($148,360,759) Used Merchandise Stores $1,503,156 $0 ($1,503,156) -100% $27,919,201 $26,906,003 ($1,013,198) -4% $2,685,345,558 $2,293,137,055 ($392,208,502) Electronic Shopping/Mail Order Houses $101,096,314 $0 ($101,096,314) -100% $1,930,613,143 $552,239,132 ($1,378,374,011) -71% $188,095,278,054 $142,288,100,483 ($45,807,177,571) Vending Machine Operators (Non-Store) $3,509,482 $0 ($3,509,482) -100% $65,765,553 $12,336,888 ($53,428,665) -81% $6,284,888,129 $5,576,919,003 ($707,969,126) Other Motor Vehicle Dealers $6,188,185 $708,981 ($5,479,204) -89% $115,448,876 $21,801,194 ($93,647,682) -81% $10,981,122,604 $10,607,693,994 ($373,428,610) Other Misc. Store Retailers $7,864,058 $1,032,835 ($6,831,223) -87% $145,510,315 $87,171,459 ($58,338,856) -40% $13,999,030,645 $14,220,339,824 $221,309,179 Shoe Stores $2,641,243 $427,947 ($2,213,296) -84% $49,311,999 $40,013,184 ($9,298,815) -19% $4,740,553,788 $4,761,524,793 $20,971,005 Book/Periodical/Music Stores $1,137,062 $251,489 ($885,573) -78% $21,241,935 $10,814,041 ($10,427,894) -49% $2,037,759,776 $2,039,908,614 $2,148,838 Home Furnishing Stores $4,490,639 $1,014,375 ($3,476,264) -77% $83,415,528 $31,273,812 ($52,141,716) -63% $7,964,482,185 $7,898,825,255 ($65,656,930) Building Material/Supplies Dealers $28,125,775 $8,049,542 ($20,076,233) -71% $522,233,803 $284,535,618 ($237,698,185) -46% $49,741,634,582 $54,197,057,245 $4,455,422,663 Automotive Dealers $90,014,951 $26,287,063 ($63,727,888) -71% $1,681,733,970 $789,223,699 ($892,510,271) -53% $159,089,544,690 $151,646,856,124 ($7,442,688,566) Electronics/Appliance $5,900,201 $1,921,324 ($3,978,877) -67% $119,393,621 $33,535,872 ($85,857,749) -72% $12,144,376,389 $10,890,343,292 ($1,254,033,097) Bar/Drinking Places (Alcoholic Beverages) $1,190,436 $411,751 ($778,685) -65% $28,326,858 $19,352,327 ($8,974,531) -32% $3,140,067,545 $3,318,545,352 $178,477,807 Clothing Stores $18,211,721 $6,367,985 ($11,843,736) -65% $338,247,259 $239,153,596 ($99,093,663) -29% $32,413,924,136 $33,463,002,889 $1,049,078,752 Office Supplies/Stationary/Gift $1,984,935 $715,237 ($1,269,698) -64% $37,806,661 $23,145,355 ($14,661,306) -39% $3,698,628,865 $3,629,310,598 ($69,318,267) Florists/Misc. Store Retailers $759,195 $284,332 ($474,863) -63% $14,122,824 $12,036,741 ($2,086,082) -15% $1,357,585,688 $1,387,585,995 $30,000,308 Beer/Wine/Liquor Stores $4,296,338 $1,642,305 ($2,654,033) -62% $79,816,660 $42,700,001 ($37,116,659) -47% $7,576,732,965 $7,664,870,491 $88,137,526 Grocery Stores $49,245,245 $21,996,854 ($27,248,391) -55% $913,400,624 $656,522,408 ($256,878,215) -28% $86,588,090,250 $80,384,105,276 ($6,203,984,974) Other General Merchandise Stores $51,226,504 $25,727,219 ($25,499,285) -50% $951,401,164 $531,520,069 ($419,881,095) -44% $90,454,411,636 $96,023,513,620 $5,569,101,984 Automotive Parts/Accessories/Tire $7,831,625 $4,379,466 ($3,452,159) -44% $144,990,029 $104,481,366 ($40,508,663) -28% $13,664,785,557 $13,568,570,730 ($96,214,826) Sporting Goods/Hobby/Musical Instrument $6,027,276 $3,641,444 ($2,385,832) -40% $112,222,654 $55,892,023 ($56,330,631) -50% $10,722,103,693 $10,714,580,685 ($7,523,008) Direct Selling Establishments $2,779,122 $1,837,521 ($941,601) -34% $51,520,465 $28,175,360 ($23,345,105) -45% $4,889,493,748 $3,656,533,604 ($1,232,960,144) Health/Personal Care Stores $25,020,936 $16,886,025 ($8,134,911) -33% $461,638,328 $317,566,597 ($144,071,731) -31% $43,668,433,467 $44,559,365,414 $890,931,947 Department Stores $8,375,365 $6,120,029 ($2,255,336) -27% $155,576,206 $142,635,343 ($12,940,863) -8% $14,861,079,296 $18,341,402,981 $3,480,323,685 Special Food Services $3,744,803 $2,782,657 ($962,146) -26% $77,499,334 $103,439,339 $25,940,005 33% $8,002,371,779 $7,901,300,473 ($101,071,306) Full-Service Restaurants $20,752,283 $16,160,783 ($4,591,500) -22% $452,335,107 $434,166,427 ($18,168,680) -4% $48,047,696,825 $50,955,718,020 $2,908,021,195 Gasoline Stations $38,270,511 $33,589,526 ($4,680,985) -12% $710,011,451 $895,721,689 $185,710,239 26% $66,767,868,146 $92,733,512,238 $25,965,644,092 Limited-Service Eating Places $21,858,452 $20,240,337 ($1,618,115) -7% $452,008,813 $415,337,103 ($36,671,710) -8% $46,657,116,040 $49,552,946,342 $2,895,830,302 Specialty Food Stores $2,702,502 $5,962,320 $3,259,818 121% $50,160,411 $148,335,323 $98,174,912 196% $4,753,743,034 $4,268,438,476 ($485,304,559) Consumer Demand/Market Supply Index $527,745,139 $208,439,348 253 $9,998,985,698 $6,286,897,599 159 $964,822,259,845 $947,727,184,958 102 Marina CA Monterey County CA California
©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 1 of 6 ...
