Marina City Council
May 6, 2025

pathways and jogging loop, a promenade, lighting within the park and parking lots, park furnishings (i.e. benches, picnic tables, drinking fountains, bike racks, waste receptacles), and landscaping and irrigation. The playground is to include an accessible children’s park to be completed by Playgrounds by Leathers (Leathers).

Leathers will be responsible for the selection of the playground equipment. Wallace Group will coordinate with Leathers to identify various playground areas (i.e. tot lot, etc.) and provide fencing, furnishings, and walkways needed to provide an aesthetic, safe, and beautiful playground.

We will coordinate with COAR Design Group who will be designing the sports building facilities and parking lot north of the park. We will also review any requirements by MIRA concerning the dark sky issues and work with the City with solutions that can help to accommodate their needs.

ASSUMPTIONS:
 Wallace Group assumes that there will be no major design changes to the current layout as indicated on the Construction Plans dated January 22, 2025 from Verde Design Inc.
 Prefabricated Shade Structures manufacturer will be available to assist foundation design.
 Prefabricated Restroom Manufacturer will be selected to assist with structural design and will design.
 Sports courts are assumed to not be post tensioned.
 Photometric exhibit approximates anticipated lighting levels. Topology, trees, and structures may result in different values.
 PG&E application has not been started.

II. SCOPE OF SERVICES

Task 1: Project Management, QA/QC, Coordination and Meetings

Task 1.1 - Project Management and Administration
We approach project management and quality control as an integral and continuous thread from kick-off through implementation. This task includes project management for internal team coordination needs and coordination with the City of Marina. This task includes project setup, coordination, budget/schedule monitoring, and invoicing. This task is budgeted based on a design and bid phase schedule of 18 months.

Task 1.2 - Meetings
Wallace Group will attend one (1) kick-off meeting in-person with City staff and the Project team to establish mutual understanding of the project goals and objectives. We will attend one (1) in-person progress meeting and two (2) web conference progress meetings with City staff and the Project Team to review the project progress and to discuss project status via phone or web conference for each submittal phase (95% and 100%). An additional three (3) web conference meetings with Leathers, one (1) web conference meeting with MIRA, and one (1) City Council Meeting has been budgeted.

Task 1.3 – Quality Assurance / Quality Control (QA/QC)
Our team will provide QA/QC will be provided following the 95% and 100% Construction Documents including Plans, Specifications and Engineer’s Estimate (PS&E).

Task 1 Deliverables:
 Attend one (1) in-person kick-off meeting

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 Attend two (2) web conference meetings with City at 95% and 100% milestones  Attend one (1) in-person meetings with City at 95% and 100% milestones  Attend three (3) web conference meetings with Leathers  Attend one (1) web conference meetings with MIRA.
 Attend one (1) City Council meeting

Task 2: Survey

2.1 Survey
Wallace Group will conduct a topographic field survey. The field survey will include features such as existing fences, power poles, edge of pavement, concrete curbs, concrete walkways and ramps, building footprints, trees 4-inches in diameter or greater (size and species), large stumps, overhead utilities, fire hydrants, water valves, water meters, manholes (type, rim elevation and inverts), drop inlets and catch basins (with approximate pipe sizes and direction of pipes), cleanout, irrigation control boxes, hose bib risers, utility boxes and vaults, USA paint markings indicating the presence of underground utilities. The topographic field survey will include the limits of mapping as shown in Figure 2 (found on the following page).

The mapping will be compiled from aerial and field mapping techniques, with significant features located and labeled within the internal portion of the site to assist and inform the design team’s approach for demolition and grading needs in that area. Greater elevation details will be collected around the perimeter of the site to provide the design team with conform elevation information. This will be completed along the perimeter road prism of the project site, with elevation collected along a half road width cross section, collected at an approximate interval of every 25 feet. At curb returns and accessible ramp locations, greater detail will be collected, including cross section interval of approximately 10 feet, and more detail of horizontal and vertical geometry changes in the curb return and accessible ramps. For budgeting purposes, this includes approximately 3,200 feet of half road width, 25-foot interval, cross sections and up to 13 curb return/accessible ramp level detail surveys.

The mapping will be constrained horizontally to the 2011 adjustment of the California Coordinate System of 1983, CCS83 (2011), Zone 5 projection, EPOCH date 2010.00, and vertically (elevations) to the North American Vertical Datum of 1988 (NAVD88) tied to the City of Marina’s benchmark system, unless otherwise directed. The points will include a semi-permanent survey control set around the perimeter and interior of the project area and can be used for survey control for future phases of the project. These control points will be shown on the base map, along with any found survey markers.

We anticipate locating sufficient monuments to plot the location of the property boundary for APN 031-221-008, the project property, based on the information and monuments shown on the map of Tract No. 1566, The Dunes of Monterey Bay, filed in Volume 24 of Cities and Towns at page 89. We will also purchase a preliminary title report for use in easement research for the property. For budgeting purposes, we assume the following:

1. No material discrepancies will be discovered and that the monuments located as part of this survey do not require resetting, and that no Record of Survey will be required to be filed as part of this project and survey in order to comply with California State Law.

2. The preliminary title report will have a fee of no more than $3,500.

3. There will be no more than four easements that need to reviewed in the title report and/or plotted.

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T
his information will be compiled into a Civil 3d, 2024 or newer, drawing file for use by the design and engineering team.

Access to the project site will be coordinated by our Engineering team.

FIGURE 2
T
ask 2 Deliverables:
 AutoCAD Civil 3D 2024 or newer, survey map (.dwg format) Task 3: Construction Documents

3.1 Construction Plans (95%)
B ased on the City’s acceptance of the 60% Construction Plans by Verde Landscape, Wallace Group will provide the following improvement plans for 95% submittal. We anticipate approximately 69 sheets. Improvement Plans are estimated to consist of (24”x36”, PDF). Plans will be submitted to the City of Marina. The following sheets are assumed to be needed for the project:
 Cover Sheet (1-sheet)
 General Notes (1-sheet)
 Survey Topographic Plan (4-sheets)

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 Demolition Plan (4-sheets)
 Site Plan (4-sheets)
 Horizontal Control Plan (4-sheets)
 Grading and Drainage Plan (4-sheets)
 Site Cross Sections (4-sheets)
 Utility Plan (4-sheets)
 Sediment and Erosion Control Plan & Details (5-sheets)  Construction Details (2-sheets)
 Site Amenities Plan and Details (8-sheets)
 Planting Plan and Details (5-sheets)
 Irrigation Plan and Details (7-sheets)
 Electrical Plans and Details (7-sheets)
 Architectural Plans and Details (2-sheets)
 Structural Plans and Details (5-sheet)

Below is a description of each of the anticipated plans in more detail:

Cover Sheet:

The cover sheet will include general project information, vicinity map, phase map, sheet index, and design team contact information.

General Notes Sheet:

The general notes sheet will include notes related to general site construction, site grading, utilities, and erosion/dust control. As appropriate, the general notes sheet will also include the County of City of Marina standard notes. Building codes applicable to the civil-related elements of the project will be identified on this sheet.

Survey Topographic Plan:

The survey topographic plan set will show all existing features and survey monuments for the project site.

Demolition Plan:

The demolition plan set will call out items to be demolished, protected in place, and other provisions as needed to successfully guide the contractor in the demolition and preparation of the project site for construction.

Site Plan:

The site plan set will show the location of surface improvements, such as asphalt, concrete, sidewalks, ramps, site amenities, etc. Vehicular and pedestrian access will be shown on the site plan. Wallace Group will show the ADA path of travel based on coordination with the City of Marina. Signage and striping will be included as a part of the Site Plan.

Horizontal Control Plan:

The horizontal control plan set will provide line and curve data for the curbs and site improvements. Site dimensions and reference to survey coordinates and/or monuments will be included.

Grading and Drainage Plan:

The grading and drainage plan set will utilize the topographic survey data to create a finish grade surface. Plans will show elevations and slopes of sidewalks, flatwork, and landscape areas. We assume the grading strategy demonstrated on the 30% Construction Documents by Verde Landscape is acceptable and will not substantially change during the construction document phase. The proposed storm

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drainage system will be shown including inlets, storm drain pipes and applicable drainage features. Grades and indications for an accessible path of travel will be provided to the buildings and accessible amenities.

Site Cross Sections:

The site cross sections will be provided and will show proposed grading across the site and conformance to existing grades at the property lines. Retaining wall profiles will be provided where needed.

Utility Plan:

The utility plan set will provide the layout for the proposed sanitary sewer and water needed to serve the project. We anticipate the existing water and sewer lines within the right of way and on site are available for connection if needed. No main line extensions within the right of way will be required. Design of other dry utilities including but limited to gas, telephone, cable, tv, internet, etc. are not anticipated.

Sediment and Erosion Control Plan & Details:

The sediment and erosion control plan set & details will include the location and implementation of best management practices (BMPs) to reduce the spread of sediment from the project site during construction. Details will be provided for the selected site BMPs. Construction Details will include City standard improvement drawings for curbs, sidewalks, ramps, site utilities and other site improvements as appropriate.

Construction Details:

The construction details will include City of Marina standard details along with other agency specified details applicable to the project. Project specific details will be included as well.

Site Amenities Plan:

The site amenities plan set will include site amenities showing the location of surface improvements such as concrete jointing, concrete finishes, and site amenities (i.e. restroom, playground, pavilion, fitness court, tennis court, volleyball court, multi-use court, drinking fountains, benches, picnic tables, trash receptacles, etc.) as per the 30% Construction Plans.

Planting Plan:

The planting plan set will include planting layouts, notes, and details for all planting areas within the site per City of Marina standards.

Irrigation Plan:

The irrigation plan set will include irrigation equipment types, layout, and water demand calculations as required for landscape water efficiency ordinances, City review, and per MCWD requirements. The system will be designed for connections to the nearby recycled water source and notes and equipment will be added to accommodate recycled water service. The irrigation plans assume that the recycled water point of connection is available for use with adequate pressure. MWELO calculations and forms will be provided.

3.2 Engineer’s Estimate of Probable Construction Costs (95%) Based on consolidated written comments from the City of Marina and MCWD on the 60% Engineer’s Estimate, we will update the engineer’s estimate of probable construction costs. This will include project quantities and estimated unit costs in PDF and Excel file format. Wallace Group will recommend additive alternatives if the estimated costs exceed the available funding.

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3.3 Specifications (95%)
Based on consolidated written comments from the City of Marina and MCWD on the 60% Specifications, we will update specifications for the work based on using CSI MasterSpec format to be incorporated as Technical Provisions with the City’s standard front-end documents.

3.4 Stormwater Control Plan
A stormwater control plan (SWCP) will be prepared in accordance with the City of Marina requirements and the Regional Water Quality Control Board Post Construction Stormwater Requirements (PCRs). The site will be divided into preliminary drainage management areas and stormwater control measures will be implemented to manage post-developed runoff. The project is located in Water Management Zone 4 and we anticipate the project will require PR-1 through PR-3.

We anticipate the project will not require peak flow management (PR-4) performance requirements as it is not located in WMZ 1-3, 6 & 9.

Flood control design (storms larger than PCR requirements) are not included in the stormwater design. The SWCP will be provided with the 95% Construction Documents.

3.5 Drainage Report
Wallace Group will prepare the drainage report prepared to include the storm drain infrastructure and drainage features in accordance with the City of Marina Public Works standards. The project is located outside of the flood area in Area X as shown by Panel 06053C0191H of the FEMA Flood Insurance Rate Map. The project will detain runoff captured within the street sections. Individual residential lots will require each lot to detain runoff within the lot to be detained, which is not part of this scope.

3.6 Stormwater Pollution Prevention Plan
Wallace Group will prepare a Stormwater Pollution Prevention Plan (SWPPP) for the project. The Erosion Control Plans and the Drainage Design Report prepared in Tasks 3.1 and 3.3 will be the basis for the SWPPP Site Map, Stormwater Run-on and Run-off Calculations, and Risk Level Assessment.

Wallace Group will assist with preparation of the Notice of Intent (NOI) via SMARTS.

Wallace Group anticipates that the project will be a Risk Level 1 project and will prepare a SWPPP appropriate for the assumed Risk Level.

3.7 Stormwater Operations and Maintenance Manual
Preparation of an Operations and Maintenance Manual addressing Storm Water facilities management, monitoring and inspections, landscape and irrigation maintenance, inspection requirements for common areas and site-specific information regarding the Homeowner's Association responsibilities.

3.8 Electrical Design & PG&E Coordination
Otto Electrical will provide Electrical Design Plans, which shall include complete detailed design drawings and photometrics analysis and exhibit of initial phase site lighting for installation of parking lot lighting, lighting along pathways, new service equipment, electric power provisions to the new prefabricated restroom building and site receptacles, and power provisions to electric vehicle charging stations (level 2). Electrical plans will be included in the construction document sets for 95% and Final design. Division 26 Specifications, Title 24 Compliance Forms, Probable Cost Estimate for electrical infrastructure and Bid and Construction support are included.

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New electrical service planning and coordination with PG&E. New service and infrastructure to account for initial and future phases. Provisions and infrastructure to accommodate for future phases of work including breaker provisions and conduit for future loads such as additional restrooms, amphitheater, sports court lighting.

Bid and Construction support Time and Material estimate only, but does not include time and travel cost for on-site engineering observations.

3.9 Structural Design
Murphy Structural Engineers will provide structural scope for various site retaining walls, foundation and anchorage design for light poles, 10-foot-tall fencing details, foundation design for prefabricated pavilion shade structure and entry gazebo structure, and foundation design and anchorage for pre-engineering/prefabricated manufactured restroom. The restroom building will be designed by a licensed engineer and reactions will be provided for design of the foundation and anchorage including reactions for individual load cases, conventional slab on grade with shallow foundations will be an acceptable foundation system in accordance with geotechnical investigations.

Murphy Structural Engineers will produce design drawings, calculations and related specifications for the structural design elements as required. Structural plans will be included in the construction document sets for the 95% and Final design and will include an Overall Site Plan, Shade Structure Foundation Plan, Restroom Foundation Plan, Structural Details and General Structural Notes.

Bid and Construction support not included, if needed support to be provided on a Time and Material estimate only.

3.10 Construction Plans (100%)
After receiving consolidated written comments from the City of Marina and MCWD on the 95% Plans, Wallace Group will finalize the plan set for the submittal of the 100% Construction Document package. The plan set will include the same sheet count as described in the 95% submittal.

3.11 Engineer’s Estimate of Probable Construction Costs (100%) Based on consolidated written comments from the City of Marina on the 95% Engineer’s Estimate, we will finalize the engineer’s estimate of probable construction costs. This will include project quantities and estimated unit costs in PDF and Excel file format. Wallace Group will recommend additive alternatives if the estimated costs exceed the available funding.

3.12 Specifications (100%)
Based on consolidated written comments from the City of Marina on the 95% Specifications, we will finalize for the work based on using CSI MasterSpec format to be incorporated as Technical Provisions with the City’s standard front-end documents.

3.13 Recycled Water (Optional - $7,000; does not include additional survey time, if required) Per the Marina Coast Water District’s 2020 Recycled Water Master Plan there is a proposed recycled water extension to be installed on 9 th Street. This future recycled water main would require a future expansion of the recycled water line to extend approximately 425- feet south on 2nd Avenue allowing recycled water to serve the park when the future recycled water main is installed. Design of a recycled water system, main extension or on- site irrigation system to comply with Title 22 Recycled water requirements is included in the scope of work.

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Task 3 Deliverables:
 Construction Documents, Specifications, and Estimates at:
o 95%
o 100%
 Drainage Report
 SWCP (PDF)
 SWPPP (PDF)
 Stormwater Operations & Maintenance Manual (PDF)

Task 4: Bid Support

4.1 Pre-Bid Meeting
Wallace Group will attend one (1) virtual Pre-Bid Meeting.

4.2 Bid Phase Services
Included in this proposal, Wallace Group will provide up to forty (40) hours of technical and design support services for the project during the Bidding Phase of the Construction Package:
 Assist with preparing a bid package including the bidder’s list and descriptions, plans, and specifications.
 Respond to questions during the bidding process as well as supporting City lead addendums.

Task 4 Deliverables:
 Respond to contractor questions and RFI’s (up to 16 hours)  Assist the City with the preparation of addenda (up to 1 total)  Prepare minor plan and/or specification revisions (up to 1 total)  Attend one (1) virtual pre-bid meeting, as required

Task 5: Geotechnical Services

Task 5.1: Geotechnical Investigation (Optional)
Wallace Group can provide geotechnical investigations through a subconsultant. The geotechnical investigation would provide subsurface exploration at the proposed site. The exploration would include drilling boring(s) to obtain soil samples and determine subsurface conditions. Field and laboratory data will be reviewed by a Professional Engineer and evaluated with respect to the geotechnical recommendations for the development of the project. The Geotechnical Report would include recommendations for various project aspects including pavement design, wall design, and infiltration testing if needed.

Task 5 Deliverables:
 Geotechnical Report

Task 6: Construction Support

Task 6.1: Construction Support (Optional)
Wallace Group can provide construction support services. Construction support services include:
 Attending Construction Meetings
 Submittal Review
 Contractor RFIs
 Site Observations and Reports

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Task 6 Deliverables:
 Submittal review responses
 RFI responses

III. SCHEDULE

Wallace Group proposes the following general timeline:
 Site Surveying – 6 weeks from NTP
 95% Submittal – 20 Weeks from NTP
 100% Bid ready – 4 Weeks from receipt of comments from City

The timeline above does not include the City’s staff review time for each submittal. Estimated 100% submittal October 2025.

IV. TO BE PROVIDED BY THE CLIENT

 Preliminary Title Report, if applicable
 Geotechnical Report, if available
o Retaining wall design criteria
o Infiltration tests for design of stormwater facilities o Borings for depth to groundwater, if applicable
 Preliminary Drainage and Stormwater Reports
 30% Construction Documents Plans – CAD drawings (.dwg format)  Engineering services during construction
 As-built drawings
 Dry utility plan coordination (Cable, phone, gas, etc.)  Studies prepared for (Traffic, Biological, etc.), if applicable  Legally Responsible Person (LRP) to set up an account on SMARTS (https://smarts.waterboards.ca.gov/smarts/faces/SwSmartsLogin.jsp) and link Wallace Group as Data Submitters
 Construction Schedule (start and end dates by phase of construction)  Payment of all permit and processing fees
 Environmental Permitting, if applicable
 Front-end Specifications
 Client shall provide the DIR Project Number for this project. To do so, the Client will need to complete the PWC-100 form and submit to the DIR prior to the commencement of the field survey. This is required to be in compliance with State of California Prevailing Wage laws.

