Agenda packet — Economic Development Committee, June 5, 2023 (part 3 of 3)

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QUALITY CONTROL
NorthStar offers a unique quality control program based on many years of design and construction experience. We have identiϐied consistent design related issues and have incorporated a system into our design process and our construction staking process to eliminate them. Our grading design assurance system includes preparation of a complete 3-D surface model of the existing ground surface and the design surface that is accurate in all areas of the site. Typically grading issues are encountered near buildings, in transition areas, along match lines, and along accessible routes. The 3-D surface model allows our designers to review contours, review match lines, analyze watershed patterns, and conϐirm minimum and maximum slopes. This process greatly reduces or eliminates typical site grading issues. We also calculate earthwork quantities utilizing the existing ground surface and the subgrade surface (which is created by adding in the structural sections to the ϐinish grade surface) to calculate accurate earthwork quantities which reduces or eliminates extra costs associated with unanticipated earthwork.

Our utility design assurance system includes preparation of utility models that are imported into 3-D proϐiles where minimum cover and minimum utility crossing clearances can be analyzed and veriϐied. The models include the existing ground proϐile, the utility proϐiles, and the ϐinish surface proϐiles. Most utility issues are encountered at utility crossings. One utility crossing problem can translate to raising or lowering an entire utility system. This issue may result in additional costs and time delays, and can typically be minimized or avoided by utilizing this design process.

Our detail assurance system includes preparation of details and cross sections in unusual transition areas or in areas too small to include proper notes, elevations, and slopes. We provide appropriate details and cross sections that clearly identify the challenging areas and call the Contractor’s attention to the areas prior to construction.

This system helps to minimize bid costs because the challenging areas are clearly delineated and it helps to avoid additional construction costs/schedule delays by providing the appropriate detail for the Contractor to understand how it should be constructed. The details and cross sections are typically speciϐied by the project designer since he has the intimate knowledge of where the challenging areas are located.

Our in-house quality control plan is implemented prior to each formal plan review submittal. We route a set of plans throughout engineering department and through our construction/survey department. This process is beneϐicial because everyone that reviews the plans looks for speciϐic issues that they have had challenges with in the past. Our engineering department personnel provide a review process based on their experience with regard to design related issues.

Our survey department provides a review process based on their experience with regard to construction related issues. This review process is typically performed by two engineers and two land surveyors. This process typically ϐlushes out any issues overlooked by the design team during the design/construction document phase. It also integrates hundreds of years of experience in each quality control review process. Our construction staking quality control process starts with in-house calculations to verify proposed elevations and slopes on all surface and underground improvements. This process quickly identiϐies elevations or slopes that are incorrect, typically the result of overlooking a revision or incurring a “typo”during plan preparation or plan revisions. Particular attention is applied to the problem areas described in our quality assurance program. This process identiϐies potential problems before construction begins, and it helps to identify and eliminate potential problems before construction begins. This process helps keep construction on schedule and helps eliminate construction issues.

City of Modesto RFQ 22-014 Land Surveying On-Call for
Capital Improvement Projects
Quality Control

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" We pride ourselves on holding the extensive expertise, resources, and stability to maintain proficiency on every project we are engaged with " #8..
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KEY PERSONNEL - PRINCIPALS

ANTHONY CANNELLA, PE

PRESIDENT
Mr. Cannella’s 30 years of experience includes land development, planning, and design for commercial and residential projects. His experience encompasses all aspects of Civil Engineering, specializing in project management and engineering design for large commercial, industrial, and residential projects, land and site development, road alignment and lot conϐiguration, along with integrated utility and grading planning. Mr. Cannella demonstrates his aptitude to interface with Clients and the public through his knowledge and experience in the industry, and with his comprehension of issues involving community and social relationships, citizens, and environmental concerns. He is adept at streamlining processes in the political and public arena, which is evident in his ability to complete projects on time and within budget.

EDUCATION
University of California, Davis
B.S. in Civil Engineering

YEARS EXPERIENCE
30 years
Years with Firm: 20 years

CERTIFICATIONS
Licensed Professional Engineer
California # 55377

SPECIALIZATION
• Commercial Projects • Industrial Projects • Land and Site Developments • Residential Projects • Road Alignment • Lot Conϐiguration • Integrated Utility • Grading Planning • Agency Coordination

KENT HYSELL, LS

CFO / DIRECTOR OF SURVEY
Mr. Hysell has over 40 years of experience in Land Surveying and his thorough understanding of a project, starting with the boundary and topographic survey, Mr. Hysell’s surveying expertise was developed in the Modesto ofϐice of Thompson-Hysell Engineers between 1983 and 2007. Mr. Hysell orchestrated a survey department having up to twelve survey crews and eight ofϐice surveyors at one time. Mr. Hysell also acted as the principal in charge of survey geomatics and helped grow the ofϐice to a 100-man ϐirm prior to his departure in 2007.

EDUCATION
California State University,
Stanislaus, General Curriculum

YEARS EXPERIENCE
40 years
Years with Firm: 13 years

CERTIFICATIONS
Professional Land Surveyor
California # LS6953

SPECIALIZATION
• Commercial Projects • Industrial Projects • School Projects • Residential Projects • Apartment Projects • Highways and Roads REFERENCE PROJECTS: Please see our Reference Project Section starting on Page

6. Kent Hysell was the Project Manager and oversaw all Surveying Services for each Project listed.

City of Modesto RFQ 22-014 Land Surveying On-Call for
Capital Improvement Projects
Key Personnel

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KEY PERSONNEL - PRINCIPALS, CONTINUED

JOHN MENSONIDES

SECRETARY
Mr. Mensonides has over 28 years experience in the Surveying, Civil Engineering, and Land Development Industry. His areas of expertise are related to the strategic partnerships with Clients and Sub-Consultants and their growth. These partnerships encompass various business sectors ranging from municipalities, schools, commercial development, and residential development. Mr. Mensonides prides himself on customer service and always making sure the Client and the project come ϐirst. He always has his ear to the ground, making recommendations as to the strategic direction of the company.

EDUCATION
Dordt College, Sioux City, IA
B.A. Business Administration

YEARS EXPERIENCE
28 years
Years with Firm: 13 years

KEY PERSONNEL - LAND SURVEYORS

RIEN GROENEWOUD

LAND SURVEYOR, CERTIFIED FEDERAL LAND SURVEYOR
Mr. Groenewoud has worked in the Land Surveying industry for more than 40 years, of which the ϐirst 10 years were spent with the Cadastral Ofϐice of the Dutch Government in Rotterdam, and has extensive experience preparing Record of Surveys, Parcel Maps, Subdivision Maps, ALTA’s, and legal descriptions. Mr. Groenewoud’s experience covers all areas of the development industry, being it residential, commercial (including wind farms and solar farms) or public agency projects (including projects for CalTrans and N.R.C.S./C.W.A.). The wide variety of projects that Mr. Groenewoud has worked on allows him to have a unique understanding on what would be the EDUCATION most efϐicient way to approach a project and ϐinish it successfully.

C.T.O. Apeldoorn,
The Netherlands

YEARS EXPERIENCE
40 years
Years with Firm: 9 years

CERTIFICATIONS
Professional Land Surveyor
California # LS6946
Federal # CFED1267

6. Rien Groenewoud assisted in providing all Land Surveying Services for each Project listed.

City of Modesto RFQ 22-014 Land Surveying On-Call for
Capital Improvement Projects
Key Personnel

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SPECIALIZATION
• Customer Relations • Company Development • Employee Recruitment • General Direction of Company Relative to Market Trends #8..
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NIKKI CANNELLA

LAND SURVEYOR
Nikki has over 29 years of survey experience, with responsibilities ranging from facilitating ϐield work using conventional and GPS equipment, producing AutoCAD drawings, Record Maps and Legal Descriptions, and performing Boundary Analysis, property research and QA/QC reviews of Survey projects.

Nikki has worked on ALTA/ACSM land title surveys, boundary and topographic surveys with as-built surveys, construction staking projects, and route surveys.

Nikki has extensive experience in the preparation of land development project maps tentative maps, planning document and applications, boundary, topographic and aerial maps, ϐinal maps, parcel maps, corner records, plats, legal descriptions, and exhibits. Nikki also has experience in use of AutoCAD 2008, Land Development Desktop and Civil 3-D, and AutoDesk Map Cad.

EDUCATION
Modesto Junior College
General Curriculum

YEARS EXPERIENCE
30 years
Years with Firm: 10 years

CERTIFICATIONS
Professional Land Surveyor
California # LS9099

6. Nikki Cannella assisted in providing all Land Surveying Services for each Project listed.

KEY PERSONNEL - LAND SURVEYORS, CONTINUED

SIX - TWO MAN SURVEY FIELD CREWS

LAND SURVEYORS
NorthStar Survey Field Crews are professional, accurate, and diligent in accomplishing their tasks. Their range of ϐield services include Boundary, Survey topography, and Survey Construction Staking for residential and commercial developments. Other services include Horizontal and Vertical Control Networks, Plan Analysis, GPS Surveying and Field Staking for pipelines, roads, bridges, dams, levees, schools, ponds, buildings, and tunnels.

YEARS EXPERIENCE
40 years combined
(Party Chiefs)

OFFILIATIONS
Operating Engineers
Local No. 3

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listed.

City of Modesto RFQ 22-014 Land Surveying On-Call for
Capital Improvement Projects
Key Personnel

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Performed Professional Surveying services for the Right-of-Way Calculations and Monumentation in assistance for the preparation of the State Route 132 Improvements Plans being approximately 4 miles in length. NSE performed surveying services to including research of Record Maps, acquisition and review of preliminary title reports, Easement Calculations, and Right-of-Way Calculations. Field surveys were performed to set horizontal control relative to the initial project control surveys, recover existing Monuments and lines of occupation for use in Rightof-Way Calculations, and the referencing of Monuments for future preservation. The ϐinal deliverables are updated Caltrans Right-of-Way map, base map for the improvement plans, Pre-Construction Record of Survey Map, resolution of necessity map, preparation of Legal Descriptions and Plats for land acquisitions, relinquishment maps, transfer control and possession maps, and the creation of Parcel ϐiles.

KEY ISSUES AND RESOLUTION: Heavy trafϐic during construction hours caused delays with getting the roadways Surveyed. NorthStar enforced its safety plan and we completed the work on these projects in the evenings or early mornings when the trafϐic was at a minimum to ensure the safety of our crews and accuracy of the Survey of the site.

SPECIALTY AREAS AND SUB-CONSULTANT INVOLVEMENT: NorthStar completed all tasks in house and did not utilize any Sub-Consultants and or Specialty Consultants.

Performed a Topographic Survey 1,500 feet each direction from the intersection of Crowslanding Road and West Main Street. Survey services included record document research, record Right-of-Way Calculations, ϐield survey to establish horizontal and vertical control. Horizontal control was based on the North American Datum 1983. Vertical control was based on the North American Vertical Datum of 1988. Performed Construction Staking including Calculations and note preparation, horizontal and vertical control, Monument preservation, demolition and Right-of-Way limits, rough grade for roadways and ditches, underground utility staking, signalization, ϐinish grade for paving and curbs.

SPECIALTY AREAS AND SUB-CONSULTANT INVOLVEMENT: The Subconsultants that were utilized on this project were: Bollard Acoustical Consultants, Inc., Cogdill & Giomi, Davis King & Associates, HCS Engineering, JB Anderson Land Planning, Judith Buethe, KD Anderson and Associates, Inc., Kleinfelder West, Inc., Overland Paciϐic & Cutler and WF Bambas.

REFERENCE PROJECTS
City of Modesto RFQ 22-014 Land Surveying On-Call for
Capital Improvement Projects
Reference Projects

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SR-132 EXPRESSWAY PHASE 1
Location: Modesto, CA
Client: Dokken Engineering, Inc.
110 Blue Ravine Road, Suite 200
Folsom, CA 95630; (916) 858-0642
Duration: July 2017 to 2019
Key Personnel Roles:

Kent Hysell LS6953 - Project Manager
Rien Groenewoud LS6946 - Land Surveyor

CROWSLANDING ROAD AND WEST MAIN STREET
Location: Stanislaus County, CA
Client: Stanislaus County Public Works
1716 Morgan Road
Modesto, CA 95358; (209) 525-4150
Duration: July 2011 to September 2016
Key Personnel Roles:
• Kent Hysell LS6953 - Project Manager
• Nikki Cannella LS9099 - Land Surveyor
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REFERENCE PROJECTS , CONTINUED
City of Modesto RFQ 22-014 Land Surveying On-Call for
Capital Improvement Projects
Reference Projects

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NorthStar performed Survey Services for Calculating the existing Right-of-way and a Topographic Survey of Pedras Road. Additionally, NorthStar performed Civil Engineering Design Services for an analysis of approximately 4,300 lineal feet of existing roadways and prepared Civil Improvement Plans for the associated Pedras Road improvements located in Turlock. The civil engineering services included the analysis of the existing road failures and determination of appropriate rehabilitation design measures for the Pedras Road improvements, accessibility improvements, storm drainage improvements, and erosion control measures while retroϐitting the proposed improvements within the existing road constraints consisting of existing utilities and various other existing improvements that were to remain.

The Civil Improvement Plans addressed construction details, site demolition, pavement delineation, horizontal control layout, detailed grading and drainage, storm drainage and erosion control measures for the development.

The plans were prepared and processed through the City of Turlock for approval.

SPECIALTY AREAS AND SUB-CONSULTANT INVOLVEMENT: NorthStar completed all tasks in house and did not utilize any Sub-Consultants and or Specialty Consultants.

This project is approximately a 30-million-dollar project for the replacement of the 7th Street Bridge over the Tuolumne River. The project included utility and mapping research, aerial photography, horizontal and vertical control surveys, right-of-way surveys including plats and legal descriptions for acquisition, river and roadway cross sections, topographic mapping, and AutoCAD drafting for base map preparation used in design.

KEY ISSUES AND RESOLUTION: No known issues during our time providing Surveying Services for this project.

SPECIALTY AREAS AND SUB-CONSULTANT INVOLVEMENT: NorthStar completed all tasks in house and did not utilize any Sub-Consultants and or Specialty Consultants.

CITY OF TURLOCK PEDRAS ROAD REHABILITATION
Location: Turlock, CA
Client: City of Turlock
156 S. Broadway
Turlock, CA 95380; (209) 668-5520
Duration: July 2021 - February 2022
Key Personnel Roles:
• Kent Hysell LS6953 - Project Manager
• Rien Groenewoud LS6946 - Land Surveyor
7TH STREET BRIDGE
Location: Stanislaus County, CA
Client: Mark Thomas
2833 Junction Avenue, Suite 110
San Jose, CA 95135; (408) 453-5373
Duration: June 2012 to 2022
Key Personnel Roles:
• Kent Hysell LS6953 - Project Manager
• Nikki Cannella LS9099 - Land Surveyor
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Performed a Topographic Survey along Coffee Road from Briggsmore Avenue to E. Fairmont Avenue, along Orangeburg Avenue, E. Fairmont Avenue, El Terino Way, El Vecino Avenue, Ramona Avenue, and Gloria Way totaling ±7,700 LF of roadway topographic and right-of-way surveys. Survey services included record document research, record Right-ofWay Calculations, ϐield survey to establish horizontal and vertical control. Horizontal control was based on the North American Datum 1983 (NAD 83). Vertical control was based on the North American Vertical Datum of 1988 (NAVD 88). The topographic survey included roadway cross-sections on 50 foot intervals, existing utilities, curb, gutter, and sidewalks, striping, walls, street lights, trafϐic signals, signage, and other miscellaneous features. Provided a ϐinal topographic survey map and digital cad ϐiles.

SPECIALTY AREAS AND SUB-CONSULTANT INVOLVEMENT: NorthStar completed all tasks in house and did not utilize any Sub-Consultants and or Specialty Consultants.

City of Modesto RFQ 22-014 Land Surveying On-Call for
Capital Improvement Projects

COFFEE ROAD STRENGTHEN AND REPLACE WATER MAINS
Location: Modesto, CA
Client: City of Modesto
1010 10th Street, Suite 4600
Modesto, CA 95354; (209) 525-4150
Duration: July 2021 to September 2021
Key Personnel Roles:
• Kent Hysell LS6953 - Project Manager
• Rien Groenewoud LS6946 - Land Surveyor

REFERENCE PROJECTS, CONTINUED
Reference Projects

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NORTHSTAR’S KEY TO SUCCESSFUL PROJECTS
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DELIVERABLE EXAMPLES
Deliverable Examples

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City of Modesto RFQ 22-014 Land Surveying On-Call for
Capital Improvement Projects

NORTHSTAR DELIVERABLE

EXAMPLES CAN BE FOUND IN THE

APPENDIX SECTION AT THE END OF

THIS RFP
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NorthStar has focused on Public Consulting Services and the preparation and administration of construction documents for public projects. The “Reference Projects” section of this proposal lists a sampling of recent projects that NorthStar has successfully managed through the public process. We believe appropriate inclusion and management of the following project components form the backbone to every successful public works project.

Agency Involvement and Input:
• Critical to the success of the Project and Consultation to recognize and understand the value that public clients bring to each project.
• NorthStar has always followed the principle that the Public Agency (Owner) of a project is the most valuable resource for project information and guidance through the design process. As such, our success hinges on teamwork effort with our clients to accomplish the unique and individual goals of each project.

Construction Drawings and Speciϔications
• Clear, concise, and complete are a fundamental component of any public project. • NorthStar understands the importance of these items to limit costly change orders, disruptions, and project delays. We have experience with both CSI and CalTrans Speciϐications.

Bidding and Contract Documents
• Deϐine the scope of each project and deϐine limits that provide equal basis for competitive bid process. • Contract documents are tailored to the project and are intended to protect all interested parties.

Construction Management Services
• Provided by NorthStar, includes responding to Contractor requests for information (RFI’s), Schedule Administration, Technical Inspection, and Owner, Contractor and Engineer Coordination.