EXHIBIT A
Consumer Demand & Market Supply Assessment
Site: City / County / State
Date Report Created: 1/15/2025
Marina CA Monterey County CA California
Consumer Market Opportunity Consumer Market Opportunity Consumer Market Opportunity By Major Product Lines Demand Supply Gap/Surplus Demand Supply Gap/Surplus Demand Supply Gap/Surplus Computer Hardware/Software/Supplies $10,734,124 $503,376 ($10,230,748) -95% $268,076,221 $50,924,530 ($217,151,691) -81% $30,556,708,531 $22,850,995,175 ($7,705,713,356) Furniture/Sleep/Outdoor/Patio Furniture $15,834,469 $1,040,238 ($14,794,231) -93% $296,283,638 $89,705,083 ($206,578,555) -70% $28,681,501,144 $21,587,199,297 ($7,094,301,848) Jewelry (including Watches) $4,356,406 $462,747 ($3,893,659) -89% $81,450,708 $55,251,903 ($26,198,804) -32% $7,812,690,272 $8,259,216,756 $446,526,484 All Other Merchandise $23,028,231 $2,902,613 ($20,125,618) -87% $426,984,377 $174,018,807 ($252,965,570) -59% $41,104,695,988 $38,330,839,384 ($2,773,856,604) Audio Equipment/Musical Instruments $3,413,364 $439,216 ($2,974,148) -87% $63,182,676 $18,857,076 ($44,325,600) -70% $6,032,095,634 $6,082,920,158 $50,824,524 Books/Periodicals $1,982,376 $282,027 ($1,700,349) -86% $36,801,347 $18,028,704 ($18,772,643) -51% $3,512,924,944 $3,794,237,881 $281,312,937 Lawn/Garden/Farm Equipment/Supplies $8,555,706 $1,489,561 ($7,066,144) -83% $159,154,076 $199,986,435 $40,832,359 26% $15,306,102,045 $15,340,512,635 $34,410,590 Pets/Pet Foods/Pet Supplies $4,725,655 $900,758 ($3,824,897) -81% $87,753,392 $48,810,534 ($38,942,858) -44% $8,565,116,430 $6,126,354,124 ($2,438,762,307) Kitchenware/Home Furnishings $6,903,868 $1,345,322 ($5,558,546) -81% $128,313,177 $60,062,211 ($68,250,966) -53% $12,187,071,038 $11,922,289,162 ($264,781,876) Footwear, including Accessories $7,357,252 $1,510,338 ($5,846,915) -79% $137,404,904 $80,558,663 ($56,846,241) -41% $13,212,025,270 $11,850,088,815 ($1,361,936,455) Small Electric Appliances $1,304,149 $286,774 ($1,017,375) -78% $24,161,214 $11,376,227 ($12,784,987) -53% $2,342,196,063 $2,378,291,983 $36,095,920 Major Household Appliances $1,957,782 $449,563 ($1,508,219) -77% $36,729,625 $12,606,720 ($24,122,905) -66% $3,613,144,749 $3,902,344,725 $289,199,976 Automotive Lubricants (incl Oil, Greases) $1,957,782 $449,563 ($1,508,219) -77% $36,729,625 $12,606,720 ($24,122,905) -66% $3,613,144,749 $3,902,344,725 $289,199,976 Floor/Floor Coverings $3,949,906 $958,372 ($2,991,535) -76% $73,119,806 $34,407,958 ($38,711,848) -53% $6,913,654,665 $7,156,128,686 $242,474,020 Photographic Equipment/Supplies $505,387 $125,780 ($379,607) -75% $9,341,308 $3,502,915 ($5,838,394) -63% $883,797,625 $1,279,879,245 $396,081,620 Televisions/VCR/Video Cameras/DVD etc $3,186,597 $805,790 ($2,380,807) -75% $59,571,719 $23,881,527 ($35,690,192) -60% $5,673,107,665 $7,926,097,890 $2,252,990,225 Drugs/Health Aids/Beauty Aids/Cosmetics $72,835,789 $18,982,794 ($53,852,995) -74% $1,343,327,330 $539,022,232 ($804,305,097) -60% $126,885,215,218 $98,012,504,874 ($28,872,710,344) Retailer Services $15,770,118 $4,214,701 ($11,555,417) -73% $294,161,487 $137,594,851 ($156,566,636) -53% $28,221,569,509 $28,107,394,569 ($114,174,941) Womens/Juniors/Misses Wear $17,951,008 $5,126,071 ($12,824,937) -71% $332,212,900 $209,675,892 ($122,537,008) -37% $31,819,106,169 $31,731,244,620 ($87,861,550) Hardware/Tools/Plumbing/Electrical Supplies $8,196,233 $2,374,486 ($5,821,747) -71% $151,639,963 $88,287,027 ($63,352,936) -42% $14,311,171,334 $16,035,634,466 $1,724,463,133 Autos/Cars/Vans/Trucks/Motorcycles $79,578,222 $23,098,067 ($56,480,155) -71% $1,488,088,105 $695,375,642 ($792,712,463) -53% $140,606,993,148 $134,494,858,664 ($6,112,134,484) Dimensional Lumber/Other Building Materials $11,339,895 $3,504,549 ($7,835,345) -69% $210,859,036 $125,011,481 ($85,847,555) -41% $20,104,708,743 $22,725,459,498 $2,620,750,755 Curtains/Draperies/Slipcovers/Bed/Coverings $2,430,240 $756,192 ($1,674,048) -69% $45,204,061 $28,353,472 ($16,850,589) -37% $4,413,148,643 $5,370,680,441 $957,531,798 Paints/Sundries/Wallpaper/Wall Coverings $2,055,440 $654,145 ($1,401,295) -68% $38,074,537 $22,887,911 ($15,186,626) -40% $3,599,140,287 $4,151,730,866 $552,590,579 Automotive Tires/Tubes/Batteries/Parts $16,604,263 $5,511,538 ($11,092,725) -67% $307,242,034 $155,451,517 ($151,790,517) -49% $28,923,289,891 $24,818,975,591 ($4,104,314,300) Mens Wear $7,002,520 $2,347,203 ($4,655,317) -66% $130,714,985 $91,878,040 ($38,836,946) -30% $12,549,205,818 $14,052,582,048 $1,503,376,229 Sporting Goods (incl Bicycles/Sports Vehicles) $5,306,224 $2,118,482 ($3,187,742) -60% $99,342,384 $57,982,479 ($41,359,905) -42% $9,477,265,767 $11,260,818,135 $1,783,552,368 Toys/Hobby Goods/Games $2,813,397 $1,155,725 ($1,657,672) -59% $52,348,554 $34,449,928 ($17,898,626) -34% $4,951,405,553 $6,388,916,732 $1,437,511,179 Packaged Liquor/Wine/Beer $9,570,693 $3,953,060 ($5,617,632) -59% $177,335,213 $107,984,201 ($69,351,012) -39% $16,796,421,649 $16,717,134,344 ($79,287,305) Groceries/Other Food Items (Off Premises) $77,255,064 $38,127,268 ($39,127,796) -51% $1,430,204,321 $1,003,939,396 ($426,264,925) -30% $135,228,920,123 $125,602,539,712 ($9,626,380,411) Childrens Wear/Infants/Toddlers Clothing $2,651,428 $1,362,526 ($1,288,902) -49% $49,628,385 $46,424,006 ($3,204,379) -6% $4,771,354,512 $6,407,173,823 $1,635,819,312 Cigars/Cigarettes/Tobacco/Accessories $6,040,830 $3,244,628 ($2,796,202) -46% $110,082,682 $90,800,918 ($19,281,763) -18% $10,317,429,352 $12,185,520,674 $1,868,091,322 Sewing/Knitting Materials/Supplies $280,830 $164,318 ($116,511) -41% $4,991,819 $3,128,739 ($1,863,080) -37% $479,676,181 $563,533,017 $83,856,836 Soaps/Detergents/Household Cleaners $2,277,168 $1,379,032 ($898,136) -39% $42,050,458 $35,156,236 ($6,894,222) -16% $4,034,747,173 $5,105,897,568 $1,071,150,395 Alcoholic Drinks Served at the Establishment $8,366,491 $5,321,707 ($3,044,784) -36% $202,478,376 $149,403,345 ($53,075,031) -26% $22,621,625,197 $19,714,439,710 ($2,907,185,487) Paper/Related Products $2,000,054 $1,333,182 ($666,872) -33% $36,789,751 $31,826,003 ($4,963,748) -13% $3,499,361,440 $4,607,335,209 $1,107,973,769 Optical Goods (incl Eyeglasses, Sunglasses) $1,084,611 $921,009 ($163,602) -15% $20,085,287 $19,222,854 ($862,433) -4% $1,979,434,128 $2,489,490,530 $510,056,402 Meats/Nonalcoholic Beverages $41,520,640 $35,474,516 ($6,046,123) -15% $857,356,682 $854,547,081 ($2,809,601) 0% $88,437,611,143 $96,555,267,352 $8,117,656,208 Automotive Fuels $35,171,127 $32,014,472 ($3,156,655) -9% $652,375,347 $840,845,358 $188,470,012 29% $61,202,584,268 $87,655,167,478 $26,452,583,210 Household Fuels (incl Oil, LP gas, Wood, Coal) $992,914 $1,351,808 $358,893 36% $18,264,438 $23,766,646 $5,502,208 30% $1,715,218,448 $2,557,929,777 $842,711,329 ©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 2 of 6 ...
EXHIBIT A
Consumer Demand & Market Supply Assessment
Site: City / County / State
Date Report Created: 1/15/2025
Marina CA Monterey County CA California
Data for this report is provided via the Market Outlook database from Synergos Technologies, Inc (STI).
Market Outlook is based on the following -
• the Consumer Expenditure Survey (CE), a program of the Bureau of Labor Statistics (BLS); • the U.S. Census Bureau’s monthly and annual Retail Trade (CRT) reports; • the Census Bureau’s Economic Census; with supporting demographic data from STI: PopStats data and STI: WorkPlace.
Market Outlook data covers 31 leading retail segments and 40 major product and service lines.
The difference between demand and supply represents the opportunity gap or surplus available for each retail outlet cited on the Market Outlook report for the specified trade area or reporting geography. When the demand is greater than (or less than) the supply, there is an opportunity gap (or surplus) for that retail outlet.
In other words, a negative value signifies an opportunity gap where the Consumer Demand is higher than the Market Supply, while a positive value signifies a surplus.
Consumer Demand/Market Supply Index:
n = 100 (Equilibrium)
n > 100 suggests demand is not being fully met within the market, consumers are leaving the area to shop n < 100 suggests supply exceeds demand, attracting consumers from outside the defined area ©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 3 of 6 ...