V. ITEMS NOT INCLUDED IN SCOPE OF SERVICES

The following services are not included in this Scope of Services or estimate of fees:
 Geotechnical Engineering
 Additional Land Surveying such as Construction Staking  Qualified SWPPP Practitioner Services (SWPPP Sampling and Monitoring)  Construction Management Services
 Construction Inspections
 Offsite Street lighting or electrical improvements
 Design or coordinating site security systems such as cameras or wireless access points
 Future provisions will provide main infrastructure, but exact sizing or details of future equipment/lighting layout is excluded as part of initial design.  Any items not specifically identified in the above scope of work

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VI. PROJECT FEES

Wallace Group will perform the services denoted in Task 1-4 of the proposed Scope of Services in accordance with the attached Standard Billing Rates (Exhibit A). These services will be invoiced monthly on an accrued cost basis, and our total fees, including reimbursables will not exceed our estimated fee of $573,078 without receiving written authorization from the Client.

The estimated fees denoted in Task 2 above are based on prevailing wage rates. If the Client and the California Department of Labor determines that prevailing wage payments are not required, the fees for Task 2 for the tasks above will be adjusted and billed according to the per hour rate of the Standard Wage column on the Standard Billing Rates provided.

At your request, additional services to the Scope of Services will be performed by Wallace Group following the signature of our Contract Amendment or the initiation of a new contract.

VII. TERMS AND CONDITIONS

In order to convey a clear understanding of the matters related to our mutual responsibilities regarding this proposal, our master services agreement with the City of Marina dated February 20, 2025 is considered a part of our proposal agreement. If this proposal meets with your approval, please sign where indicated and return to our office, which will serve as our notice- to-proceed.

We want to thank you for this opportunity to present our proposal for professional services. If you would like to discuss this proposal in greater detail, please feel free to contact me or Project Manager, Jamie Platz.

Sincerely,

WALLACE GROUP, a California Corporation TERMS AND CONDITIONS ACCEPTED:

Kari E. Wagner, PE C66026 ____________________________________ Principal/Director of Water Resources Signature
612 Clarion Court ____________________________________ San Luis Obispo Printed Name
California 93401 ____________________________________ T 805 544-4011 Title
F 805 544-4294 ____________________________________ www.wallacegroup.us Date

Attachments
GGM: PP25-8379, 2025
Exhibit A
Exhibit B
THIS PROPOSAL IS VALID FOR 60 DAYS FROM THE DATE OF THIS DOCUMENT.

EXHIBIT B
31 Exhibit A
Standard Billing Rates

2025 Standard Billing Rates 1

Engineering, Design & Support Services:

Assistant Designer/Technician ........................................ $128 Designer/Technician I – IV ............................................. $132/$142/$152/$162 Senior Designer/Technician I – III ..................................... $172/$179/$186 GIS Technical Specialist ................................................ $167 Senior GIS Technical Specialist ....................................... $178 Associate Engineer I – III ............................................... $140/$150/$160 Engineer I – IV ........................................................... $178/$183/$188/$193 Senior Engineer I - III ................................................... $210/$218/$225 Director .................................................................. $228 Principal Engineer/Consulting Engineer ............................. $255 Principal .................................................................. $280

Surveying Services:

Party Chief ............................................................... $190 Party Chief (*Prevailing Wage) ........................................ $250 Instrument Person ...................................................... $133 Instrument Person (*Prevailing Wage) ............................... $150 Associate Survey Technician .......................................... $125 Survey Technician I – IV ................................................ $140/$145/$155/$160 Land Surveyor I – III ..................................................... $170/$180/$190 Senior Land Surveyor I - III ............................................. $198/$203/$208 Director .................................................................. $228 Principal Surveyor ...................................................... $255 Principal .................................................................. $280

Landscape Architecture Services:

Associate Landscape Designer I – II ................................... $110/$120 Designer I – IV ........................................................... $125/$130/$135/$140 Landscape Architect I - IV ............................................. $148/$153/$158/$163 Senior Landscape Architect I - III ..................................... $168/$173/$178 Director .................................................................. $195 Principal Landscape Architect ........................................ $215 Principal .................................................................. $280

EXHIBIT B
32 WALLACE GROUP 2
2025 Standard Billing Rates

Construction/Program Management and Inspection Services:

Construction Office Tech I-III .......................................... $125/$135/$145 Construction Inspector I-IV ............................................ $150/$155/$160/$165 Senior Construction Inspector ........................................ $170 Construction Inspector (*Prevailing Wage) .......................... $185 Assistant Construction/ Program Manager I - II ..................... $165/$170 Construction/ Program Manager I-III ................................. $175/$180/$185 Senior Construction/ Program Manager I - II ........................ $195/$200 Assistant Resident Engineer I - II...................................... $175/$180 Resident Engineer I-III .................................................. $185/$190/$195 Senior Resident Engineer I-II .......................................... $205/$210 Director .................................................................. $228 Principal Construction Manager ....................................... $253 Principal .................................................................. $280

Support Services:

Office Assistant ......................................................... $120 Project Assistant I – III .................................................. $130/$135/$145

*Prevailing Wage:

State established prevailing wage rates will apply to some services based on state law, prevailing wage rates are subject to change over time and geographic location.

Right to Revisions:

Wallace Group reserves the right to revise our standard billing rates on an annual basis, personnel classifications may be added as necessary.

Additional Professional Services:

Fees for expert witness preparation, testimony, court appearances, or depositions will be billed at the rate of $400 an hour. If required to meet schedule requests, overtime on a project will be billed at 1.5 times the employee’s typical hourly rate.

Direct Expenses:

Direct expenses will be invoiced to the client and a handling charge of 15% may be added.

Sample direct expenses include, but are not limited to the following:


travel expenses  sub-consultant services  agency fees  delivery/copy services  mileage (per IRS rates)  other direct expenses

Invoicing and Interest Charges:

Invoices are submitted monthly on an accrued cost basis. A finance charge of 1.5% per month may be assessed on all balances that are thirty days past due.

EXHIBIT B
33 WALLACE GROUP Page 1 of 6
Exhibit B
Standard Terms and Conditions
Wallace Group Proposal No. PP25-8379
Contract Agreement Date: April 25, 2025

CLIENT: CITY OF MARINA
211 Hillcrest Avenue, Marina, California 93933

CONSULTANT: WALLACE GROUP, A CALIFORNIA CORPORATION
612 Clarion Court, San Luis Obispo, California 93401

CLIENT and CONSULTANT agree that these Standard Terms and Conditions, comprised of pages 1 through 6, and the associated written Scope of Services and budget constitute the entire Agreement between the CLIENT and the CONSULTANT.

It supersedes all prior communications, understandings and agreements, whether oral or written. Amendments to this Agreement must be in writing and signed by both the CLIENT and the CONSULTANT.

ARTICLE 1. GENERAL PROVISIONS

1.1 Preamble
This Agreement is based upon a mutual obligation of good faith and fair dealing between the parties in its performance and enforcement. Accordingly, the CLIENT and the CONSULTANT, with a positive commitment to honesty and integrity, agree to the following:

That each will function within the laws and statutes that apply to its duties and responsibilities; that each will assist in the other’s performance; that each will avoid hindering the other’s performance; that each will work diligently to fulfill its obligations; and each will cooperate in the common endeavor of the contract.

1.2 Governing Law and Jurisdiction
The CLIENT and the CONSULTANT agree that this Agreement and any legal actions concerning its validity, interpretation and performance shall be governed by the laws of the State of California. It is further agreed that any legal action between the CLIENT and the CONSULTANT arising out of this Agreement or the performance of the services shall be brought in a court of competent jurisdiction in San Luis Obispo, California.

1.3 Precedence of Conditions
Should any conflict exist between the terms herein and the form of any purchase order or confirmation issued, the Terms and Conditions herein shall prevail in the absence of CONSULTANT’S express written consent of others conditions.

1.4 Standard of Care
In providing services under this Agreement, the CONSULTANT will endeavor to perform said services in a manner consistent with that degree of care and skill ordinarily exercised by members of the same profession currently practicing under similar circumstances.

1.5 Corporate Protection
It is intended by the parties to this Agreement that the CONSULTANT’S services in connection with the Project shall not subject the CONSULTANT’S individual employees, officers or directors to any personal legal exposure for the risks associated with this Project. Therefore, and notwithstanding anything to the contrary contained herein, the CLIENT agrees that as the CLIENT’S sole and exclusive remedy, any claim, demand or suit shall be directed and/or asserted only against the CONSULTANT, a California corporation, and not against any of the CONSULTANT’S individual employees, officers or directors.

1.6 Confidentiality
The CONSULTANT agrees to keep confidential and not to disclose to any person or entity, other than the CONSULTANT’S employees, Subconsultants and the general Contractor and Subcontractors, if appropriate, any data or information not previously known to and generated by the CONSULTANT or furnished to the CONSULTANT and marked CONFIDENTIAL by the CLIENT. These provisions shall not apply to information in whatever form that is in the public domain, nor shall it restrict the CONSULTANT from giving notices required by law or complying with an order to provide information or data when such order is issued by a court, administrative agency or other legitimate authority, or if disclosure is reasonably necessary for the CONSULTANT to defend itself from any legal action or claim.

1.7 Third-Party Beneficiaries
Nothing contained in this Agreement shall create a contractual relationship with or a cause of action in favor of a third party against either the CLIENT or the CONSULTANT. The CONSULTANT’S services under this Agreement are being performed solely for the CLIENT’S benefit, and no other party or entity shall have any claim against the CONSULTANT because of this Agreement or the performance or nonperformance of services hereunder. The CLIENT and CONSULTANT agree to require a similar provision in all contracts with Contractors, Subcontractors, Subconsultants, vendors and other entities involved in this Project to carry out the intent of this provision.

EXHIBIT B
34 WALLACE GROUP Page 2 of 6

1.8 Timeliness of Performance
The CLIENT and CONSULTANT are aware that many factors outside the CONSULTANT’S control may affect the CONSULTANT’S ability to complete the services to be provided under this Agreement. The CONSULTANT will perform these services with reasonable diligence and expediency consistent with sound professional practices.

1.9 Severability
Any term or provision of this Agreement found to be invalid under any applicable statute or rule of law shall be deemed omitted and the remainder of this Agreement shall remain in full force and effect.

1.10 Survival
Notwithstanding completion or termination of this Agreement for any reason, all rights, duties and obligations of the parties to this Agreement shall survive such completion or termination and remain in full force and effect until fulfilled.

1.11 Statutes of Repose and Limitation
All legal causes of action between the parties to this Agreement shall accrue and any applicable statutes of repose or limitation shall begin to run not later than the date of Substantial Completion. If the act or failure to act complained of occurs after the date of Substantial Completion, then the date of final completion shall be used, but in no event shall any statute of repose or limitation begin to run any later than the date the CONSULTANT’S services are completed or terminated.

1.12 Defects in Service
The CLIENT shall promptly report to the CONSULTANT any defects or suspected defects in the CONSULTANT’S services of which the CLIENT becomes aware, so that the CONSULTANT may take measures to minimize the consequences of such a defect. The CLIENT further agrees to impose a similar notification requirement on all Contractors in its CLIENT/Contractor contract and shall require all subcontracts at any level to contain a like requirement. Failure by the CLIENT and the CLIENT’S Contractors or Subcontractors to notify the CONSULTANT shall relieve the CONSULTANT of the costs or remedying the defects above the sum such remedy would have cost had prompt notification been given when such defects were first discovered.

1.13 Jobsite Safety
Neither the professional activities of the CONSULTANT, nor the presence of the CONSULTANT or its employees or Subconsultants at a construction/project site, shall relieve the General Contractor of its obligations, duties and responsibilities including, but not limited to, constructions means, methods, sequence, techniques or procedures necessary for performing, superintending and coordinating the Work in accordance with contract documents and any health or safety precautions required by any regulatory agencies. The CONSULTANT and its personnel have no authority to exercise any control over any construction Contractor or its employees in connection with their work or any health or safety programs or procedures. The CLIENT agrees that the General Contractor shall be solely responsible for jobsite safety, and warrants that this intent shall be carried out in the CLIENT’S contract with the General Contractor. The CLIENT also agrees that the CLIENT, the CONSULTANT and the CONSULTANT’S Subconsultants shall be indemnified by the General Contractor and shall be made additional insured under the General Contractor’s policies of general liability insurance.

1.14 Assignment: Subcontracting
Neither CLIENT nor CONSULTANT shall assign its interest in this agreement without the written consent of the other.

CONSULTANT may not subcontract any portion of the work to be performed hereunder without such consent.

1.15 Force Majeure
Any delay or default in the performance of any obligation of CONSULTANT under this agreement resulting from any cause(s) beyond CONSULTANT'S reasonable control shall not be deemed a breach of this agreement. The occurrence of any such event shall suspend the obligations of CONSULTANT as long as performance is delayed or prevented thereby, and the fees due hereunder shall be equitably adjusted.

1.16 Disputes
(a) Not withstanding any other provision of this Agreement and except for the provisions of (b) and (c), if a dispute arises regarding CONSULTANT'S fees pursuant to this contract, and if the fee dispute cannot be settled by discussions between CLIENT and CONSULTANT, both the CLIENT and CONSULTANT agree to attempt to settle the fee dispute by mediation through the American Arbitration Association (or other mediation service) before recourse to arbitration. If mediation does not resolve the fee dispute, such dispute shall be settled by binding arbitration in accordance with the Construction Industry Arbitration Rules of the American Arbitration Association, and judgment upon the award rendered by the Arbitrator(s) may be entered in any court having jurisdiction thereof.

(b) Subdivision (a) does not preclude or limit CONSULTANT’S right to elect to file an action for collection of fees if the amount in dispute is within the jurisdiction of the small claims court.

(c) Subdivision (a) does not preclude or limit CONSULTANT’S right to elect to perfect or enforce applicable mechanics lien remedies.

EXHIBIT B
35 WALLACE GROUP Page 3 of 6

1.17 Attorneys’ Fees
In the event of any litigation arising from or related to this Agreement or the services provided under this Agreement, the prevailing party shall be entitled to recover from the non-prevailing party all reasonable costs incurred, including staff time, court costs, attorneys’ fees and all other related expenses in such litigation.

1.18 Services by CLIENT
CLIENT shall pay all other charges not specifically covered by the terms of this agreement, unless specifically included in the Scope of Services. The CLIENT shall furnish, at the CLIENT’S expense, all information required by this Agreement. The CONSULTANT may use such information, requirements, reports, data, surveys and instructions in performing its services and is entitled to rely upon the accuracy and completeness thereof.

1.19 Retention
If any portion of CONSULTANT’S fee is held in retention, such amount shall be released within thirty days after invoicing for completion of corresponding services. Interest shall be paid at the rate of 1.5% per month on any retention amounts not paid within this thirty-day period.

ARTICLE 2. DEFINITIONS

2.1 Burdened Labor Costs
Burdened labor costs shown on the Standard Billing Rates include payroll taxes, worker’s compensation insurance, and other overhead costs applicable to the typical standard of care.

2.2 Direct Expenses
Expenditures made by the CONSULTANT, its employees or its Subconsultants in the interest of the Project. Applicable reimbursable direct expenses are defined on the Standard Billing Rates.

ARTICLE 3. COMPENSATION

3.1 Payment Due
Invoices shall be submitted by the CONSULTANT monthly, are due upon presentation and shall be considered past due if not paid in full within thirty (30) days of the invoice date.

3.2 Interest
If payment in full is not received by the CONSULTANT within thirty (30) calendar days of the invoice date, the invoices shall bear interest at one-and-one-half (1.5) percent (or the maximum rate allowable by law, whichever is less) of the past due amount per month, which shall be calculated from the invoice due date. Payment thereafter shall first be applied to accrued interest and then to the unpaid principal.

3.3 Collection Costs
If the CLIENT fails to make payments when due and the CONSULTANT incurs any costs in order to collect overdue sums from the CLIENT, the CLIENT agrees that all such collection costs incurred shall immediately become due and payable to the CONSULTANT. Collection costs shall include, without limitation, legal fees, collection agency fees and expenses, court costs, collection bonds and reasonable CONSULTANT staff costs at Standard Billing Rates for the CONSULTANT’S time spent in efforts to collect. This obligation of the CLIENT to pay the CONSULTANT’S collection costs shall survive the term of this Agreement or any earlier termination by either party.

3.4 Termination or Suspension of Services
This agreement may be terminated or suspended by either party effective seven (7) days from the date of written notice, or if the CLIENT suspends the work for three (3) months. Upon receipt of a notice of termination or suspension, CONSULTANT will stop or suspend its work and provide same direction for the work of all its Subcontractors and suppliers. Failure of CLIENT to make payments when due shall be cause for suspension of services or ultimately, termination, unless and until CONSULTANT has been paid in full all amounts due for services, expenses and other approved related charges. CONSULTANT shall have no liability whatsoever to the CLIENT for any costs or damages as a result of such suspension or termination caused by any breach of this Agreement by the CLIENT. Upon payment-in-full by the CLIENT, CONSULTANT shall resume services under this Agreement, and the time schedule and compensation shall be equitably adjusted to compensate for the period of suspension plus any reasonable time and expense necessary for the CONSULTANT to resume performance.

3.5 Retention Discounts
Payment of invoices shall not be subject to any discounts or retention by the CLIENT, unless agreed to in writing by the CONSULTANT. Payment to the CONSULTANT for services rendered and expenses incurred shall be due and payable regardless of any subsequent suspension or termination of this Agreement by either party.

3.6 Satisfaction with Services
Payment of any invoice by the CLIENT to the CONSULTANT shall be taken to mean that the CLIENT is satisfied with the CONSULTANT’S services to the date of payment and is not aware of any deficiencies in those services.

EXHIBIT B
36 WALLACE GROUP Page 4 of 6

3.7 Disputed Invoices
If the CLIENT objects to any portion of any invoice, the CLIENT shall so notify the CONSULTANT in writing within ten (10) days of receipt of the invoice. The CLIENT shall identify in writing the specific cause of the disagreement and the amount in dispute and shall pay that portion of the invoice not in dispute in accordance with the other payment terms of this Agreement. Any dispute over invoiced amounts due which cannot be resolved within thirty (30) calendar days after presentation of invoice by direct negotiation between the parties shall be resolved within forty-five (45) calendar days in accordance with the Dispute Resolution provision of this Agreement. Interest as stated above shall be paid by the CLIENT on all disputed invoice amounts that are subsequently resolved in the CONSULTANT’S favor and shall be calculated on the unpaid balance from the invoice date.

3.8 Payments to the CONSULTANT
Payments to the CONSULTANT shall not be withheld, postponed or made contingent on the construction, completion or success of the project or upon receipt by the CLIENT of offsetting reimbursement or credit from other parties who may have caused additional services or expenses. No withholdings, deductions or offsets shall be made from the CONSULTANT’S compensation for any reason unless the CONSULTANT has been found to be legally liable for such amounts.