AGENCY / CONTRACTOR EXPERIENCE
City of Modesto RFQ 22-014 Land Surveying On-Call for
Capital Improvement Projects
Agency / Contractor Experience

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PUBLIC AGENCY EXPERIENCE - CURRENT ON-CALL CONTRACTS
City of Modesto RFQ 22-014 Land Surveying On-Call for
Capital Improvement Projects
Public Agency Experience

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PUBLIC AGENCY - PROFESSIONAL REFERENCES
Stanislaus County
Chris Brady
Deputy Director of Public Works
1716 Morgan Road
Modesto, CA 95358
(209) 525-4184
[email protected]
City of Merced
Michael Beltran
City Engineer
678 W. 18th Street
Merced, CA 95340
(209) 385-6898
[email protected]
Merced County
Mark Hendrickson
Director of Government Affairs
2222 M Street
Merced, CA 95340
(209) 385-7673
[email protected]
City of Turlock
Randy Jones
Associate Engineer
156 S. Broadway, Suite 150
Turlock, CA 95380
(209) 668-6021
[email protected]
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Appendix

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City of Modesto RFQ 22-014 Land Surveying On-Call for
Capital Improvement Projects

APPENDIX
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Client’s Initials_________ Consultant’s Initials_________ The above rate schedule is effective through December 31, 2023 and is subject to adjustment January 1, 2024.

NOTE: Overtime and Saturday work will be billed at time and a half and Sunday work will be billed at double time.

RATE SCHEDULE
Engineering:

PRINCIPAL / DIRECTOR $215.00
CIVIL ENGINEER $185.00
PROJECT MANAGER $185.00
DESIGNER III $165.00

DESIGNER II $150.00
DESIGNER I $140.00
DRAFTER / CAD III $135.00
DRAFTER/CAD II $125.00
DRAFTER/CAD I $115.00
Surveying:

PRINCIPAL / DIRECTOR $215.00
LAND SURVEYOR $185.00
LAND SURVEYOR ASSISTANT $155.00
SURVEY CREW COORDINATOR $155.00
ONE-MAN SURVEY CREW $205.00
TWO-MAN SURVEY CREW $275.00
Planning:

PRINCIPAL $215.00
PLANNER $185.00
Field Services:

CONSTRUCTION OBSERVATION / QSP INSPECTOR $185.00
Administration:

CLERICAL $90.00
Materials: COST PLUS 10 PERCENT

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1165 SCENIC DRIVE, SUITE A
MODESTO, CA 95350
209.571.1765

STATEMENT
OF

QUALIFICATIONS
January 17, 2023
City of Modesto
Land Surveying Services for Various
Capital Improvement Projects
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Cover Letter
January 17, 2023
City of Modesto, Utilities Department
1010 10th Street, 4th Floor, Suite 4600, Modesto, CA 95354 Attention: Steven Castillo, Assistant Engineer
Re: Land Surveying Services for Various Capital Improvement Projects Dear Mr. Castillo,
Land surveying services play a key role in the life-cycle of capital improvements. The information provided will serve as the backbone of improvement plans and leave a record telling future generations what has come to pass. The level of detail, schedule, and budget must be carefully balanced to ensure the appropriate amount of information is provided. Too much information can be costly with longer durations, and not enough could negatively impact the project. In our 25+ years of supporting the City of Modesto, we are proud to have a deep understanding of your expectations. We will work closely with you to provide the same level of service in this on-call agreement if awarded the opportunity. Our main goal is to improve our local community, and none is held more dear to us than our hometown and headquarters of Modesto.

Our land surveying team of 29 staff members (including seven Professional Land Surveyors and five field survey crews) is available to support the City of Modesto on projects such as pipelines, roadways, storm drain and sanitary sewer lift stations, water well pump stations, water tanks, drainage basins, buildings, and wastewater treatment facilities, among others. Additionally, we stand ready to provide boundary resolutions, Records of Survey, topographic surveys, the preparation of legal descriptions and plats, construction staking, peer review services, coordination with other design disciplines, coordination with various utilities and public agencies, and participation in public meetings/workshops for public projects and on-call agreements.

O'Dell is currently an on-call firm for over 30 public agencies, including cities, counties, water districts, and special districts.

We have over 29 years of experience as a firm and over 75 combined years of experience for our Principals. We've provided professional services on over 100 projects for the City of Modesto and remain committed to assisting the City in any way possible.

Whether it be through professional design services, volunteer work, or pro-bono projects (such as donating land surveying and other professional services for the Awesome Spot Playground at Beyer Park), the O'Dell team is invested in improving the Modesto community however possible.

Our approach to land surveying projects includes frequent, open, and honest communication with the City and adherence to the Land Surveyors Act. We utilize the latest in industry technology and programs whenever beneficial such as small unmanned aerial vehicles (UAV), laser scanning, robotic total stations, GNSS/GPS, digital level technology, AutoCAD Civil 3D 2018 or newer, MicroStation, Trimble Business Center, Pix4D, and surveying software. In addition, we utilize stringent QA/QC systems to ensure the highest quality deliverables.

Of all the projects we have the opportunity to support, we place an extremely high value on assisting the City of Modesto. We've worked hard to gain your trust by providing efficient, timely, and appropriate services, whether that means providing a topographic survey for a small roadway improvement project or providing full-service land surveying for a major infrastructure project. We are here to help, for projects small and large, whenever needed. We are committed to continuing our relationship and providing exemplary surveying services to the City. We understand how very busy City staff are with increasing project demands, and we welcome the continued opportunity to lighten the weight of your workload by providing land surveying services that you can have confidence in. If you have any questions about this statement of qualifications, please contact me directly to discuss.

Sincerely,
Dylan Crawford, PLS, Principal-in-Charge of Land Surveying 1165 Scenic Drive, Suite A, Modesto, CA 95350 - [email protected] - Direct: 209.497.4065 #8..
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Firm Experience
O’Dell Engineering Principals
Dylan Crawford, PLS, Land Surveying Principal/President Mr. Crawford is the Principal of the Land Surveying Department at O’Dell Engineering. With over 27 years of experience, 26 with O'Dell Engineering, Mr. Crawford’s work is focused on surveying for the public sector. His past project responsibilities have included on-call surveying for public agencies, design surveys, right-of-way engineering, surveying and staking of large-scale construction projects, subdivision mapping, resolution of land title issues, and topographic surveying. He stays current with advances in survey technology, legislation affecting land development, the Subdivision Map Act, and land title issues. Mr. Crawford is a Registered Land Surveyor (No. 7788) in the State of California and completed general education at Yosemite High School. He has provided on-call land surveying for public agencies including the City of Modesto, Stanislaus County, the City of Ceres, the City of Turlock, the City of Patterson, the City of Manteca, Tuolumne County, Caltrans District 10, Caltrans District 6, the California High-Speed Rail, San Joaquin County, Fresno County, Delta Diablo Sanitation District, Veolia Water West Operating Services, Dublin San Ramon Services District, the City of Salinas, Placer County, Mid-Peninsula Water District, San Benito County, Merced County, Santa Clara Valley Water District, and many other cities, counties, and specialty districts. Mr. Crawford has spent his entire career providing land surveying services in Modesto. He is very familiar with local issues, standards, and City of Modesto staff.

Chad Kennedy, PLA, Landscape Architecture Principal/Firm Secretary Mr. Kennedy is the Principal of the Landscape Architecture Department. He has over 21 years of experience in the landscape architecture industry, 17 with O'Dell Engineering. He is a Professional Landscape Architect (No. 5426) in the State of California, an ISA Certified Arborist, an NRPA Certified Playground Safety Inspector, and a LEED Accredited Professional. He holds a Master of Landscape Architecture from Utah State University. Mr. Kennedy currently serves as the Chair for the American Society of Landscape Architects Council of Professional Practice Networks and is a member of the California Parks and Recreation Association. He has designed and overseen countless community improvement and planning projects in California including transportation systems, utility systems, parks, playgrounds, trails, recreation facilities, residential developments, and commercial landscapes. Mr. Kennedy is an active member of the Modesto community. He has spoken at TEDxModesto, is the Stanislaus County Parks and Recreation Commissioner, is a committee member for the Modesto International Architecture Festival, is a member of the Downtown Modesto Urban Design Group, and was previously a board member for the Friends of Wesson Ranch. He regularly donates his time and services to pro-bono community improvement projects such as the Love Modesto, Mancini Park Master Plan and Design Report in Modesto, the Modesto Dog Park Construction Documents, Fremont Elementary School Outdoor Stage Design in Modesto, Wesson Ranch Park in Modesto, University Charter School Playground Renovation in Modesto, and most recently, the Modesto Rotary Centennial Music Garden and the Awesome Spot Playground at Beyer Park in Modesto.

The O’Dell
survey team provided
topographic surveying,
mapping, and utility research
to support this transmission
main. The final design will
improve pressure and water
system reliability in
southwest Modesto.
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Firm Experience
John Zhang, PE, Civil Engineering Principal/Vice President Mr. Zhang is the Principal of the Civil Engineering Department at O’Dell Engineering. With over 25 years of professional experience, nine with O'Dell Engineering, Mr. Zhang’s past project responsibilities include design and preparation of construction documents for major civil engineering infrastructure. He has particular technical expertise in the design of roadway widening and rehabilitation projects, bicycle and pedestrian improvements, levee construction, and utility systems. Mr. Zhang is a Registered Civil Engineer (No. 69314) in the State of California. He holds a Bachelor of Science in Civil Engineering from the University of Hawaii.

Length of Time in Business
O'Dell Engineering has provided professional design services and has been headquartered in Modesto for over 29 years. We pride ourselves on providing exceptional design services for public improvement projects in the City and donating our time to volunteer causes throughout the City and County whenever possible. We regularly support Love Modesto, Opportunity Stanislaus, the Society for Disabilities, the Modesto Rotary, and more.

Office Address Where Work Will Be Performed
We intend for one hundred percent of the land surveying services for this contract to be performed from our Modesto corporate headquarters located at 1165 Scenic Drive, Suite A, Modesto, CA 95350.

Facilities & Staff Resources
Our state-of-the-art corporate headquarters located on Scenic Drive in Modesto, CA, offers over 12,000 square feet of office space and access to 50 employees. In addition to our Modesto staff resources, we have 31 additional staff members in our Pleasanton and Fresno offices. In the case of rigorous deadlines and/or accelerated project schedules, these resources can be utilized to increase efficiency. Survey crews are equipped with the latest in laser scanning, robotic total stations, and GPS technology, and are supported by office personnel using the most current version of AutoCAD (AutoCAD Civil 3D 2018 or newer), MicroStation, and surveying software. The table on the next page showcases the technical staff available to support land surveying services for capital improvement projects from the Modesto office.

Understanding of Community Economic and Social Relationships O’Dell Engineering’s 29+ years of local experience and geographic location affords us an excellent understanding of community concerns. O’Dell Engineering understands, and is intimately familiar with, the project requirements, local stakeholder sensitivity, and the political nature of potential work. Our experience, including in-house data, historical knowledge, and familiarity with and access to local agencies, gives us a unique advantage. Our field and office personnel maintain a high level of professionalism, resulting in a positive experience for impacted parties and reflecting well on City staff.

In addition, members of the surveying team at O'Dell are active supporters of the land surveying profession. O'Dell donates time, resources, and monetary funds to advance the land surveying profession. We regularly support the CLSA Education Foundation, present at geomatics classes at California State University, Fresno, and donate land surveying services to non-profit organizations.

Many of our team members were born and raised here. We innately connect with what is important to Modesto-area residents.

We understand the significance of capital improvement projects in everyday lives. Pipelines, roadways, storm drain and sanitary sewer lift stations, water well pump stations, water tanks, drainage basins, buildings, and wastewater treatment facilities all play a part in a resident's quality of life. Having these elements of City infrastructure at optimal efficiency enriches the lives of community members. However, the process from design to construction does not always do the same. Street closures, traffic control, and service interruptions all hinder unassuming citizens' daily lives. We live here too, and we understand this. We do everything in our power to ease the ache of construction and limit public interruption with the design and implementation of our projects.

We value the importance of minimizing impact on the environment and the ecological systems present in our community. We are firm believers in conservation efforts whenever feasible and look to utilize the most ecologically sound solutions in our designs. #8..
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Firm Experience
Key Personnel Name Role License Projected Availability
O’Dell Engineering Land Surveying Team Members
Dylan Crawford, PLS Principal-in-Charge Professional Land Surveyor No. 7788, CA 20% Bill Koch, PLS Project Manager Option Professional Land Surveyor No. 8092, CA 30% Scott Roberts, PLS Project Manager Option Professional Land Surveyor No. 9235, CA 35% Stephen Pyle, PLS Senior Land Surveyor Professional Land Surveyor No. 8385, CA 35% Joaquin Lopez, PLS Senior Land Surveyor Professional Land Surveyor No. 9070, CA 30% Chris Armstrong, LSIT Project Surveyor Land-Surveyor-in-Training No. 7109, CA 35% Dennis Wann, PLS Project Surveyor Professional Land Surveyor No. 5990, CA 35% Jakeob Cooper, PLS Project Surveyor Professional Land Surveyor No. 9564, CA 40% Ben Garcia, EIT Project Surveyor Engineer-in-Training No. 138707, CA 35% Uriel Montejano, LSIT Project Surveyor Land-Surveyor-in-Training No. 8768, CA 40% Zaida Munoz Project Surveyor N/A 40%
Luke Wynn Project Surveyor N/A 30%
Haled DarChalabi Project Surveyor N/A 40%
Brandon Wilkinson Assistant Surveyor N/A 45%
Felise Bloodgood Assistant Surveyor N/A 40%
Dacia Poulson CADD N/A 40%
Kristina La Mattina CADD N/A 40%
Ricardo Uresti CADD N/A 40%
Nicole Jacques CADD N/A 45%
Mary Self CADD N/A 40%
Josh Cox Construction Staking Manager N/A 20%
Matthew Martinez Field Surveyor - Party Chief N/A 20%
Ryan Andersen Field Surveyor - Party Chief N/A 25%
Jeffrey Ahart Field Surveyor - Party Chief N/A 20%
Erick Jimenez Field Surveyor - Party Chief N/A 25%
Jacob Caton Field Surveyor - Chainman N/A 25%
Jason Andersen Field Surveyor - Chainman N/A 25%
Jordan Schmall Project Administrator N/A 30%
Firm Experience
Litt Road Right-of-Way and Easements: Modesto, CA
O’Dell Engineering provided surveying and mapping services to reconcile the property boundary lines, easements, and rightof-way of Litt Road to coincide with the improvements constructed north of Sylvan Avenue in Modesto, CA. The scope of services included preparing a Tentative Parcel Map in accordance with the City of Modesto and Subdivision Map Act guidelines and monumenting property corners after the Final Parcel Map is approved. The services provided dedicated the Litt Road right-of-way according to the realigned improvements and abandoned the portions now unused, dedicated the necessary easements to house existing and proposed utilities, established separate parcels for Mary Grogan Park and the well site, and established sufficient monumentation to retrace the map. The Tentative Parcel Map is completed and the Final Parcel Map is currently being completed. • Duration: October 2018 - September 2019 (Tentative Parcel Map) • Owner: City of Modesto - Robert Davalos, Senior Civil Engineer - 1010 10th Street, Suite 3100, Modesto, CA 95354 - 209.571.5869
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Firm Experience
• Key Issues & Challenges and How They Were Resolved: Constructed public roadway had not been dedicated creating title issues, well site property needed dedication, project contained unknown utilities, MID interests, and multiple projects in various states of design and construction were interconnected, creating unique constraints. Through clear communication with all affected parties and interest holders and a thorough knowledge of Local and State laws, our team was able to resolve the title and construction issues through a Parcel Map and separate instruments. • Specialty Areas Addressed: Tentative/Final Parcel Map, Utility Research, Construction Staking, Boundary Resolution • Subconsultant Involvement: None
Pike Park Improvements: Modesto, CA
O’Dell provided surveying and mapping services to support improvements at Pike Park in Modesto. Survey control, preparing topographic base mapping, planning level boundary/right-of-way linework, and planning level subsurface utility linework using record information was provided to support all project phases, including park design, storm drain piping, and water line replacement work. • Duration: July 2022 - November 2022
• Owner: City of Modesto - Pete Kambel - 1010 10th Street, Suite 3100, Modesto, CA 95354 - 209.577.5444 • Key Issues & Challenges and How They Were Resolved: With over 400 gravity structures, careful record keeping and inventory became an absolute necessity, ultimately becoming its own independent task for a staff member to track and verify all the data collected. Additionally, some of the gravity structures fell within a very narrow but heavily traveled corridor; in order to safely obtain the survey data, it was necessary to work after hours and coordinate closely with the City to obtain a temporary road closure. Lastly, the base mapping needed to serve a number of different types of uses, including park improvements, accessibility, utility relocation, and stormwater calculations, among others; designing a survey scope that could satisfy all of these different uses while operating on an extremely tight timeline was a significant challenge that was overcome through close coordination with the involved designers and stakeholders. • Specialty Areas Addressed: Topographic Surveying, Boundary Survey, Right-of-Way Survey, Subsurface Utility Survey • Subconsultant Involvement: Safe-T-Lite, Traffic Management, Inc., Synergy Mapping County Center II ALTA Survey: Modesto, CA
O’Dell provided surveying and mapping services to support County Center II through an on-call contract with Stanislaus County.