EXHIBIT A
Site: Site 1 - Beach Road & Del Monte Blvd
Date: 1/16/2025
5 Min Drive 10 Min Drive 15 Min Drive
1A Top Shelf 0.0% 0.0% ##
1B Affluent Suburbia 0.0% 0.0% ##
2A New Suburban Families 3.3% 1.7% ##
2B Older Empty Nest Families 0.0% 0.0% ##
3A Mid-Income Rural 7.6% 4.9% ##
3B Urbanites 0.0% 2.8% ##
3C Older Mid-Income Households 0.4% 0.2% ##
4A Rising Middle Income Families 27.4% 20.0% ##
4B Young Aspirations 0.0% 1.4% ##
5A College Students and Recent Gradu 0.0% 11.5% ##
5B Middle America 0.0% 0.0% ##
5C Upscale Young Singles and Couples 0.0% 0.0% ##
6A Ethnic and Small Town Groups 3.0% 12.2% ##
6B Blue Collar Urbanites 57.7% 41.9% ##
6C Industrial Remnants 0.0% 0.0% ##
7A Military and Blue Collar 0.0% 0.0% ##
7B Rural Working Blues 0.6% 3.1% ##
7C Ageing Small Town America 0.0% 0.0% ##
SUM(F11,F16,F22,F28,F35,F41,F47,F51,F57,F64,F68,F75,F79,F86,F91,F96,F100,F108) Total Households 7,080 100% 13,382 100% 23,872 100%
Rank * Cluster Lifestage Group Households % Households % Households % 1 28 Coastal Diversity 6B Blue Collar Urbanites 4,084 57.7% 5,608 41.9% 8,647 36.2% 2 11 West Coast Affluence 4A Rising Middle Income Families 1,682 23.8% 1,706 12.7% 3,141 13.2% 3 13 Cowboy Country 3A Mid-Income Rural 542 7.6% 660 4.9% 911 3.8% 4 21 New Suburban Style 2A New Suburban Families 191 2.7% 191 1.4% 448 1.9% 5 10 Emerging Leaders 4A Rising Middle Income Families 176 2.5% 893 6.7% 1,612 6.8% 6 59 Hardworking Latino Families 6A Ethnic and Small Town Groups 149 2.1% 164 1.2% 389 1.6% 7 07 Upscale Diversity 4A Rising Middle Income Families 80 1.1% 80 0.6% 112 0.5% 8 31 Latino Workforce 6A Ethnic and Small Town Groups 66 0.9% 1,380 10.3% 3,121 13.1% 9 42 Rising Fortunes 2A New Suburban Families 40 0.6% 41 0.3% 41 0.2% 10 24 Remote Latino Neighborhoods 7B Rural Working Blues 39 0.5% 407 3.0% 1,136 4.8% * Rank is based on Trade Area 1 cluster size
Household Segmentation Profile
5 Min Drive 10 Min Drive 15 Min Drive
5 Min Drive 10 Min Drive 15 Min Drive
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%
1A Top Shelf
1B Affluent Suburbia
2A New Suburban Families
2B Older Empty Nest Families
3A Mid-Income Rural
3B Urbanites
3C Older Mid-Income Households
4A Rising Middle Income Families
4B Young Aspirations
5A College Students and Recent Graduates
5B Middle America
5C Upscale Young Singles and Couples
6A Ethnic and Small Town Groups
6B Blue Collar Urbanites
6C Industrial Remnants
7A Military and Blue Collar
7B Rural Working Blues
7C Ageing Small Town America
Household Lifestage Group Comparison
Uses the AGS Panorama Segmentation system. More information is available by clicking on the respective cluster. Cluster names have been modified from the originals. Page 1 of 3 ...
EXHIBIT A
Household Segmentation Profile
Date: 1/16/2025
TOTAL HOUSEHOLDS 7,080 100% 13,382 100% 23,872 100%
Segment Group Cluster Name
1A Top Shelf 0 0.0% 0 0.0% 0 0.0%
01 One Percenters 0 0.0% 0 0.0% 0 0.0%
02 Peak Performers 0 0.0% 0 0.0% 0 0.0%
03 Second City Achievers 0 0.0% 0 0.0% 0 0.0%
1B Affluent Suburbia 0 0.0% 0 0.0% 7 0.0%
04 Young Success 0 0.0% 0 0.0% 0 0.0%
05 Affluent Parents 0 0.0% 0 0.0% 0 0.0%
06 Best of Both Worlds 0 0.0% 0 0.0% 7 0.0%
09 Successful Urban Commuters 0 0.0% 0 0.0% 0 0.0%
2A New Suburban Families 231 3.3% 232 1.7% 541 2.3%
17 New American Dreams 0 0.0% 0 0.0% 0 0.0%
21 New Suburban Style 191 2.7% 191 1.4% 448 1.9%
34 Midwestern Comforts 0 0.0% 0 0.0% 53 0.2%
42 Rising Fortunes 40 0.6% 41 0.3% 41 0.2%
2B Older Empty Nest Families 0 0.0% 3 0.0% 68 0.3%
12 Mainstream Established Suburb 0 0.0% 3 0.0% 18 0.1%
15 Comfortable Retirement 0 0.0% 0 0.0% 35 0.1%
18 Small Town Middle Managers 0 0.0% 0 0.0% 0 0.0%
33 Noreasters 0 0.0% 0 0.0% 10 0.0%
41 All-American 0 0.0% 0 0.0% 5 0.0%
3A Mid-Income Rural 542 7.6% 660 4.9% 911 3.8%
13 Cowboy Country 542 7.6% 660 4.9% 911 3.8%
16 Spacious Suburbs 0 0.0% 0 0.0% 0 0.0%
20 Strong Individualists 0 0.0% 0 0.0% 0 0.0%
51 Low Cost Rural 0 0.0% 0 0.0% 0 0.0%
3B Urbanites 0 0.0% 381 2.8% 1,136 4.8%
38 Middle America 0 0.0% 0 0.0% 0 0.0%
44 Pacific Second City 0 0.0% 49 0.4% 597 2.5%
45 Northern Perseverance 0 0.0% 0 0.0% 0 0.0%
58 Urban Crowd 0 0.0% 332 2.5% 539 2.3%
3C Older Mid-Income Households 30 0.4% 30 0.2% 30 0.1%
46 Individual Singles 0 0.0% 0 0.0% 0 0.0%
49 Retirement 30 0.4% 30 0.2% 30 0.1%
4A Rising Middle Income Families 1,938 27.4% 2,678 20.0% 4,869 20.4% 07 Upscale Diversity 80 1.1% 80 0.6% 112 0.5%
08 Living the Dream 0 0.0% 0 0.0% 4 0.0%
10 Emerging Leaders 176 2.5% 893 6.7% 1,612 6.8%
11 West Coast Affluence 1,682 23.8% 1,706 12.7% 3,141 13.2% 4B Young Aspirations 0 0.0% 192 1.4% 781 3.3%
14 American Playgrounds 0 0.0% 0 0.0% 29 0.1%
19 Outer Suburban Affluence 0 0.0% 0 0.0% 0 0.0%
22 Up and Coming Suburban Divers 0 0.0% 0 0.0% 25 0.1%
35 Generational Dreams 0 0.0% 192 1.4% 665 2.8%
40 Beltway Commuters 0 0.0% 0 0.0% 61 0.3%
5 Min Drive 10 Min Drive 15 Min Drive
Uses the AGS Panorama Segmentation system. More information is available by clicking on the respective cluster. Cluster names have been modified from originals. Page 2 of 3 ...