3.9 Advance Payment: Withholding Work Product
CONSULTANT reserves the right to require payment in advance for work estimated to be done during a given billing period.

CONSULTANT, without any liability to CLIENT, reserves the right to withhold any services and work products herein contemplated pending payment of CLIENT'S outstanding indebtedness or advance payment as required by CONSULTANT.

Where work is performed on a reimbursable basis, budget may be increased by amendment to complete the Scope of Services. CONSULTANT is not obligated to provide services in excess of the authorized budget.

ARTICLE 4. SERVICES, ADDITIONAL SERVICES, AND AMENDMENTS

4.1 Definitions
Services and work products not expressly included with those specified in this agreement, as determined by CONSULTANT, are not covered by this agreement. Such services and work products will be provided only upon compliance with the procedures set forth in Article 4.5 of this Agreement.

4.2 Services During Construction
Any construction inspection or testing provided by CONSULTANT is for the purpose of determining the Contractor's compliance with the functional provisions of the project specifications only. CONSULTANT in no way guarantees or insures Contractor's work nor assumes responsibility for methods or appliances used by the Contractor for job site safety or for Contractor's compliance with laws and regulations. CLIENT agrees that in accordance with generally accepted construction practices the construction Contractor will be required to assume sole and complete responsibility for job site conditions during the course of construction of the project including safety of all persons and property and that this responsibility shall be continuous and not be limited to normal working hours.

4.3 Soil Testing
CONSULTANT makes no representations concerning soil conditions, and is not responsible for any liability that may arise out of the making or failure to make soil surveys, or sub-surface soil tests, or general soil testing. It is the CLIENT’S responsibility to obtain a soils report upon which report CONSULTANT can rely.

4.4 Opinion of Probable Construction Costs
In providing opinions of probable construction cost, the CLIENT understands that the CONSULTANT has no control over cost or availability of labor, equipment or materials, or over market conditions or the Contractor’s method of pricing, and that the CONSULTANT’S opinions of probable construction costs are made on the basis of the CONSULTANT’S professional judgment and experience. CONSULTANT makes no warranty, express or implied, that bids or negotiated cost of the Work will not vary from the CONSULTANT’S opinion of probable construction cost.

4.5 Additional Services
Additional services or work products requiring an adjustment of CONSULTANT'S original estimated budget or fixed fee will be provided at CLIENT'S request upon execution of a written amendment to this agreement expressly referring to the same and signed by both parties.

ARTICLE 5. TERMINATION OF AGREEMENT

5.1 Due to Default
This agreement may be terminated by either party upon seven (7) days written notice should the other party fail to substantially perform in accordance with this agreement through no fault of the party initiating the termination.

5.2 Without Cause
This agreement may be terminated by CLIENT upon at least fourteen (14) days written notice to CONSULTANT in the event that the project is abandoned.

EXHIBIT B
37 WALLACE GROUP Page 5 of 6

5.3 Termination Adjustment: Payment
If this agreement is terminated through no fault of the CONSULTANT, CONSULTANT shall be paid for services performed and costs incurred to the termination notice date, including reimbursable expenses due, plus an additional amount not to exceed ten percent (10%) of charges incurred to the termination notice date to cover services to orderly close the work and prepare project files and documentation, plus any additional direct expenses incurred by CONSULTANT including but limited to cancellation fees or charges. CONSULTANT will use reasonable efforts to minimize such additional charges.

ARTICLE 6. LIMITATION OF LIABILITY: WAIVER: WARRANTY

6.1 Limitation of Liability
In recognition of the relative risks and benefits of the project to both the CLIENT and the CONSULTANT, the risks have been allocated such that the CLIENT agrees, to the fullest extent permitted by law, to limit the liability of the CONSULTANT to the CLIENT for any and all claims, losses, costs, damages of any nature whatsoever or claims expenses from any cause or causes, including attorneys’ fees and costs and expert-witness fees and costs, so that the total aggregate liability of the CONSULTANT to the CLIENT shall not exceed $50,000.00, or the CONSULTANT’S total fee for services rendered on this project, whichever is greater. It is intended that this limitation apply to any and all liability or cause of action however alleged or arising, unless otherwise prohibited by law. CONSULTANT retains a current professional liability insurance policy that covers the licensed professional in responsible charge of the services provided under this contract.

6.2 Contractor and Subcontractor Claims
The CLIENT further agrees, to the fullest extent permitted by law, to limit the liability of the CONSULTANT and the CONSULTANT’s officers, directors, partners, employees and Subconsultants to all construction Contractors and Subcontractors on the Project for any and all claims, losses, damages of any nature whatsoever or claims expenses from any cause or causes, including attorneys’ fees and costs and expert witness fees and costs, so that the total aggregate liability of the CONSULTANT and the CONSULTANT’s Subconsultants to all those named shall not exceed $50,000.00, or the CONSULTANT’s total fee for services rendered on this Project, whichever is greater. It is intended that this limitation apply to any and all liability or cause of action however alleged or arising, unless otherwise prohibited by law.

6.3 Warranty
CONSULTANT makes no warranty, either express or implied, as to CONSULTANT’S findings, recommendations, specifications, or professional advice, except that the work was performed pursuant to generally accepted standards of practice in effect at the time of performance.

If, during the term of this Agreement, circumstances or conditions that were not originally contemplated by or known to the CONSULTANT are revealed, to the extent that they affect the Scope of Services, compensation, schedule, allocation of risks or other material terms of this Agreement, the CONSULTANT may call for renegotiation of appropriate portions of this Agreement. The CONSULTANT shall notify the CLIENT of the changed conditions necessitating renegotiation, and the CONSULTANT and the CLIENT shall promptly and in good faith enter into renegotiations of this Agreement to address the changed conditions. If terms cannot be agreed to, the parties agree that either party has the absolute right to terminate this Agreement, in accordance with the Termination Provision hereof.

If the Scope of Services pursuant to this agreement does not include on-site construction review, construction management, or other construction supervision for this project, or if subsequent to this agreement CLIENT retains other persons or entities to provide such services, CLIENT acknowledges that such services will be performed by others and CLIENT will defend, indemnify and hold CONSULTANT harmless from any and all claims arising from or resulting from the performance of such services by other persons or entities except claims caused by the sole negligence or willful misconduct of CONSULTANT; and from any and all claims arising from or resulting from clarifications, adjustments, modifications, discrepancies or other changes necessary to reflect changed field or other conditions, except claims caused by the sole negligence or willful misconduct of CONSULTANT.

6.4 Interpretation
Limitations on liability, waivers and indemnities in this Agreement are business understandings between the parties and shall apply to all legal theories of recovery, including breach of contract or warranty, breach of fiduciary responsibility, tort (including negligence), strict or statutory liability, or any other cause of action, provided that these limitations on liability, waivers and indemnities will not apply to any losses or damages that may be found by a trier of fact to have been caused by the CONSULTANT’S sole or gross negligence or the CONSULTANT’S willful misconduct. The parties also agree that the CLIENT will not seek damages in excess of the contractually agreed-upon limitations directly or indirectly through suites against other parties who may join the CONSULTANT as a third-party defendant. “Parties” means the CLIENT and the CONSULTANT, and their officers, directors, partners, employees, Subcontractors and Subconsultants.

6.5 Delays
The CLIENT agrees that the CONSULTANT is not responsible for damages arising directly or indirectly from any delays for causes beyond the CONSULTANT’S control. For purposes of this Agreement, such causes include, but are not limited to, strikes or other labor disputes; severe weather disruptions or other natural disasters; fires, riots, war or other emergencies or acts of God; failure of any government agency to act in a timely manner; failure of performance by the CLIENT of the CLIENT’S Contractors or CONSULTANT’S; or discovery of any hazardous substances or differing site conditions.

EXHIBIT B
38 WALLACE GROUP Page 6 of 6
ARTICLE 7. HAZARDOUS WASTE MATERIALS

7.1 Liability
CONSULTANT hereby states and CLIENT hereby acknowledges that CONSULTANT has no professional liability insurance for claims arising out of the performance of or failure to perform professional services, including, but not limited to the preparation of reports, designs, drawings and specifications, related to the investigation, detection, abatement, replacement, use or specification, or removal of products, materials or processes containing substances including, but not limited to asbestos, toxic or hazardous waste, PCBs, combustible gases and materials, petroleum or radioactive materials (as each of these is defined in applicable federal statues) or any other substances under any conditions and in such quantities as would pose a substantial danger to persons or property exposed to such substances at or near the Project site. Accordingly, the CLIENT hereby agrees to bring no claim for negligence, breach of contract indemnity or otherwise against the CONSULTANT, its principals, employees, and agents if such claim, in any way, would involve the CONSULTANT’S services for the investigation, detection, abatement, replacement, use or specification, or removal of products, materials or processes containing asbestos, asbestos cement pipe, and/or hazardous waste materials. CLIENT further agrees to defend, indemnify and hold harmless CONSULTANT, its officers, directors, principals, employees and agents from any asbestos and/or hazardous waste material related claims that may be brought by third parties as a result of the services provided by the CONSULTANT pursuant to this agreement except claims caused by the sole negligence or willful misconduct of the CONSULTANT.

ARTICLE 8. OWNERSHIP AND REUSE OF DOCUMENTS

8.1 CONSULTANT Ownership
All original papers, documents, drawings, electronic media and other work product of CONSULTANT, and copies thereof, produced by CONSULTANT pursuant to this agreement shall remain the property of CONSULTANT and may be used by CONSULTANT without the consent of CLIENT. Upon request and payment of the costs involved, CLIENT is entitled to a copy of all papers, documents and drawings provided CLIENT'S account is paid current.

8.2 Document Reuse
In the event the CLIENT, the CLIENT’S Contractors or Subcontractors, or anyone for whom the CLIENT is legally liable makes or permits to be made any changes to any reports, plans specifications or other construction documents prepared by the CONSULTANT without obtaining the CONSULTANT’S prior written consent, the CLIENT shall assume full responsibility for the results of such changes. Therefore the CLIENT agrees to waive any claim against the CONSULTANT and to release the CONSULTANT from any liability arising directly or indirectly from such changes. In addition, the CLIENT agrees, to the fullest extent permitted by law, to indemnify and hold harmless the CONSULTANT from any damages, liabilities or costs, including reasonable attorneys’ fees and costs of defense, arising from such changes. In addition, the CLIENT agrees to include in any contracts for construction appropriate language that prohibits the Contractor or any Subcontractors of any tier from making any changes or modifications to the CONSULTANT’S construction documents without the prior written approval of the CONSULTANT and further requires the Contractor to indemnify both the CONSULTANT and the CLIENT from any liability or cost arising from such changes made without proper authorization.

8.3 Electronic Media Alteration and Reuse
Because CADD information stored in electronic form can be modified by other parties, intentionally or otherwise, without notice or indication of said modifications, CONSULTANT reserves the right to remove all indicia of its ownership and/or involvement in the material from each electronic medium not held in its possession. CLIENT shall retain copies of the work performed by CONSULTANT in CADD form only for information and use by CLIENT for the specific purpose for which CONSULTANT was engaged. Said materials shall not be used by CLIENT, or transferred to any other party, for use in other projects, additions to the current project, or any other purpose for which the material was not strictly intended by CONSULTANT without CONSULTANT'S express written permission. Unauthorized modification or reuse of the materials shall be at CLIENT'S sole risk, and CLIENT agrees to defend, indemnify, and hold CONSULTANT harmless, from all claims, injuries, damages, losses, expenses, and attorney's fees arising out of the unauthorized modification or use of these materials.

ARTICLE 9. CONDOMINIUM PROJECTS

9.1 Condominium Conversion
The CLIENT does not now expect this project will be converted into condominiums. Because this project will not be designed for condominium ownership, the CLIENT agrees that if, the CLIENT decides to convert the project into condominiums in the future, the CLIENT will, to the fullest extent permitted by law, indemnify and hold harmless the CONSULTANT, its officers, directors, employees, and sub-consultants (collectively, CONSULTANT) against all damages, liabilities or costs, including reasonable attorneys fees and defense costs, arising out of or in any way connected with the conversion to condominium ownership, except for the sole negligence or willful misconduct of the CONSULTANT.

EXHIBIT B
39 April 30, 2025 Item No. 10g(2)
Honorable Mayor and Members City Council Meeting
of the Marina City Council of May 6, 2025
CITY COUNCIL CONSIDER ADOPTING RESOLUTION NO. 202 5-,

APPROVING AN AGREEMENT WITH HDL ECONS OLUTIONS FOR

ECONOMIC DEVELOPMENT SERVICES IN AN AMOUNT NOT TO EXCEED $60,750
RECOMMENDATION: It is recommended that the City Council consider:

1. Adopting Resolution No. 202 5-, approving an agreement with HdL ECONSolutions to provide economic development services in an amount not to exceed $60,750; 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.

BACKGROUND
The City retained HdL ECONSolutions to provide an economic assessment and a retail void analysis for the City of Marina. This report w as in itiated to assist with the City’s economic development efforts, as well as provide a resource for the General Plan Update. The resulting Real Estate Market Analysis & Site Assessment was presented at the City Council Meeting on April 15, 2025 (EXHIBIT A). The document included a comprehensive analysis of Marina’s retail landscape and discussed opportunities for attracting national and regional retailers; expan ding local businesses; leveraging student and tourism markets; and enhancing retail infrastructure.

The assessment 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 existing retail gaps position the city as a prime market for new business. To capitalize on these advantages, the report recommended addressing retail leakage through targeted business attraction and development strategies; enhancing tourism appeal, supporting local businesses, leveraging educational institutions, and promoting outdoor recreation. The report also suggested creating a unique identity for Marina to assist in attracting visitors and businesses, while also differentiating Marina from the surrounding cities.

ANALYSIS
To assist in moving forward the City’s economic development efforts and build upon the Assessment’s recommendations, staff is proposing the following four initiatives:

I. Retail Recruitment and Outreach Services
The Real Estate Market Analysis and Site Assessment identified a list of businesses that are expanding and have marketplace and location criteria that closely align with areas in Marina. To assist in reaching out to aligned retailers, HdL can be retained to facilitate relationships with retailers, developers, site selectors, and real estate professionals to promote opportunities in Marina .

HdL also regularly attends the International Council of Shopping Centers Conference (ICSC), with the next conference in May . At the last ICSC conference in Monterey, Raising Cane’s and Sprouts expressed interest in establishing a location on the peninsula. Marina’s demographics are compatible with both of their business models. Retaining HdL services at this time, could assist in promoting Marina as a potential site. This initiative also includes assistance to prepare materials to market Marina.
1 II. Downtown Vitalization Work

The Downtown Vitalization Specific Plan (DVSP) provides guidance in the future development and transformation of the City’s downtown. The goal of the DVSP is to create a unique and identifiable downtown core that is vibrant and pedestrian orientated. While the plan provides the regulatory framework for land use and other governing elements, the emphasis on business development in the downtown area is limited. The proposed peer review would assess the DVSP for applicability to the current and planned business landscape , identify any challenges with implementation; and assess based on market conditions, which zoning and development standards need to be modified to accelerate the development of infill housing . The Downtown Vitalization Work would also include building an implementation strategy to assist in activating the DVSP. This would be accomplished through community engagement with stakeholders; and providing recommendations based on what other cities have done to successfully revitalize, redevelop, or position a downtown center.

III. Website – Economic Development

The City’s current economic development webpages need to be updated and contain limited information to promote the City. HdL offers webpage design services that take into consideration the needs of current and prospective businesses. The proposed microsite would serve as hub for economic development information, including communications on the City’s vision; locations for potential business sites, information on key initiatives, including the Downtown Vitalization Plan ; statistical/demographic data; and links to community development services. The proposed microsite would be seamlessly integrated with the City’s website and o ptimized for internet search capabilities. HdL will assist with developing the initial content, along with potential assistance from the City’s public outreach consultant, Tripepi Smith. City staff would be responsible for the on-going maintenance of the site. The annual costs associated with hosting the site are estimated to be minimal at approximately $200 annually.

Examples of sites developed by HdL and their website development partners, include the following:

• City of Moreno Valley
• City of Eastvale
• City of Pacific Grove

IV. Marketing and Branding Economic Development

The Assessment report indicated that the City could benefit from establishing a unique identity to assist in attracting visitors and business ; and encourage residents to take pride in the city . HdL offers assistance in developing a “brand” narrative to showcase the City’s unique strengths, such as its strategic location, diverse community, and opportunity for growth . This narrative would be developed by engaging local businesses, stakeholders, and civic leaders to ensure the new identity resonates with those who work or live in Marina. The resulting brand narrative or any economic development logos could be used on the City’s website, communications, and any promotional materials.

A copy of the complete proposal is included in EXHIBIT B.

FISCAL IMPACT
There is no fiscal impact to the General Fund. These initiatives would be funded through the Fiscal Year 2024-25 Economic Development budget.

2 CONCLUSION
City staff are recommending approval of the contract to assist in moving forward the City’s economic development efforts.

Respectfully submitted

_____________________
Tori A. Hannah
Finance Director
City of Marina

REVIEWED BY:

_______________________________
Layne Long
City Manager
City of Marina

3 RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MARINA CITY APPROVING AN AGREEMENT WITH HdL ECONSOLUTIONS TO PROVIDE

ECONOMIC DEVELOPMENT SERVICES IN AN AMOUNT NOT TO EXCEED $60,750.

WHEREAS, on April 15, 2025, the City Council received a presentation from HdL ECONSolutions regarding a Real Estate Market Analysis and Site Assessment; and

WHEREAS, the city is interested in expanding economic development efforts through marketing, activating the Downtown Vitalization Specific Plan, and branding; and

WHEREAS, HdL has provided a proposal to assist with retail recruitment, downtown vitalization work, development of a website to promote economic development in Marina, and providing branding to assist with these efforts (Exhibit B); and

WHEREAS, the city would like to engage HdL EconSolutions to assist in moving forward the City’s economic development programs

NOW THEREFORE BE IS RESOLVED that the City Council of the City of Marina does hereby:

1. Approve an agreement with HdL EconSolutions to provide economic development services in an amount not to exceed $60,750

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 6th day of May 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

4 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
5 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
6 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.

EXHIBIT A
7 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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8 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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9 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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10 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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11 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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12 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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13 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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14 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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15 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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16 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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17 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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18 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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19 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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20 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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21 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

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22 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.