The work included an ALTA/NSPS land title survey and the preparation of a parcel map to divide the parcel into two parcels. • Duration: March 2021 - July 2021
• Owner: Stanislaus County - Andy Johnson - 1716 Morgan Road, Modesto, CA 95358 - 209.480.5145 • Key Issues & Challenges and How They Were Resolved: The facility’s historical use as a hospital, coupled with the evolution of uses over numerous decades, made the process of mapping utilities especially challenging. The use of a private locate & mark service together with UAV mapping techniques helped streamline the process and ensure complete data capture. Resolution of the boundary, which relies on mapping dating back to the 1800s, also presented many challenges that had to be overcome through rigorous and extensive research and the combined opinions of multiple surveyors to address some of the key discrepancies encountered. • Specialty Areas Addressed: ALTA Land Title Survey and Parcel Map • Subconsultant Involvement: CalBurton
Sub-Basin Groundwater Monitoring Wells Survey: Modesto, CA O’Dell provided land surveying for this project. Eighteen wells at 11 different locations were surveyed. The data provided included a spreadsheet indicating point number, northing, easting, latitude, longitude, elevation, and horizontal/vertical datum statements. • Duration: September 2021 - December 2021
• Owner: City of Modesto - Daniel Haakma - 1010 10th Street, Suite 3100, Modesto, CA 95354 - 209.571.5143 • Key Issues & Challenges and How They Were Resolved: Vast distances separated each of the monitoring well sites, but being a monitoring project, there was particular interest in quantifying and controlling the accuracy of the end result. Therefore, the survey plan needed to be tailored to suit the specific requirements of this project. Additionally, some of the sites were located on property owned by other agencies, including sites outside of cell service territory, and so careful planning and coordination was necessary to ensure access could be made and the survey completed without delay. • Specialty Areas Addressed: Monitoring Well Survey
• Subconsultant Involvement: Traffic Management, Inc.
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Firm Experience
Yosemite Transmission Main: Modesto, CA
O’Dell provided land surveying to support the design of a new 16” diameter transmission water main in Modesto, CA. Services included survey control, topographic surveying and mapping, record right-of-way mapping, and underground utility research and mapping. • Duration: August 2021 - November 2021
• Owner: City of Modesto - Robert Davalos, Senior Civil Engineer - 1010 10th Street, Suite 3100, Modesto, CA 95354 - 209.571.5869
• Key Issues & Challenges and How They Were Resolved: The project alignment necessitated coordination and permitting through the City, County, State, and private/local railroad, and often more than one needed to be involved at the same time in some areas. There were added challenges as the alignment wound its way through a wide variety of conditions, from quiet residential streets to water crossings and dense, highly trafficked commercial routes. • Specialty Areas Addressed: Topographic Surveying and Mapping, Record Right-of-Way Mapping, and Underground Utility Research and Mapping
• Subconsultant Involvement: Traffic Management, Inc.

Additional Experience
Project Services Provided Project Features Owner/Contact Performance/ Status
On-Call Surveying for
Transportation Projects:

Stanislaus County, CA
• Land Surveying • Traffic Calming
• Safety
• Stanislaus County
• Peter Song
• 209.402.7296
• On Schedule
• On Budget
• Completed
On-Call Services:

Modesto, CA
• Land Surveying • Pipelines
• Roadways
• Storm Drain & Sanitary
Sewer Lift Stations
• Water Well Pump
Stations
• Water Tanks
• Drainage Basins
• Buildings and WWTF
• City of Modesto
• Daniel Haakma
• 209.571.5143
• On Schedule
• On Budget
• Current
California High-Speed
Rail: Various, CA
• Land Surveying
• Right-of-Way
Engineering
• Boundary/Topo Surveys
• Base Mapping
• Monument Preservation
• Records of Survey
• Appraisal Mapping
• ROW Surveys
• LD Packages
• California
High-Speed Rail
Authority
• David Kwalwasser
• 559.445.6871
• On Schedule
• On Budget
• Current
Ladd & St. John
Intersection Improvement:

Stanislaus County, CA
• Land Surveying
• Civil Engineering
• Overlay of 2,350 Linear
Feet of Roadway
• New Two-Way Left Turn
• Traffic Calming/Safety
• Stanislaus County
• Theron Roschen
• 209.525.4194
• On Schedule
• On Budget
• Completed
Sutter Trunk Rehabilitation:

Modesto, CA
• Land Surveying • Civil Engineering• Rehabilitation of a 7,000-ft Section of
Sutter Trunk
• City of Modesto • Pete Kambel
• 209.577.5444
• On Schedule • On Budget
• Completed
West Ave. South Sewer
Extension: Turlock, CA
• Land Surveying • Sewer Line Extension
• From Retainer
Agreement
• City of Turlock
• Anthony Orosco
• 209.668.5486
• On Schedule
• On Budget
• Completed
Salado Avenue and
7th Street Roundabout:

Patterson, CA
• Land Surveying
• Civil Engineering
• Landscape Architecture
• Utility Coordination
• Roundabout
• Improved Efficiency/
Reduced Emissions
• Pedestrian Crosswalks
• City of Patterson
• Tiffany Rodriguez
• 209.895.8075
• On Schedule
• On Budget
• Completed
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Firm Experience
City of Modesto Previous Contracts Within the Past Five Years O’Dell has extensive experience with public projects . Over the course of many years, we have fostered a very important relationship with the City of Modesto, having completed over 100 projects. As a local firm, we take great pride in benefiting the community through our support of improvement projects. O’Dell has completed projects of all scales and sizes in the City and County. Services have included land surveying, civil engineering, landscape architecture, SWPPP, joint trench utility coordination, site acquisition, and public outreach. Projects have included utility design, construction services, lift stations, sanitary sewer systems, Utility Master Plans, transportation design, parks and playgrounds, ADA upgrades, bike paths, safe routes to schools, interchange landscapes, and graphic design. Surveying services have included boundary resolutions, topographic surveys and maps, legal descriptions and plats, construction staking, coordination with other design disciplines, and coordination with various utilities and public agencies. We are innately familiar with the geographical area, the goals of the City, and the nature of the services needed.

Repeat Clients Within the Past Five Years
Local Subconsultant Relationships
In addition to our in-house resources, we frequently work with a number of local specialty subconsultants. We have strong working relationships with firms focusing on aerial photomapping, underground utility locating services, potholing, and traffic control. Each project assignment will have a unique set of requirements. We will develop a team that matches City and project goals most closely.

Some of our preferred local subconsultants are listed below. Additional information on these firms is available upon request. • Beyer Park Inclusive Playground
• César Chavez Park
• Codoni Liftstation WPCP
• Crows Landing Pavement
Rehabilitation
• East La Loma Playground Audit
• Empire Well Site
• ENC Applications
• Enslen Playground Audit
• Golden Valley Health Care
• Highway Village Water System
• Jennings Plant Entrance Improvements
• Litt Road Improvements
• Litt Road Parcel Map
• Mary Grogan Park Phase 2
• Modular Building Relocation
• Monument Wells
• North County Corridor VIA
• North Valley Regional Recycled
Water Pipeline
• Paradise Road Pavement
Rehabilitation
• Pike Place Playground
• Plan Check & Surveying
• Potable Water Well Sites Survey
• Ralston Tower Park Senior Playground
• River Trunk Realignment Plan
• Scenic Drive Pavement Rehabilitation
• Sonoma Sewer Phases 3 & 4
• SR 132 West Freeway/Expressway
Phase 1
• Sub-Basin Wells
• Sutter Trunk Rehabilitation
• Sylvan Park Restroom
• Tesla Station Stormwater Review
• Tivoli Lift Station Survey
• Tivoli Storm
• Tivoli Well Dedication
• Tivoli Well Facility Plan
• Tivoli Well Landscape
• TRRP Master Plan Update
• TRRP Neece Drive Boat Launch
Facility
• Upgrade ATMs 2019 WPCP
• Wastewater Building WPCP
• Wastewater Treatment Plan Bolts
• Well 271
• Well 71 Surface Improvements
• Well Field Optimization
• Well Survey
• WPCP/SWPPP Reviews
• California High-Speed Rail Authority
• City of Avenal
• City of Ceres
• City of Chowchilla
• City of Escalon
• City of Fresno
• City of Lathrop
• City of Los Banos
• City of Madera
• City of Manteca
• City of Modesto
• City of Patterson
• City of Riverbank
• City of Salinas
• City of Sunnyvale
• City of Tracy
• City of Turlock
• County of Fresno
• Delta Diablo Water District
• Livermore Area Recreation and Park
District
• Merced Irrigation District
• River Islands Development
• San Joaquin County
• Stanislaus County
• Tuolumne County
Aerial Mapping
• Aerial Photomapping Services: Clovis, CA
• GSP Consulting: Reno, NV
Underground Utility Locating Services
• CalBurton: Fresno, CA
Potholing
• Badger Daylighting Corporation: Fresno, CA
Traffic Control
• Safe-T-Lite: Modesto, CA
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Project Manager
Experience
• 25+ Years in the Land Surveying
Industry
• 10+ Years at O’Dell Engineering
Education
• BS, Geomatics Engineering,
California State University,
Fresno
Professional Registration
• Registered Land Surveyor No.
8092, CA
Professional Association
• California Land Surveyors
Association
Bill Koch, PLS, Project Manager Option
Mr. Koch focuses his work on supporting public improvement projects with land surveying services. His experience includes project management, supervision of office and field staff, and professional responsibility for survey work consisting of design surveys, surveying of large construction projects, subdivision mapping, public and private boundary retracement and establishment surveys, resolution of land title issues, GPS surveying, and topographic surveying.

Representative Experience
Note: All completed and current projects completed while at O'Dell.

Recently Completed Projects
Empire Well Site: Empire, CA
O’Dell provided land surveying services for this project. Mr. Koch served as Project Manager and supervised the boundary survey, the staking of boundary lines, and the preparation of a Record of Survey of the City owned parcel (APN 133-012-026) located on “C” street near the intersection of Yosemite Boulevard in Empire, CA. A field survey was performed to locate existing monuments in the area of the parcel and a resolved boundary was prepared. One set of construction stakes was provided for the boundary lines of the parcel. A Record of Survey Map that complied with Section 8762 of the California Business and Professions Code (Land Surveyors Act) was prepared and submitted to Stanislaus County. • Owner: City of Modesto - Daniel Haakma - 1010 10th Street, Suite 4600, Modesto, CA 95354 - 209.571.5143
• Size: Complex Mapping of Public Right-of-Ways, Railroad, and Private Parcels to Determine Well Site Location
• Completion Date: August 2019
Tivoli Facilities Master Plan and Volunteer Land Dedication Program: Modesto, CA The City of Modesto developed a Volunteer Land Dedication Program (VLDP) for parcels that would be impacted by infrastructure improvements within the Tivoli Specific Plan. The City requested that O’Dell provide land surveying services for the preparation of documents necessary for the land acquisitions. Mr. Koch served as Project Surveyor and provided land description packages and a right-of-way needs exhibit. The right-of-way needs exhibit was a color exhibit showing the required dedications, assessor’s parcel numbers, and square feet of each dedication. The land description packages included a legal description, exhibit, and closure calculation. • Owner: City of Modesto - Jessica Hill - 1010 10th Street, Suite 3100, Modesto, CA 95354 - 209.577.5200
• Size: Large Master Planned Development
• Completion Date: February 2019
Modesto Ceres Trunk Improvements: Modesto, CA
O’Dell provided land surveying services in support of the engineering design for the Modesto Ceres Sanitary Sewer Trunk Rehabilitation Project. The project provided rehabilitation for over 2,500 linear feet of sewer trunk line. Mr. Koch served as Project Manager and supervised services including a boundary survey, land description packages, and a project Record of Survey. • Owner: Brown & Caldwell - Christopher Peters, Supervising Engineer - 201 N. Civic Drive Suite 300, Walnut Creek, CA 94596 - 925.210.2263
• Size: 2,500 Linear Feet
• Completion Date: June 2018
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Project Manager
Bill Koch, PLS, Project Manager Option
Recently Completed Projects Continued
Claribel Road and Roselle Avenue Intersection Improvement Project: Modesto, CA O’Dell provided construction and monument preservation surveying services for the Claribel Road and Roselle Avenue Intersection Improvement Project in Modesto, CA, through an on-call agreement with Stanislaus County. The project was funded with a combination of Congestion Mitigation and Air Quality Improvement (CMAQ) funds, Surface Transportation Block Grant Program (STBGP) funds, and City/County Public Facilities Fees (PFF). Mr. Koch served as Project Manager and supervised the surveying services. For this project, O’Dell provided construction staking in accordance with the Stanislaus County Construction Surveys Manual. We also provided clear communication and forward thinking throughout the construction process, making sure to stay ahead of construction activity and provide quality control during our survey calculation and staking phases. Coincident with this activity was monument preservation services in accordance with the Business and Professions Code Section 8771 and Stanislaus County requirements. This activity included identifying at-risk monuments, preparing corner records, and resetting any monuments that were destroyed. • Owner: Stanislaus County - Bryan Voyles, Assistant Engineer - 1716 Morgan Road, Modesto, CA 95358 - 209.652.9443 • Size: 3,000 Linear Feet
• Completion Date: July 2019
On-Call Surveying Services for Transportation Projects: Stanislaus County, CA Under an on-call contract, O’Dell provided surveying services for transportation projects in Stanislaus County. Projects included new traffic signals, additional turn lanes to improve traffic safety and enhance the flow of traffic, the installation of safety lighting, upgrading railroad signals, pavement reconstruction, and shoulder widening. Projects were funded through a combination of Congestion Mitigation and Air Quality Improvement (CMAQ) funds, Measure L, and County Public Facility (PFF) funds. Mr. Koch served as Project Manager and supervised services including construction staking and monument preservation. • Owner: Stanislaus County - Larry Fontana, County Surveyor - 1716 Morgan Road, Modesto, CA 95358 - 209.525.4135 • Size: 3-Year On-Call Contract
• Completion Date: July 2019
Projects Currently Committed To
On-Call Plan Review: Ceres, CA
Mr. Koch is currently serving as the Project Surveyor for on-call plan review for the City of Ceres. He is providing plan review services. • Owner: City of Ceres - Alfredo Aguilera - 2220 Magnolia Street, Ceres, CA 95307 - 209.535.7016 • Size: Over 10,000 Linear Feet
• Estimated Completion Date: TBD (As-Needed Services)
• Level of Commitment (Percent of Overall Time): 5%
River Islands Development: Lathrop, CA
Mr. Koch is currently serving as Project Surveyor for this 4,905-acre master planned community in Lathrop. Work includes surveying and mapping to support residential development, utilities, roadways, parks, schools, fire stations, police stations, and more.

Surveying includes topographic and boundary surveying, mapping, legal descriptions, construction staking, and more. • Owner: River Islands Development - Ryan Alameda, Project Manager - 73 W. Stewart Road, Lathrop, CA 95330 - 510.673.5225
• Size: 4,905 Acres
• Estimated Completion Date: 2050
• Level of Commitment (Percent of Overall Time): 10%
Additional Committed Projects
• Stonecreek Villages: Los Banos, CA
• Quail Meadows: Los Banos, CA
• Santana Ranch: Hollister, CA
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Project Manager
Scott Roberts, PLS, Project Manager Option
Mr. Roberts supports public projects with land surveying services. He is passionate about providing exemplary data to support the design of infrastructure, including roadways, utilities, and sites. Surveying experience includes boundary surveys; map checking; determining locations of property lines, boundaries, easements, and right-of-way; legal descriptions and plat maps; easement surveys; establishing and adjusting benchmarks; establishing and monumenting street center lines and street intersections; manhole invert surveys; office surveys; survey-related computations and drawings; supporting property lots and mergers; public and private land ownership, public and private easements, and historic information; preparing and interpreting deeds and descriptions; and topographic surveys.

Representative Experience
Note: All completed and current projects completed while at O'Dell.

Recently Completed Projects
West Modesto Sewer Infrastructure: Stanislaus County, CA O’Dell provided civil engineering, land surveying, utility coordination, and public outreach services for this project. The project included the design of sanitary sewer mains and laterals in three separate neighborhoods. It included approximately 80,000 linear feet of gravity mains and approximately 942 new house laterals. The scope-of-services included a topographic survey, a geotechnical investigation, utility research and mapping, hydraulic design, public outreach, preparation of plans, specifications and estimates (PS&E), right-of-way services, bid and construction support, and preparation of as-built drawings. Mr. Roberts served as Project Surveyor and completed the topographic survey.
• Owner: Stanislaus County - Denis Bazyuk, Assistant Engineer - 1010 10th Street, Suite 4204, Modesto, CA 95354 - 209.525.4150
• Size: 80,000 Linear Feet of Gravity Mains and Approximately 942 New House Laterals • Completion Date: September 2019
Amtrak Station North Parking Lot: Modesto, CA
O’Dell provided civil engineering, land surveying, and landscape architecture services for the Amtrak Station North Parking Lot for the City of Modesto. This project included an expansion of the existing parking lot. Mr. Roberts served as Project Surveyor and completed the topographic survey. • Owner: City of Modesto - Robert Davalos, Senior Civil Engineer - 1010 10th Street, Suite 4500, Modesto, CA 95354 - 209.571.5869
• Size: 3/4 Acre Site
• Completion Date: July 2019
Santa Clara All-Purpose Landfill: Santa Clara, CA
O’Dell provided land surveying services for the Santa Clara All-Purpose Landfill. The project included 350 acres of aerial topographic mapping. Mr. Roberts served as Project Manager and prepared aerial topographic mapping of the site at a horizontal scale of 1”=40’ and a 1’ contour interval. Planimetric mapping, spot elevations, contours, and color orthophotography were provided. Deliverables included a digital copy of the topographic survey in AutoCAD Civil 3D 2018 format, color orthophotography in TIFF/TFW format provided on a DVD, a PDF copy of color contact prints, and a PDF copy of the aerotriangulation report. • Owner: Golder Associates - Richard Haughey - 425 Lakeside Drive, Sunnyvale, CA 94085 - 408.220.9223
• Size: 350 Acres
• Completion Date: June 2019
Experience
• 9+ Years in the Land Surveying
Industry
• 4+ Years at O’Dell Engineering
Education
• BS, Geomatics Engineering,
California State University, Fresno
Professional Registrations
• Registered Land Surveyor No.
9235, CA
• sUAS Remote Pilot
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Scott Roberts, PLS, Project Manager Option
Recently Completed Projects Continued
North Valley Regional Recycled Water Project Phase 2: Turlock, CA O’Dell provided surveying for the Turlock component of the NVRRWP. Services included survey monument preservation and on-call survey support. Mr. Roberts served as Project Surveyor and completed the survey monument preservation. • Owner: Carollo Engineering - Darren Baune, Project Manager - 2700 Ygnacio Valley Road, Suite 300, Walnut Creek, CA 94598 - 925.932.1710
• Size: 7 Miles
• Completion Date: May 2020
Del Puerto Canyon Reservoir: Patterson, CA
O'Dell provided surveying for the Del Puerto Canyon Reservoir in Patterson, CA. Services included establishing survey control and multi-scale aerial topographic surveying and mapping. For the entire project area, Mr. Roberts prepared aerial topographic mapping at a horizontal scale of 1"=100' and a 2' contour interval. For the conveyance area, Mr. Roberts prepared aerial topographic mapping at a horizontal scale of 1"=40' and a 1' contour interval. Planimetric mapping, spot elevations, and contours were included in the aerial topographic mapping and black and white orthophotography were provided. Deliverables included a digital copy of the topographic survey in AutoCAD Civil 3D 2018 format, black and white orthophotography in TIFF format, and a survey control coordinate table in the AutoCAD deliverable. • Owner: Woodard & Curran - Michael Matson, Senior Civil Engineer - 2175 North California Boulevard, Suite 315, Walnut Creek, CA 94596 - 925.627.4120
• Size: 400 Acres
• Completion Date: May 2022
Projects Currently Committed To
On-Call Surveying Services: Tuolumne County, CA
Under an on-call contract, O’Dell is providing surveying services to Tuolumne County. Projects have included storm damage surveying for transportation projects, RMRA/Mitigation Fund road repairs, roadway grinding and milling, federally funded sidewalk improvements, storm drain upgrades, and annual bridge monitoring. For these projects, O’Dell has provided survey control, topographic surveying, boundary surveying, right-of-way engineering, legal descriptions and plats, Records of Survey, asbuilt surveys, and construction surveying. Mr. Roberts is currently serving as Project Surveyor and manages the surveying services. • Owner: Tuolumne County - Blossom Scott-Heim, Supervising Engineer - 2 South Green Street, Sonora, CA 95370 - 209.533.5904
• Size: As-Needed
• Estimated Completion Date: 2023
• Level of Commitment (Percent of Overall Time): 5%
Yosemite Avenue Reconstruction: Merced, CA
O’Dell Engineering is providing civil engineering and land surveying to support the Yosemite Avenue Reconstruction in Merced, CA.