EXHIBIT A
Household Segmentation Profile
Date: 1/16/2025
TOTAL HOUSEHOLDS 7,080 100% 13,382 100% 23,872 100%
Segment Group Cluster Name 5 Min Drive 10 Min Drive 15 Min Drive 5A College Students and Recent Graduates 0 0.0% 1,543 11.5% 1,543 6.5% 57 College Towns 0 0.0% 17 0.1% 17 0.1%
67 Starting Out 0 0.0% 1,526 11.4% 1,526 6.4%
5B Middle America 0 0.0% 0 0.0% 463 1.9%
26 High Density Diversity 0 0.0% 0 0.0% 305 1.3%
36 Olde New England 0 0.0% 0 0.0% 20 0.1%
39 Second City Beginnings 0 0.0% 0 0.0% 1 0.0%
43 Classic Interstate Suburbia 0 0.0% 0 0.0% 137 0.6%
5C Upscale Young Singles and Couples 0 0.0% 0 0.0% 0 0.0% 25 Tech-Savy Group 0 0.0% 0 0.0% 0 0.0%
27 Young Coastal Technocrats 0 0.0% 0 0.0% 0 0.0%
6A Ethnic and Small Town Groups 215 3.0% 1,637 12.2% 3,637 15.2% 31 Latino Workforce 66 0.9% 1,380 10.3% 3,121 13.1%
59 Hardworking Latino Families 149 2.1% 164 1.2% 389 1.6% 60 Immigrant 0 0.0% 52 0.4% 52 0.2%
64 Southern Cities 0 0.0% 0 0.0% 9 0.0%
65 Small Towns 0 0.0% 41 0.3% 66 0.3%
6B Blue Collar Urbanites 4,084 57.7% 5,608 41.9% 8,647 36.2% 28 Coastal Diversity 4,084 57.7% 5,608 41.9% 8,647 36.2% 30 True Grit 0 0.0% 0 0.0% 0 0.0%
32 Apartment Dwellers 0 0.0% 0 0.0% 0 0.0%
6C Industrial Remnants 0 0.0% 0 0.0% 0 0.0%
63 Southern Small Towns 0 0.0% 0 0.0% 0 0.0%
66 Metropolitan Blue Collar 0 0.0% 0 0.0% 0 0.0%
68 Rust Belt 0 0.0% 0 0.0% 0 0.0%
7A Military and Blue Collar 0 0.0% 0 0.0% 0 0.0%
61 Communal Living 0 0.0% 0 0.0% 0 0.0%
62 Blue Collar Diversity 0 0.0% 0 0.0% 0 0.0%
7B Rural Working Blues 39 0.6% 417 3.1% 1,231 5.2%
24 Remote Latino Neighborhoods 39 0.5% 407 3.0% 1,136 4.8% 29 Metropolitan 0 0.0% 0 0.0% 0 0.0%
47 Simply Southern 0 0.0% 0 0.0% 0 0.0%
48 Tex-Mex 0 0.0% 10 0.1% 95 0.4%
53 Classic Southerners 0 0.0% 0 0.0% 0 0.0%
56 Blue Collar 0 0.0% 0 0.0% 0 0.0%
7C Ageing Small Town America 0 0.0% 0 0.0% 7 0.0%
23 Long-Lasting Heartland 0 0.0% 0 0.0% 0 0.0%
37 Industrial Town 0 0.0% 0 0.0% 0 0.0%
50 Small Town 0 0.0% 0 0.0% 0 0.0%
52 Great Open Country 0 0.0% 0 0.0% 0 0.0%
54 Agricultural Areas 0 0.0% 0 0.0% 7 0.0%
55 Mining Areas 0 0.0% 0 0.0% 0 0.0%
Uses the AGS Panorama Segmentation system. More information is available by clicking on the respective cluster. Cluster names have been modified from originals. Page 3 of 3 ...
EXHIBIT A
Beach Rd & Del Monte Blvd, Marina, CA
5 Minutes 10 Minutes 15 Minutes
Population 19,738 42,216 74,462
Daytime Population 17,598 40,667 72,491
Households 7,209 13,177 23,800
Average Age 41.1 36.7 38.2
Average HH Income $114,650 $113,935 $112,960
White Collar (Residents) 62.6% 60.5% 56.3%
College Degree & Above 41.3% 39.1% 36.8%
www.hdlcompanies.com 714.879.5000
...
EXHIBIT A
Consumer Demographic Profile
Site: Site 1 - Beach Road & Del Monte Blvd
Date Report Created: 1/15/2025
# % # % # %
Market Stats
Population 19,738 --- 42,216 --- 74,462 ---
5 Year Projected Pop 21,306 --- 44,846 --- 78,078 ---
Pop Growth (%) 7.9% --- 6.2% --- 4.9% ---
Households 7,209 --- 13,177 --- 23,800 ---
5 Year Projected HHs 7,792 --- 14,107 --- 25,056 ---
HH Growth (%) 8.1% --- 7.1% --- 5.3% ---
Census Stats
2000 Population 18,614 --- 32,710 --- 64,971 ---
2010 Population 19,352 --- 41,576 --- 73,944 ---
Pop Growth (%) 4.0% --- 27.1% --- 13.8% ---
2000 Households 6,436 --- 10,538 --- 20,797 ---
2010 Households 7,055 --- 12,922 --- 23,582 ---
HH Growth (%) 9.6% --- 22.6% --- 13.4% ---
Total Population by Age
Average Age 41.1 36.7 38.2
19 yrs & under
4,061 20.6% 10,758 25.5% 17,694 23.8%
20 to 24 yrs 1,647 8.3% 4,798 11.4% 7,711 10.4%
25 to 34 yrs 2,906 14.7% 6,206 14.7% 10,727 14.4%
35 to 44 yrs 2,733 13.8% 5,802 13.7% 10,311 13.8%
45 to 54 yrs 2,258 11.4% 4,532 10.7% 8,609 11.6%
55 to 64 yrs 2,415 12.2% 4,346 10.3% 8,242 11.1%
65 to 74 yrs 2,225 11.3% 3,559 8.4% 6,728 9.0%
75 to 84 yrs 1,089 5.5% 1,645 3.9% 3,237 4.3%
85 + yrs 403 2.0% 570 1.4% 1,202 1.6%
Population Bases
20-34 yrs 4,553 23.1% 11,003 26.1% 18,437 24.8%
45-64 yrs 4,673 23.7% 8,878 21.0% 16,851 22.6%
16 yrs + 16,146 81.8% 33,688 79.8% 59,837 80.4%
25 yrs + 14,030 71.1% 26,661 63. 2% 49,057 65.9%
65 yrs + 3,717 18.8% 5,774 13.7% 11,167 15.0%
75 yrs + 1,493 7.6% 2,215 5.2% 4,439 6.0%
85 yrs + 403 2.0% 570 1.4% 1,202 1.6%
5 Min Drive 10 Min Drive 15 Min Drive
0 20,000
40,000
60,000
80,000
Population
0 5,000
10,000
15,000
20,000
25,000
Households
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
20 to
24 yrs
25 to
34 yrs
35 to
44 yrs
45 to
54 yrs
55 to
64 yrs
65 to
74 yrs
75 to
84 yrs
Population by Age Group
©SDS, a division of x-span results, inc. Demographic data by PopStats.
All rights reserved. Page 1 of 4
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EXHIBIT A
Consumer Demographic Profile
Site: Site 1 - Beach Road & Del Monte Blvd
Date Report Created: 1/15/2025
# % # % # %
5 Min Drive 10 Min Drive 15 Min Drive
Population by Race
White 7,151 36.2% 13,055 30.9% 22,440 30.1%
Hispanic 6,079 30.8% 18,003 42.6% 33,871 45.5%
Black 1,109 5.6% 1,982 4.7% 3,636 4.9%
Asian 3,174 16.1% 5,280 12.5% 8,122 10.9%
Ancestry
American Indian (ancestry) 65 0.3% 108 0.3% 233 0.3%
Hawaiin (ancestry) 421 2.1% 585 1.4% 1,043 1.4%
Household Income
Per Capita Income $41,877 --- $35,564 --- $36,105 ---
Average HH Income $114,650 --- $113,935 --- $112,960 --- Median HH Income $88,597 --- $90,656 --- $89,034 ---
Less than $25K 829 11.5% 1,377 10.4% 2,438 10.2%
$25K to $34.9K 462 6.4% 932 7.1% 1,748 7.3%
$35K to $49.9K 736 10.2% 1,090 8.3% 2,278 9.6%
$50K to $74.9K 958 13.3% 1,868 14.2% 3,409 14.3%
$75K to $99.9K 1,088 15.1% 2,083 15.8% 3,527 14.8%
$100K to $149.9K 1,250 17.3% 2,488 18.9% 4,623 19.4%
$150K to $199.9K 844 11.7% 1,604 12.2% 2,979 12.5%
$200K + 1,042 14.5% 1,735 13.2% 2,797 11.8%
Education 14,030 26,661 49,057
Less than 9th Grade 807 5.8% 2,924 11.0% 5,823 11.9%
Some HS, No Diploma 980 7.0% 1,702 6.4% 3,349 6.8%
HS Grad (or Equivalent) 2,753 19.6% 4,872 18.3% 9,939 20.3% Some College, No Degree 3,219 22.9% 5,910 22.2% 10,478 21.4% Associate Degree 1,532 10.9% 2,611 9.8% 5,156 10.5%
Bachelor Degree 2,775 19.8% 5,048 18.9% 8,586 17.5%
Graduates Degree 1,494 10.6% 2,768 10.4% 4,301 8.8%
0.0%
5.0%
10.0%
15.0%
20.0%
Less
than
$25K
$25K
to
$34.9K
$35K
to
$49.9K
$50K
to
$74.9K
$75K
to
$99.9K
$100K
to
$149.9K
$150K
to
$199.9K
Household Income Levels - %
0.0%
10.0%
20.0%
30.0%
HS Grad
(or
Equivalent)
Some
College, No
Degree
Associate
Degree
Bachelor
Degree Graduates
Degree
Education
0.0% 10.0% 20.0% 30.0% 40.0% 50.0%
White
Hispanic
Black
Asian
Ethnic Breakdown
©SDS, a division of x-span results, inc. Demographic data by PopStats.