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23 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
24 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
25 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
26 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
27 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
28 24 Market & Site Assessment for the City of Marina March 2025 Appendix 1 – Void Analysis Reports

EXHIBIT A
29 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 Dietr ich 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 Fitnes s And Gyms 40.2 N/A 30,000 - 40,000 Jim Manarino jmanari [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 R obert Sanger [email protected] Fairfield Inn & Suites by Marriott Hotel 22.6 N/A 100,000 - 500,000 Robert Sanger [email protected] Hawtho
rn 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 - $26,000 2,800 - 3,200 John L ucas [email protected] Size (SF)Est. Annual Sales Tax ($)

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
30 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 Gre g 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
31 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
32 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
33 25 Market & Site Assessment for the City of Marina March 2025 Appendix 2 – INSIGHT Market Analytics Reports

EXHIBIT A
34 CITY OF Marina, CA
Submitted by:

ECONSolutions by HdL
120 S. State College Blvd., Suite 200
Brea, CA 92821
www.hdlcompanies.com
Contact:

Ba
rry Foster
714-879-5000
[email protected]

EXHIBIT A
35 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
36 CITY OF MARINA
General Merchandise
GENERAL MERCHANDISE refers to general stores and super centers www.hdlcompanies.com 714.879.5000
...

EXHIBIT A
37 CITY OF MARINA
Markets
MARKETS refers to Grocery Stores and Pharmacy stores
www.hdlcompanies.com 714.879.5000
...

EXHIBIT A
38 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
39 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
...

EXHIBIT A
40 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
...

EXHIBIT A
41 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
©SDS, a division of x-span results, inc. Demographic data by PopStats.

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EXHIBIT A
42 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
©SDS, a division of x-span results, inc. Demographic data by PopStats.

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...

EXHIBIT A
43 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
©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
44 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.
©SDS, a division of x-span results, inc. Demographic data by PopStats.

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...

EXHIBIT A
45 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
©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 1 of 2 ...

EXHIBIT A
46 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
47 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
48 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
49 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
50 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
51 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
52 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
53 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
54 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
...

EXHIBIT A
55 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
...

EXHIBIT A
56 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
...

EXHIBIT A
57 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.

All rights reserved. Page 4 of 4
...

EXHIBIT A
58 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
©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 1 of 2 ...

EXHIBIT A
59 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
60 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
61 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
62 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
63 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
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
64 Household Segmentation Profile
Date: 1/15/2025
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
65 Household Segmentation Profile
Date: 1/15/2025
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
66 CITY OF Marina, CA
Submitted by:

ECONSolutions by HdL
120 S. State College Blvd., Suite 200
Brea, CA 92821
www.hdlcompanies.com
Contact:

Barry
Foster
714-879-5000
[email protected]

EXHIBIT A
67 City of Marina
Population 22,804 2 10th Street & 1st Ave.

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
2 EXHIBIT A
68 CITY OF MARINA
General Merchandise
GENERAL MERCHANDISE refers to general stores and super centers www.hdlcompanies.com 714.879.5000
...

EXHIBIT A
69 CITY OF MARINA
Markets
MARKETS refers to Grocery Stores and Pharmacy stores
www.hdlcompanies.com 714.879.5000
...

EXHIBIT A
70 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
71 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
...

EXHIBIT A
72 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
...

EXHIBIT A
73 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
©SDS, a division of x-span results, inc. Demographic data by PopStats.

All rights reserved. Page 1 of 4
...

EXHIBIT A
74 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
©SDS, a division of x-span results, inc. Demographic data by PopStats.

All rights reserved. Page 2 of 4
...

EXHIBIT A
75 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
©SDS, a division of x-span results, inc. Demographic data by PopStats.

All rights reserved. Page 3 of 4
...

EXHIBIT A
76 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.
©SDS, a division of x-span results, inc. Demographic data by PopStats.

All rights reserved. Page 4 of 4
...

EXHIBIT A
77 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
©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 1 of 2 ...

EXHIBIT A
78 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
79 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
80 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
81 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
82 Household Segmentation Profile
Market: City/County/State
Date: 1/23/2025
TOTAL HOUSEHOLDS  7,941 100% 132,952 100% 13,579,479 100% Segment Group Cluster  Name
1A Top Shelf 434 5.5% 5,620 4.2% 1,000,983 7.4%
01 One Percenters 0 0.0% 3,572 2.7% 236,771 1.7%
02 Peak Performers 434 5.5% 2,037 1.5% 703,612 5.2%
03 Second City Achievers 0 0.0% 11 0.0% 60,600 0.4%
1B Affluent Suburbia 0 0.0% 10 0.0% 819,810 6.0%
04 Young Success 0 0.0% 0 0.0% 494,775 3.6%
05 Affluent Parents 0 0.0% 10 0.0% 142,515 1.0%
06 Best of Both Worlds 0 0.0% 0 0.0% 126,442 0.9%
09 Successful Urban Commuters 0 0.0% 0 0.0% 56,078 0.4% 2A New Suburban Families 0 0.0% 35 0.0% 543,548 4.0%
17 New American Dreams 0 0.0% 35 0.0% 78,657 0.6%
21 New Suburban Style 0 0.0% 0 0.0% 384,570 2.8%
34 Midwestern Comforts 0 0.0% 0 0.0% 21,369 0.2%
42 Rising Fortunes 0 0.0% 0 0.0% 58,952 0.4%
2B Older Empty Nest Families 0 0.0% 270 0.2% 283,031 2.1% 12 Mainstream Established Suburb 0 0.0% 1 0.0% 84,248 0.6% 15 Comfortable Retirement 0 0.0% 263 0.2% 128,028 0.9%
18 Small Town Middle Managers 0 0.0% 3 0.0% 7,077 0.1%
33 Noreasters 0 0.0% 3 0.0% 55,788 0.4%
41 All‐American 0 0.0% 0 0.0% 7,890 0.1%
3A Mid‐Income Rural 1 0.0% 2,771 2.1% 690,941 5.1%
13 Cowboy Country 0 0.0% 2,737 2.1% 509,954 3.8%
16 Spacious Suburbs 1 0.0% 20 0.0% 22,089 0.2%
20 Strong Individualists 0 0.0% 9 0.0% 142,083 1.0%
51 Low Cost Rural 0 0.0% 5 0.0% 16,815 0.1%
3B Urbanites 29 0.4% 2,387 1.8% 731,269 5.4%
38 Middle America 0 0.0% 0 0.0% 10,723 0.1%
44 Pacific Second City 29 0.4% 926 0.7% 548,236 4.0%
45 Northern Perseverance 0 0.0% 3 0.0% 22,203 0.2%
58 Urban Crowd 0 0.0% 1,458 1.1% 150,107 1.1%
3C Older Mid‐Income Households 0 0.0% 173 0.1% 206,610 1.5% 46 Individual Singles 0 0.0% 1 0.0% 22,483 0.2%
49 Retirement 0 0.0% 172 0.1% 184,127 1.4%
4A Rising Middle Income Families 4,546 57.2% 36,467 27.4% 2,885,817 21.3% 07 Upscale Diversity 0 0.0% 7 0.0% 288,262 2.1%
08 Living the Dream 3 0.0% 411 0.3% 192,745 1.4%
10 Emerging Leaders 24 0.3% 28,578 21.5% 1,014,276 7.5% 11 West Coast Affluence 4,519 56.9% 7,471 5.6% 1,390,534 10.2% 4B Young Aspirations 1,848 23.3% 76,841 57.8% 2,031,442 15.0% 14 American Playgrounds 1 0.0% 113 0.1% 155,237 1.1%
19 Outer Suburban Affluence 0 0.0% 0 0.0% 6,368 0.0%
22 Up and Coming Suburban Diver 2 0.0% 2 0.0% 79,898 0.6% 35 Generational Dreams 1,170 14.7% 74,850 56.3% 1,361,342 10.0% 40 Beltway Commuters 676 8.5% 1,876 1.4% 428,597 3.2%
Marina CA Monterey  County CA California
Uses the Personicx household life stage segmentation system. More information about each cluster and lifestage group is available by clicking on the respective category.  Page 1 of 3

EXHIBIT A
83 Household Segmentation Profile
Market: City/County/State
Date: 1/23/2025
TOTAL HOUSEHOLDS  7,941 100% 132,952 100% 13,579,479 100% Segment Group Cluster  Name Marina CA Monterey  County CA California 5A College Students and Recent Graduates 87 1.1% 600 0.5% 147,028 1.1% 57 College Towns 87 1.1% 357 0.3% 35,651 0.3%
67 Starting Out 0 0.0% 243 0.2% 111,377 0.8%
5B Middle America 0 0.0% 901 0.7% 354,524 2.6%
26 High Density Diversity 0 0.0% 0 0.0% 167,059 1.2%
36 Olde New England 0 0.0% 0 0.0% 16,770 0.1%
39 Second City Beginnings 0 0.0% 890 0.7% 119,291 0.9%
43 Classic Interstate Suburbia 0 0.0% 11 0.0% 51,404 0.4% 5C Upscale Young Singles and Couples 0 0.0% 1,641 1.2% 798,106 5.9% 25 Tech‐Savy Group 0 0.0% 33 0.0% 153,650 1.1%
27 Young Coastal Technocrats 0 0.0% 1,608 1.2% 644,456 4.7% 6A Ethnic and Small Town Groups 0 0.0% 2,322 1.7% 1,214,907 8.9% 31 Latino Workforce 0 0.0% 1,075 0.8% 770,557 5.7%
59 Hardworking Latino Families 0 0.0% 0 0.0% 312,044 2.3% 60 Immigrant 0 0.0% 1,225 0.9% 97,553 0.7%
64 Southern Cities 0 0.0% 20 0.0% 9,494 0.1%
65 Small Towns 0 0.0% 2 0.0% 25,259 0.2%
6B Blue Collar Urbanites 991 12.5% 1,139 0.9% 1,016,025 7.5% 28 Coastal Diversity 991 12.5% 1,110 0.8% 739,617 5.4%
30 True Grit 0 0.0% 0 0.0% 22,871 0.2%
32 Apartment Dwellers 0 0.0% 29 0.0% 253,537 1.9%
6C Industrial Remnants 0 0.0% 4 0.0% 56,551 0.4%
63 Southern Small Towns 0 0.0% 0 0.0% 27,048 0.2%
66 Metropolitan Blue Collar 0 0.0% 0 0.0% 1,169 0.0%
68 Rust Belt 0 0.0% 4 0.0% 28,334 0.2%
7A Military and Blue Collar 0 0.0% 12 0.0% 94,433 0.7%
61 Communal Living 0 0.0% 12 0.0% 33,163 0.2%
62 Blue Collar Diversity 0 0.0% 0 0.0% 61,270 0.5%
7B Rural Working Blues 5 0.1% 1,431 1.1% 576,527 4.2%
24 Remote Latino Neighborhoods 3 0.0% 1,149 0.9% 369,476 2.7% 29 Metropolitan 0 0.0% 0 0.0% 77,302 0.6%
47 Simply Southern 0 0.0% 42 0.0% 52,751 0.4%
48 Tex‐Mex 2 0.0% 195 0.1% 70,298 0.5%
53 Classic Southerners 0 0.0% 4 0.0% 2,493 0.0%
56 Blue Collar 0 0.0% 41 0.0% 4,207 0.0%
7C Ageing Small Town America 0 0.0% 328 0.2% 127,927 0.9% 23 Long‐Lasting Heartland 0 0.0% 22 0.0% 10,489 0.1%
37 Industrial Town 0 0.0% 7 0.0% 14,998 0.1%
50 Small Town 0 0.0% 4 0.0% 2,004 0.0%
52 Great Open Country 0 0.0% 270 0.2% 23,796 0.2%
54 Agricultural Areas 0 0.0% 24 0.0% 65,254 0.5%
55 Mining Areas 0 0.0% 1 0.0% 11,386 0.1%
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
84 10th Street & 1st Ave. Marina, CA
5 Minutes 10 Minutes 15 Minutes
Population 24,598 57,036 87,446
Daytime Population 27,660 56,522 117,342
Households 7,938 18,470 29,862
Average Age 37.6 38 39
Average HH Income $114,850 $108,842 $117,626
White Collar (Residents) 63.8% 57.0% 58.7%
College Degree & Above 30.7% 27.1% 29.4%
www.hdlcompanies.com     714.879.5000

EXHIBIT A
85 Consumer Demographic Profile
Site: Site 2 - 10th Street & Ist Ave.

Date Report Created: 1/21/2025
#%#%#%
Market Stats
Population 24,598 --- 57,036 --- 87,446 ---
5 Year Projected Pop 26,139 --- 59,921 --- 91,402 ---
Pop Growth (%) 6.3% --- 5.1% --- 4.5% ---
Households 7,938 --- 18,470 --- 29,862 ---
5 Year Projected HHs 8,499 --- 19,487 --- 31,288 ---
HH Growth (%) 7.1% --- 5.5% --- 4.8% ---
Census Stats
2000 Population 19,573 --- 50,428 --- 77,804 ---
2010 Population 24,335 --- 56,644 --- 86,999 ---
Pop Growth (%) 24.3% --- 12.3% --- 11.8% ---
2000 Households 6,747 --- 16,282 --- 26,609 ---
2010 Households 7,828 --- 18,305 --- 29,668 ---
HH Growth (%) 16.0% --- 12.4% --- 11.5% ---
Total Population by Age
Average Age 37.6 38.0 39.0
19 yrs & under 6,054 24.6% 13,502 23.7% 20,041 22.9%
20 to 24 yrs 2,718 11.1% 6,008 10.5% 8,441 9.7%
25 to 34 yrs 3,720 15.1% 8,414 14.8% 12,650 14.5%
35 to 44 yrs 3,210 13.1% 7,908 13.9% 12,514 14.3%
45 to 54 yrs 2,568 10.4% 6,619 11.6% 10,032 11.5%
55 to 64 yrs 2,588 10.5% 6,230 10.9% 9,753 11.2%
65 to 74 yrs 2,258 9.2% 5,056 8.9% 8,249 9.4%
75 to 84 yrs 1,079 4.4% 2,390 4.2% 4,151 4.7%
85 + yrs 402 1.6% 909 1.6% 1,615 1.8%
Population Bases
20-34 yrs 6,439 26.2% 14,422 25.3% 21,091 24.1%
45-64 yrs 5,156 21.0% 12,848 22.5% 19,784 22.6%
16 yrs + 20,166 82.0% 46,106 80.8% 70,686 80.8%
25 yrs + 15,826 64.3% 37,525 65.8% 58,964 67.4%
65 yrs + 3,739 15.2% 8,355 14.6% 14,016 16.0%
75 yrs + 1,481 6.0% 3,299 5.8% 5,767 6.6%
85 yrs + 402 1.6% 909 1.6% 1,615 1.8%
5 Min Drive 10 Min Drive 15 Min Drive

0.0%

2.0%

4.0%

6.0%

8.0%
Pop Growth (%)

0.0%

2.0%

4.0%

6.0%

8.0%
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
©SDS, a division of x-span results, inc. Demographic data by PopStats.

All rights reserved. Page 1 of 4

EXHIBIT A
86 Population by Race
White 9,088 36.9% 17,939 31.5% 30,828 35.3%
Hispanic 7,718 31.4% 23,788 41.7% 36,190 41.4%
Black 1,326 5.4% 3,170 5.6% 4,005 4.6%
Asian 3,926 16.0% 6,961 12.2% 9,189 10.5%
Ancestry
American Indian (ancestry) 70 0.3% 185 0.3% 281 0.3%
Hawaiin (ancestry) 430 1.7% 927 1.6% 1,113 1.3%
Household Income
Per Capita Income $37,063 --- $35,245 --- $40,168 ---
Average HH Income $114,850 --- $108,842 --- $117,626 --- Median HH Income $87,785 --- $86,156 --- $92,294 ---
Less than $25K 859 10.8% 2,017 10.9% 2,997 10.0%
$25K to $34.9K 561 7.1% 1,415 7.7% 2,128 7.1%
$35K to $49.9K 774 9.8% 1,900 10.3% 2,662 8.9%
$50K to $74.9K 1,082 13.6% 2,558 13.8% 4,064 13.6%
$75K to $99.9K 1,299 16.4% 2,913 15.8% 4,371 14.6%
$100K to $149.9K 1,333 16.8% 3,365 18.2% 5,859 19.6%
$150K to $199.9K 827 10.4% 2,157 11.7% 3,820 12.8%
$200K + 1,203 15.2% 2,144 11.6% 3,960 13.3%
Education 15,826 37,525 58,964
Less than 9th Grade 859 5.4% 3,890 10.4% 6,162 10.5%
Some HS, No Diploma 905 5.7% 2,506 6.7% 3,806 6.5%
HS Grad (or Equivalent) 2,933 18.5% 7,396 19.7% 11,376 19.3% Some College, No Degree 4,036 25.5% 8,238 22.0% 12,133 20.6% Associate Degree 1,768 11.2% 4,166 11.1% 6,137 10.4%
Bachelor Degree 3,218 20.3% 6,759 18.0% 11,246 19.1%
Graduates Degree 1,643 10.4% 3,398 9.1% 6,064 10.3%

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

EXHIBIT A
87 Family Structure 5,298 12,562 19,442
Single - Male 302 5.7% 612 4.9% 958 4.9%
Single - Female 476 9.0% 1,293 10.3% 1,886 9.7%
Single Parent - Male 112 2.1% 497 4.0% 676 3.5%
Single Parent - Female 490 9.3% 1,379 11.0% 1,876 9.7%
Married w/ Children 1,570 29.6% 3,785 30.1% 6,104 31.4% Married w/out Children 2,347 44.3% 4,997 39.8% 7,942 40.8% Household Size
1 Person 1,750 22.0% 3,964 21.5% 7,248 24.3%
2 People 2,429 30.6% 5,293 28.7% 8,801 29.5%
3 People 1,474 18.6% 3,250 17.6% 4,842 16.2%
4 to 6 People 2,057 25.9% 5,240 28.4% 7,844 26.3%
7+ People 229 2.9% 722 3.9% 1,126 3.8%
Home Ownership 7,938 18,470 29,862
Owners 3,010 37.9% 6,991 37.9% 12,062 40.4%
Renters 4,928 62.1% 11,479 62.1% 17,799 59.6%
Components of Change
Births
257 1.0% 615 1.1% 925 1.1%
Deaths 150 0.6% 344 0.6% 584 0.7%
Migration 228 0.9% 99 0.2% 17 0.0%
Employment (Pop 16+) 20,166 46,106 70,686
Armed Services 450 2.2% 871 1.9% 1,536 2.2%
Civilian 13,280 65.9% 30,259 65.6% 46,520 65.8%
Employed 11,546 57.3% 26,429 57.3% 40,569 57.4% 5 Min Drive 10 Min Drive 15 Min Drive Unemployed 1,735 8.6% 3,830 8.3% 5,951 8.4%
Not in Labor Force 6,886 34.1% 15,846 34.4% 24,166 34.2% Employed Population 11,546 26,429 40,569
White Collar 7,371 63.8% 15,058 57.0% 23,826 58.7%
Blue Collar 4,175 36.2% 11,371 43.0% 16,743 41.3%

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

EXHIBIT A
88 Employment By Occupation 11,546 26,429 40,569
White Collar 7,371 63.8% 15,058 57.0% 23,826 58.7%
Managerial executive 1,291 11.2% 2,956 11.2% 5,297 13.1% Prof specialty 3,270 28.3% 6,025 22.8% 9,683 23.9%
Healthcare support 349 3.0% 1,168 4.4% 1,650 4.1%
Sales 1,200 10.4% 2,430 9.2% 3,365 8.3%
Office Admin 1,261 10.9% 2,480 9.4% 3,831 9.4%
Blue Collar 4,175 36.2% 11,371 43.0% 16,743 41.3%
Protective 337 2.9% 575 2.2% 930 2.3%
Food Prep Serving 1,064 9.2% 2,855 10.8% 3,703 9.1%
Bldg Maint/Cleaning 636 5.5% 2,125 8.0% 2,636 6.5%
Personal Care 462 4.0% 1,055 4.0% 1,500 3.7%
Farming/Fishing/Forestry 83 0.7% 415 1.6% 1,177 2.9%
Construction 849 7.4% 2,236 8.5% 3,496 8.6%
Production Transp 743 6.4% 2,111 8.0% 3,301 8.1%
Employment By Industry 11,546 26,429 40,569
Agri Mining Const 833 7.2% 2,650 10.0% 5,078 12.5%
Manufacturing 437 3.8% 970 3.7% 1,694 4.2%
Transportation 581 5.0% 1,128 4.3% 1,360 3.4%
Information 124 1.1% 335 1.3% 516 1.3%
Wholesale Retail 1,591 13.8% 3,341 12.6% 4,729 11.7%
Fin Insur Real Estate 376 3.3% 824 3.1% 1,296 3.2%
Professional Services 685 5.9% 1,434 5.4% 2,414 6.0%
Management Services 4 0.0% 6 0.0% 8 0.0%
Admin Waste Services 598 5.2% 1,583 6.0% 2,338 5.8%
Educational services 3,021 26.2% 6,301 23.8% 10,127 25.0% Entertain services 1,842 16.0% 4,817 18.2% 6,571 16.2%
Other Prof services 451 3.9% 1,237 4.7% 1,879 4.6%
Public admin 1,002 8.7% 1,803 6.8% 2,558 6.3%

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.