This project will improve vehicle travel and increase pedestrian safety in the City of Merced. In addition to roadway improvements, the existing sewer line will also be improved. Mr. Roberts is serving as Lead Land Surveyor and is responsible for topographic surveying and mapping, subsurface utility research and base mapping, conceptual boundary base mapping, pre-construction monument preservation, and pothole surveying.
• Owner: City of Merced - Joe Cardosa, City Surveyor - 678 W. 18th Street, Merced, CA 95340 - 209.388.7508 • Size: 1 Mile
• Estimated Completion Date: 2023
• Level of Commitment (Percent of Overall Time): 5%
Additional Committed Projects
• River Islands: Lathrop, CA
• Sidewalk Improvements: Madera, CA
• Rail Safety Enhancement: Alameda, CA
Project Manager
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Other Key Project Staff
Experience
• 27+ Years in the Land Surveying
Industry
• 26+ Years at O’Dell Engineering
Education
• General Education, Yosemite
High School
Professional Registration
• Registered Land Surveyor No.
7788, CA
Professional Associations
• California Land Surveyors
Association
• American Council of Engineering
Companies, Professional
Surveyors Committee
Dylan Crawford, PLS, Principal-in-Charge
Mr. Crawford focuses on surveying for the public sector. His experience includes on-call surveying for public agencies, numerous design surveys, right-of-way engineering, surveying and staking of large scale construction projects, subdivision mapping, boundary retracement and establishment surveys, resolution of land title issues, and topographic surveying.

Representative Experience
Note: All completed and current projects completed while at O'Dell.

Recently Completed Projects
North Valley Regional Recycled Water Project Phase 2: Turlock, CA O’Dell provided surveying for the Turlock component of the NVRRWP. Services included survey monument preservation and on-call survey support. Mr. Crawford served as Principalin-Charge of Surveying and managed the surveying scope. • Owner: Carollo Engineering - Darren Baune, Project Manager - 2700 Ygnacio Valley Road, Suite 300, Walnut Creek, CA 94598 - 925.932.1710
• Size: 7 Miles •Completion Date: May 2020
Safe Routes to School ADA Pedestrian Improvements: Turlock, CA O’Dell supported this project, which installed new curb, gutter, sidewalk, crosswalks, and access ramp improvements in several locations in the City to improve pedestrian circulation. Surveying services included a topographic survey and a boundary survey, managed by Mr. Crawford. • Owner: City of Turlock - Randall Jones, Assistant Engineer - 156 S. Broadway, Suite 114, Turlock, CA 95380 - 209.668.5560
• Size: 16 Intersections •Completion Date: September 2019 Kinshire Waterline Replacement and Street Full-Depth Reconstruction Project: Patterson, CA O'Dell supported this project, which replaced and upgraded all existing water mains and water service lines in two neighborhoods. It also included the full-depth reconstruction of the pavement sections, upgrading all of the pedestrian ramps and replacing sections of curb, gutter, and sidewalk. Mr. Crawford served as Principal-in-Charge of Surveying and oversaw a field survey, pre-construction monument preservation, right-of-way and parcel research, preparation of the base drawing, and post-construction monument preservation. • Owner: City of Patterson - Tiffany Rodriguez, Assistant Engineer - 1 Plaza Circle, Patterson, CA 95363 - 209.895.8075
• Size: 18,000 L.F. of Water Mains/371 House Services •Completion Date: September 2022 Projects Currently Committed To
California High-Speed Rail Construction Package 4-5
Mr. Crawford is currently serving as the Principal-in-Charge for the right-of-way engineering and surveying related to the CHSR CP 4-5. As Principal-in-Charge, he directs the activities of the O’Dell team and three firms. He provides general project management and QA/QC services. • Owner: California High-Speed Rail Authority - Robert Rosas, Sr. ROW Agent - 770 L Street, Suite 620 MS# Right of Way, Sacramento, CA 95814 - 916.324.1541 • Size: 8 Miles •Estimated Completion: 2023 •Level of Commitment: 20% Additional Committed Projects
• River Islands: Lathrop, CA
• Santana Ranch: San Benito County, CA
• Pioneer Road: Los Banos, CA
• SB-1 Improvements: Kings County, CA
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Experience
• 18+ Years in the Land Surveying
Industry
• 5+ Years with O’Dell Engineering
Education
• BS, Geomatics Engineering,
California State University,
Fresno
Professional Registration
• Registered Land Surveyor No.
8285, CA
Stephen Pyle, PLS, Senior Land Surveyor
Mr. Pyle supports public projects with land surveying services. He is passionate about providing exemplary data to support the design of infrastructure, including roadways, utilities, and sites.

Representative Experience
Note: All completed and current projects completed while at O'Dell.

Recently Completed Projects
Ladd Road & St. John Road Intersection Safety Improvement: Modesto, CA Mr. Pyle served as Project Surveyor for this County of Stanislaus traffic calming and safety improvement project in Modesto, CA. It widened and overlayed Ladd Road and St. John Road to accommodate a new two-way left turn lane improvement. He managed the topographic survey, horizontal and vertical control points, a boundary survey, a right-of-way survey, legal descriptions and exhibits, monument preservation, and construction surveying and staking. • Owner: Stanislaus County - Theron Roschen - 1716 Morgan Road, Modesto, CA 95358 - 209.525.4194 •Size: 2,350 Lineal Feet•Completion Date: April 2021 Safe Routes to School ADA Pedestrian Improvements: Turlock, CA O’Dell supported this project, which installed new curb, gutter, sidewalk, crosswalks, and access ramp improvements in several locations in the City of Turlock to improve pedestrian circulation.

Mr. Pyle served as QA/QC and reviewed and approved the survey deliverables, including a topographic and boundary survey.
• Owner: City of Turlock - Randall Jones, Assistant Engineer - 156 S. Broadway, Suite 114, Turlock, CA 95380 - 209.668.5560
• Size: 16 Intersections •Completion Date: September 2019 West Modesto Sewer Infrastructure: Stanislaus County, CA O’Dell designed sanitary sewer mains and laterals in three separate neighborhoods.

It included approximately 80,000 linear feet of gravity mains and approximately 942 new house laterals. The scope of services included a topographic survey, a geotechnical investigation, utility research and mapping, hydraulic design, public outreach, PS&E, rightof-way services, bid and construction support, and preparation of as-built drawings. Mr. Pyle served as QA/QC and reviewed and approved the survey deliverables. • Owner: Stanislaus County - Denis Bazyuk, Assistant Engineer - 1010 10th Street, Suite 4204, Modesto, CA 95354 - 209.525.4150
• Size: 80,000 Linear Feet of Gravity Mains and Approximately 942 New House Laterals • Completion Date: September 2019
Projects Currently Committed To
Pioneer Road Widening: Los Banos, CA
Mr. Pyle is currently serving as Project Surveyor for this project. He is responsible for surveying services including aerial topographic surveying and mapping, a ground infill survey, and right-of-way base mapping.
• Owner: Monument - Bob Morrison - 200 Spectrum Center, Suite 300, Irvine, CA 92618 - 800.577.0109
• Size: 6 Miles•Estimated Completion: 2023 •Level of Commitment: 10% Additional Committed Projects
• River Islands: Lathrop, CA
• Santana Ranch: San Benito County, CA
• High-Speed Rail: Various, CA
Other Key Project Staff
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Other Key Project Staff
Experience
• 14+ Years in the Land Surveying
Industry
• 8+ Years at O’Dell Engineering
Education
• BS, Civil Engineering, University
of the Pacific
Professional Registration
• Engineer-in-Training No.
138707, CA
Professional Association
• American Society of Civil
Engineers
Benjamin Garcia, EIT, Project Surveyor
Mr. Garcia provides land surveying services to support public projects. He often provides boundary resolutions, Records of Survey, topographic surveys, and the preparation of legal descriptions and plats to support roadway, utility, and site projects in Modesto.

Representative Experience
Note: All completed and current projects completed while at O'Dell.

Recently Completed Projects
Ceres Mitchell Interchange: Ceres, CA
Mr. Garcia assisted with the surveying services for this project including right-of-way mapping and topographic surveys for the reconstruction of the Mitchell Road and Service Road interchange in Ceres, CA. Services included the establishment of geodetic control, aerial topographic mapping, ground infill topographic surveys, and a Record of Survey. • Owner: NV5 - Ron Pisel - 2109 W. Bullard Avenue, Suite 145, Fresno, CA 93711 - 559.661.5221 •Size:10,000 Linear Feet •Completion Date: December 2020 Kinshire Waterline Replacement and Street Full-Depth Reconstruction Project: Patterson, CA O'Dell supported this project, which replaced and upgraded all existing water mains and water service lines in two neighborhoods. It also included the full-depth reconstruction of the pavement sections, upgrading all of the pedestrian ramps, and replacing sections of curb, gutter, and sidewalk. Mr. Garcia served as Project Surveyor and provided pre-construction monument preservation, right-of-way and parcel research, preparation of the base drawing, and post-construction monument preservation.
• Owner: City of Patterson - Tiffany Rodriguez, Assistant Engineer - 1 Plaza Circle, Patterson, CA 95363 - 209.895.8075
• Size: 18,000 L.F. of Water Mains/371 House Services •Completion Date: September 2022 Amtrak Station North Parking Lot: Modesto, CA
O’Dell provided civil engineering, land surveying, and landscape architecture services for this project, which included an expansion of the existing parking lot. Mr. Garcia served as Project Surveyor and prepared the topographic survey.
• Owner: City of Modesto - Robert Davalos, Senior Civil Engineer - 1010 10th Street, Suite 3100, Modesto, CA 95354 - 209.571.5869
• Size: 3/4 Acre Site • Completion Date: July 2019
Projects Currently Committed To
Yosemite Avenue Reconstruction: Merced, CA
O’Dell is supporting this project, which will improve vehicle travel and increase pedestrian safety in the City of Merced. In addition to roadway improvements, the existing sewer line will also be improved. Mr. Garcia is serving as Land Surveyor and is supporting the topographic surveying and mapping, subsurface utility research and base mapping, conceptual boundary base mapping, pre-construction monument preservation, and potholing surveying. • Owner: City of Merced - Joe Cardosa, City Surveyor - 678 W. 18th Street, Merced, CA 95340 - 209.388.7508 • Size: 1 Mile • Estimated Completion Date: 2023 • Commitment: 5% Additional Committed Projects
• Diablo Vista Park: Danville, CA
• Smyrna Park Improvement: Ceres, CA
• Living Spaces: Fresno, CA
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Other Key Project Staff
Experience
• 20+ Years in the Land Surveying
Industry
• 20+ Years at O’Dell Engineering
•
Education
• General Education, Escalon High
School
Josh Cox, Construction Staking Manager
Mr. Cox has experience managing and executing public construction staking projects. He regularly provides construction staking services for projects in and for the City of Modesto.

Representative Experience
Note: All completed and current projects completed while at O'Dell.

Recently Completed Projects
Litt Road Improvements: Modesto, CA
O’Dell provided on-call land surveying services for the Litt Road Improvements Project for the City of Modesto. Mr. Cox served as Project Manager and supervised the construction staking services for this project including verifying existing survey control and match points, performing necessary office calculations for staking, providing field staking within 48 hours of a request, and delivering staking sheets and check shots to the City. • Owner: City of Modesto - Daniel Haakma - 1010 10th Street, Suite 4600, Modesto, CA 95354 - 209.571.5143
• Size: 3,500 Linear Feet •Completion Date: November 2018 Claribel Road and Roselle Avenue Intersection Improvement Project: Modesto, CA O’Dell provided construction staking and monument preservation surveying services for the Claribel Road and Roselle Avenue Intersection Improvement Project in Modesto, CA through an on-call agreement with Stanislaus County. Mr. Cox served as Construction Staking Manager and supervised the construction staking services. For this project, O’Dell provided construction staking in accordance with the Stanislaus County Construction Surveys Manual. • Owner: Stanislaus County - Bryan Voyles - 1716 Morgan Road, Modesto, CA 95358 - 209.652.9443 •Size: 3,000 Linear Feet •Completion: July 2019 West Avenue South Sewer Extension: Turlock, CA
Mr. Cox served as Construction Staking Manager for this project in Turlock, CA resulting from an on-call engineering and surveying services agreement. O'Dell provided construction staking services for a sanitary sewer extension. Construction staking services for this project included verifying existing survey control and match points, performing necessary office calculations for staking, providing field staking, and delivering staking sheets and check shots to the City. • Owner: City of Turlock - Anthony Orosco - 156 S. Broadway, Suite 114, Turlock, CA 95380 - 209.688.4486 •Size: 600 Linear Feet •Completion Date: May 2020 Projects Currently Committed To
Santana Ranch: San Benito County, CA
Santana Ranch is a planned residential community proposed on approximately 290 acres of land adjacent to the City of Hollister. This mixed-use project includes residential uses of varying densities, commercial, parks, schools, and an internal trail system. Mr. Cox is serving as Construction Staking Manager and is providing full service construction staking. • Owner: Stonecreek Properties - Brian Curtis - 214 W. Pacheco Boulevard, Suite C, Los Banos, CA 93635 - 831.901.6304 •Size: 290 Acres •Estimated Completion Date:

TBD (200+ Lots Remaining) •Level of Commitment (Percent of Overall Time): 5%.

Additional Committed Projects
• River Islands: Lathrop, CA
• Stonecreek Villages: Los Banos, CA
• Quail Meadows: Los Banos, CA
• Pioneer Road Widening: Los Banos, CA
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Examples of Deliverables
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O PARKING PARK ONLY 8AM-6PM