All rights reserved. Page 2 of 4
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EXHIBIT A
Consumer Demographic Profile
Site: Site 1 - Beach Road & Del Monte Blvd
Date Report Created: 1/15/2025
# % # % # %
5 Min Drive 10 Min Drive 15 Min Drive
Family Structure 4,725 9,085 16,451
Single - Male 284 6.0% 404 4.4% 780 4.7%
Single - Female 470 10.0% 685 7.5% 1,601 9.7%
Single Parent - Male 89 1.9% 285 3.1% 646 3.9%
Single Parent - Female 482 10.2% 1,118 12.3% 1,794 10.9% Married w/ Children 1,277 27.0% 2,890 31.8% 5,148 31.3% Married w/out Children 2,122 44.9% 3,704 40.8% 6,481 39.4% Household Size
1 Person 1,735 24.1% 2,662 20.2% 4,970 20.9%
2 People 2,238 31.0% 3,831 29.1% 6,746 28.3%
3 People 1,269 17.6% 2,359 17.9% 4,098 17.2%
4 to 6 People 1,767 24.5% 3,787 28.7% 6,920 29.1%
7+ People 200 2.8% 540 4.1% 1,067 4.5%
Home Ownership 7,209 13,177 23,800
Owners 3,121 43.3% 5,003 38.0% 10,043 42.2%
Renters 4,088 56.7% 8,174 62.0% 13,757 57.8%
Components of Change
Births
212 1.1% 466 1.1% 798 1.1%
Deaths 147 0.7% 234 0.6% 460 0.6%
Migration 180 0.9% 92 0.2% 29 0.0%
Employment (Pop 16+) 16,146 33,688 59,837
Armed Services 120 0.7% 684 2.0% 1,043 1.7%
Civilian 11,066 68.5% 22,216 65.9% 38,949 65.1%
Employed 9,868 61.1% 19,625 58.3% 34,265 57.3% 5 Min Drive 10 Min Drive 15 Min Drive Unemployed 1,198 7.4% 2,591 7.7% 4,684 7.8%
Not in Labor Force 5,080 31.5% 11,472 34.1% 20,888 34.9% Employed Population 9,868 19,625 34,265
White Collar 6,174 62.6% 11,874 60.5% 19,289 56.3%
Blue Collar 3,694 37.4% 7,751 39.5% 14,977 43.7%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
1 Person 2 People 3 People 4 to 6
People
Household Size
0.0%
20.0%
40.0%
60.0%
80.0%
5 Min Drive 10 Min Drive 15 Min Drive
Civilian Employment
Employed Unemployed
©SDS, a division of x-span results, inc. Demographic data by PopStats.
All rights reserved. Page 3 of 4
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EXHIBIT A
Consumer Demographic Profile
Site: Site 1 - Beach Road & Del Monte Blvd
Date Report Created: 1/15/2025
# % # % # %
5 Min Drive 10 Min Drive 15 Min Drive
Employment By Occupation 9,868 19,625 34,265
White Collar 6,174 62.6% 11,874 60.5% 19,289 56.3%
Managerial executive 1,062 10.8% 2,185 11.1% 4,043 11.8% Prof specialty 2,698 27.3% 4,960 25.3% 7,414 21.6%
Healthcare support 258 2.6% 816 4.2% 1,501 4.4%
Sales 1,121 11.4% 1,849 9.4% 2,971 8.7%
Office Admin 1,035 10.5% 2,065 10.5% 3,360 9.8%
Blue Collar 3,694 37.4% 7,751 39.5% 14,977 43.7%
Protective 306 3.1% 390 2.0% 685 2.0%
Food Prep Serving 749 7.6% 1,395 7.1% 3,203 9.3%
Bldg Maint/Cleaning 583 5.9% 907 4.6% 2,480 7.2%
Personal Care 349 3.5% 762 3.9% 1,312 3.8%
Farming/Fishing/Forestry 88 0.9% 775 3.9% 1,094 3.2%
Construction 984 10.0% 1,699 8.7% 3,198 9.3%
Production Transp 636 6.4% 1,824 9.3% 3,005 8.8%
Employment By Industry 9,868 19,625 34,265
Agri Mining Const 959 9.7% 2,586 13.2% 4,586 13.4%
Manufacturing 384 3.9% 616 3.1% 1,314 3.8%
Transportation 557 5.6% 888 4.5% 1,263 3.7%
Information 100 1.0% 240 1.2% 443 1.3%
Wholesale Retail 1,452 14.7% 2,677 13.6% 4,169 12.2%
Fin Insur Real Estate 331 3.4% 534 2.7% 1,063 3.1%
Professional Services 585 5.9% 1,098 5.6% 1,823 5.3%
Management Services 4 0.0% 4 0.0% 8 0.0%
Admin Waste Services 522 5.3% 1,031 5.3% 2,150 6.3%
Educational services 2,489 25.2% 5,434 27.7% 8,099 23.6% Entertain services 1,338 13.6% 2,411 12.3% 5,629 16.4%
Other Prof services 369 3.7% 778 4.0% 1,620 4.7%
Public admin 777 7.9% 1,329 6.8% 2,099 6.1%
0.0%
5.0%
10.0%
15.0%
Industry Breakdown
0.0%
10.0%
20.0%
30.0%
Industry Breakdown Cont.
©SDS, a division of x-span results, inc. Demographic data by PopStats.