All rights reserved. Page 4 of 4

EXHIBIT A
89 Employment Profile
Site: Site 2 - 1oth Street & Ist Ave.

Date Report Created:

Daytime Population
Student Population
Median Employee Salary
Average Employee Salary
Wages
Salary/Wage per Employee per Annum
Under $15,000 CrYr 2.4% 3.1% 3.0%
15,000 to 30,000 CrYr 0.9% 1.0% 0.8%
30,000 to 45,000 CrYr 28.8% 32.2% 30.8%
45,000 to 60,000 CrYr 21.8% 22.8% 23.1%
60,000 to 75,000 CrYr 12.9% 12.8% 12.4%
75,000 to 90,000 CrYr 11.6% 10.6% 10.8%
90,000 to 100,000 CrYr 2.2% 2.4% 2.6%
Over 100,000 CrYr 19.5% 15.0% 16.6%
Industry Groups
# % # % # % # % # % # %
Total 671 100% 7,988 100% 1,597 100% 17,980 100% 3,540 100% 44,277 100% Accomodation & Food Services 58 8.7% 617 7.7% 139 8.7% 1,660 9.2% 273 7.7% 4,289 9.7% Administration & Support Services 21 3.2% 274 3.4% 59 3.7% 718 4.0% 129 3.7% 1,843 4.2% Agriculure, Forestry, Fishing, Hunting 2 0.4% 38 0.5% 6 0.4% 52 0.3% 21 0.6% 692 1.6% Arts, Entertainment, & Recreation 26 3.8% 265 3.3% 48 3.0% 551 3.1% 110 3.1% 2,025 4.6% Construction 39 5.8% 228 2.8% 130 8.1% 832 4.6% 237 6.7% 1,747 3.9% Educational Services 17 2.5% 1,008 12.6% 37 2.3% 1,437 8.0% 83 2.3% 2,780 6.3% Finance & Insurance 22 3.3% 58 0.7% 62 3.9% 228 1.3% 155 4.4% 703 1.6% Health Care & Social Assistance 137 20.4% 2,102 26.3% 242 15.1% 2,956 16.4% 721 20.4% 10,280 23.2% Information 11 1.7% 158 2.0% 33 2.1% 498 2.8% 71 2.0% 1,165 2.6% Management of Companies & Enterprises 0 0.0% 0 0.0% 1 0.0% 15 0.1% 6 0.2% 233 0.5% Manufacturing 24 3.5% 288 3.6% 67 4.2% 782 4.3% 100 2.8% 1,169 2.6% Mining 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 5 0.0%
Professional, Scientific, & Technical Services 36 5.3% 238 3.0% 88 5.5% 549 3.1% 358 10.1% 2,306 5.2% Real Estate, Rental, Leasing 44 6.6% 123 1.5% 79 4.9% 294 1.6% 171 4.8% 781 1.8% Retail Trade 89 13.2% 891 11.2% 252 15.8% 3,325 18.5% 422 11.9% 5,492 12.4% Transportation & Storage 14 2.1% 99 1.2% 34 2.1% 302 1.7% 68 1.9% 1,209 2.7% Utilities 1 0.1% 11 0.1% 3 0.2% 62 0.3% 4 0.1% 75 0.2%
Wholesale Trade 12 1.8% 45 0.6% 33 2.1% 161 0.9% 53 1.5% 314 0.7% Other Services 118 17.5% 1,546 19.3% 286 17.9% 3,557 19.8% 560 15.8% 7,168 16.2% 5 Min Drive 15 Min Drive10 Min Drive
1/21/2025
27,660 117,342
9,041 34,973
56,522
13,829
54,070
68,682 65,15663,486
Employee's
57,729 54,947
71 342
559
186
2,299 13,626
1,741 10,250
1,028 5,475
5,793
4,106
2,301
Establishments Employee'sEstablishments Employee's Establishments 1,903
426
2,706
# # #
924 4,781
190 1,323
177 1,136
1,558 7,344

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%
Employees by Industry
©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 1 of 2

EXHIBIT A
90 Employment Profile
Site: Site 2 - 1oth Street & Ist Ave.

Date Report Created:
5 Min Drive 15 Min Drive10 Min Drive
1/21/2025
Occupations
White Collar 61.0% 51.9% 56.1%
Architecture & Engineering 1.0% 1.2% 1.2%
Community & Social Science 4.2% 3.4% 3.8%
Computer/Mathematical Science 1.4% 1.4% 1.5%
Education, Training, & Library 10.0% 7.8% 6.1%
Entertainment & Media 1.8% 1.7% 2.0%
Healthcare Practitioners 12.0% 7.1% 9.5%
Healthcare Support 3.9% 2.8% 3.8%
Legal 0.3% 0.3% 0.7%
Life, Physical, & Social Science 1.2% 1.0% 1.1%
Management 5.4% 5.4% 5.5%
Office & Administrative Support 17.1% 16.9% 17.9%
Blue Collar 38.5% 47.8% 43.3%
Building & Grounds Cleaning & Maintenance 4.5% 4.2% 4.4% Construction 2.8% 4.0% 3.3%
Farming, Fishing, & Forestry 0.1% 0.1% 0.9%
Food Service 7.1% 8.0% 7.7%
Installation & Maintenance 2.7% 4.1% 3.5%
Personal Care & Service 2.9% 2.7% 3.2%
Production 2.9% 3.6% 2.9%
Protective Service 2.3% 2.1% 1.9%
Sales & Related 8.6% 13.1% 9.9%
Transportation & Material Moving 4.6% 5.9% 5.6%
Military Services 0.5% 0.3% 0.5%
Employee Totals and History
Current
2024 Q1
2023 Q4
2023 Q3
2023 Q2
2023 Q1
2022 Q4
2022 Q3
2022 Q2
18,073
7,988 44,27717,980
# of Employee's # of Employee's
4,874 24,856
7,714 42,236
7,884 45,415
8,097 44,377
17,237
18,182
81 18,429
15,384
6,796 36,966
7,683 42,380
7,616 46,489
15,095
7,941 46,331
6,935 37,459
17,203
18,200
511
332 1,661
214
605
113 656
802 2,712
143 895
259
1,397
313
956 4,215
308 1,681
27 330
1,276
498
58 92 473
435 2,452
3,078 19,194
184
969
8,602
3,416
1,553
375
359 1,964
221 1,470
12 384
751
716
23 1,446
734
2,359
1,068
37 1,265
186 828
689 4,405
365 2,479
482
568
219
1,365 7,940
9,331
3,036
229 1,429
230
# # #
22746
648
# of Employee's

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
91 Consumer Demand & Market Supply Assessment
Site: Site 2 - 10th St & 1st Ave
Date Report Created: 1/21/2025
Demographics
Population 24,598 57,036 87,446
5-Year Population estimate 26,139 59,921 91,402
Population Households 22,114 54,222 84,388
Group Quarters Population 2,484 2,814 3,058
Households 7,938 18,470 29,862
5-Year Households estimate 8,499 19,487 31,288
WorkPlace Establishments 671 1,597 3,540
Workplace Employees 7,988 17,980 44,277
Median Household Income $87,785 $86,156 $92,294
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 $5,399,326 $0 ($5,399,326) -100% $13,228,724 $7,555,748 ($5,672,976) -43% $20,194,576 $12,573,223 ($7,621,352) -38% Lawn/Garden Equipment/Supplies Stores $3,086,357 $0 ($3,086,357) -100% $7,558,017 $3,791,851 ($3,766,166) -50% $11,534,088 $9,734,438 ($1,799,650) -16% Jewelry/Luggage/Leather Goods $2,582,395 $0 ($2,582,395) -100% $6,327,564 $847,970 ($5,479,594) -87% $9,650,805 $4,017,362 ($5,633,442) -58% Used Merchandise Stores $1,507,828 $0 ($1,507,828) -100% $3,697,351 $1,021,745 ($2,675,606) -72% $5,630,669 $5,513,156 ($117,513) -2% Electronic Shopping/Mail Order Houses $101,393,124 $0 ($101,393,124) -100% $251,222,842 $0 ($251,222,842) -100% $397,180,918 $179,715,630 ($217,465,288) -55% Vending Machine Operators (Non-Store) $3,515,776 $0 ($3,515,776) -100% $8,671,558 $45,462 ($8,626,096) -99% $13,377,698 $6,168,444 ($7,209,254) -54% Other Motor Vehicle Dealers $6,219,334 $708,981 ($5,510,353) -89% $15,261,215 $2,843,762 ($12,417,453) -81% $23,255,498 $6,689,862 ($16,565,635) -71% Other Misc. Store Retailers $7,880,316 $1,032,835 ($6,847,481) -87% $19,334,526 $6,046,065 ($13,288,461) -69% $29,395,924 $13,399,092 ($15,996,832) -54% Shoe Stores $2,657,409 $412,479 ($2,244,930) -84% $6,547,709 $2,995,631 ($3,552,078) -54% $9,976,773 $7,371,529 ($2,605,244) -26% Automotive Dealers $90,499,510 $19,606,865 ($70,892,645) -78% $222,395,133 $300,991,899 $78,596,766 35% $338,716,680 $358,189,909 $19,473,230 6% Book/Periodical/Music Stores $1,141,268 $251,489 ($889,779) -78% $2,817,342 $1,089,786 ($1,727,556) -61% $4,314,398 $3,279,696 ($1,034,701) -24% Home Furnishing Stores $4,506,450 $1,014,375 ($3,492,075) -77% $11,080,513 $2,322,843 ($8,757,670) -79% $16,848,247 $4,973,865 ($11,874,382) -70% Clothing Stores $18,295,912 $5,260,369 ($13,035,543) -71% $44,970,655 $15,969,618 ($29,001,037) -64% $68,383,553 $39,860,551 ($28,523,002) -42% Electronics/Appliance $5,935,095 $1,887,690 ($4,047,405) -68% $14,849,099 $6,544,780 ($8,304,318) -56% $25,263,892 $9,103,470 ($16,160,422) -64% Bar/Drinking Places (Alcoholic Beverages) $1,202,840 $411,751 ($791,089) -66% $3,126,581 $1,647,005 ($1,479,576) -47% $6,439,569 $10,609,022 $4,169,453 65% Building Material/Supplies Dealers $28,209,233 $9,696,647 ($18,512,586) -66% $69,385,945 $40,689,056 ($28,696,889) -41% $105,392,807 $60,454,573 ($44,938,233) -43% Office Supplies/Stationary/Gift $1,992,250 $685,680 ($1,306,570) -66% $4,915,366 $3,593,855 ($1,321,511) -27% $7,741,599 $5,684,754 ($2,056,845) -27% Florists/Misc. Store Retailers $761,140 $284,332 ($476,808) -63% $1,863,811 $911,926 ($951,885) -51% $2,844,506 $3,156,529 $312,023 11% Beer/Wine/Liquor Stores $4,308,807 $1,642,305 ($2,666,502) -62% $10,592,748 $3,608,407 ($6,984,341) -66% $16,184,286 $7,830,945 ($8,353,340) -52% Grocery Stores $49,303,651 $21,996,854 ($27,306,797) -55% $121,404,922 $70,959,777 ($50,445,144) -42% $184,888,338 $142,938,806 ($41,949,532) -23% Other General Merchandise Stores $51,303,538 $25,727,219 ($25,576,319) -50% $126,405,261 $110,614,100 ($15,791,160) -12% $192,741,322 $129,125,864 ($63,615,458) -33% Automotive Parts/Accessories/Tire $7,841,323 $4,323,438 ($3,517,886) -45% $19,371,830 $15,370,300 ($4,001,530) -21% $29,341,484 $26,902,893 ($2,438,591) -8% Department Stores $8,400,975 $5,474,444 ($2,926,531) -35% $20,678,411 $43,490,852 $22,812,441 110% $31,482,450 $67,850,536 $36,368,087 116% Sporting Goods/Hobby/Musical Instrument $6,059,346 $3,948,643 ($2,110,702) -35% $14,907,135 $6,856,272 ($8,050,863) -54% $22,672,738 $15,516,559 ($7,156,180) -32% Direct Selling Establishments $2,780,197 $1,837,521 ($942,676) -34% $6,847,594 $3,649,226 ($3,198,368) -47% $10,428,255 $4,185,464 ($6,242,791) -60% Health/Personal Care Stores $25,006,708 $16,758,052 ($8,248,656) -33% $61,716,814 $44,081,418 ($17,635,397) -29% $93,498,048 $98,471,122 $4,973,074 5% Special Food Services $3,772,751 $2,613,873 ($1,158,878) -31% $9,483,849 $16,001,512 $6,517,663 69% $16,536,405 $56,247,285 $39,710,879 240% Full-Service Restaurants $20,929,090 $16,160,783 ($4,768,307) -23% $53,253,775 $44,254,383 ($8,999,392) -17% $98,965,774 $109,336,690 $10,370,915 10% Gasoline Stations $38,349,616 $30,108,026 ($8,241,590) -21% $94,599,544 $88,235,534 ($6,364,010) -7% $143,784,691 $164,019,480 $20,234,790 14% Limited-Service Eating Places $22,020,794 $19,295,647 ($2,725,147) -12% $55,353,111 $47,328,572 ($8,024,539) -14% $96,413,507 $102,478,351 $6,064,844 6% Specialty Food Stores $2,705,912 $5,008,531 $2,302,619 85% $6,662,344 $15,507,736 $8,845,391 133% $10,152,945 $25,568,835 $15,415,890 152% Consumer Demand/Market Supply Index $529,568,268 $196,148,829 270 $1,308,531,287 $908,867,092 144 $2,043,232,438 $1,690,967,937 121 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
92 Consumer Demand & Market Supply Assessment
Site: Site 2 - 10th St & 1st Ave
Date Report Created: 1/21/2025
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 $10,841,411 $494,283 ($10,347,128) -95% $28,702,130 $1,863,028 ($26,839,103) -94% $62,584,045 $16,018,496 ($46,565,549) -74% Furniture/Sleep/Outdoor/Patio Furniture $15,964,742 $1,016,632 ($14,948,111) -94% $39,111,137 $11,647,691 ($27,463,446) -70% $59,702,189 $29,771,540 ($29,930,649) -50% Jewelry (including Watches) $4,394,832 $418,110 ($3,976,722) -90% $10,767,638 $2,876,202 ($7,891,435) -73% $16,428,167 $10,605,646 ($5,822,521) -35% All Other Merchandise $23,075,704 $2,862,106 ($20,213,598) -88% $56,545,783 $12,848,357 ($43,697,426) -77% $86,042,163 $44,398,732 ($41,643,431) -48% Audio Equipment/Musical Instruments $3,426,404 $443,371 ($2,983,033) -87% $8,431,044 $1,548,520 ($6,882,524) -82% $12,802,687 $5,822,417 ($6,980,269) -55% Books/Periodicals $1,990,744 $280,484 ($1,710,261) -86% $4,915,943 $1,258,407 ($3,657,536) -74% $7,455,297 $5,433,481 ($2,021,816) -27% Lawn/Garden/Farm Equipment/Supplies $8,575,345 $1,617,057 ($6,958,288) -81% $20,998,295 $9,693,985 ($11,304,310) -54% $32,051,865 $23,522,440 ($8,529,425) -27% Pets/Pet Foods/Pet Supplies $4,750,675 $897,062 ($3,853,613) -81% $11,603,511 $4,579,981 ($7,023,529) -61% $17,724,327 $8,946,878 ($8,777,449) -50% Footwear, including Accessories $7,403,219 $1,415,703 ($5,987,517) -81% $18,245,312 $6,742,408 ($11,502,904) -63% $27,806,577 $18,752,594 ($9,053,983) -33% Kitchenware/Home Furnishings $6,922,627 $1,323,903 ($5,598,725) -81% $17,064,097 $5,480,522 ($11,583,574) -68% $25,917,445 $15,898,161 ($10,019,283) -39% Small Electric Appliances $1,307,834 $281,883 ($1,025,951) -78% $3,196,184 $1,337,650 ($1,858,533) -58% $4,869,761 $3,435,499 ($1,434,261) -29% Autos/Cars/Vans/Trucks/Motorcycles $80,029,205 $17,332,688 ($62,696,517) -78% $196,707,466 $261,414,292 $64,706,827 33% $299,603,248 $313,517,977 $13,914,729 5% Retailer Services $15,863,302 $3,633,592 ($12,229,710) -77% $38,739,613 $33,247,280 ($5,492,333) -14% $59,240,551 $48,461,862 ($10,778,689) -18% Major Household Appliances $1,979,540 $472,828 ($1,506,712) -76% $4,787,630 $2,027,702 ($2,759,928) -58% $7,362,229 $3,339,590 ($4,022,640) -55% Automotive Lubricants (incl Oil, Greases) $1,979,540 $472,828 ($1,506,712) -76% $4,787,630 $2,027,702 ($2,759,928) -58% $7,362,229 $3,339,590 ($4,022,640) -55% Photographic Equipment/Supplies $504,718 $123,434 ($381,284) -76% $1,252,166 $502,002 ($750,164) -60% $1,894,684 $1,028,872 ($865,812) -46% Womens/Juniors/Misses Wear $18,007,652 $4,447,201 ($13,560,451) -75% $44,169,481 $18,616,643 ($25,552,838) -58% $67,173,758 $50,632,164 ($16,541,593) -25% Televisions/VCR/Video Cameras/DVD etc $3,199,620 $791,680 ($2,407,940) -75% $7,909,267 $3,399,406 ($4,509,861) -57% $12,016,296 $7,056,943 ($4,959,353) -41% Drugs/Health Aids/Beauty Aids/Cosmetics $72,774,442 $18,735,884 ($54,038,558) -74% $179,712,337 $59,249,878 ($120,462,459) -67% $272,125,995 $165,206,696 ($106,919,299) -39% Floor/Floor Coverings $3,954,766 $1,054,381 ($2,900,385) -73% $9,760,113 $3,762,564 ($5,997,549) -61% $14,792,852 $7,020,313 ($7,772,539) -53% Mens Wear $7,042,798 $2,107,160 ($4,935,638) -70% $17,341,165 $8,940,154 ($8,401,011) -48% $26,347,895 $23,305,932 ($3,041,963) -12% Curtains/Draperies/Slipcovers/Bed/Coverings $2,448,024 $742,291 ($1,705,733) -70% $5,959,311 $3,521,255 ($2,438,056) -41% $9,122,854 $8,132,548 ($990,306) -11% Automotive Tires/Tubes/Batteries/Parts $16,619,786 $5,131,734 ($11,488,052) -69% $41,091,535 $29,668,597 ($11,422,938) -28% $62,199,142 $48,543,337 ($13,655,805) -22% Hardware/Tools/Plumbing/Electrical Supplies $8,210,642 $2,775,337 ($5,435,305) -66% $20,240,293 $11,883,076 ($8,357,217) -41% $30,621,169 $19,744,269 ($10,876,901) -36% Dimensional Lumber/Other Building Materials $11,377,341 $4,216,569 ($7,160,771) -63% $27,999,337 $17,694,056 ($10,305,281) -37% $42,539,746 $26,360,708 ($16,179,037) -38% Paints/Sundries/Wallpaper/Wall Coverings $2,060,766 $781,200 ($1,279,566) -62% $5,087,261 $3,292,717 ($1,794,545) -35% $7,711,548 $4,878,141 ($2,833,407) -37% Packaged Liquor/Wine/Beer $9,604,494 $3,897,105 ($5,707,389) -59% $23,573,854 $11,712,037 ($11,861,818) -50% $35,881,790 $23,680,282 ($12,201,508) -34% Toys/Hobby Goods/Games $2,827,605 $1,172,113 ($1,655,492) -59% $6,978,106 $4,095,846 ($2,882,260) -41% $10,587,634 $10,367,474 ($220,161) -2% Sporting Goods (incl Bicycles/Sports Vehicles) $5,349,164 $2,246,119 ($3,103,045) -58% $13,169,022 $5,376,052 ($7,792,970) -59% $20,043,981 $17,134,193 ($2,909,788) -15% Childrens Wear/Infants/Toddlers Clothing $2,686,216 $1,212,418 ($1,473,798) -55% $6,651,879 $5,774,639 ($877,239) -13% $10,099,012 $12,168,037 $2,069,025 20% Groceries/Other Food Items (Off Premises) $77,340,951 $36,945,249 ($40,395,702) -52% $190,338,143 $132,233,247 ($58,104,895) -31% $289,093,918 $226,247,529 ($62,846,390) -22% Cigars/Cigarettes/Tobacco/Accessories $6,008,206 $3,099,019 ($2,909,187) -48% $14,910,975 $10,863,507 ($4,047,469) -27% $22,390,911 $18,528,825 ($3,862,086) -17% Soaps/Detergents/Household Cleaners $2,273,220 $1,384,472 ($888,748) -39% $5,614,283 $5,792,517 $178,233 3% $8,506,081 $8,854,974 $348,893 4% Alcoholic Drinks Served at the Establishment $8,457,157 $5,304,555 ($3,152,602) -37% $22,078,703 $15,129,120 ($6,949,584) -31% $46,343,732 $43,365,329 ($2,978,404) -6% Sewing/Knitting Materials/Supplies $277,107 $174,238 ($102,869) -37% $674,522 $415,834 ($258,688) -38% $1,019,737 $884,356 ($135,382) -13% Paper/Related Products $1,996,740 $1,318,382 ($678,358) -34% $4,917,877 $5,564,656 $646,779 13% $7,442,125 $8,150,884 $708,760 10% Meats/Nonalcoholic Beverages $41,829,223 $34,330,329 ($7,498,894) -18% $105,110,400 $98,419,050 ($6,691,350) -6% $182,733,232 $241,510,292 $58,777,060 32% Automotive Fuels $35,260,133 $28,999,890 ($6,260,243) -18% $86,961,325 $88,390,302 $1,428,977 2% $132,004,883 $157,476,860 $25,471,976 19% Optical Goods (incl Eyeglasses, Sunglasses) $1,087,909 $912,388 ($175,521) -16% $2,659,212 $2,776,048 $116,836 4% $4,059,699 $5,692,216 $1,632,517 40% Household Fuels (incl Oil, LP gas, Wood, Coal) $989,511 $1,340,034 $350,524 35% $2,438,064 $2,942,186 $504,122 21% $3,690,133 $3,751,350 $61,217 2% ©SDS, a division of x-span results, inc. Data by STI. All rights reserved. Page 2 of 3