90.00 BOW

89.86 CONC

89.78 AC

90.08 CR

89.78 AC

89.5 GB

89.88 AC

89.81 CONC
NO PARK PARK ONLY 8A-6PM

89.85 BOW

89.81 CONC

89.69 AC

89.62 AC

89.58 CONC

89.65 CONC

CATCH BASIN
TC 89.55 @CL
FUEL

89.7 GB

89.8 GB 89.75
AC

90.02 CR
WATER
W89.5
GB

89.64 CONC

EV /DETETCTOR

89.6 GB

PED XING

89.58 CONC
E

89.5 GB

89.5 GB
TRASH CAN 89.69
BOW
E

89.51 CONC

89.43 CONC
C
C

EV /DETETCTOR

89.55 CONC

89.54 CONC

PED XING

89.7 GB

89.6 GB
S SMH
RIM 89.57

TRASH CAN

89.69 BOW
FUEL
1 HR PARK

89.81 BOW

89.67 CONC

89.64 CONC

89.60 AC

89.91 CR

89.62 AC
E 89.52
CONC

89.43 CONC

ADA PARKING

89.63 BOW

89.69 BOW

89.68 BOW

89.60 BOW

89.37 CONC

89.45 CONC
E

89.66 BOW
BENCH

89.52 CONC

89.81 AC

89.97 CR
WATER

89.68 AC
W
W

89.5 GB

89.5 GB
1 HR PARK

89.86 BOW

89.8 90.01
BOW

89.94 89.9 CONC
E 89.76
CONC

90.02 BOW

89.88 CONC

89.65 AC

89.98 CR

89.68 AC

MESSAGE BOARD

89.31 CONC

89.53 CONC

TRASH CAN WATER
WATER
T
STOP

89.2 GB

89.3 GB

89.47 CONC

89.62 BOW
POST /8INSTL ABANDON SL
T

TRASH CAN

89.83 CONC E

90.1 89.9

89.9 90.1

89.66 AC

89.68 AC

89.75 AC

89.86 AC
IRR (2) WATER IN BLANKET

89.9 NO AUTHORIZE VEHICLE TOWED

89.8 89.89
CONC
F

89.66 CONC

SEWER W
WATER
WATER

89.56 CONC

89.49 CONC

89.59 CONC
DMH D
RIM 90.06
S
SMH
RIM 90.22
WATER (6)
WATER (3)

90.29 CR

90.30 CR

90.26 AC

90.27 CR
C
C

89.4 GB

89.5 GB

89.92 BOW 89.7
STOP

90.20 CR

90.07 AC

89.52 AC
4IN SL ABANDONED

89.7 GB

89.7 GB
SEWER

89.97 BOW
L

SIGN /STOP
L 8" STEEL POST

TRASH CAN

89.85 CONC

89.59 CONC 90.00
BOW
SEWER

89.78 CONC

ADA PARKING

89.74 AC

90.04 AC

90.13 CR

89.75 AC
WATER
W
2HR PARKING
L

TRASH CAN
E

89.71 CONC

89.7 89.94
BOW

89.97 BOW 89.9
E

89.78 CONC

89.97 BOW 89.6

89.95 BOW

89.8 89.5 89.80
CONC

89.68 CONC

89.74 AC

90.22 CR

90.08 AC

89.61 AC

89.70 CONC

89.84 CONC
2HR PARK

89.86 CONC

90.03 BOW
SEWER
L
E
2HR PARK
TRASH CAN 89.7
GB

89.7 GB
C
C D
DMH
RIM 89.85
S SMH
RIM 90.16

89.90 AC

90.18 CR

89.79 AC

89.85 BOW

89.92 BOW

89.83 BOW 89.3
GB

89.3 GB
E
T
T
WATER (6) D DMH
RIM 89.89

WATER DRYWELL

DRYWELL
RIM 89.59

89.65 CONC

89.79 CONC

89.90 CONC 2HR NO SKATING

89.65 AC

90.20 CR

89.90 AC

DRYWELL

DRYWELL
RIM 89.39

89.76 CONC

89.61 CONC

89.7 GB 89.98
BOW

89.6 GB

89.88 BOW

90.05 CONC

89.95 CONC
SEWER

90.23 BOW

89.91 CONC

89.89 CONC

89.80 CONC

89.96 AC

90.28 CR

89.92 AC
WATER

89.95 BOW

90.06 CONC 89.96
CONC

90.06 CONC
SEWER

89.94 BOW

89.82 CONC

89.73 CONC

89.6 TRASH CAN
L
T

89.83 AC

90.31 CR

90.04 AC
E
STOP

89.85 AC
SL

90.28 CR

90.15 CR

TRASH CAN L

MESSAGE BOARD
BENCH

DRYWELL
TC 89.60 @CL
STOP

89.5 GB

89.5 GB
T
T

89.61 CONC

89.55 CONC
T

TRASH CAN

89.62 CONC
2HR PARK

MESSAGE BOARD

89.99 BOW

89.79 CONC

89.65 AC

89.94 CR

89.62 AC

89.78 BOW

89.79 BOW

89.90 89.63
AC

89.57 CONC
SEWER
FDC

89.92 BOW

89.70 CONC

89.64 CONC
SEWER
T
D DMH
RIM 89.15 E
W

89.32 CONC

89.60 BOW

89.66 BOW

89.54 AC

89.62 AC

89.82 BOW 89.54
CONC

89.68 CONC

NO PARKING

89.84 BOW
S
SMH
RIM 89.99

89.55 89.59 CONC

89.33 CONC E
E

89.30 CONC

89.70 BOW

89.71 BOW
E

89.46 CONC

89.68 90.00
EP
SEWER
C C

E UNION BANK
IRR

89.97 CONC

89.96 CONC

90.01 CONC

90.04 CONC SEWER
WATER

90.05 CONC

89.85 CONC

89.90 CONC

89.63 CONC

ONE WAY

89.82 EP

FUEL LINE LOCATION PER USA MARKINGS

89.61 AC

89.88 EP

89.89 CONC

TRASH CAN
POST 89.7
GB

89.7 GB
T
T

90.06 BOW

90.13 89.8
CONC

90.0 SEWER

89.8 90.03
BOW

90.0 NO PARKING

89.68 AC

89.86 CONC

89.96 CONC
T

89.88 AC

90.20 BOW

89.92 CONC

89.67 CONC

TRASH CAN
E
STOP
T
T

89.8 GB

CATCH BASIN
TC 89.80 @CL 90.19
BOW

90.18 BOW

90.10 BOW
S SMH
RIM 89.95

NO PARKING

89.82 BOW

89.78 CONC

89.68 CONC

TRASH CAN
E
POST

CATCH BASIN
TC 89.43 @CL

89.6 GB

89.7 GB
T

89.81 BOW

89.97 BOW

89.67 CONC

89.54 CONC

89.77 AC

89.84 AC

NO PARKING

90.04 BOW

89.8 90.00
BOW

90.04 BOW

89.93 BOW
T
POST
E

90.03 CONC

89.86 STOP CONC

89.7 GB

89.7 GB
E
S SMH
RIM 90.31
S
SMH
RIM 90.23
WATER (2)

WATER WATER

90.32 AC

90.27 AC

90.28 AC
STOP
15000
15001
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
90 90
9090
90 90
90 90 90
90 SURVEY ABBREVIATIONS

UTILITY LINES

MISCELLANEOUS LINES

HARDSCAPE LINES

SURVEY LEGEND GENERAL

90.14 EP

89.5 UTILITIES
odellengineering.com
1165 Scenic Drive, Suite A
Modesto, CA 95350 J STREET

TOPOGRAPHIC SURVEY

MODESTO, CALIFORNIA
6 Know what's
R
TOPO
1 23 Nov 2022

SHEET LAYOUT
Topographic Survey
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Record of Survey
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Plat and Legal Description for an Easement

Page 1 of 2 ends

EXHIBIT “A”

LAND DESCRIPTION
Being a portion of the northwest quarter of the northeast quarter of Section 13, Township 12 North, Range 6 East, Mount Diablo Base and Meridian and situate in the County of Placer, State of California and more particularly described as follows:

COMMENCING at the northeast corner of said Section 13, thence along the northerly line of said Section 13, South 89°59’11” West, 1313.74 feet to the northeast corner of the northwest quarter of the northeast quarter of said Section 13;
thence along the easterly line of the northwest quarter of said Section 13, South 00°12’03” East, 178.31 feet to the POINT OF BEGINNING, said point also being the point of beginning of the easement recorded on January 9, 1981 in Vol.2345 at Pg. 476 of the Official Records of Placer County, California;
thence along said easement, North 42°16’26” West, 57.62 feet; thence North 78°46’53” West, 200.00 feet;
thence South 22°45’26” West, 240.27 feet;
thence South 75°13’30” East, 28.00 feet;
thence South 88°26’48” East, 22.50 feet;
thence South 71°45’05” East, 18.00 feet;
thence South 78°41’42” East, 40.00 feet;
thence South 58°55’43” East, 8.50 feet;
thence South 72°17’54” East, 25.00 feet;
thence South 63°38’55” East, 35.00 feet;
thence South 78°36’50” East, 34.00 feet;
thence South 06°21’26” West, 6.50 feet;
Thence South 73°26’07” East, 133.30 feet, to the easterly line of the northwest quarter of the northeast quarter of said Section 13;

Page 2 of 2 ends

thence along said easterly line, North 00°12’03” West, 239.95 feet to the POINT OF BEGINNING.

Containing an area of approximately 71,532 square feet.

A PLAT OF THE ABOVE-DESCRIBED AREA IS ATTACHED HERETO AS EXHIBIT “B” AND BY THIS REFERENCE MADE A PART HEREOF.

END DESCRIPTION
This real property description has been prepared by me, or under my direction, in conformance with the requirements of the Professional Land Surveyors’ Act.

October 24, 2022
Stephen J. Pyle Date
Professional Land Surveyor
California No. 8385
1 1
Modesto Fresno Pleasanton
of 1165 Scenic Drive, Suite B
Modesto, CA 95350
Ph 209.571.1765/Fax 209.571.2466
odellengineering.com

LANDER AVENUE

F STREET
0 20 40 80
SCALE: 1"=10'

DETAIL A

ABBREVIATIONS
LEGEND
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Staking Sheet
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Additional Information
Comprehension of Potential Assignments
We understand that the City of Modesto is soliciting qualifications from local consultants to establish a pre-qualified list of professional consultants for Land Surveying Services for various capital improvement projects. These projects may include the design and construction of pipelines, roadways, storm drain and sanitary sewer lift stations, water well pump stations, water tanks, drainage basins, buildings, and wastewater treatment facilities. Land surveying services may be required for boundary resolution, Records of Survey, topographic surveys, the preparation of legal descriptions and plats, and construction staking. All survey work will be prepared by, or under the direction of, a Land Surveyor licensed in the State of California. Deliverables may include topographic maps, Records of Survey, resolved boundaries, plats/legal descriptions, and construction staking documents. The required work may also include peer review services, coordination with design disciplines, coordination with various utilities and public agencies, and participation in public meetings/workshops. We understand that normal design timeframes will vary based upon project schedules.

We have proven in our statement of qualifications that we understand the expected project elements and have experience successfully providing them for projects of similar magnitudes on time and within budget. We understand the importance of meeting swift deadlines and tight project budgets. We frequently provide boundary resolution, Records of Survey, topographic surveys, legal descriptions and plats, constructing staking, peer review services, coordination with other design disciplines, coordination with various utilities and public agencies, and participation in public meetings/workshops for public and private clients. We can successfully provide the requested services to the City of Modesto.

Survey Quality Assurance
All processes and procedures must be designed from the beginning to produce high quality, reliable, and consistent data. We have developed the following strategies to provide for the highest quality results:
• Recruit and retain highly qualified survey staff. We recurit heavily from the FSU Geomatics Engineering program with seven current graduates on the team, five of which are licensed Professional Land Surveyors. • Apply surveying principles from the beginning, starting with an understanding of the results our clients expect of us, and work backward to design a survey that meets those specifications. • Use written hand-offs to facilitate clear, effective, and unambiguous communication between everyone. This includes hand-off from the Project Manager to technical staff, between field and office personnel, and between O’Dell and the City of Modesto. • Use peer reviews as a tool to maintain staff proficiency and training diversity. • Employ checklists and tracking tools to ensure all procedures are followed as designed.

Survey Quality Control Checkpoints

1. Survey Plan Hand-Off: Prior to submitting the survey plan to the field crew, the PM will review and verify the requested processes meet the criteria and accuracy requirements, are practical and safe, and that they are in line with the pre-planned budget and resource allocations for that task. The checkpoint is cleared by written approval and acknowledging readiness to proceed in project tracking software.

2. Field Survey Data Processing: Prior to processing, field notes are reviewed and the raw data files are inspected for completeness and alignment with the requested procedures and specifications (such as observation duration or loop misclosures). The checkpoint is cleared by acknowledging readiness to proceed in project tracking software.

3. Deliverable Preparation: Immediately prior to preparing deliverables, the survey data processing results are checked to ensure the results meet standards and specifications, include the proper amount of data, and that any discrepancies or gaps have been resolved. The approval is facilitated and the checkpoint is clear by means of a written hand-off to technical staff by project management.

4. Project Manager Review: Prior to initiating a PM review, technical staff submit work products to peers for independent review and assessment. The review and correction processes are facilitated with automated checklists and repeated until no further comments can be made. This checkpoint is cleared by submittal of a fully approved checklist and acknowledgment in project tracking software.

5. Final Review: As deliverables are staged for hand-off to the client, the Project Manager conducts an assessment to confirm all deliverables meet specifications and achieve all intended goals per the scope of work, are in the correct formats and versions, and are technically correct. This checkpoint is cleared by completion of a final review checklist. #8..
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K:\CONTRACTS\Fee Schedules\Fee Schedule (July 2022).doc O’Dell Engineering

FEE SCHEDULE
July 2022
Classification: Regular Hourly Rate:

Principal $280
Senior Civil Engineer $215
Senior Engineer 2 $200
Senior Engineer 1 $185
Engineer 2 $180
Engineer 1 $170
Assistant Engineer 2 $145
Assistant Engineer 1 $130
Senior Landscape Architect 2 $200
Senior Landscape Architect 1 $180
Landscape Architect 2 $170
Landscape Architect 1 $160
Landscape Designer 3 $155
Landscape Designer 2 $145
Landscape Designer 1 $135
Planner $175
Assistant Planner $140
Dry Utility Project Manager 2 $170
Dry Utility Project Manager 1 $150
Utility Engineer $135
CADD Operator 2 $115
CADD Operator 1 $95
Surveyor Manager $205
Senior Land Surveyor $195
Senior Surveyor 2 $190
Senior Surveyor 1 $170
Surveyor 2 $150
Surveyor 1 $140
Assistant Surveyor 2 $130
Assistant Surveyor 1 $115
Survey Crew 2-man/1-man $320/$180
Survey Crew 2-man/1-man (Prevailing Wage) $396/$225
Administrative $96
Outside Services & Reproduction: Actual cost plus 10%
Cost of services and expenses charged to O’Dell Engineering by outside consultants, commercial printers, and professional or technical firms engaged in connection with the project.

Travel: Actual cost plus 10%
Mileage, per diem, and subsistence are not normally charged to the client unless specific prior authorization is negotiated between client and consultant. #8..
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

June 5, 2023
Date: May 8, 2023
TO: Economic Development Committee
Sue Zwahlen, Chair
Chris Ricci, Vice-Chair
Eric Alvarez, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Jessica Hill, Interim Director of Community and Economic Development SUBJECT: Agreement with Stanislaus 2030 and Agreement with Digital Nest CONTACT: Edgar Garcia, Housing & Development Supervisor, [email protected], 209-571-5101
DESCRIPTION:

Consider approving two Agreements, one with the Stanislaus Community Foundation for the implementation of the Stanislaus 2030 Investment Blueprint for a total amount not to exceed $225,000 over three years; and one with Digital Nest to provide Technical and Professional Skills to underserved youth for a total amount not to exceed $150,000 over three years and forwarding to Council for approval. (Funding Source: American Rescue Plan Act Funds) STRATEGIC PLAN ELEMENT:

The recommended action supports the City of Modesto’s 2020-2025 Strategic Plan - Goal E:

Drive the success of a vibrant and economically sustainable climate.

BACKGROUND:

Stanislaus 2030 is an ambitious and far-ranging economic development study that began in Fall 2021 and extended through the Fall of 2022. At the heart of Stanislaus 2030 study, were two essential questions: how a more resilient economy for more residents to experience financial wellbeing be built and how can industry and small business growth in the next decade and beyond be supported.

The Stanislaus 2030 effort was co-led by local business leaders, higher education and government partners alongside labor and community-based organizations, Stanislaus 2030 articulates a concrete plan for community members to achieve economic mobility by building an economy that is diverse, inclusive, connected, vibrant, and sustainable. The study included a comprehensive market assessment and governance report developed by advisors from the Brookings Institution, from Washington DC. Stanislaus 2030 used frameworks for both drivers of #9..
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Economic Development Committee, June 5, 2023
Agreement with Stanislaus 2030 and Agreement with Digital Nest

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resilient economies (talent, innovation, traded sectors) and analyzed the enablers of economic vibrancy (infrastructure and governance).

Stanislaus 2030 focused on five promising areas and organized into workgroups to dive deeper into the critical shifts needed around each subject area, including bioproducts and the circular economy, talent development, small business & entrepreneurship, non-skill barriers to jobs and training, and governance. Findings and strategic recommendations from these workgroups were included in the Stanislaus 2030 Investment Blueprint, which was published and presented to the larger community and the Stanislaus County Board of Supervisors in November 2022.

DISCUSSION:

To deliver on the Stanislaus 2030 Investment Blueprint, the creation of a neutral project management intermediary is essential and recommended. The Stanislaus 2030 Intermediary will lead and drive economic and workforce initiatives identified in the Stanislaus 2030 Investment Blueprint across various actors, institutions, and interests. Based on experience in other regions executing comparable efforts, the role will enable key functions to advance collective action and accountability among partners.

To achieve impact, Stanislaus 2030 will require distributed leadership and the participation of multiple organizations in the delivery of projects and programs. The Stanislaus 2030 team will not serve as the lead implementer of most projects but will offer centralized coordination and facilitate the necessary research, planning, partnership coordination, and resource development to drive the collective agenda forward. The Stanislaus 2030 team will engage in direct program delivery and project execution only in instances where an appropriate lead organization or neutral convenor does not currently exist.

Stanislaus 2030 will leverage and align existing resources and support the development of partner capacity to implement projects and deliver programming. Stanislaus 2030 prioritized projects for year one:

A. Talent Development
▪ Launch and coordinate new Manufacturing Talent-to-Industry Exchange to ensure access and pathways to quality manufacturing jobs in Stanislaus County ▪ Support, align, and track progress of partners seeking to Upskill Ag Workforce, including Central Valley Opportunity Center and local institutions of higher education.

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▪ Facilitate the design and launch of a financial mentoring pilot that matches small business owners with technical support and expertise to improve financial stability. ▪ In coordination with municipal partners, research, explore, and advance promising business supports to catalyze small business growth, including local procurement models and streamlined permitting processes.
▪ Funded by Stanislaus Community Foundation, a consortium of financial partners (i.e. banks, Community Development Financial Institutions, and community development corporation) will explore impact investing and develop a pilot loan program potentially focused on small business.

A key finding from the Stanislaus 2030 Investment Blueprint is, based on the composition of families in the County, jobs with an hourly wage of $28.58 would offer enough opportunity for those workers to achieve self-sufficiency and economic mobility. The implementation of the Stanislaus 2030 deliverables will prompt partnerships, projects, and further analysis to help improve the availability and accessibility of jobs that pay livable wages.– To help achieve the deliverables, Stanislaus 2030 is requesting ARPA funding in the amount of $75,000 annually for the next 3 years for a total of $225,000 for the implementation of the Investment Blueprint. The City’s ARPA spending plan includes $1 million for small business support and expansion, of which approximately $610,000 is remaining that the City has committed for the implementation of the Stanislaus 2030 deliverables. Stanislaus 2030 annual operating budget for three years is listed in the table below.