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EXHIBIT A
Employment Profile
Site: Site 1 - Beach Road & Del Monte Blvd
Date Report Created:
Daytime Population
Student Population
Median Employee Salary
Average Employee Salary
Wages
Salary/Wage per Employee per Annum
Under $15,000 CrYr 2.7% 3.2% 3.5%
15,000 to 30,000 CrYr 1.0% 1.1% 1.0%
30,000 to 45,000 CrYr 30.2% 30.5% 31.4%
45,000 to 60,000 CrYr 22.8% 22.2% 23.2%
60,000 to 75,000 CrYr 12.3% 12.7% 12.8%
75,000 to 90,000 CrYr 11.2% 11.1% 10.8%
90,000 to 100,000 CrYr 2.1% 2.2% 2.5%
Over 100,000 CrYr 17.6% 17.0% 14.8%
Industry Groups
# % # % # % # % # % # %
Total 633 100% 6,831 100% 897 100% 10,767 100% 2,010 100% 23,250 100% Accomodation & Food Services 55 8.7% 585 8.6% 74 8.2% 819 7.6% 162 8.1% 2,010 8.6% Administration & Support Services 21 3.3% 237 3.5% 27 3.0% 460 4.3% 79 3.9% 1,045 4.5% Agriculure, Forestry, Fishing, Hunting 2 0.3% 37 0.5% 5 0.5% 53 0.5% 14 0.7% 197 0.8% Arts, Entertainment, & Recreation 24 3.7% 237 3.5% 31 3.5% 342 3.2% 59 3.0% 774 3.3% Construction 38 6.1% 225 3.3% 55 6.1% 316 2.9% 168 8.4% 1,144 4.9% Educational Services 14 2.2% 311 4.6% 25 2.7% 1,183 11.0% 48 2.4% 1,764 7.6% Finance & Insurance 24 3.8% 64 0.9% 28 3.1% 79 0.7% 75 3.7% 282 1.2% Health Care & Social Assistance 125 19.8% 1,989 29.1% 177 19.7% 2,493 23.2% 306 15.2% 3,934 16.9% Information 7 1.2% 92 1.3% 15 1.7% 218 2.0% 42 2.1% 665 2.9% Management of Companies & Enterprises 0 0.0% 0 0.0% 0 0.0% 2 0.0% 2 0.1% 85 0.4% Manufacturing 23 3.6% 285 4.2% 28 3.1% 342 3.2% 76 3.8% 923 4.0% Mining 0 0.0% 0 0.0% 0 0.0% 1 0.0% 0 0.0% 7 0.0%
Professional, Scientific, & Technical Services 31 4.9% 211 3.1% 54 6.0% 382 3.5% 131 6.5% 807 3.5% Real Estate, Rental, Leasing 44 6.9% 125 1.8% 60 6.7% 188 1.7% 96 4.8% 381 1.6% Retail Trade 87 13.8% 918 13.4% 125 13.9% 1,611 15.0% 304 15.1% 3,990 17.2% Transportation & Storage 14 2.3% 102 1.5% 20 2.2% 222 2.1% 48 2.4% 615 2.6% Utilities 1 0.1% 11 0.2% 2 0.2% 24 0.2% 3 0.1% 64 0.3%
Wholesale Trade 12 1.9% 47 0.7% 15 1.7% 67 0.6% 44 2.2% 249 1.1% Other Services 111 17.5% 1,354 19.8% 156 17.4% 1,965 18.3% 353 17.6% 4,313 18.6% 143 587
1,205 3,446
1,194
241
1,832
# # #
768 2,507
185 823
Establishments Employee'sEstablishments Employee's Establishments 7,294
1,559 5,399
841 2,967
3,285
2,388
1,364
66 228
349
113
2,064
55,624 54,230
65,372
Employee's
3,128 17,523
40,667
11,856
55,542
65,290 63,229
5 Min Drive 15 Min Drive10 Min Drive
1/15/2025
17,598 72,491
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
Employees by Industry
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EXHIBIT A
Employment Profile
Site: Site 1 - Beach Road & Del Monte Blvd
Date Report Created:
5 Min Drive 15 Min Drive10 Min Drive
1/15/2025
Occupations
White Collar 57.5% 57.5% 51.9%
Architecture & Engineering 1.0% 1.1% 1.2%
Community & Social Science 4.3% 3.9% 3.3%
Computer/Mathematical Science 1.2% 1.3% 1.4%
Education, Training, & Library 6.5% 9.1% 7.5%
Entertainment & Media 1.5% 1.7% 1.8%
Healthcare Practitioners 13.0% 10.1% 7.3%
Healthcare Support 4.2% 3.6% 2.8%
Legal 0.3% 0.3% 0.4%
Life, Physical, & Social Science 1.1% 1.1% 1.0%
Management 5.2% 5.5% 5.4%
Office & Administrative Support 16.6% 17.2% 16.9%
Blue Collar 42.0% 42.0% 47.6%
Building & Grounds Cleaning & Maintenance 4.6% 4.1% 4.2% Construction 3.0% 2.8% 4.1%
Farming, Fishing, & Forestry 0.1% 0.1% 0.4%
Food Service 7.5% 7.3% 7.6%
Installation & Maintenance 3.0% 3.1% 4.1%
Personal Care & Service 3.1% 2.8% 2.8%
Production 3.2% 3.0% 3.4%
Protective Service 2.3% 2.1% 2.0%
Sales & Related 10.1% 11.0% 12.4%
Transportation & Material Moving 5.2% 5.7% 6.6%
Military Services 0.5% 0.5% 0.5%
Employee Totals and History
Current
2024 Q1
2023 Q4
2023 Q3
2023 Q2
2023 Q1
2022 Q4
2022 Q3
2022 Q2
# of Employee's
209 644
216
# # #
10751
319
6,195
1,849
305
515
204
1,134 3,926
37 795
156 462
689 2,894
353 1,536
297
13 782
336
1,189
616
1,769
947
226
311 979
206 959
10 88
437
74 235
353 1,264
2,868 11,073
115
589
4,521
886 1,688
287 656
20 84
1,084
387
30 446 1,733
101 424
139
982
188
284
292 770
119
416
80 331
9,083
6,815 23,946
5,831 19,819
10,346
10,398
10,737
9,269
5,717 19,472
6,529 22,214
6,877 23,674
12,069
6,586 22,252
7,120 23,520
6,948 23,334
10,366
10,698
71 10,767
# of Employee's # of Employee's
3,926
10,864
6,831 23,250
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
Employees by Occupation
©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 2 of 2 ...
EXHIBIT A
Consumer Demand & Market Supply Assessment
Site: Site 1 - Beach Road & Del Monte Blvd
Date Report Created: 1/15/2025
Demographics
Population 19,738 42,216 74,462
5-Year Population estimate 21,306 44,846 78,078
Population Households 19,503 39,453 71,608
Group Quarters Population 235 2,763 2,853
Households 7,209 13,177 23,800
5-Year Households estimate 7,792 14,107 25,056
WorkPlace Establishments 633 897 2,010
Workplace Employees 6,831 10,767 23,250
Median Household Income $88,597 $90,656 $89,034
Consumer Market Opportunity Consumer Market Opportunity Consumer Market Opportunity By Establishments Demand Supply Gap/Surplus Demand Supply Gap/Surplus Demand Supply Gap/Surplus Furniture Stores $4,850,484 $0 ($4,850,484) -100% $9,141,716 $0 ($9,141,716) -100% $17,087,981 $7,555,748 ($9,532,233) -56% Lawn/Garden Equipment/Supplies Stores $2,789,484 $0 ($2,789,484) -100% $5,204,146 $1,625,079 ($3,579,067) -69% $9,765,454 $7,361,464 ($2,403,989) -25% Jewelry/Luggage/Leather Goods $2,319,984 $0 ($2,319,984) -100% $4,375,317 $0 ($4,375,317) -100% $8,174,282 $1,100,367 ($7,073,914) -87% Used Merchandise Stores $1,362,319 $0 ($1,362,319) -100% $2,549,768 $510,873 ($2,038,895) -80% $4,768,923 $1,532,618 ($3,236,305) -68% Electronic Shopping/Mail Order Houses $91,470,302 $0 ($91,470,302) -100% $170,850,558 $58,044,302 ($112,806,255) -66% $324,051,409 $117,269,985 ($206,781,424) -64% Vending Machine Operators (Non-Store) $3,177,385 $0 ($3,177,385) -100% $5,942,824 $0 ($5,942,824) -100% $11,181,531 $777,851 ($10,403,680) -93% Other Motor Vehicle Dealers $5,596,267 $708,981 ($4,887,286) -87% $10,554,989 $708,981 ($9,846,008) -93% $19,714,564 $3,773,251 ($15,941,313) -81% Other Misc. Store Retailers $7,124,696 $1,047,689 ($6,077,007) -85% $13,349,804 $2,738,332 ($10,611,471) -79% $24,953,430 $9,032,543 ($15,920,887) -64% Shoe Stores $2,388,030 $378,844 ($2,009,186) -84% $4,528,707 $427,947 ($4,100,760) -91% $8,453,470 $3,396,089 ($5,057,381) -60% Book/Periodical/Music Stores $1,028,208 $251,489 ($776,719) -76% $1,942,297 $251,489 ($1,690,808) -87% $3,632,211 $1,320,128 ($2,312,083) -64% Home Furnishing Stores $4,065,163 $1,014,375 ($3,050,788) -75% $7,647,431 $1,014,375 ($6,633,056) -87% $14,292,180 $2,391,665 ($11,900,516) -83% Building Material/Supplies Dealers $25,453,950 $8,107,969 ($17,345,981) -68% $47,864,872 $14,468,434 ($33,396,437) -70% $89,476,267 $57,035,030 ($32,441,237) -36% Automotive Dealers $81,306,112 $26,462,908 ($54,843,205) -67% $154,054,019 $47,087,802 ($106,966,217) -69% $287,354,295 $328,000,508 $40,646,213 14% Office Supplies/Stationary/Gift $1,797,820 $648,423 ($1,149,397) -64% $3,348,914 $715,683 ($2,633,231) -79% $6,342,342 $3,619,851 ($2,722,491) -43% Electronics/Appliance $5,333,328 $1,927,604 ($3,405,724) -64% $9,828,856 $1,943,715 ($7,885,141) -80% $19,186,932 $7,525,534 ($11,661,398) -61% Clothing Stores $16,473,083 $6,124,429 ($10,348,654) -63% $31,091,112 $10,613,308 ($20,477,804) -66% $58,004,955 $20,930,507 ($37,074,448) -64% Bar/Drinking Places (Alcoholic Beverages) $1,072,318 $411,751 ($660,567) -62% $1,893,146 $411,751 ($1,481,395) -78% $4,057,883 $1,647,005 ($2,410,878) -59% Florists/Misc. Store Retailers $688,090 $284,332 ($403,758) -59% $1,282,836 $852,996 ($429,840) -34% $2,407,879 $1,527,847 ($880,032) -37% Beer/Wine/Liquor Stores $3,887,133 $1,642,305 ($2,244,828) -58% $7,295,944 $2,580,765 ($4,715,179) -65% $13,666,441 $4,470,399 ($9,196,041) -67% Grocery Stores $44,592,166 $21,996,854 ($22,595,312) -51% $83,559,317 $33,841,314 ($49,718,003) -60% $156,492,452 $102,854,618 ($53,637,834) -34% Other General Merchandise Stores $46,375,133 $25,727,219 ($20,647,914) -45% $87,010,713 $27,583,822 ($59,426,891) -68% $162,955,043 $116,121,509 ($46,833,534) -29% Automotive Parts/Accessories/Tire $7,085,105 $4,349,206 ($2,735,899) -39% $13,354,497 $15,244,164 $1,889,667 14% $24,953,666 $21,638,330 ($3,315,336) -13% Sporting Goods/Hobby/Musical Instrument $5,452,784 $3,543,332 ($1,909,452) -35% $10,304,048 $4,111,540 ($6,192,507) -60% $19,238,495 $8,764,205 ($10,474,290) -54% Health/Personal Care Stores $22,654,616 $16,509,149 ($6,145,467) -27% $42,519,090 $16,990,768 ($25,528,323) -60% $79,495,128 $47,979,262 ($31,515,866) -40% Direct Selling Establishments $2,516,765 $1,837,521 ($679,244) -27% $4,711,925 $2,858,366 ($1,853,559) -39% $8,824,977 $4,018,073 ($4,806,904) -54% Department Stores $7,579,493 $5,677,189 ($1,902,304) -25% $14,263,297 $9,648,694 ($4,614,603) -32% $26,665,418 $45,905,012 $19,239,594 72% Special Food Services $3,381,503 $2,723,530 ($657,973) -19% $6,220,622 $3,847,624 ($2,372,998) -38% $12,271,384 $18,718,525 $6,447,141 53% Full-Service Restaurants $18,721,929 $16,160,783 ($2,561,146) -14% $33,956,136 $18,025,489 ($15,930,647) -47% $68,981,287 $50,762,416 ($18,218,871) -26% Gasoline Stations $34,620,088 $33,294,655 ($1,325,433) -4% $65,277,230 $80,103,797 $14,826,567 23% $122,043,210 $113,498,058 ($8,545,152) -7% Limited-Service Eating Places $19,737,260 $20,132,943 $395,683 2% $36,323,578 $33,109,916 ($3,213,662) -9% $71,619,138 $60,365,036 ($11,254,101) -16% Specialty Food Stores $2,447,356 $5,939,293 $3,491,936 143% $4,584,104 $8,076,539 $3,492,436 76% $8,587,948 $19,032,851 $10,444,903 122% Consumer Demand/Market Supply Index $477,348,354 $206,902,773 231 $894,831,811 $397,437,866 225 $1,688,700,575 $1,189,926,286 142 5 Min Drive 10 Min Drive 15 Min Drive
©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 1 of 3 ...
EXHIBIT A
Consumer Demand & Market Supply Assessment
Site: Site 1 - Beach Road & Del Monte Blvd
Date Report Created: 1/15/2025
5 Min Drive 10 Min Drive 15 Min Drive
Consumer Market Opportunity Consumer Market Opportunity Consumer Market Opportunity By Major Product Lines Demand Supply Gap/Surplus Demand Supply Gap/Surplus Demand Supply Gap/Surplus Computer Hardware/Software/Supplies $9,654,511 $500,748 ($9,153,763) -95% $16,807,524 $4,854,869 ($11,952,655) -71% $37,185,352 $10,845,902 ($26,339,450) -71% Furniture/Sleep/Outdoor/Patio Furniture $14,338,820 $1,018,206 ($13,320,614) -93% $27,031,599 $4,940,790 ($22,090,808) -82% $50,523,126 $19,349,679 ($31,173,447) -62% Jewelry (including Watches) $3,943,788 $443,040 ($3,500,748) -89% $7,449,348 $1,763,305 ($5,686,043) -76% $13,913,954 $5,483,359 ($8,430,595) -61% All Other Merchandise $20,882,506 $2,845,441 ($18,037,065) -86% $38,974,545 $10,650,636 ($28,323,909) -73% $72,911,691 $28,159,001 ($44,752,690) -61% Audio Equipment/Musical Instruments $3,088,032 $431,600 ($2,656,432) -86% $5,824,381 $1,567,082 ($4,257,299) -73% $10,866,317 $3,891,923 ($6,974,394) -64% Books/Periodicals $1,791,331 $279,535 ($1,511,796) -84% $3,404,818 $1,077,593 ($2,327,225) -68% $6,336,214 $2,979,651 ($3,356,563) -53% Lawn/Garden/Farm Equipment/Supplies $7,754,550 $1,490,172 ($6,264,377) -81% $14,448,310 $5,339,485 ($9,108,825) -63% $27,130,445 $17,586,440 ($9,544,005) -35% Pets/Pet Foods/Pet Supplies $4,279,911 $899,846 ($3,380,066) -79% $8,043,177 $1,919,314 ($6,123,863) -76% $15,030,080 $6,505,720 ($8,524,359) -57% Kitchenware/Home Furnishings $6,245,243 $1,318,846 ($4,926,398) -79% $11,777,848 $3,957,033 ($7,820,816) -66% $22,002,567 $10,606,164 ($11,396,403) -52% Footwear, including Accessories $6,651,829 $1,422,840 ($5,228,989) -79% $12,619,421 $3,472,286 ($9,147,135) -72% $23,558,366 $10,701,990 ($12,856,376) -55% Small Electric Appliances $1,179,667 $281,519 ($898,147) -76% $2,198,296 $845,488 ($1,352,808) -62% $4,123,580 $2,439,070 ($1,684,510) -41% Major Household Appliances $1,772,964 $447,696 ($1,325,269) -75% $3,298,631 $739,772 ($2,558,859) -78% $6,195,464 $2,735,457 ($3,460,006) -56% Automotive Lubricants (incl Oil, Greases) $1,772,964 $447,696 ($1,325,269) -75% $3,298,631 $739,772 ($2,558,859) -78% $6,195,464 $2,735,457 ($3,460,006) -56% Floor/Floor Coverings $3,575,344 $960,741 ($2,614,604) -73% $6,731,362 $1,649,065 ($5,082,297) -76% $12,573,759 $5,358,760 ($7,214,999) -57% Photographic Equipment/Supplies $457,506 $124,948 ($332,557) -73% $863,218 $247,190 ($616,028) -71% $1,612,231 $777,179 ($835,051) -52% Televisions/VCR/Video Cameras/DVD etc $2,878,335 $800,967 ($2,077,368) -72% $5,478,381 $1,707,660 ($3,770,721) -69% $10,210,491 $5,348,796 ($4,861,694) -48% Drugs/Health Aids/Beauty Aids/Cosmetics $65,943,581 $18,592,209 ($47,351,372) -72% $123,804,365 $37,122,497 ($86,681,868) -70% $231,448,573 $98,429,250 ($133,019,323) -57% Retailer Services $14,294,061 $4,212,572 ($10,081,489) -71% $26,711,038 $8,702,491 ($18,008,547) -67% $50,092,766 $39,870,461 ($10,222,305) -20% Womens/Juniors/Misses Wear $16,248,771 $4,914,718 ($11,334,053) -70% $30,517,999 $12,602,359 ($17,915,640) -59% $56,966,672 $31,083,310 ($25,883,363) -45% Hardware/Tools/Plumbing/Electrical Supplies $7,410,091 $2,384,123 ($5,025,968) -68% $13,993,683 $4,851,486 ($9,142,197) -65% $26,085,033 $17,604,140 ($8,480,893) -33% Autos/Cars/Vans/Trucks/Motorcycles $71,843,914 $23,249,790 ($48,594,124) -68% $136,377,922 $41,227,758 ($95,150,164) -70% $254,207,100 $285,598,999 $31,391,898 12% Curtains/Draperies/Slipcovers/Bed/Coverings $2,201,910 $741,734 ($1,460,176) -66% $4,124,008 $1,906,495 ($2,217,513) -54% $7,705,886 $5,732,276 ($1,973,609) -26% Dimensional Lumber/Other Building Materials $10,262,702 $3,529,920 ($6,732,782) -66% $19,297,752 $6,303,195 ($12,994,557) -67% $36,091,916 $24,804,061 ($11,287,856) -31% Paints/Sundries/Wallpaper/Wall Coverings $1,859,848 $658,397 ($1,201,450) -65% $3,515,481 $1,165,429 ($2,350,052) -67% $6,559,953 $4,574,754 ($1,985,199) -30% Mens Wear $6,323,719 $2,254,870 ($4,068,849) -64% $12,009,996 $5,628,109 ($6,381,887) -53% $22,357,221 $14,628,106 ($7,729,116) -35% Automotive Tires/Tubes/Batteries/Parts $15,019,615 $5,490,044 ($9,529,571) -63% $28,325,501 $17,866,355 ($10,459,146) -37% $52,917,245 $40,128,485 ($12,788,761) -24% Sporting Goods (incl Bicycles/Sports Vehicles) $4,798,286 $2,064,367 ($2,733,919) -57% $9,109,878 $4,674,851 ($4,435,027) -49% $17,005,747 $10,918,070 ($6,087,677) -36% Toys/Hobby Goods/Games $2,544,073 $1,123,977 ($1,420,095) -56% $4,826,678 $2,539,388 ($2,287,290) -47% $9,000,450 $6,903,845 ($2,096,605) -23% Packaged Liquor/Wine/Beer $8,658,492 $3,939,291 ($4,719,200) -55% $16,268,566 $6,680,857 ($9,587,709) -59% $30,424,046 $15,955,154 ($14,468,892) -48% Groceries/Other Food Items (Off Premises) $69,966,074 $38,015,837 ($31,950,236) -46% $131,104,244 $54,686,444 ($76,417,800) -58% $245,327,801 $168,118,578 ($77,209,223) -31% Childrens Wear/Infants/Toddlers Clothing $2,390,475 $1,306,189 ($1,084,285) -45% $4,617,376 $2,696,821 ($1,920,555) -42% $8,581,207 $7,836,631 ($744,576) -9% Cigars/Cigarettes/Tobacco/Accessories $5,466,413 $3,225,929 ($2,240,484) -41% $10,267,057 $5,746,718 ($4,520,339) -44% $19,148,132 $13,225,760 ($5,922,372) -31% Sewing/Knitting Materials/Supplies $255,093 $160,527 ($94,566) -37% $464,390 $224,592 ($239,798) -52% $871,956 $568,392 ($303,564) -35% Soaps/Detergents/Household Cleaners $2,062,693 $1,369,487 ($693,206) -34% $3,854,450 $1,909,327 ($1,945,123) -50% $7,221,718 $6,978,873 ($242,845) -3% Alcoholic Drinks Served at the Establishment $7,533,621 $5,318,904 ($2,214,717) -29% $13,230,538 $6,055,410 ($7,175,128) -54% $28,665,864 $17,235,982 ($11,429,882) -40% Paper/Related Products $1,811,042 $1,321,986 ($489,056) -27% $3,384,886 $1,717,948 ($1,666,938) -49% $6,325,759 $6,393,894 $68,135 1% Optical Goods (incl Eyeglasses, Sunglasses) $983,836 $903,182 ($80,654) -8% $1,835,123 $1,089,126 ($745,997) -41% $3,435,471 $3,258,528 ($176,943) -5% Meats/Nonalcoholic Beverages $37,491,529 $35,305,523 ($2,186,006) -6% $69,033,125 $51,220,235 ($17,812,889) -26% $135,994,961 $119,621,159 ($16,373,802) -12% Automotive Fuels $31,811,641 $31,759,360 ($52,281) 0% $60,069,412 $72,765,613 $12,696,201 21% $112,227,726 $111,563,560 ($664,166) -1% Household Fuels (incl Oil, LP gas, Wood, Coal) $899,668 $1,350,381 $450,712 50% $1,676,659 $2,226,919 $550,260 33% $3,138,372 $3,358,742 $220,369 7% ©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 2 of 3 ...
EXHIBIT A
Consumer Demand & Market Supply Assessment
Site: Site 1 - Beach Road & Del Monte Blvd
Date Report Created: 1/15/2025
5 Min Drive 10 Min Drive 15 Min Drive
Data for this report is provided via the Market Outlook database from Synergos Technologies, Inc (STI).
Market Outlook is based on the following -
• the Consumer Expenditure Survey (CE), a program of the Bureau of Labor Statistics (BLS); • the U.S. Census Bureau’s monthly and annual Retail Trade (CRT) reports; • the Census Bureau’s Economic Census; with supporting demographic data from STI: PopStats data and STI: WorkPlace.
Market Outlook data covers 31 leading retail segments and 40 major product and service lines.
The difference between demand and supply represents the opportunity gap or surplus available for each retail outlet cited on the Market Outlook report for the specified trade area or reporting geography. When the demand is greater than (or less than) the supply, there is an opportunity gap (or surplus) for that retail outlet.
In other words, a negative value signifies an opportunity gap where the Consumer Demand is higher than the Market Supply, while a positive value signifies a surplus.
Consumer Demand/Market Supply Index:
n = 100 (Equilibrium)
n > 100 suggests demand is not being fully met within the market, consumers are leaving the area to shop n < 100 suggests supply exceeds demand, attracting consumers from outside the defined area ©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 3 of 3 ...
EXHIBIT A
Site: Site 1 - Beach Road & Del Monte Blvd
Date: 1/15/2025
5 Min Drive 10 Min Drive 15 Min Drive
1A Top Shelf 0.0% 0.0% ##
1B Affluent Suburbia 0.0% 0.0% ##
2A New Suburban Families 3.3% 1.7% ##
2B Older Empty Nest Families 0.0% 0.0% ##
3A Mid-Income Rural 7.6% 4.9% ##
3B Urbanites 0.0% 2.8% ##
3C Older Mid-Income Households 0.4% 0.2% ##
4A Rising Middle Income Families 27.4% 20.0% ##
4B Young Aspirations 0.0% 1.4% ##
5A College Students and Recent Gradu 0.0% 11.5% ##
5B Middle America 0.0% 0.0% ##
5C Upscale Young Singles and Couples 0.0% 0.0% ##
6A Ethnic and Small Town Groups 3.0% 12.2% ##
6B Blue Collar Urbanites 57.7% 41.9% ##
6C Industrial Remnants 0.0% 0.0% ##
7A Military and Blue Collar 0.0% 0.0% ##
7B Rural Working Blues 0.6% 3.1% ##
7C Ageing Small Town America 0.0% 0.0% ##
SUM(F11,F16,F22,F28,F35,F41,F47,F51,F57,F64,F68,F75,F79,F86,F91,F96,F100,F108) Total Households 7,080 100% 13,382 100% 23,872 100%
Rank * Cluster Lifestage Group Households % Households % Households % 1 28 Coastal Diversity 6B Blue Collar Urbanites 4,084 57.7% 5,608 41.9% 8,647 36.2% 2 11 West Coast Affluence 4A Rising Middle Income Families 1,682 23.8% 1,706 12.7% 3,141 13.2% 3 13 Cowboy Country 3A Mid-Income Rural 542 7.6% 660 4.9% 911 3.8% 4 21 New Suburban Style 2A New Suburban Families 191 2.7% 191 1.4% 448 1.9% 5 10 Emerging Leaders 4A Rising Middle Income Families 176 2.5% 893 6.7% 1,612 6.8% 6 59 Hardworking Latino Families 6A Ethnic and Small Town Groups 149 2.1% 164 1.2% 389 1.6% 7 07 Upscale Diversity 4A Rising Middle Income Families 80 1.1% 80 0.6% 112 0.5% 8 31 Latino Workforce 6A Ethnic and Small Town Groups 66 0.9% 1,380 10.3% 3,121 13.1% 9 42 Rising Fortunes 2A New Suburban Families 40 0.6% 41 0.3% 41 0.2% 10 24 Remote Latino Neighborhoods 7B Rural Working Blues 39 0.5% 407 3.0% 1,136 4.8% * Rank is based on Trade Area 1 cluster size
Household Segmentation Profile
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5 Min Drive 10 Min Drive 15 Min Drive