EXHIBIT A
93 Consumer Demand & Market Supply Assessment
Site: Site 2 - 10th St & 1st Ave
Date Report Created: 1/21/2025
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
94 Site: Site 2 ‐ 10th Street & 1st Ave.

Date: 1/21/2025
5 Min Drive 10  Min Drive 15  Min Drive
1A Top Shelf 5.0% 2.3% ##
1B Affluent Suburbia 0.0% 0.0% ##
2A New Suburban Families 0.0% 0.0% ##
2B Older Empty Nest Families 0.0% 0.0% ##
3A Mid‐Income Rural 0.0% 0.1% ##
3B Urbanites 2.9% 4.2% ##
3C Older Mid‐Income Households 0.0% 0.0% ##
4A Rising Middle Income Families 54.1% 36.8% ##
4B Young Aspirations 25.6% 45.7% ##
5A College Students and Recent Gradu 1.9% 2.2% ##
5B Middle America 0.0% 3.0% ##
5C Upscale Young Singles and Couples 0.0% 0.0% ##
6A Ethnic and Small Town Groups 0.0% 0.4% ##
6B Blue Collar Urbanites 10.4% 5.3% ##
6C Industrial Remnants 0.0% 0.0% ##
7A Military and Blue Collar 0.0% 0.0% ##
7B Rural Working Blues 0.1% 0.1% ##
7C Ageing Small Town America 0.0% 0.0% ##
SUM(F11,F16,F22,F28,F35,F41,F47,F51,F 57,F64,F68,F75,F79,F86,F91,F96,F100,F108) Total Households 8,174 100% 18,621 100% 30,071 100%
Rank * Cluster Lifestage Group Households % Households % Households % 1 11 West Coast Affluence 4A Rising Middle Income Families 3,662 44.8% 5,339 28.7% 6,228 20.7% 2 35 Generational Dreams 4B Young Aspirations 1,357 16.6% 7,381 39.6% 11,123 37.0% 3 28 Coastal Diversity 6B Blue Collar Urbanites 853 10.4% 981 5.3% 1,065 3.5% 4 10 Emerging Leaders 4A Rising Middle Income Families 756 9.3% 1,489 8.0% 5,590 18.6% 5 40 Beltway Commuters 4B Young Aspirations 707 8.7% 1,065 5.7% 1,840 6.1% 6 02 Peak Performers 1A Top Shelf 412 5.0% 435 2.3% 435 1.4% 7 58 Urban Crowd 3B Urbanites 195 2.4% 644 3.5% 1,293 4.3% 8 57 College Towns 5A College Students and Rece nt Graduates 151 1.9% 164 0.9% 164 0.5% 9 44 Pacific Second City 3B Urbanites 39 0.5% 133 0.7% 461 1.5% 10 14 American Playgrounds 4B Young Aspirations 30 0.4% 53 0.3% 54 0.2% * 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%
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 Indust
rial 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
95 Household Segmentation Profile
Date: 1/21/2025
TOTAL HOUSEHOLDS  8,174 100% 18,621 100% 30,071 100%
Segment Group Cluster  Name
1A Top Shelf 412 5.0% 435 2.3% 447 1.5%
01 One Percenters 0 0.0% 0 0.0% 12 0.0%
02 Peak Performers 412 5.0% 435 2.3% 435 1.4%
03 Second City Achievers 0 0.0% 0 0.0% 0 0.0%
1B Affluent Suburbia 0 0.0% 0 0.0% 0 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% 0 0.0%
09 Successful Urban Commuters 0 0.0% 0 0.0% 0 0.0%
2A New Suburban Families 0 0.0% 0 0.0% 13 0.0%
17 New American Dreams 0 0.0% 0 0.0% 13 0.0%
21 New Suburban Style 0 0.0% 0 0.0% 0 0.0%
34 Midwestern Comforts 0 0.0% 0 0.0% 0 0.0%
42 Rising Fortunes 0 0.0% 0 0.0% 0 0.0%
2B Older Empty Nest Families 0 0.0% 0 0.0% 0 0.0%
12 Mainstream Established Suburb 0 0.0% 0 0.0% 0 0.0%
15 Comfortable Retirement 0 0.0% 0 0.0% 0 0.0%
18 Small Town Middle Managers 0 0.0% 0 0.0% 0 0.0%
33 Noreasters 0 0.0% 0 0.0% 0 0.0%
41 All‐American 0 0.0% 0 0.0% 0 0.0%
3A Mid‐Income Rural 2 0.0% 24 0.1% 126 0.4%
13 Cowboy Country 1 0.0% 23 0.1% 124 0.4%
16 Spacious Suburbs 1 0.0% 1 0.0% 1 0.0%
20 Strong Individualists 0 0.0% 0 0.0% 0 0.0%
51 Low Cost Rural 0 0.0% 0 0.0% 1 0.0%
3B Urbanites 234 2.9% 777 4.2% 1,754 5.8%
38 Middle America 0 0.0% 0 0.0% 0 0.0%
44 Pacific Second City 39 0.5% 133 0.7% 461 1.5%
45 Northern Perseverance 0 0.0% 0 0.0% 0 0.0%
58 Urban Crowd 195 2.4% 644 3.5% 1,293 4.3%
3C Older Mid‐Income Households 0 0.0% 0 0.0% 0 0.0%
46 Individual Singles 0 0.0% 0 0.0% 0 0.0%
49 Retirement 0 0.0% 0 0.0% 0 0.0%
4A Rising Middle Income Families 4,422 54.1% 6,859 36.8% 11,911 39.6% 07 Upscale Diversity 0 0.0% 0 0.0% 0 0.0%
08 Living the Dream 3 0.0% 31 0.2% 92 0.3%
10 Emerging Leaders 756 9.3% 1,489 8.0% 5,590 18.6%
11 West Coast Affluence 3,662 44.8% 5,339 28.7% 6,228 20.7% 4B Young Aspirations 2,096 25.6% 8,501 45.7% 13,019 43.3% 14 American Playgrounds 30 0.4% 53 0.3% 54 0.2%
19 Outer Suburban Affluence 0 0.0% 0 0.0% 0 0.0%
22 Up and Coming Suburban Diver 1 0.0% 2 0.0% 2 0.0%
35 Generational Dreams 1,357 16.6% 7,381 39.6% 11,123 37.0% 40 Beltway Commuters 707 8.7% 1,065 5.7% 1,840 6.1%
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
96 Household Segmentation Profile
Date: 1/21/2025
TOTAL HOUSEHOLDS  8,174 100% 18,621 100% 30,071 100%
Segment Group Cluster  Name 5 Min Drive 10 Min Drive 15 Min Drive 5A College Students and Recent Graduates 151 1.9% 406 2.2% 406 1.4% 57 College Towns 151 1.9% 164 0.9% 164 0.5%
67 Starting Out 0 0.0% 242 1.3% 242 0.8%
5B Middle America 0 0.0% 553 3.0% 634 2.1%
26 High Density Diversity 0 0.0% 0 0.0% 0 0.0%
36 Olde New England 0 0.0% 0 0.0% 0 0.0%
39 Second City Beginnings 0 0.0% 547 2.9% 623 2.1%
43 Classic Interstate Suburbia 0 0.0% 6 0.0% 11 0.0%
5C Upscale Young Singles and Couples 0 0.0% 0 0.0% 448 1.5% 25 Tech‐Savy Group 0 0.0% 0 0.0% 0 0.0%
27 Young Coastal Technocrats 0 0.0% 0 0.0% 448 1.5%
6A Ethnic and Small Town Groups 0 0.0% 70 0.4% 161 0.5% 31 Latino Workforce 0 0.0% 0 0.0% 0 0.0%
59 Hardworking Latino Families 0 0.0% 0 0.0% 0 0.0%
60 Immigrant 0 0.0% 66 0.4% 145 0.5%
64 Southern Cities 0 0.0% 4 0.0% 14 0.0%
65 Small Towns 0 0.0% 0 0.0% 2 0.0%
6B Blue Collar Urbanites 853 10.4% 981 5.3% 1,069 3.6%
28 Coastal Diversity 853 10.4% 981 5.3% 1,065 3.5%
30 True Grit 0 0.0% 0 0.0% 0 0.0%
32 Apartment Dwellers 0 0.0% 0 0.0% 4 0.0%
6C Industrial Remnants 0 0.0% 0 0.0% 2 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% 2 0.0%
7A Military and Blue Collar 0 0.0% 0 0.0% 1 0.0%
61 Communal Living 0 0.0% 0 0.0% 1 0.0%
62 Blue Collar Diversity 0 0.0% 0 0.0% 0 0.0%
7B Rural Working Blues 50 . 1 % 1 60 . 1 % 6 50 . 2 %
24 Remote Latino Neighborhoods 3 0.0% 7 0.0% 49 0.2%
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 2 0.0% 8 0.0% 15 0.1%
53 Classic Southerners 0 0.0% 1 0.0% 1 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% 15 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% 13 0.0%
54 Agricultural Areas 0 0.0% 0 0.0% 2 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
97 ,
Submitted by:

HdL ECONSolutions
120 S. State College Blvd., Suite 200
Brea, CA 92821
www.hdlcompanies.com
Contact:

Barry Foster
951.233.0414
[email protected]
City of Marina, CA
Proposal-Economic Development Services

EXHIBIT B
98 Proposal-Retail Recruitment Services & Market Analytics 2 COVER LETTER
April 29, 2025

City of Marina
Tori Hannah, Finance Director
[email protected]
Tori:

HdL Companies, is pleased to submit this proposal to provide Economic Development Services for the City of Marina

Hinderliter de Llamas Associates (HdL) is a 4 1-year-old consulting firm with corporate offices in Brea California and a Bay Area office in Pleasanton, plus another California office in Fresno, along with offices in Texas and North Carolina. HdL is a highly respected consulting firm working in sales tax, property tax, tax & fee administration, revenue analysis, economic development and cannabis management.

In responding to the City of Marina’s request we are providing a p roposal to conduct some Economic Development related services including Retail Recruitment Support Services , a Peer Review of the Downtown Vitalization Specific Plan (SP), Implementation Strategy for Activating the SP and creation of a website and branding for the economic function in Marina. W e believe our team is well- equipped to contribute valuable insights and proven expertise for what you want for economic development in Marina.

With HdL ECONSolutions currently working fo r 35 cities in California on a variety of economic development services including Retail Attraction Support Services for a number of California cities, our Team is perfect for Marina. We truly understand the needs and methodology that retailers use in examining a new location possibility, along with assessing the highest & best use for a property. We also understand the importance of having a quality and easy to navigate website, along with brand recognition.

We also have significant experience in what makes a successful downtown or town center, as well as understanding what is market relevant and realistic today. Unlike some competitors, we are a California based company and truly understand the California marketplace that can be challenging for out of state consultants-especially with retail recruitment. With a proven track record, we are committed to delivering quality economic development consulting services

Your primary point of contact will be me - Barry Foster, Principal and Managing Director of HdL’s ECONSolutions Division, by phone at 951.233.0414 or email at [email protected] . If you have any questions, please feel free to reach out directly to me.

Barry Foster
Principal/Managing Director
120 S. State College Blvd, Suite 200
Brea, CA 92821
[email protected]

EXHIBIT B
99 Development Driven by Data

PROPOSAL

Scope of Work
Task 1. Retail Recruitment Outreach Support Services
HdL shall support Marina with retail recruitment services including:
• Work with the City to create customized materials and marketing packets. • Facilitate establishing meaningful relationships with retailer, developers, site selectors and real estate professionals to promote retail opportunities in Marina. • HdL utilizes a data base of more than 500 leading retailers, as well as Barry Foster having significant long-term relationships and a data base of with more than 1,500 people active in the retail development industry.
• Manage meetings and participate on behalf of Marina at a variety of key retail trade events including ICSC RECON-Las Vegas, ICSC Monterey, and ICSC Western Regional Conference in Palm Springs. Barry Foster has been a member of ICSC for 32 years.

Compensation for Task 1= $15,000 (not-to-exceed based on hourly rates)

Hourly rates for the work include the following:

Principal/Managing Director $250/hour
Senior Advisor $180/hour Analyst $100/hour

Task 2. Downtown Vitalization Work
Peer Review of the Downtown Vitalization Specific Plan (SP) • Assess the SP for its market relevance, along identifying strong points and potential challenges in successfully implementing the SP.
• Review the Development Code within the Downtown Specific Plan and assess based on market conditions which zoning, and development standards need to modify to accelerate the development of infill housing within the Core of Marina.
• Evaluate the Land Use and Development Goals, Policies and Programs of the SP.