Funding Sources Year One Year Two Year Three
Stanislaus County Seed Investment $200,000 $200,000 $200,000 Other Public and Private Funding
Beard Land Improvement, E&J
Gallo Winery, and Wells Fargo $115,000 $160,000 $175,000 City of Modesto ARPA Funds $75,000 $75,000 $75,000
Totals per year $390,000 $435,000 $450,000
To help promote social mobility for low-income and disadvantaged youth, Digital Nest, with support from the Stanislaus Community Foundation, has approached the City of Modesto for a request in the amount of $50,000 annually and $150,000 throughout a three-year contract term from the City’s allotment of American Rescue Plan Act funds. Digital Nest is a tech center based out of Salinas, California. Since 2014, Digital Nest has welcomed thousands of youths from working-class, farmworker communities in an effort to help youth develop technical and professional skills needed to join the workforce. The center focuses on technology and empowerment through three main programs, Digital Arts & Technology, Web & Information Technology, and People Projects & Leadership. Curriculum focuses on the following:
 Level 1 – Youth drop-in, co-working, and career development.  Level 2 – Open enrollment job training program. Approximately 258 non unique members, annually participate in NEST programming at this higher level of engagement.
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 Level 3 – Career technical education (CTE) program, aka “Linked Pathways.” High school and community college students participate in specialized career training at each site.
 Level B—bizzNEST Learn & Earn Program. 15-18 unique trainees, employed annually at 25%-50% FTE, earning $15-$18 per hour. "B" stands for bizzNEST, an in-house media creation service. In bizzNEST, members apply their advanced training through paid work on web, video, and graphic design projects for real, paying clients.

Since the initial launch in 2014, Digital Nest has expanded their operations to Watsonville, Gilroy, and Stockton. Digital Nest is in the final stages of securing their Modesto location in downtown and have a projected timeline to open enrollment in Fall 2023. They also anticipate hiring staff, conducting a soft launch, and beginning to do community outreach in Summer 2023.

Digital Nest is requesting ARPA funding in the amount of $50,000 annually for the next 3 years for a total of $150,000 from the ARPA budget line item dedicated to Stanislaus 2030. The City’s ARPA spending plan includes $1 million for small business support and expansion, of which approximately $610,000 is remaining that the City has committed for the implementation of the Stanislaus 2030 deliverables. The Digital Nest annual operating budget is $575,000 and they have already acquired funding from other sources in the amount of $525,000 with support from the Stanislaus Community Foundation.

The table below reflects the $50,000 requested contribution from the City of Modesto under the Government/Education line item, which makes up less than 10% of their annual operating budget.

Sources of Revenue Years 1-3 (Annual Allocation) Year 4+ Individuals/Fundraising $175,000 $175,000
Foundations $75,000 $200,000
Corporate $50,000 $50,000
Government/Education $50,000 $0
Anonymous Major Donor $200,000 $100,000
Program Revenue $25,000 $75,000
Totals per year $575,000 $600,000
Digital Nest has confirmed that funding from the City of Modesto will not be requested after the initial three-year contract. Digital Nest has a sustainability plan to fund their operation through increases to their program revenue, fundraising and foundation contributions following their initial three-year plan. They have demonstrated the ability to sustain their operations with their offices in Watsonville and Salinas where additional funding from the host jurisdiction was not requested following the initial three-year period.

FISCAL IMPACT:

The cost of the agreement with Stanislaus 2030 is not to exceed $75,000 annually and $225,000 for the three-year term. The cost of the agreement with Digital Nest is not to exceed $50,000 annually and $150,000 for the three-year term. Both agreements are using American Rescue #9..
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Economic Development Committee, June 5, 2023
Agreement with Stanislaus 2030 and Agreement with Digital Nest

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Plan Act tranche one funds allocated to Small Business Attraction, Retention, and Expansion.

The remaining allocation for this category is $610,000 and after the awards there will be $235,000 remaining. Sufficient funds are currently budgeted in this account and there is no impact to the General Fund.

RECOMMENDED COMMITTEE ACTION:

Staff Recommendations:

Motion approving an Agreement with Stanislaus 2030 for the implementation of the Stanislaus 2030 Investment Blueprint for a total amount not to exceed $225,000 over three years and forwarding to Council for approval.

Motion approving an Agreement with Digital Nest to provide Technical and Professional Skills to Underserved Youth for a total amount not to exceed $150,000 over three years and forwarding to Council for approval.

Approved by:

Jessica Hill,
Interim Director of Community and
Economic Development
Joseph P. Lopez, City Manager
Attachments:

1. Stanislaus 2030 Investment Blueprint

2. Digital Nest Overview

3. Agreement with Digital Nest

4. Agreement with Stanislaus Foundation
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INVESTMENT

BLUEPRINT
STANISLAUS 2030
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Stanislaus 2030 is a bold, ambitious multi-sector
initiative co-led by local business leaders, higher
education and government partners alongside
labor and community-based organizations. At the
heart of Stanislaus 2030 are two essential questions:
how can we build a resilient economy so that more
residents experience financial success? And, how
can we catalyze significant industry and small
business growth in the next decade and beyond?
Through a comprehensive “market assessment”
developed in affiliation with experts from
the Brookings Institution, Stanislaus 2030
examined data using a framework for the
essential drivers (talent, innovation, traded
sectors) and enablers, (infrastructure and
governance)of a vibrant economy.

As members of the Executive Committee, we reflect
the region’s broad geographic, demographic, and
industry interests. Multiple partners joined the
broader Leadership Council to provide guidance at
key milestones throughout the process. Many more
stakeholders participated in multiple workgroups
in the Spring of 2022 to provide technical expertise
and insight in our key focus areas. The hard work
of all of these partners has led to this Investment
Blueprint and Action Plan.

Stanislaus 2030 was intentionally developed as a
short sprint because we have a sense of urgency
about the fate of our community. We’ve learned
much this past year about the definition of a
quality job, the importance of traded sectors, and
the performance of local institutions to serve our
economic goals. We also engaged community
members to understand their real-time and
rich lived experience, thanks to our community
engagement team, Debrief. You can access our
community insights report as well as the full
market assessment at Stanislaus2030.com.

Our future is up to us, and it is decided here and
now. Will we take bold action and secure concrete
investments to ensure greater prosperity for
more community members? Can we create new
industries aligned around our vibrant agricultural
base, develop robust workforce training programs
and seamless talent pipelines? How can we remove
barriers to quality jobs and build a dynamic small
business community? The future is up to us, and the
answers are, too.

It was critical to us to find the highest-leverage
opportunities that move our region’s economy
forward in the coming decade. This investment
blueprint highlights those strategies and points
to concrete next steps. This report includes the
estimated dollars needed to jumpstart each strategy.

We recognize that these investments will come from
multiple sources, including private investors as well
as public funding at the federal, state, and local level.

We endorse the strategies within this
Investment Blueprint and Action Plan, and we
ask you to partner with us to create a resilient
Stanislaus economy by 2030 and beyond. This
report is not the end of Stanislaus 2030, it’s our
north star. Our work towards building a vibrant
economy is just beginning.

Dear Stanislaus Neighbors:

STANISLAUS 2030

INVESTMENT

BLUEPRINT
& ACTION PLAN
Join us!
STANISLAUS 2030 INVESTMENT BLUEPRINT
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Santanu Bandyopadhyay, Modesto Junior College
Anthony Cannella, Northstar Engineering Group
Chris Courtney, Oak Valley Community Bank
Kathryn Davis, Valley First Credit Union
Seana Day, Better Food Ventures
Joe Duran, Stanislaus Equity Partners
Andy Foster, Aemetis, Inc.

Doris Foster, County Workforce Development
Michael Frantz, Frantz Nursery
Johnny Garcia, Hispanic Chamber of Commerce
Nelson Gomez, South Modesto Businesses United
Mani Grewal, Stanislaus County Board of Supervisors
Jody Hayes, Stanislaus County Chief Executive Office
Ken Irwin, City of Patterson
Marie Joiner, Luxury Limousine
Ellen Junn, Stanislaus State University
Marian Kaanon, Stanislaus Community Foundation
Scott Kuykendall, Stanislaus County Office of Education Michelle Lewis, E&J Gallo Winery
Juan Munoz, UC Merced
Chichi Nnodim-Jack, SCOE Board of Trustees
Kristin Olsen, California Strategies
Dillon Olvera, Beard Land and Investment Co.

Evan Porges, Porges Properties
Michelle Reimers, Turlock Irrigation District
Tina Rocha, Stanislaus County Chief Executive Office
Tim Robertson, North Valley Labor Federation
Yamilet Valladolid, Golden Valley Health Centers
David White, Opportunity Stanislaus
Bryan Whitemyer, City of Oakdale
Terry Withrow, Stanislaus County Board of Supervisors
In partnership
STANISLAUS 2030

EXECUTIVE

COMMITTEE
STANISLAUS 2030 INVESTMENT BLUEPRINT
2 #9..
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We envision, and commit
to build, a high-performing,
diverse economy to match our
multi-cultural lifestyles and
dreams for the future.

Executive Committee
key private, public, and civic leaders,
representing our region’s diverse
geographies, demographic groups &
sectors of our community.

Leadership Council
leaders representing the
community & areas of expertise.

Elected Official Roundtable
City, County, State & Federal Elected Representatives.

Stanislaus County Community Members
Diverse community members across Stanislaus County
providing input through one-to-one interviews, listening sessions, focus groups, digital surveys, and community
forums and meetings.

Workgroups
Technical experts, local community members and
key stakeholders came together over the course of
two months to move key focus areas from analysis to
prototypes and solutions for inclusion in the
Investment Blueprint.

Backbone Team
Stanislaus Community Foundation, Stanislaus County
Chief Executive Office, Advisory Team (Project Management, Community Engagement, Research & Analysis).

Stanislaus 2030 is a collaboration
among business, government, and
civic stakeholders to create and deliver
a joint strategy and investment plan
for regional economic growth and
opportunity in the coming decade.

VISION

MISSION
We will create pathways for
Stanislaus community members
to achieve economic mobility
by building an economy that is
diverse, inclusive, connected,
vibrant and sustainable.

PARTNERS
200+
31 Investment
Blueprint based on:
l Understanding of larger market
forces & future trends
l Current and future state of
Stanislaus County economy
l Knowledge of demographic shifts
l Authentic community input
Activation Plans for
each priority investment
area that include:
l Investable strategies and tactics
l Funding and policy aligned with
each of the strategies
l Performance that is reported
regularly to partners and the public

DESIRED

OUTCOMES

VISION & MISSION
STANISLAUS 2030 INVESTMENT BLUEPRINT
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April – June 2022
Idea Development
l Work groups start meeting
l Explore opportunities
l Build investment plans
September 2021 – February 2022
Discovery & Analysis
l Community assessment complete
l Start community engagement efforts
l Convene local researchers
September 2022
Finalize Investment Blueprint
l Publish and promote investment blueprint
l Road show to share the investment
blueprint with key stakeholders
September – October 2022
Organize & Build Momentum
l Secure public & private funds
l Present to City Councils
l Create backbone team
l Convene local leaders
February – April 2022
Strategy Development &
Community Engagement
l Diagnose economic performance,
assets and opportunities
l Identify working group topics,
champions and facilitators
June – August 2022
Community Input
l Community member survey
l Creation of Investment Blueprint
l Completion of this phase of
Stanislaus 2030 work
Moving Forward...

Implement Next Steps
l Create structure
l Build capacity
l Invest in new & existing
programs

PROCESS
STANISLAUS 2030 INVESTMENT BLUEPRINT
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PROSPERITY
More productive firms to grow the
economy from within and generate
higher-paying jobs, so the
region competes on quality
versus low wages.

METRICS
Productivity (GMP Per Job)
Standard of Living (GMP per Capita)
Average Annual Wage

INCLUSION
Access to opportunities that raise
employment and income, enabling
residents across all community
segments to participate to the
fullest of their ability.

METRICS
Employment Rate
Median Wage
Relative Poverty
*differences by Race and Geography
GROWTH
More jobs created and expanded
output that increases labor
demand and wages, plus young
firms that generate greater wealth,
employment, and earnings.

METRICS
Jobs
Gross Metropolitan Product
Entrepreneurship
(Jobs at Young Firms)
Source: Brookings Metro Monitor

FRAMEWORK

FOR A VIBRANT

ECONOMY
Based on work with metro areas and states
on economic recovery and resilience strategies
following the Great Recession, the Brookings
Institution created a Metro Monitor framework to offer
a more comprehensive measure of economic success
encompassing growth, prosperity, and inclusion. With
increased attention to the negative competitive and societal consequences of disparities, reinforced by the experience of the COVID-19 pandemic, this framework has been adopted by dozens of regions over the past five years to guide decisions on economic and workforce development strategies, programs, and progress.

Stanislaus 2030 used this framework to broaden our vision for economic success in our community.

These new definitions for a vibrant economy -- growth, prosperity and inclusion -- guided our data analysis, strategy development and decision-making throughout the initiative.

STANISLAUS 2030 INVESTMENT BLUEPRINT
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Stanislaus County has grown steadily in recent years,
adding tens of thousands of jobs in the decade
leading up to the COVID-19 pandemic. Yet even
before this fundamental disruption, many of the
county’s workers and families struggled to support
themselves on their earnings.

Only 13% of jobs in Stanislaus County can be
categorized as “good” jobs. An additional 22% count
as “promising,” offering a pathway to a good job. The
remainder—nearly two-thirds of jobs—fail to meet
standards for ensuring worker self-sufficiency.

These findings point to deeper, fundamental
challenges to our region’s growth model—its mix
of industries and competitive strengths—than can
be quickly or easily adjusted:
l Stanislaus County is remarkably unspecialized
in the innovative traded sector industries core
to success in the modern economy, with its
growth heavily weighted towards local-serving
and public sectors. Even some long standing
traded sector strengths are losing ground.
l Entrepreneurship is lagging, indicating waning
business dynamism.
l Reflecting the makeup and performance of the
region’s economic drivers, significant numbers of
workers and families struggle to make ends meet.

The Wrong Kind of Growth
l The region has a significant gap in good and
promising jobs available to enable workers and
their families to achieve self-sufficiency.

At first glance, Stanislaus’ job growth over the last
ten years seems to offer good news. During the
decade bookended by the Great Recession and
COVID-19 crisis, jobs grew steadily, outpacing the
national average (Figure 1). Yet the makeup of this
growth spells trouble for the region’s standing in
the dynamic, innovative global specializations that
make regions adaptable and prosperous.

The region’s recent growth is overweighted towards
local-serving sectors (Figure 2). Representing 56% of
Stanislaus County’s jobs in 2010, local-serving activities produced nearly 75% of the region’s job growth over
the next decade, outpacing the national performance.

The public sector, including education, contributed
another 10% of the County’s job growth. Meanwhile,
traded sectors which had represented 29% of the
region’s jobs in 2010, generated only 15% of job growth.

Thus, the region was caught in a cycle of generating
local-serving jobs to support new community
members and workers commuting outside of
the County, or jobs in its dominant agriculture
commodities industry that produce below-average
traded sector wages–with little in between (Figure 3).

THE COUNTY’S JOB GROWTH EXCEEDED THE NATION’S
Factor Contributions to Job Growth in Stanislaus County — 2010 to 2020

20.0%

15.0%

10.0%

5.0%

0.0%
-5.0%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

25.0%
Growth due to local shifts Growth due to national trends Jobs grew
by 15.6% from
2010 to 2020
Jobs would
have grown

11.1% without
local shifts
Beginning of
post-recession recovery
Pre-COVID peak
STANISLAUS 2030 INVESTMENT BLUEPRINT
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TRADED SECTORS DROVE A SMALL PORTION OF JOB GROWTH
Sectoral contributions to job growth in Stanislaus County — 2010 to 2020

20.0%

15.0%

10.0%

5.0%

0.0%
-5.0%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

25.0%
10% of job
growth came
from the
public sector
74% of job
growth came
from local-serving
industries
15% of job
growth came
from the
traded sector
The public sector shed jobs
during this period
Public sector Local-serving sector Traded sector

THE TRADED SECTOR ADDED FEWER JOBS THAN EXPECTED
Job growth from local shifts in Stanislaus County, by sector — Since 2010 7%
6%
5%
4%
3%
2%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
8%
1%
0%
-2%
-1%
Public and
local-serving
sectors grew
faster than the
national average
The traded sector
grew slower than
the national
average
National average
Public sector Local-serving sector Traded sector
Job growth of Stanislaus County sector due to local shifts STANISLAUS 2030 INVESTMENT BLUEPRINT
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Despite the region’s growth, more than half of the
County’s residents—and nearly 40% of working
families—struggle to make ends meet.

Most of these residents belong to working families,
suggesting that large swaths of the County’s job base
do not provide ample opportunity for residents to
meet even a basic level of economic self-sufficiency
(see Figure 4). These results may also reflect the high cost of living in Stanislaus County, albeit one that is lower than many surrounding areas.

Unsurprisingly, young, less educated, and diverse
workers are more likely to struggle, reflecting
national trends that advantage those with greater
credentialing and experience, as well as other
structural barriers to economic success.

Large numbers of struggling
families and workers
l Educational attainment matters. Only 14%
of the region’s struggling workers hold a
baccalaureate or associate degree.
l Age also matters. 84% of workers aged 18-24
are struggling, versus 56% of 25-34 year-olds
and 36% of 35-54 year-olds.
l Race is correlated to struggling status. 57%
of Hispanic workers struggle compared to
32% of white workers.

Female workers are roughly equivalent to male
workers, in contrast to trends in many regions.

OVER HALF THE COUNTY’S POPULATION

STRUGGLES TO MAKE ENDS MEET
Stanislaus County population that belongs to a struggling family — 2019 47% 39%
14%
Self-sufficient families — 255,179
Struggling in working families — 214,260
Struggling in non-working families — 75,922
Struggling working families
Struggling non-working families
8%
54%
10%
39%
41%
10%
Children Adults Seniors
STANISLAUS 2030 INVESTMENT BLUEPRINT
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As the large number of struggling workers and families in Stanislaus County suggests, the region’s economy simply does not generate enough quality jobs that allow for self-sufficiency. Closing this gap is fundamental to any improvement in economic outcomes and expanded prosperity for community members.

Presently, only 13% of jobs in the County, about 24,000 positions, qualify as good jobs under the Opportunity Industries methodology underpinning this report. (See sidebar for definition of a “good job”).

A further 22%, roughly 42,500 positions, count as “promising jobs” offering pathways to a good job within ten years. The remaining 65% of jobs, approximately 124,000 positions, do not meet either of these criteria. This is an extremely low proportion of good and promising jobs compared to other metropolitan areas. In order to meet the goal set by Stanislaus 2030 – to reduce the share of children in struggling families by 50% – the region would need more than 40,000 “good” jobs than currently exist.

THE GOOD JOBS GAP DEFINING GOOD JOBS
Debates over job quality have grown
in recent years due to growing
concerns over the fortunes of U.S.
workers and their stagnant wage
growth, downward economic
mobility, and the changing nature
of work itself. These discussions and
accompanying analyses encompass a
broad range of factors—from wages
and benefits, to work environment
(e.g. scheduling stability, other
individual employer policies).

Brookings’s Opportunity Industries
approach focuses on the following
criteria, utilizing consistent factors
that enable comparisons across
regional sectors and occupations—
and ultimately strategic decisions
on economic development
priorities by local leaders.

GOOD JOBS MEET
THREE CRITERIA:

1. Pay a sufficient annual wage
that provides most families with
enough income to “make ends
meet” based on a localized set of
basic living expenses and savings,
and to be ineligible for public
“safety net” benefits in California
(e.g. SNAP, TANF, Medicaid).

2. Provide employer-sponsored
health insurance, which serves
as a proxy for availability of other
employment benefits like paid
leave and retirement.

3. Afford durability in retaining or
leading to another good job in
the future.

PROMISING JOBS do not
meet all good job criteria but provide
career pathways leading most
workers to a good job within 10 years.

OTHER JOBS do not qualify
as good or promising.

ONE-THIRD OF THE COUNTY’S JOBS PROVIDE

PATHWAYS TO PROSPERITY
Share of Stanislaus County’s jobs by quality — 2020
Stanislaus County’s job quality numbers — 2020
Other jobs
Good jobs
Promising jobs
65%
13%
22%
$28.58/hr, full time:

Health insurance:

Career pathways:
24,179
42,552
124,204
Good jobs Promising jobs Other jobs Good jobs gap
40,765
STANISLAUS 2030 INVESTMENT BLUEPRINT
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INDUSTRY CLUSTERS
TALENT

INFRASTRUCTURE

INNOVATION

GOVERNANCE

FACTORS OF REGIONAL

ECONOMIC COMPETITIVENESS
Five factors underlie the economic success of regions. The primary drivers are strong traded sector industry specializations, deep talent pipelines, and robust innovation and entrepreneurship. Enablers that support the drivers, but are not independently sufficient, include well-connected, efficient infrastructure and effective governance through private, public, and civic relationships to focus and coordinate contributions.

The primary drivers are higher-value traded sector specializations that bring new money into the local economy, a deep talent pool and pipeline with relevant skills and expertise, and robust innovation and entrepreneurship ecosystems that create new value and improve productivity.

Enablers needed to support those drivers include efficient, well-connected infrastructure, and effective governance to focus and coordinate the limited time and resources of diverse private, public, and civic actors that contribute to economic outcomes.

STANISLAUS 2030 INVESTMENT BLUEPRINT
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INDUSTRY CLUSTERS — With the County’s job base so embedded in agriculture and localserving activities, analysis did not reveal any obvious industry strength that combines an existing specialization, competitive performance, and concentration of quality job production. Therefore, opportunities must center on emerging subsectors that relate to other regional comparative advantages, or the potential to transition current activities toward higher-skill jobs. Stanislaus 2030 focused on the Bioproducts and Circular Economy industry cluster, building on proximity to innovations, feedstock, and manufacturing know-how to transform agricultural waste into materials or energy, such as bioplastics, adhesives, resins, construction materials, or fuel.

TALENT — Despite specialized abilities based on current industry strengths, the County’s workforce is marked by comparatively low educational attainment and skillsets that constrain higher-value, knowledge-based job creation in diversified sectors. At the same time, analysis of talent adjacencies — transferability of existing knowledge and skills from one sector to another — found potential to support needs in emerging industry options associated with manufacturing, equipment, and biochemistry, but not capabilities for computer services and software. Other factors like childcare also emerged in the region as above-average barriers to labor force participation by more educated, qualified workers, for which novel approaches could unlock and improve racial and gender inclusion. In any case, changes are essential among workforce system providers, as employers consistently express frustration over the accessibility, responsiveness, and alignment of supports in sourcing mid-skill talent across industries and occupations.

INNOVATION — The County has relatively weak institutional capabilities in research, development, and commercialization that can bring value-add products to market or provide firms with a problem-solving partner to anchor them in the region. Spending and output by academia and business trails other parts of the Central Valley, let alone national peers, although a few strengths in biochemistry and plant sciences could connect to emerging sector options like bioproduct manufacturing. These core innovation challenges suggest deliberately building connections to nearby assets in the North San Joaquin Valley and Northern California.

Furthermore, the region ranks very low in entrepreneurship generating jobs and growth, as well as the impact of businesses owned by women or people of color; these likely correlate to missing or underdeveloped basic supports for both Main Street and high-growth young firms.

INFRASTRUCTURE — The region’s physical connectivity, broadband, and developable sites offer some advantages. While geographic distribution of jobs and workers are diffused, reducing benefits of concentration to the knowledge economy, the pattern is not adding to racial disparities. Broadband availability to nearly 94% of residents is comparatively high, but bolstering rates of fixed-access subscriptions or full utilization is needed to match national peers. Large, connected sites are well positioned to serve extension of Bay Area production and commercialized innovation, if deliberately linked to opportunity industry objectives versus filling taxable space.

GOVERNANCE — The region lacks a shared agenda across public, private, and civic contributors with a strategy, assignments, and coordinating and accountability mechanisms to drive use of resources. While individual organizations have executed aspects of previous strategies and plans, the lack of collective action has diluted the impact of limited resources. For instance, economic development and/or workforce stakeholders rarely undertake functional collaborations or joint programmatic implementation, or share data and relationships to guide action. The region needs a “center of gravity” through which each entity can operate as a newly integrated team, aligning their contributions as an individual organization toward a common outcome.

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The scope of the region’s challenges means
there are more issues and options for
intervention than feasible to execute at once.

Strategy requires choosing and prioritizing
among reasonable alternatives.

Across these efforts, interventions must factor
how to address racial and gender differences
in access to quality jobs and economic
opportunities. Regions that maximize the
contributions of all their residents are better
equipped to succeed in the modern economy.

Not all strategies critical to the region’s
competitiveness will address race and gender
outcomes, but those outcomes should always
be a consideration.

STRATEGIC

FOCUS AREAS
BioIndustrial Manufacturing
Target manufacturing potential as a location
for piloting and scaling production of new
materials and energy, leveraging agricultural
assets and proximity to innovation.

Talent Development
Implement best practices for primary
workforce providers to align their efforts,
prioritizing activities by job quality and
access for both new and incumbent workers,
link to economic development objectives,
and increase accessibility and responsiveness
to business in opportunity industries.

Ensure competitiveness of local ag firms by
upskilling and reskilling ag workforce.

Moving to Action
In April 2022, Stanislaus 2030 launched multi-stakeholder workgroups to convert research findings into strategies, which focused on the following areas:

Remove Non-Skill Barriers
to Jobs & Training
Engage employers in collective
solutions to providing childcare access,
transportation, and English language
proficiency as competitiveness
issues that unlock needed labor
force participation.

Entrepreneurship and
Small Business Dynamism
Identify and fill the mainstream supports
that are missing or should be scaled in a
region of this size to improve outcomes for
young firms, with a special sub-focus on
women and minority-owned business.

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Identify and resource neutral convener and technical
experts to facilitate collaboration among Talent-toIndustry partners, followed by an implementation of strategies prioritized within the planning process,
including incentives for work-based learning.

Fund expansion of the federal farmworker job training
program to include undocumented farmworkers.

Provide match funding to local institutions of higher
education to expand certification programs in
specialized ag fields.

Launch
Manufacturing
Talent-to-Industry
Exchange
Upskill and Reskill
Agricultural
Workforce
$2,500,000
$1,000,000
$1,000,000
Talent Development
$4.5 million
Create a loan fund to provide small businesses, at any
stage in their business development, access to loans
of less than $50K, using an easy application process,
where loans can be funded quickly.

Create resource hubs in priority communities across
Stanislaus County via physical centers and using
culturally appropriate methods
Implement a finance-focused program that matches
small business owners with CFOs to create an
objective financial model that helps them navigate
their business toward financial sustainability.

Explore and advance business supports, such as
small business procurement, streamlined permitting
processes, small business accelerators, social
enterprise, and maker space incubators.

Create a Loan Fund
Develop
Community-Based
Business Hubs
Support Financial
Mentoring
Explore Promising
Business Supports
$5,000,000
$500,000
$600,000
$1,950,000
Entrepreneurship & Small Business Dynamism
$8.05 million
STANISLAUS 2030

INVESTMENT BLUEPRINT
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Develop a shared pre-commercial scale
manufacturing facility to help firms move from labbased viability to commercial manufacturing, and to establish the region as a national industry leader.

Create flexible, firm-specific incentives to attract
target companies, focused on regulatory reforms
and financial supports to boost productivity
(infrastructure, workforce development).

Create a Bioindustrial Manufacturing Growth
Partnership to function as a hub for the sector and
to drive implementation of the industry strategy.

Create knowledge transfer programs and innovation
vouchers, providing access to specialized problemsolving expertise for small and mid-size firms.

Launch a competitive, cohort-based accelerator
program for later-stage startups, with specialized
facilities, investment, mentoring, and curated
customer/capital networks.

Provide customized technical assistance to firms
across the value chain to promote “cluster” effects,
strengthening supplier, partner, and customer base
operations.

Cultivate an external bioproducts investor network
to connect their portfolio firms into the region and
help local scale-ups access existing resources.

Improve local access to government research and
commercialization funding through matches and
application assistance.

Build an industry
Ecosystem with
Cross-cutting
Initiatives
Expand Access
to Innovation
Connect Capital
with the Region
$31,000,000
$9,000 ,000
$2,300,000
$900,000
$10,000,000
$650,000
$200,000
$1,000,000
Traded Sector Development: Bioindustrial Manufacturing
$57.6 million
Fund the planning and prototypes for parent-led and
employer-sponsored childcare cooperatives.

Fund the expansion of public transportation to
industry hubs through smaller bus shuttles.

Expand Child
Care Slots
Connect Public
Transportation
to Industry
$1,500,000
$600,000
Address Non-Skill Barriers to Jobs & Training
$2.1 million
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Total Investments to Build a Resilient Economy
Create an intermediary structure to act as center of
gravity for inclusive economic development agenda
with leadership/project management team to convene
and drive distributed implementation plans, including
centralized data, focus on equity and inclusion, and
alignment with other regional initiatives.

Invest in collaboration among economic development
practitioners across cities and county to build
knowledge around Stan 2030 objectives and best
practices in community investment and host Fuse
Corps Fellows to strategically support Stanislaus County workforce and economic development departments.

Develop a one-time competitive grants program to
fund existing programs that align with Stanislaus 2030
focus areas, with the intention to expand, scale and
learn from local practitioners.

Launch Team
to Drive
Implementation
Build Capacity of
Local Government
Around Inclusive
Economic
Development
Catalyze Existing
Programs to Scale
Governance & Capacity Building
$3.5 million
Identify prospective sites and assess readiness for
bioindustrial companies, potentially followed by
incentives for physical improvements.

Explore support for reliable, efficient feedstock access via an intermediary to link local supply chains and/or a pre-processing “depot” for waste streams.

Develop a “plug-and-play” workforce system response
as a priority subsector of the proposed Manufacturing
Talent-to-Industry Exchange.

Create sector-relevant work-based learning paired
with intensive support services, especially among
students of color, integrated with proposed
Manufacturing Talent-to-Industry Exchange activities.

Support
infrastructure
Enablers
Generate a Targeted
Talent Pipeline
$100,000
TBD
See above
$2,450,000
Traded Sector Development: Bioindustrial Manufacturing (cont.) $57.6 million
$1,000,000
$500,000
$2,000,000
$75,750,000
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Entrepreneurship
and
Small Business
Dynamism
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ENTREPRENEURSHIP AND

SMALL BUSINESS DYNAMISM
Business dynamism and entrepreneurship are critical signals of a region’s ability to generate new ideas and enterprises, apply those novel elements to commerce, and contribute to regional employment and wealth. Stanislaus County lags peers in key indicators of business dynamism, suggesting it is underperforming in the creation and sustainability of new ventures.

Between the Great Recession and the COVID-19 pandemic, jobs at young firms1 fell precipitously from a 2009 baseline. While California and national peers also saw declines, Stanislaus fell to the middle-to-the-bottom of this cohort and has yet to recover.2
Targeted analysis of women and black, indigenous and people of color (BIPOC) entrepreneurship adds to these stark conclusions. Relative to their share of the population, BIPOC and women business owners generate fewer businesses and jobs in the region; conversely, white and male business owners generate an outsized number.

While the female and male population in Stanislaus County is roughly equal, the percentage of business ownership by men totals greater than 80% and the number of jobs created by men is over 90%. Additionally, white business owners account for slightly more than 40% of the population, but represent 70% of business owners and greater than 80% of job creation. Despite people of color comprising nearly 60% of the population, they represent less than 30% of business ownership and less than 20% of job creation.3 This suggests that people of color and women community members face barriers to entrepreneurship and business success, inhibiting a significant—and growing—share of the region’s population from reaching their potential and achieving the true economic potential4 of Stanislaus County.

At the individual level, the solutions identified below clear a path for BIPOC and women business owners to have greater access to business development support; a crucial step to increasing the number of companies started by these historically under-resourced demographics.

At the community level, research suggests that rural areas can benefit from fostering a vibrant small business and entrepreneurship ecosystem. Rural small businesses have been found to generate wealth that stays in the community, build local leadership, and even contribute to the population’s health.

Consequently, an outcome of increasing the number of business starts by people of color and women is a community-level benefit that complements local economic development strategies and investments.

The region’s current performance in these fundamental areas of business dynamism suggests the need for building a more comprehensive entrepreneurial support ecosystem, including targeted supports for BIPOC and women entrepreneurs. In short, business and entrepreneurship supports are missing or not at the required scale5 for both Main Street6 and high-growth young firms.7 1 Firms in existence five years or less, a common measure of business dynamism 2 Stanislaus 2030 Market Assessment, page 13
3 Stanislaus 2030 Market Assessment, page 14
4 Stanislaus 2030 Market Assessment, page 14
5 Stanislaus 2030 Market Assessment, page 46
6 Small businesses that are locally serving, community based, commercial corridor anchors. 7 Traded, potential to generate significant jobs.

ENTREPRENEURSHIP AND

SMALL BUSINESS DYNAMISM

OVERVIEW
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Filing
Requirements
+ Pre-Launch
Support
Financing
Leading In
Business
Dynamism
Parity
Back Office
Disparities exist in business
ownership by gender and race
in Stanislaus County.

Stanislaus County lags peers in key
indicators of business dynamism,
suggesting it is underperforming
in the creation and sustainability
of new ventures.

Entrepreneurs do not know how
to get financing for their business
and believe new companies are
ineligible for the funding vehicles
available locally.

Entrepreneurs get discouraged
because they do not know how to
meet local, state, and federal filing
requirements.

Entrepreneurs have difficulty
identifying viable business
ideas and long-term business
mentorship.

Entrepreneurs feel that they
are unaware of the “back office”
monitoring and reporting needed
to operate their business effectively.

Stanislaus County has achieved racial
and gender parity in entrepreneurship
and business ownership, proportional
to the population.

New and young firms have become the
key to Stanislaus County job creation,
innovation, and economic growth.

Aspiring entrepreneurs who want
to start or expand their businesses,
especially women and BIPOC owned
businesses, can easily access capital.

Entrepreneurs successfully navigate a
streamlined regulatory landscape to
launch their businesses, meet the local,
state, and federal filing requirements,
and sustain business licensing.

Entrepreneurs have access to ongoing
mentorship that provides feedback
from idea development, and business
model formation, to launch.

Entrepreneurs are aware of the
necessary functions of a “back office”
system and have the support to
implement them to operate their
business effectively.

Goal
By 2030, any person wanting to start a business in Stanislaus County will have the support they need to be successful. The focus is on serving entrepreneurs/small businesses who are locally-based – both Main Street and growth firms – with a special emphasis placed on BIPOC and women entrepreneurs, who are currently underrepresented as business owners.

SHIFT
NAME
FROM
[Current State]
TO
[Desired Future State]
Mentorship
There are several critical shifts that are necessary in order to reach the stated goal.

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LOAN FUND
Many entrepreneurs and small business owners are not
aware of financing options available to them or believe they don’t qualify for mainstream financial services like traditional business loans and credit lines. Instead, many rely on high interest rate credit cards, predatory lenders or the cottage industry of local individuals who provide high interest loans. This makes it extremely difficult to advance their business, and in fact, sets some businesses up for failure. The proposed Loan Fund solution benefits entrepreneurs and small business owners looking for
capital to develop or expand their businesses, as well as local financial institutions who have a CRA8 focus and are looking to support the communities they serve.

The Loan Fund will be established to guarantee loans from financial institutions, with part of the fund invested to grow the fund and cover costs associated with administering
the fund. The Community Development Corporation,
Community Development Financial Institutions and Banks
will all work together to bring this mainstream financing opportunity to Stanislaus County entrepreneurs and
small businesses, especially women and BIPOC-owned
businesses, at an affordable rate.

Small businesses at any stage in their business
development will be eligible to apply for loans up to $50K using an easy application process, receiving assistance with the application process, if needed. A Loan Fund Committee will evaluate applicants and recommend applicants, along with a proposed interest rate the applicant can afford, to participating banks. Banks will fund the loans and process the required paperwork. Finance-focused business training will be provided to entrepreneurs/small business owners as a cohort-based, incentivized component of the loan
process, offered in their neighborhood or online. The Loan Fund will be used to pay back defaulted loans.

The Loan Fund program will be evaluated annually, to
appropriately evolve the services and offerings, based on established success metrics and community needs.

The following investment recommendations are vital and feasible for implementation in our community. Stanislaus County can take coordinated and sustained action to provide the supports needed for entrepreneurs and small businesses, particularly owned by women and BIPOC, to thrive and contribute positively to the local economy. The recommended actions and investments align to the requested supports collected from the entrepreneur and small business owner focus groups, which include bolstering mentorship opportunities, technical assistance, incubator and accelerator programs and access to capital.