Compensation for Peer Review of the Downtown Vitalization Specific Plan = $14,000 (fixed fee)

Implementation Strategy to Activate the SP
• Utilize HdL’s significant experience in development and/or redevelopment, along with the many relationships HdL established with quality developers.
• Meet with major property owners, businesses and major stakeholders within the SP area. • Look at what other cities have done to successfully revitalize, redevelop or reposition a downtown or town center area.
• The HdL Team that would work on the project has successfully worked with several downtowns or town centers including Covina, Menlo Park, Monrovia, Pasadena and Walnut Creek.

Compensation for Implementation Strategy to Activate the SP = $15,750 (fixed fee)

EXHIBIT B
100

Development Driven by Data

Compensation for Task 2= $29,750 (fixed fee)

Task 3. Website – Economic Development
Develop a professional Economic Development microsite accessible from the City of Marina’s main website that is also a stand-alone site. It will be designed for easy navigation, attractiveness, mobile friendly, and have SEO optimization for visibility on Google and Bing.

Website Microsite Build Out and Basic SEO:
• Hosting Setup:
o Set up a secure hosting environment.
o Install SSL certificate for secure HTTPS access.
o Enable daily automated backups.
o Implement malware detection and protection.
• Website Development:
o Develop a microsite with up to 6 custom-designed pages built on a WordPress (CMS) platform. (Eastvale, CA is a great reference)
o Mobile-responsive design across all devices.
o Custom, modern graphic design with scrolling, simple navigation, and subtle animations. o ReCAPTCHA integration on any contact forms to prevent spam. o ADA and CCPA Accessibility Compliance
o SEO-friendly URL structure and meta tags setup (titles, descriptions). o Basic SEO (keyword research for meta tags and headings). o Image compression and site speed optimization.
o Google Analytics and Google Search Console setup.
o Site submission to Google and Bing for indexing.
• Basic Training:
o Provide 1-hour training session to client's staff on how to make basic edits within WordPress.

Hosting Setup and Web Development Costs = $6,500

• Website Content Development/ Copy/ Editing
o We’ll develop compelling content for the website that effectively communicates the City’s vision, economic development services, and opportunities. This includes drafting engaging copy that aligns with the City's branding and tone, incorporates relevant keywords for search engine optimization (SEO), and is structured for accessibility and mobile responsiveness. We start with content planning, drafting, internal review, and will provide up to 2 rounds of revisions based on stakeholder feedback.

Copywriting Website Content / Editing Costs: TBD- Estimated between $2,500 – $3,500 ( cost will be based on the final content scope and how much content Marina can supply).

Project Management and Website Design Oversight by HdL = $2,500

Compensation for Task 3= $12,500(not to exceed)

EXHIBIT B
101

Development Driven by Data

Please note the costs NOT Included in this proposal:
• Hosting service fees (annual), Domain registration (if applicable), Email services (e.g., Google Workspace or Microsoft 365 setup, Stock photography purchases, Professional photography or video and premium plugin licenses (if needed for extended functionality).

Client Responsibilities:
• Client will supply all photos, video content, branding elements, and major copy points and any written content to McLaughlin Marketing before work commencement. • Project turnaround time is approximately 6 weeks after receipt of all assets and approval to proceed.

Task 4. Marketing & Branding Economic Development
Develop a cohesive, modern brand identity for Marina’s Economic Development program that integrates with the City’s current identity. This package provides the essential tools needed to unify the city’s image across all platforms — from economic development initiatives to resident communications.

Package Includes: logo (if appropriate), brand color palette, typography guidelines, simple brand style guide, tagline and key messaging, photography style direction and social media graphic templates.

Consideration will be given to:
• Crafting a compelling brand narrative (storytelling the true Marina brand will sell and get the impact and results you desire) that showcases the City’s unique strengths— such as its strategic location, diverse community, and opportunity for economic growth. This narrative will be woven into all marketing materials, public communications, and community engagement efforts. • Engaging local stakeholders, including businesses, community members, and civic leaders, in the rebranding process to ensure that the new identity resonates with those who live and work in Marina.

Their insights and feedback will be instrumental in shaping a brand that authentically represents the City’s values and growth aspirations.
• Position Marina’s current local initiatives, events, and success stories that demonstrate the City’s vibrant business climate and community spirit. This focus will attract new businesses and encourage existing residents to take pride in their city and contribute to its ongoing growth and development.

Compensation for Task 4= $3,500

Optional Projects to Consider for a Later Date:
• Custom video intro/outro animation
• Additional print materials (business cards, brochures, banners) • Branded merchandise (shirts, hats, pens)
• Launch a comprehensive marketing campaign to promote economic development initiatives using digital platforms, social media, PR, networking, HDL well-established contacts, and traditional advertising channels to reach target audiences effectively. This campaign will highlight Marina as an important destination for investment, living, and recreation.

TOTAL COST for Task 1, 2, 3 & 4 = $60,750 (not to exceed)

EXHIBIT B
102

Development Driven by Data

Consultant’s Prior Experience & Qualifications
The HdL ECONSolutions Teamhas over 130 years of experience working in economic and community development in both the public and private sectors. HdL has significant experience with retail attraction support services, along with providing a variety of economic development related consulting services.

HdL has established a solid reputation in economic development consulting, especially in California. Hdl is based in Brea, along with offices in Fresno and Pleasanton, as well as North Carolina and Texas.

Hdl ECONSolutions has done Retail Attraction Support Services for many California cities including Apple Valley, Desert Hot Springs, Diamond Bar, Duarte, Eastvale, Fowler, Grand Terrace, Glendora, Indio, Lake Forest, Marina , Menlo Park, National City, Ontario, Pa cific Grove, Patterson, Placerville, Port Hueneme, Rancho Cordova, Rancho Santa Margarita, Ridgecrest, Upland, Vallejo and Watsonville.

Additional Capabilities: Our proprietary sales tax/software system not only ensures a thorough examination of the current retail environment but also opens numerous opportunities to prepare detailed economic development reports. These reports will be instrumental in providing Retail Attraction Support Services.

References
The following are a sampling of our public-sector references:

CITY OF EASTVALE
Henry Garcia, former City Manager
951.999.1617

CITY OF FOUNTAIN VALLEY
Omar Dadaboy, Assistant City Manager
10200 Slater Ave
Fountain Valley, Ca 92780
714.593.4402

CITY OF RIDGECREST
Ronald Strand, City Manager
100 W. California Avenue
Ridgecrest, CA 93555
760.499.5002

CITY OF PACIFIC GROVE
Ben Harvey, former City Manager
213.364.2699

Additional References
The following are a sample of our private sector references:

BURLINGTON STORES
Chris Kiehler, Director of Real Estate
13341 Mount Hood Drive
Tustin, CA 92705
714.322.2545

PANDA RESTAURANTS
Lucy Gan, Sr. Director of Real Estate-West
1683 Walnut Grove Ave.

Rosemead, CA 91770
626.202.3116

CHIPOTLE
Amber Reed, Sr. Real Estate Manager-West
610 Newport Center Drive, Suite 1300
Newport Beach, CA 92660
650.422.0612

SMART & FINAL
Casey Lynch, Vice President-Real estate
600 Citadel Dr.

Commerce, CA 90040
323.869.7746

EXHIBIT B
103

Development Driven by Data

HOPKINS REAL ESTATE GROUP
Steve Hopkins, CEO & President
4340 Von Karman, Suite 200
Newport Beach, CA 92660
949.370.9696

SAGE INVESTCO
Patrick Charriou, Senior Partner
4350 Von Karman Ave., #200
Newport Beach, CA 92660
949.954.6100

LEWIS RETAIL CENTERS
Richard Lewis & Randall Lewis
1156 N. Mountain Ave
Upland, CA 91785
909.946.7518

WABA GRILL
Steven Wang, Real Estate Director
181 S. Old Springs Road, 2nd Floor
Anaheim Hills, CA 92808
562.908.9222

PANERA BREAD
Tim O’Kane, Sr. Real Estate Director
9105 N. 105th Place
Scottsdale, AZ 98258
714.316.4296
WOOD INVESTMENTS INC.

Patrick Wood, President/CEO
2950 Airway Ave., Suite A-9
Costa Mesa, Ca 92627
949.300.0553
Gelson’s Market
Michael Smith, Director of Real Estate
[email protected]
Albertsons
Sam Shink, Director of Real Estate
1421 S. Manhattan Avenue
Fullerton CA 92831
714.300.6727

HdL Companies Key Personnel
HdL Companies is proposing a team of four for Santa Cruz. Barry Foster will be the Project Manager. The proposed Senior Advisors will be involved in the client interface, public interface and project analysis. The Analyst will be responsible for the data gathering and analysis.

BARRY FOSTER – PRINCIPAL/MANAGING DIRECTOR, HDL COMPANIES ([email protected]) Barry Foster has more than 36 years of local government experience including 33 years in Southern California working for the cities of Moreno Valley, Rancho Mirage, Monrovia, and Loma Linda, as well as over 10 years with the HdL Companies. As a Principal & Managing Director with HdL, Barry Foster started the ECONSolutions Division for HdL and has worked with 230 local governments in a variety of economic development related services. Additionally, he worked as a Development Consultant with five developers and retail advisors in Southern California. Over the years, he has helped facilitate more than 32 million square feet of new development projects including logistics-distribution, shopping centers, commercial retail/office, medical- healthcare, hotels, and auto centers. Mr. Foster is member of the International Council of Shopping Centers, as well as being a past President of the Municipal Management Assistants of Southern California (MMSASC). He holds a Bachelor of Science degree from Minnesota State University- Mankato and a Master of Public Administration from the University of Kansas.

R
UTH MARTINEZ-BAENEN – SENIOR ADVISOR, HDL COMPANIES ([email protected]) Ms. Martinez-Baenen is an experienced Economic Development Manager with a demonstrated history of working in the government administration industry. Ruth has worked in local government for over 30 years, and 23 years as the Economic Development Project Manager for the City of Pasadena, providing business outreach, assistance, retention and attraction services for the City of Pasadena. Ruth is skilled in Nonprofit Organizations, Urban Planning, Government, Leadership, and CEQA. She has strong program and project management professional with a Master of Public Administration (M.P.A.) focused in Public Policy and Administration from California State University-Long Beach.

EXHIBIT B
104

Development Driven by Data

SANDRA METER—S ENIOR ADVISOR HDL COMPANIES ([email protected]) Sandra Meyer is an experienced professional in communicyt development, planning and economic development. She worked for 35 years for the City of Walnut Creek including 12 years as the Community & Economic Development Director. Ms. Meyer was very involved in making downtown Walnut Creek one of the best downtowns in California. Sandra has bachelor’s for the University of California Davis.

F
IENNA CHENG – ANALYST (FCHENG@HDLCOMPANIES,COM)
Fienna Cheng joined HdL early in 2020 as an Analyst and works on a variety of analytics and revenue analysis projects, as well as supporting the administrative needs of the Division. Ms. Cheng has experience in the private sector in the healthcare and insurance industries. Fienna received a Bachelor of Arts in Economics from the University of California Irvine.

M

ICHELLE MCLAUGHLIN (SUB-CONTRACTOR)
Michell McLaughlin is the founder and owner of McLaughlin Marketing based in Oceanside. She has over 35 years of experience in Marketing and communications.

HdL ECONSolutions has quickly become a premier partner providing economic development services for many California cities. HdL ECONSolutions has worked with the following cities and local governments:

HDL ECONSOLUTIONS CLIENTS

EXHIBIT B
105
Development Driven by Data
Hdl ECONSolutions is Driven BY RESULTS
HdL ECONSolutions provides business attraction support services for number of cities in California. Success with retail attraction has resulted in the following new retail uses for our client cities.

H
dL ECONSolutions has helped facilitate 75 retail/restaurant placements that generate more than $4.10 million annually in new sales tax revenue for our clients!

HDL ECONSOLUTIONS RETAIL PLACEMENTS

EXHIBIT B
106

Development Driven by Data

Travel and Work Expense
• If travel is required, HdL shall be compensated for any travel or expenses related to attending any meetings or work activities in Marina.
• Actual receipts shall be provided for documentation.
• This compensation will be the actual cost and be above fixed fee cost of $29,750.

Representatives
The consultant representing dL shall be Barry Foster, Principal/Managing Director for ECONSolutions. The staff representative for the City of Marina will be Tori Hannah, Finance Director

About Us
HdL started ECONSolutions in 2015, a new division of the company, to focus on economic development related services. HdL ECONSolutions has done a variety of work for over 240 local governments and is presently working for 30 cities. Barry Foster is the Principal/Managing Director for HdL ECONSolutions, he has worked for four California cities with more than 23 years’ experience in economic development, as well as the past twelve years in private sector consulting, including 11 years with HdL. Barry Foster has helped facilitate more than 35 million square feet of development in California including logistics/distribution, commercial retail, professional office, medical/healthcare, auto dealerships numerous mixed-use developments.

Accepted by HdL: Accepted by City of Marina:

____________________________________ _______________________________________ Barry Foster, Principal/Managing Director Date Date

STAFF HOURLY RATE
Managing Director $250
Senior Advisor $180
5/29/202

120 S. State College Blvd.

Suite 200
Brea, CA 92821
Mobile 714.879.5000
www.ECONSolutionsbyHdL.com
www.hdlcompanies.com

EXHIBIT B
107
May 1, 2025 Item No. 10g(3)
Honorable Mayor and Members City Council Meeting
of the Marina City Council of May 6, 2025
CITY COUNCIL CONSIDER ADOPTING RESOLUTION NO. 2025 -,
APPROVING AMENDMENT NO. 2 TO AGREEMENT NO. A -15987 WITH THE

COUNTY OF MONTEREY FOR ANIMAL SERVICES, AUTHORIZING THE

CITY MANAGER TO EXECUTE THE AGREEMENT, AND APPROPRIATING FUNDS NOT TO EXCEED $50,000 FOR FY 2025–2026.

REQUEST:

It is requested that the City Council consider:

1. Adopting Resolution No. 2025-, approving Amendment No. 2 to Agreement No. A-15987 between the City of Marina and the County of Monterey (Hitchcock Road Animal Services); and

2. Appropriating funds not to exceed $50,000 in the Marina Police Department’s FY 2025 – 2026 operating budget to fund related animal sheltering and emergency veterinary service

3. Authorizing the City Manager to execute the amendment and all related documents subject to review and approval by the City Attorney; and
BACKGROUND:

The City of Marina has contracted with the County of Monterey for animal sheltering and related services through Hitchcock Road Animal Services (HRAS) under Agreement No. A -15987 since July 1, 2022. In 2024, the City approved Amendment No. 1, which extended the agreement to June 30, 2025, and applied a 16% increase to service fees. (“EXHIBIT A”) Amendment No. 2 proposes to further extend the agreement through June 30, 2026, and applies an 8% increase in service fees. These adjustments align with HRAS's operational needs and efforts to ensure long-term fiscal sustainability as part of a regional Joint Powers Agency. (“EXHIBIT B”)
ANALYSIS:

Amendment No. 2 includes an 8% increase in all base service categories, including stray and surrendered animal holding, carcass disposal, and emergency medical treatment transportation.

The following is a comparison of key rates:

Service FY 2024–2025 Rate FY 2025–2026 Rate Increase
Stray/Surrendered Animal (5 days) $275.00 $297.00 +$22.00 Extended Holding (10 days) $505.00 $545.00 +$40.00
Additional Holding (per day) $46.00 $48.00 +$2.00
Carcass Disposal $29.00 $31.00 +$2.00
Emergency Medical Transport (per hour) $129.00 $139.00 +$10.00 In FY 2023 –2024, the City spent approximately $37,200 on animal services. After the 16% increase in FY 2024–2025, the projected cost rose to $43,152. With the proposed 8% increase, the estimated cost for FY 2025–2026 is $46,604.16.
1 Due to natural fluctuations in the number of animals requiring services, staff recommends authorizing a not-to-exceed budget of $50,000 to cover any potential increase in demand. In-house provision of these services would require significant investment in staff, infrastructure, and facilities, far exceeding the current contract costs.

CONCLUSION:

Approval of Amendment No. 2 will ensure continued access to high-quality, regional animal care services while preserving fiscal efficiency. The proposed increase is modest and necessary to maintain service continuity through HRAS. Funding up to $50,000 wil l provide appropriate flexibility for potential increases in service demand.

Respectfully submitted:

____________________________
Randy Hopkins
Chief of Police
City of Marina

REVIEW/CONCUR:

___________________________
Layne Long
City Manager
City of Marina

2 RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MARINA APPROVING AMENDMENT NO. 2 TO AGREEMENT NO. A-15987 WITH THE COUNTY OF

MONTEREY FOR ANIMAL SERVICES, AUTHORIZING THE CITY MANAGER TO

EXECUTE THE AGREEMENT, AND APPROPRIATING FUNDS NOT TO EXCEED $50,000 FOR FY 2025–2026
WHEREAS, the City of Marina entered into Agreement No. A-15987 with the County of Monterey for the provision of animal sheltering and related services through Hitchcock Road Animal Services (HRAS); and
WHEREAS, on June 7, 2024, the City approved Amendment No. 1 to extend the term through June 30, 2025 and apply a 16% fee increase; and
WHEREAS, the County has proposed Amendment No. 2 to extend the agreement through June 30, 2026 and apply an additional 8% increase in service fees; and WHEREAS, the Marina Police Department projects the FY 2025–2026 cost of services to be approximately $46,604.16, and recommends authorizing a not-to-exceed budget of $50,000 to accommodate potential fluctuations in service volume;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Marina does hereby:

1. Approve Amendment No. 2 to Agreement No. A-15987 with the County of Monterey for the provision of animal services from July 1, 2025, through June 30, 2026;

2. Authorize the City Manager, or designee, to execute the amendment and all related documents subject to review and approval by the City Attorney; and

3. Appropriate funds not to exceed $50,000 from the FY 2025–2026 operating budget of the Marina Police Department to fund animal sheltering and related services.

PASSED AND ADOPTED by the City Council of the City of Marina at a regular meeting duly held on the 6th day of May 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
4 EXHIBIT A
5 EXHIBIT A
6 EXHIBIT A
7 EXHIBIT A
8 EXHIBIT A
9 CITY OF MARINA
Amendment No. 2
Term: 07/01/22 – 06/30/26
AMENDMENT NO. 2

TO AGREEMENT BY AND BETWEEN

COUNTY OF MONTEREY AND

THE CITY OF MARINA
THIS AMENDMENT NO. 2 to AGREEMENT No. A-15987 is made by and between the County of Monterey, a political subdivision of the State of California and the Lead Agency of Hitchcock Road Animal Services (HRAS) , (hereinafter referred to as " COUNTY"), and the City of Marina (hereinafter referred to as " CITY") with respect to the following .

WHEREAS, the COUNTY established the Health Department Animal Services Center, located at 160 Hitchcock Road, Salinas, to shelter animals within the unincorporated areas of the Monterey County; and
WHEREAS, on September 7, 2022, COUNTY and CITY entered into AGREEMENT NO. A- 15987 for the term July 1, 2022 through June 30, 2024, for the use of the Animal Services Center and the provision of other animal services ; and WHEREAS, on January 1, 2023, Hitchcock Road Animal Services was established with the objective of merging the City of Salinas and the County of Monterey entities, for the betterment of all animals in our communities’ requiring services, as well as the residents and taxpayers of both entities, with the ability to utilize shared equipment, resources, and personnel; and
WHEREAS, COUNTY serves as the Lead Agency for Hitchcock Road Animal Services, encompassing the contracting parties: County of Monterey and City of Salinas; and WHEREAS, CITY desired to contract with COUNTY for the provision of services at Hitchcock Road Animal Services ; and
WHEREAS, COUNTY and CITY entered into AMENDMENT NO. 1 to replace EXHIBIT A, and extend the AGREEMENT Term by one (1) additional year for a revised AGREEMENT Term of July 1, 2022 – June 30, 2025, as Agency’s entities work together to find an Agreement to plan for fiscal sustainability and accountability via the newly formed Hitchcock Road Animal Services Joint Powers Agency ; and WHEREAS, COUNTY and CITY wish to amend AGREEMENT No. A-15987 to replace EXHIBIT A to apply an eight percent (8%) fee increase, and extend the AGREEMENT Term by one (1) additional year for a revised AGREEMENT Term of July 1, 2022 – June 30, 2026, as Agency’s entities work together to find an Agreement to plan for fiscal sustainability and accountability via the newly formed Hitchcock Road Animal Services Joint Powers Agency.

NOW THEREFORE , COUNTY and CITY hereby agree to amend the AGREEMENT as follows:

1. Section 5.0, “TERM AND TERMINATION ”, Section 5.A, shall be amended by removing “This Agreement shall be effective July 1, 2022 and shall terminate on June 30, 2025, unless sooner terminated pursuant to the terms of this Agreement, ” and replacing it

EXHIBIT B
10 CITY OF MARINA
Amendment No. 2
Term: 07/01/22 – 06/30/26
with “This Agreement shall be effective July 1, 2022 and shall terminate on June 30, 2026, unless sooner terminated pursuant to the terms of this Agreement. ”

2. EXHIBIT A, “Fees for Services”, shall be amended by removing EXHIBIT A of this AGREEMENT and replacing it with “EXHIBIT A-2”. All references in AMENDMENT NO. 2 to EXHIBIT A shall be construed to refer to EXHIBIT A -2.

3. Except as provided herein, all remaining terms, conditions, and provisions of th e AGREEMENT are unchanged and unaffected by this AMENDMENT NO. 2 and shall continue in full forces and effect as set forth in the AGREEMENT.

4. The recitals to this Amendment No. 2 are hereby incorporated by this reference.

5. A copy of the Amendment No. 2 shall be attached to the original AGREEMENT executed by COUNTY on September 7, 2024.

6. This Amendment No. 2 is effective July 1, 2025.
**********SIGNATURE PAGE TO FOLLOW**********

EXHIBIT B
11 CITY OF MARINA
Amendment No. 2
Term: 07/01/22 – 06/30/26
IN WITNESS WHEREOF , COUNTY and CITY have executed this AMENDMENT NO . 2 as of the day and year written below.

COUNTY OF MONTEREY THE CITY OF MARINA
By:

Contracts/Purchasing Officer THE CITY OF MARINA
Date: Business Name*
By: By:

Department Head (if applicable) (Signature of Chair, President, or Vice-President) * Date:

By: Name and Title
Board of Supervisors (if applicable)
Date: Date:

Approved as to Form1
By: By:

County Counsel
Date: (Signature of Secretary, Asst. Secretary, CFO, Treasurer or Assistant Treasurer)*
Approved as to Fiscal Provisions2
Name and Title
By:

Auditor/Controller Date:

Date:

Approved as to Liability Provisions3
By:

Risk Management
Date:
*INSTRUCTIONS: If CITY is a corporation, including limited liability and non-profit corporations, the full legal name of the corporation shall be set forth above together with the signatures of two specified officers. If CITY is a partnership, the name of the partnership shall be set forth above together with the signature of a partner who has authority to execute this AGREEMENT on behalf of the partnership. If CITY is contracting in an individual capacity, the individual shall set forth the name of the business, if any, and shall personally sign the AGREEMENT. 1Approval by County Counsel is required 2Approval by Auditor-Controller is required

EXHIBIT B
12 CITY OF MARINA
Amendment No. 2
Term: 07/01/22 – 06/30/26
Exhibit B-2

1. Fees for Services
The CITY shall be billed the fees listed below for stray or surrendered animals found within the incorporated boundaries of the CITY and admitted to the Animal Services Center.

Where an animal is returned to the owner and owner pays fees related to the board/care of the animal, CITY shall not be charged for duplicate fees collected for services provided to the animal and will be issued a credit for the fees paid by owner to reduce overall invoice.

Fees for Services
Stray/Surrendered animal holding (up to 5 days): $297.00 per animal * *In the event that a pregnant stray animal admitted to the shelter subsequently deliver its litter while in custody of the COUNTY, CITY will be billed only the rate of $297.00 and COUNTY will assume responsibility of the litter at no additional cost to CITY. However, in the event that a stray animal is brought in with its live litter, CITY will be billed $297.00 for each live stray animal brought in.

Extended holding (up to 10 days): $545.00 per animal
Additional holding over 10 days: $48.00 per day
Domestic Animal Carcass disposal: $31.00 per animal
Animal Control Officer Assist (dog/cat) or Emergency Medical Treatment Transportation $139.00/officer/hour
Rabies testing:

1. Head Removal
i. Small Dog/Cat $ 100.00 each
ii. Medium Dog $ 146.00 each
iii. Large Dog $ 193.00 each
iv. X-Large Dog $ 380.00 each

2. Rabies testing (not including head removal)
i. Bats, wildlife, human exposure, rush test @ MCHD: $165.00 each ii. Non-human exposure @ Santa Clara + shipping: $Actual Cost pass thru 13 CITY OF MARINA
Amendment No. 2
Term: 07/01/22 – 06/30/26

Veterinary Clinic Services
A. Clinic Fees:

1. Exam Fee (15 minutes) $62.00 each

2. X-Ray (Per view, minus exam or sedation) $135.00 per view

3. Cat spay $125.00 each

4. Cat neuter $112.00 each

5. Additional fee if animal is in heat $ 62.00 each

6. Additional fee if animal is pregnant $ 74.00 each

7. Dewclaw removal (attached) $ 137.00 each

8. Dewclaw removal (pair-attached) $ 193.00 each

9. Dewclaw removal (unattached) $ 61.00 each

10. Dewclaw removal (pair-unattached) $ 99.00 each

11. Umbilical hernia $ 60.00 each

12. FIV/FELV test $ 32.00 each

13. Pain medication $ 9.00 per dose

14. Obese animal fee $ 74.00 each

15. Fvrcp $ 11.00 each

16. Da2pp $ 14.00 each

17. Tooth extraction $ 50.00 each

18. Heartworm testing $ 28.00 each

19. Grooming/shaving $ 2.00 per minute

20. Unilateral retained testicle removal $ 74.00 each

21. Unilateral retained monorchid crypt $118.00 each

22. Bilateral crypt $176.00 each

23. Miscellaneous surgery (e.g., biopsy, bump removal), $ 5.00 per minute determined at time of surgery based on time and extent. plus lab fees

24. Feral Cat Spay $ 93.00 each

25. Feral Cat Neuter $ 57.00 each

26. Rabbit Spay $ 137.00 each

27. Rabbit Neuter $ 95.00 each

28. Dog Neuters
i. Small up to 15 lbs $ 167.00 each
ii. Medium 16-40 lbs $ 178.00 each
iii. Large 41 lbs and over $ 200.00 each

29. Dog Spays
i. Small up to 15 lbs $ 194.00 each
ii. Medium 16-40 lbs $ 203.00 each
iii. Large 41 lbs and over $ 226.00 each

30. Bordatella $ 21.00 each

31. Flea Treatment
i. Cat $ 4.00 each
ii. Dog up to 25 lbs $ 6.00 each
iii. Dog 26-100 lbs $ 1700 each

32. Felv only test $ 34.00 each

33. Antibiotics
i. Convenia $ 68.00 per mL
ii. Penicilin $ 21.00 per mL
iii. Enrofloxacin $ 22.00 per Ml

14 CITY OF MARINA
Amendment No. 2
Term: 07/01/22 – 06/30/26

34. Pain Medication (specific)
i. Meloxicam $ 30.00 per mL
ii. Buprenorphine $ 31.00 per mL
iii. Butorphanol $ 25.00 per mL
iv. Onisor $ 28.00 per mL
v. Carprofen $ 2200 per mL

35. Health Certificate $ 49.00 per animal

36. Foreign Body (foxtail)Probe (with sedation)
i. Cat $ 92.00 per animal
ii. Dog up to 25 lbs $ 85.00 per animal
iii. Dog up to 50 lbs $ 105.00 per animal
iv. Dog up to 100 lbs $142.00 per animal

37. Sedation
i. Cat $ 64.00 per animal
ii. Dog up to 22 lbs $ 77.00 per animal
iii. Dog 23-45 lbs $ 93.00 per animal
iv. Dog 46-100 lbs $122.00 per animal

38. Abscess Treatment
i. Cat $ 99.00 per animal
ii. Dog up to 25 lbs $ 90.00 per animal
iii. Dog 26-50 lbs $111.00 per animal
iv. Dog 51-100 lbs $14700 per animal

39. Wound Care (Sedation excluded)
i. Cat $ 84.00 per animal
ii. Dog up to 25 lbs $ 63.00 per animal
iii. Dog 26-50 lbs $ 68.00 per animal
iv. Dog 51-100 lbs $ 74.00 per animal

40. Laceration Repair (Sedation included)
i. Cat $ 105.00 per animal
ii. Dog up to 25 lbs $ 98.00 per animal
iii. Dog 26-50 lbs $118.00 per animal
iv. Dog 51-100 lbs $154.00 per animal

41. Enucleation (Eye Removal) (Excludes e-collar and species specific pain medication)
i. Up to 15 lbs $ 319.00 per animal
ii. 16 lbs and over $ 330.00 per animal

42. Mass Removal (Excludes e-collar and species
specific pain medication)
i. Up to 15 lbs $ 300.00 per animal
ii. 16 lbs and over $ 311.00 per animal

43. Tail Amputation (Excludes e-collar and species
specific pain medication)
i. Up to 15 lbs $ 264.00 per animal
ii. 16 lbs and over $ 275.00 per animal

44. Parvo Test $ 51.00 each

45. Ear mite treatment (Cats) $ 64.00 each

46. Ear cleaning and treatment (dogs) (sedation excluded) $ 31.00 each

47. Bandage/Splint Application (sedation excluded) $ 137.00 each

48. E-Collar $ 15.00 each
15 May 1, 2025 Item No. 10g(4)
Honorable Mayor and Members City Council Meeting
of the Marina City Council of May 6, 2025
CITY COUNCIL TO CONSIDER ADOPTING RESOLUTION NO. 2025 -,

AUTHORIZING A PROFESSIONAL SERVICES AGREEMENT TO

WALLACE GROUP OF SAN LUIS OBISPO, CA FOR PROGRAM

MANAGEMENT SERVICES FOR VARIOUS PROJECTS IN THE

CAPITAL IMPROVEMENT PROGRAM (CIP) AND AIRPORT CAPITAL
IMPROVEMENT PROGRAM (ACIP) ; 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 Wallace Group of San Luis Obispo, CA for program management services beginning July 1, 2025, in an amount not to exceed $855,169.00 for various projects in the Capital Improvement Program (CIP) and the Airport Capital Improvement Program (ACIP).

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 maintained a successful partnership with Wallace Group since May 18, 2020, when the initial 3 -year contract was executed. This contract has been extended twice, resulting in a total duration of 5 years, with the current extension set to expire on June 30, 2025.

Throughout this period, Wallace Group has played a pivotal role in managing and executing numerous capital improvement projects within the city.

Notable projects completed under this partnership include:
• Glorya Jean Tate Improvements Phase 1
• Two large blight removal projects
• Preston Park Improvements Phase 1
Wallace Group is currently engaged in multiple ongoing projects, including Preston Park Phase 2 Improvements, Glorya Jean Tate Phase 2 Improvements, City Park at the Dunes, and the Sportsplex & Aquatics Center Project. Continued collaboration with Wallace Group is essential to ensure the successful completion of Marina’s Capital Improvements Programs.

ANALYSIS:

The remaining projects outlined in the Scope of Work for the current agreement with Wallace Group are estimated at a budget of $1,444,879. In an effort to reduce costs, Public Works staff have been actively working to bring many of these projects in-house. This proactive approach not only promotes efficiency but also represents a significant opportunity for financial savings for the City.
1 The proposed extension of the agreement will extend the contract term to June 30, 2026, while implementing a total contract deduction of $589,710. This reduction reflects the ongoing efforts to scale back the scope of services provided by Wallace Group, fa cilitating an even further minimization of expenses to the City.

FISCAL IMPACT:

The financial implications of extending the partnership with Wallace Group include the proposed deduction of $589,710 from the total contract value, resulting in a revised project budget of $855,169 for the remaining work. This strategic adjustment will po sitively impact the City’s financial resources, allowing for the effective allocation of funds to other priority areas and projects.

In summary, the extension of the professional services agreement with Wallace Group is not only aligned with the City’s commitment to enhancing infrastructure and public spaces but is also structured to achieve cost -effectiveness and project efficiency. By continuing to work with Wallace Group, the City of Marina ensures the successful advancement of critical projects while maintaining fiscal responsibility.

EXHIBITS:

Exhibit A – Professional Services Agreement with Wallace Group.

Exhibit B – Wallace Group Proposal for Program Management Services Exhibit C – Original and Subsequent Agreements with Wallace Group for Program Management Services

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 WALLACE GROUP OF SAN

LUIS OBISPO, CA FOR PROGRAM MANAGEMENT SERVICES FOR

VARIOUS PROJECTS IN THE CAPITAL IMPROVEMENT PROGRAM (CIP) AND AIRPORT CAPITAL IMPROVEMENT PROGRAM (ACIP); 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 engaged with Wallace Group for program management services since May 18, 2020, under an initial 3 -year contract which has been extended twice, resulting in a total agreement duration of 5 years, with the current extension se t to expire on June 30, 2025; and
WHEREAS, this partnership has been instrumental in the successful completion of various capital improvement projects that have benefitted the City, including but not limited to Glorya Jean Tate Improvements Phase 1, two large blight removal projects, and P reston Park Improvements Phase 1; and
WHEREAS, Wallace Group is currently managing ongoing projects such as Preston Park Phase 2 Improvements, Glorya Jean Tate Phase 2 Improvements, City Park at the Dunes, and the Sportsplex & Aquatics Center Project; and
WHEREAS, the continued partnership with Wallace Group is essential for the successful implementation of the City’s Capital Improvements Programs and the effective execution of remaining projects identified in the Scope of Work; and WHEREAS, the City’s Public Works staff have worked diligently to bring many projects in-house, resulting in a proposed contract deduction of $589,710, which will allow for a revised budget of $855,169 for the remaining work; and
WHEREAS, the extension of the professional services agreement from July 1, 2025, to June 30, 2026, will ensure the continued support and oversight necessary for the completion of vital projects while fostering cost-effective management;
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 Wallace Group of San Luis Obispo, CA for program management services beginning July 1, 2025 , in an amount not to exceed $ 855,169.00 for various projects in the Capital Improvement Program (CIP) and the Airport Capital Improvement Program (ACIP).

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 6th day of May 2025 by the following vote:

AYES, COUNCIL MEMBERS:

NOES, COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: OUNCIL MEMBERS:

_________________________
Bruce C. Delgado, Mayor
ATTEST:

_______________________________
Anita Sharp, Deputy City Clerk

1904224.1

4 1

CITY OF MARINA

AGREEMENT FOR PROGRAM MANAGEMENT SERVICES
THIS AGREEMENT is made and entered into on July 1, 2025, by and between the City of Marina, a California charter city, hereinafter referred to as the "City," and Wallace Group, 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 for:

Program Management Services for various projects in the Capital Improvement Program (CIP) and Airport Capital Improvement Program (ACIP), 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

EXHIBIT A
5 2

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 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 July 1, 2025 and shall expire on June 30, 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 July 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

EXHIBIT A
6 3

exceed Eight Hundred Fifty-Five Thousand, One Hundred Sixty-Nine Dollars ($855,169.00) in accordance with the provisions of this Section.

(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 A
7 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, Kari Wagner, 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

EXHIBIT A
8 5

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 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 A
9 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.

(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, damages, penalties, fines and judgments, associated investigation and administrative

EXHIBIT A
10 7

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 A
11 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 A
12 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 A
13 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 A
14 11

To Contractor:

Fax ( ) _____________

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.

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15 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 A
16 INSERT EXHIBIT A

Section 1 (a)

- SCOPE OF WORK -

[Include Work Schedule if required.]

A-1

EXHIBIT A
17 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 A
18 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 A
19 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 A
20 CONTRACT AMENDMENT
Project Name: CIP Program Management Services CA No. 4 Client Name: City of Marina Project/Phase No. 1585-0001-00 Attention: Ismael Hernandez Date: March 17, 2025
Address: 211 Hillcrest Avenue, Marina, California, 93933 Wa
llace Group requests the Client’s authorization to proceed with revisions to the contract agreement for the above-referenced project as described herein. Approval below incorporates this document as a part of the original contract signed May 18, 2020. If approved, please return one signed original Contract Amendment to Wallace Group.

Description and Purpose of the Revision(s)
This amendment No. 4 includes the following changes:

This deductive contract amendment is for a reduction in scope resulting from numerous City of Marina projects that are completed, on hold, or transferred to alternate sources of management per City direction, so that the remaining funds may be unencumbered and returned to the City.

Attachment A is a list of all projects included in the Program Management services contract.

Per Attachment A, projects marked with an X in the Close out column have been reconciled, and the projects will be closed out. These projects are no longer actively managed by Wallace Group under this contract unless directed by the City to reopen.

Conversely, projects not marked with an X in the Close out column remain under active Wallace Group Program Management. Budgets have been updated to allow for adequate support for the City for the upcoming year. We have also created a new phase 9999 that will include $150,000 contingency. This contingency will only be accessed under approved written direction from the City.

Additionally, this contract amendment will extend the current Program Management Services contract one year to June 30, 2026.

EXHIBIT B
21 CA #4
City of Marina
March 17, 2025