Our
Community’s
Solutions
Investment Ask
$5,000,000 million total in the first
year, with $1,000,000 in grant funding
and $4,000,000 for loss reserves (non
grant deposit as leverage to cover
losses). Implementation includes
securing funding, establishing workflow
processes, funding applicants, and after
launching the Loan Fund, evaluating the
program and considering improvements.

Considerations
The local Community Development
Corporation and Community
Development Financial Institutions in
the region are supportive of moving
this effort forward, but additional
support will be needed from other
area banks. Additionally, community
education and awareness of the fund,
particularly through communication
on the part of trusted influencers and
partners, will be necessary to obtain
applications. Other critical components
of this solution include establishing
operating procedures under a clear
mission that meets legal and regulatory
guidelines, and the composition and
duties of the Loan Committee who will
review the applications.
8 The Community Reinvestment Act (CRA), enacted in 1977, requires the Federal Reserve and other federal banking regulators to encourage financial institutions to help meet the credit needs of the communities in which they do business, including low- and moderate-income (LMI) neighborhoods.

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Investment Ask
$500,000 to fund a three-year approach to plan
and implement community-based business hubs.

This investment ask is spread over two different
phases. Planning Phase (Year 1): $100,000 for
strategic planning with resource agencies to
establish a structure for the small business
resource ecosystem and designate the business
services each agency will own. Implementation
Phase (Year 2 & 3): $400,000 to launch resource
hubs in three staffed community hubs.

Considerations
Currently there is not a clear neutral lead
organization for this initiative, but logical
partners would include local technical assistance
agencies, chambers of commerce, governmental
small business departments, and communitybased organizations. Securing cross-sector collaboration, alignment, and support from this
diverse group of resource-focused organizations
is essential to prevent service redundancies.

COMMUNITY-BASED BUSINESS HUBS
A gap exists in how small business resources are disbursed to the communities within Stanislaus County.

Traditionally, this service model depended on small business owners and entrepreneurs seeking business development support. But limitations with this delivery strategy have manifested in the low number of BIPOC and women business owners working with local resource agencies.

This gap in service delivery can be defined in two parts. First, in marginalized and underserved communities, building the trust of community members is essential to long-term engagement. Without this sense of trust, resource agencies face barriers to engagement. Second, culturally centric approaches are vital for trust-building efforts and effective service deployment. Language translation, partnerships with grassroots organizations, and leveraging community influencers as trusted messengers are approaches that honor ethnic traditions and community expectations.

Community-based business hubs are physical spaces in underserved communities where agencies can meet business owners where they are. This updated service delivery strategy can advance trust-building efforts for agencies by being “in the neighborhood.” It also raises awareness of small business resources and makes them more accessible to community members.

These business hubs will offer culturally sensitive, business capacity-building opportunities to create a business “back office,” ongoing business mentorship, and a warm hand-off to other off-site resource services across the county.

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ENTREPRENEURSHIP AND

SMALL BUSINESS DYNAMISM
Other Promising
Supports
Small businesses are the lifeblood of the
U.S. economy: they create two-thirds of
net new jobs and drive U.S. innovation and
competitiveness. Across the United States,
communities are coming together in new
ways to improve the supportive economic
environment required for small businesses
to thrive. A scan of the United States
showed that successful communities
where small businesses were being created
and growing had some business supports
in common, including the ideas below, all
of which are promising opportunities for
implementation in Stanislaus County.
9 Small Business Administration Office of Advocacy Release No. 19-1 ADV, 2019 10 Living Cities Report, CULTURE, COLLABORATION AND CAPITAL: LEVERAGING PROCUREMENT FOR ECONOMIC EQUITY, 2019

FINANCIAL MENTORING
Stanislaus 2030 research has highlighted the need for financial literacy and coaching amongst entrepreneurs and small business owners, across every stage of business development, regardless of business lifespan, growth, or revenue.

Implement a finance-focused program that pairs small business owners with CFOs to create an objective financial model that helps them navigate their business toward financial sustainability. The program will provide one to one coaching between a CFO and a small business owner, for a 10-week cohort including 15 small business owners. The CFO meets the business owner where they are, helps identify their business goals and aspirations, and assists them in moving towards their goals. Teaching is built into the process as they develop a working financial model that will serve as their guide for sales and revenue goals. Trust is established throughout the process, and small business owners report feeling knowledgeable and empowered by the end of the program.

Investment Ask
$150,000 in grant funding is needed to
engage Mission Edge to implement their
financial coaching program for two cohorts
(Spring and Fall) in Stanislaus County, and
$50,000 is needed for a local partner to
provide staffing and marketing costs to
administer the program.

Considerations
Prioritizing people of color and women
owned small businesses for acceptance
into this program provides this historically
disinvested population access to expert
financial resources, offering the opportunity
to be profitable and grow sustainably. The
need for assistance with financial literacy for
entrepreneurs and small business owners
in Stanislaus County has been highlighted
through Stanislaus 2030 research. The
Mission Edge program has demonstrated
success with positively impacting small
business owners in San Diego, and
replicating that success in Stanislaus will
be a valuable support for small business
owners. Mission Edge worked in Stanislaus
County previously with success in
implementing a program supporting the
profitable growth of nonprofits.

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LOCAL PROCUREMENT
Economic equity in the procurement realm means engaging a new and more diverse set of vendors and contractors. It makes economic sense and creates stronger communities by growing the middle class and thereby the local tax base. Equitable procurement contributes to business growth, particularly for minority businesses.10 Contracts from governments, cities, counties, school districts, universities, hospitals, utilities and corporations can provide the kind of stable, predictable revenue that allows small and new businesses to grow and expand, and with that growth comes increased employment.

An expanded pool of vendors and contractors can bring local organizations higher-quality and more competitive contracts.

Throughout Stanislaus County, mid to large organizations could purchase goods and services from small businesses. An organizing entity, along with creating a list of participating small businesses and their products/services, could secure commitments from mid to large organizations in Stanislaus County to purchase a percentage of their procurement budget from local small businesses.

SMALL BUSINESS

ACCELERATOR
Small business accelerators support early-stage, growth-driven companies through education, mentorship, and financing.

Companies enter accelerators for a fixed period, traditionally threeto-four months, as part of a cohort of companies. The accelerator experience is a process of intense, rapid, and immersive education aimed at accelerating the life cycle of young innovative companies, compressing years’ worth of learning by doing in just a few months.

In 2022, Stanislaus Equity Partners (STEP) prototyped a five-week micro business accelerator with a cohort of local businesses owned by people of color and women. The success of its program in graduating its cohort and directing them to funding sources and its waitlist of companies wanting to join STEP’s second iteration of the accelerator demonstrates the potential for scaling this idea.

Regarding the impact on highly localized small businesses, accelerators can have a significant effect on attracting earlystage financing and additional investors to a community. This can generate benefits beyond the larger economy as attracting and accessing startup capital, especially for women and people of color, which is difficult. Additionally, accelerators providing pathways for greater access to capital have the potential to result in employment growth from new companies and spur interest in entrepreneurship more broadly.

Investment
Ask
$100,000 to fund an
assessment within Stanislaus
County to identify the
potential and opportunities
for development of a Local
Procurement program in our
community. The assessment
could include small business
products and services, small
business capacity, and mid
to large size organizations
willing to participate in a
local procurement effort.

Investment
Ask
$750,000 over three years;
$50,000 for strategic planning
efforts in year one that can
align community partners,
business leaders, resource
agencies, and investors to
support an accelerator’s
development; and $700,000,
split over years two and
three to cover staffing,
programmatic delivery,
promotion, and small
business investment.local
procurement effort.

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MAKER SPACE – INCUBATOR

AND STOREFRONT
Local jurisdictions can streamline the permitting and licensing process to facilitate small business growth, especially for BIPOC and women.

This will ensure a clear and straightforward route for small businesses to open and prosper in the marketplace.

Small business owners in Stanislaus County have struggled to navigate the permitting and licensing process due to process inefficiencies, language barriers, lack of transparency, and costs. The following recommendations are three avenues for streamlining local permitting and licensing procedures, all of which have been implemented by metropolitan cities like Denver and Boston. (1) Publish permitting and licensing processes online that include pertinent contact information, timelines for completion at each stage, cost, and the number of procedural steps related to each process. (2) Local jurisdictions can provide a “one-stop shop” for licenses and permits to streamline compliance for small businesses. (3) Appoint a regulatory or small business advocate to guide small businesses through the regulatory process, advocate on their behalf when problems arise, and ensure small business feedback and recommendations are incorporated into development and implementation processes.

STREAMLINE PERMITTING
When maker spaces open, there is potential for many types of products to launch, helping both small businesses and the local economy. A maker space and storefront in Stanislaus County can bring together artisans and fabricators, provide community, and offer a storefront to sell goods. Maker spaces can act as a business incubator, include artist studios and storage spaces, offer workshops with machinery that may also benefit talent development for certain manufacturing jobs, contain classrooms for community classes and events, while a storefront helps launch new businesses with sales.

A complement to other artisanal maker pop-up events already happening across our County, a maker space and storefront could be built out in a place with available space, that is easily accessible with public transportation, and already sees foot traffic from shoppers.

Accessible and affordable maker spaces provide tools, expertise, education, and opportunity for all members of our community to create, collaborate and make their business ideas a reality. This is already happening successfully across the nation.

Investment
Ask
$100,000 to fund an
assessment of Stanislaus
County to identify the
potential and opportunities
for development of a Maker
Space and Storefront in our
community. The assessment
could include potential
spaces and locations, services
and offerings most aligned to
local needs and artisan needs,
and identification of local
partners and funding sources.

Investment
Ask
$500,000 over two years,
$300,000 in upgrades to
local jurisdiction online web
pages and user interfaces
related to moving small
business permitting services
online; and $200,000 for
staffing a small business
advocate to serve owners
and entrepreneurs in
Stanislaus County.

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SOCIAL FOCUSED CAPACITY BUILDING
Small business development support for social enterprises that offer employment opportunities to individuals who were previously involved in gangs or incarcerated, at risk of homelessness, or have disabilities. Through the creation of a business development program that is directed to social enterprises focused on the three core competencies for mission-based organizations to thrive: (1) supporting in forming a revenue model that provides sustainability for the business; (2) creating and marketing products and services; and (3) subsidizing hiring expenses that focus on offering on-the-job training to at-risk employees.

By supporting more socially focused businesses that generate revenue, pathways to sustainable impact can be created while also creating more jobs specifically designated for individuals who are in need of employment. Additionally, supporting these kinds of social enterprises is an alternative way to offer wraparound services to individuals in need, as employees can receive access to case management, system navigation, and employment placement services.

Investment Ask
$500,000 over two years for program delivery and hiring subsidies. Included in programmatic delivery is the creation of a strategic plan and theory of change for both supporting the development of local social enterprises and the hiring of at-risk employees.

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Talent
Development
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11 Stanislaus 2030 Market Assessment, page 25
12 Stanislaus 2030 Market Assessment, page 28
13 Stanislaus 2030 Market Assessment, page 29

ENTREPRENEURSHIP AND

SMALL BUSINESS DYNAMISM
Workforce capabilities are the single greatest input to more inclusive outcomes and competitiveness in the modern economy. The economic success of individuals, firms, and regions correlates closely to higher levels of educational attainment and density of the talent pool. Talent availability factors rank first among business location decisions in general, and particularly in sectors that concentrate higher quality jobs. This includes the existing labor pool and the ability of the pipeline to generate more local workers with relevant knowledge, skills, and expertise needed over time, especially because retention is higher when hiring from within.11
Overall, Stanislaus County’s labor pool lags comparison regions in educational attainment and available skills, notwithstanding a few categories of strong technical specialization. The extent of these lags impedes diversification, higher quality job creation, and economic mobility.

The County’s internal “talent pipeline alignment” from post-secondary education and credentialing impacts the overall ability of workers to access good and promising jobs available in the regional economy. Yet, there is a substantial variance in the quality of regional jobs available based on completion of different academic and training programs, and relatively high student participation in programs that do not lead to better jobs.

This suggests an opportunity to build stronger alignment within the local talent development pipeline and specifically, as it relates to career guidance and how to better prepare workers and students for quality jobs.12 Furthermore, input from local business and industry suggests that educational institutions must continually ensure that training and programming is responsive to market needs, particularly as advancements in technology, processes, and other elements of work transform occupations. Closer engagement with employers on program design and flexibility in adapting curricula can also help students make more effective choices and transitions from school to career.13 Finally, talent to industry exchange models can effectively identify and meet employer needs at scale, including for smaller and mid-sized firms with less capacity to engage, and for a larger swath of firms exhausted by ad-hoc, duplicative or incomplete firm outreach by workforce and education partners.

The Talent Development Workgroup has identified several priority areas for investment to improve job quality, develop and retain local talent, and supply employers with a skilled labor force to help them meet the demands of a fast-changing economy. Using the new national standard of a Talent-to-Industry Exchange that is industry and business leadership led, the Workgroup identified the need for further planning and implementation investment. Specific Talent-to-Industry Exchange efforts will need focused, strategic advising including technical assistance, and convening support to ensure the strategies put forward result in innovative partnerships, pilots, projects, and policies that can be sustained for the long-term, duplicated across sectors, and lead to equitable outcomes for the region’s workers and learners.

TALENT

DEVELOPMENT

OVERVIEW
STANISLAUS 2030 INVESTMENT BLUEPRINT
26 TALENT

DEVELOPMENT
#9..
- 616 -
Industry
Responsiveness
Job Quality
Over Job Counts
Talent
Development
Talent system is not responsive
to industry needs in real time.

Local training programs are
designed for industries that
require less-skilled work,
prioritizing job counts over
job quality.

Young professionals have a
sense that large companies
prefer outside talent and
don’t look locally.

Industry & educational institutions
work closely together to rapidly adapt
programs and curricula in response to
market workforce demands in real time.

Training programs are prioritized for
opportunity industries that produce
good and promising jobs.

Local firms are known for supporting
local talent and creating opportunities
for young people to learn about their
industry and how to secure future
employment.

SHIFT
NAME
FROM
[Current State]
TO
[Desired Future State]
By 2030, Stanislaus County will have a strong talent base, representative of our diverse population, that is equipped for “good or promising jobs” by a robust workforce development system that provides the skills in demand by local employers and emerging opportunity industries.

By the end of 2023, we will identify, align, and scale the necessary training programs that will benefit employers beginning with the prioritized opportunity industry of manufacturing and provide clear on-ramps to “good or promising jobs” for students and/or workers seeking employment within this sector.

There are several critical shifts that are necessary in order to reach the stated goal.

Vision and Goals
STANISLAUS 2030 INVESTMENT BLUEPRINT
27 TALENT

DEVELOPMENT
#9..
- 617 -
The Talent-to-Industry Exchange model is the new
national standard for workforce development and
defined by the National Fund for Workforce Solutions
as, “a dynamic collaboration of a regional group of
employers, stakeholders, and workers that convene
regularly with the assistance of a workforce intermediary.

Successful industry partnerships embody a shared
commitment to good jobs, racial equity and inclusion,
and a continuous learning mindset.” The U.S. Chamber
of Commerce Foundation identifies Talent Pipeline
Management or Talent-to-Industry Exchange models as
“the strategic alignment between classroom and career,
keeping pace with the changing needs of the economy.”
Talent-to-Industry Exchanges gather real-time
information used to inform strategies for growing the
region’s talent pool, strengthening the talent pipeline, and aligning employer and educational stakeholder
interests. Talent-to-Industry Exchanges intentionally
organize around one business-centered sector and
within the process, employers play a critical leadership role as end customers in closing the skills gap for jobs most critical to their competitiveness. Talent-to-Industry Exchanges also help organize and manage flexible and
responsive talent pipelines in partnership with other
employers and their preferred education and training
providers. Employers also work collaboratively with one another to develop measures and incentives designed to
reinforce and improve performance across all partners.

Exemplary models of Talent-to-Industry Exchanges
across the country include Kansas City Rising, Upskill
Houston, and Tampa Bay Works. Based on these
examples, an effective Talent-to-Industry Exchange must include the following elements:
l Authentically Industry led.
l Regional and comprehensive in approach, covering
the full education continuum, from kindergarten to
graduate school.
l Engages the full spectrum of talent sourcing providers. l Data driven and action oriented.

The Talent-to-Industry Exchange has three essential
phases: (1) a detailed economic and labor analysis,
(2) a workforce action plan; and (3) launch plan
implementation. Industry leaders are identified to
Our Community’s Solutions
champion and lead each Talent-to-Industry Exchange,
agreeing to act as co-convener and recruit employers to participate. The process addresses racial equity disparities by disaggregating labor market data by race / gender
to identify and track progress in reducing disparities; leveraging of critical employer mass to advance
improvements in job quality (e.g. internal promotion
policies, compensation, benefits) and other business
practices (e.g. hiring, adoption of skills-based credentials); partnering with community-based organizations to
identify and connect disconnected workers to quality jobs, including addressing barriers to preparedness and access; and investing in support services (e.g. job coaching,
mentoring, childcare, transit access) alongside training.14 Based on the Stanislaus 2030 Market Assessment
and other local data, the manufacturing sector will be
prioritized for initial focus with intention to replicate the Talent-to-Industry Exchange with other opportunity
sectors in the future. Manufacturing was identified as
part of the Opportunity Industry analysis with traded
sector themes from the Market Assessment.15 The
intention of the Talent-to-Industry Exchange will be to more effectively identify and meet employer needs at
scale, while also enabling workforce and educational
institutions to access more comprehensive, realtime input that accurately informs activities across occupations and skill levels. If successful, current and future workers, representing the region’s diversity, will be better positioned to access quality jobs.

ENTREPRENEURSHIP AND

SMALL BUSINESS DYNAMISM

LAUNCH A MANUFACTURING

TALENT-TO-INDUSTRY EXCHANGE
14 National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships, available at: https://nationalfund.org/industry-partnership-toolkit/. 15 Stanislaus 2030 Market Assessment, page 6
STANISLAUS 2030 INVESTMENT BLUEPRINT
28 TALENT

DEVELOPMENT
Investment Ask
$2.5 million over three years, which will include
$500,000 to support Talent-to-Industry
Exchange planning, development and
formation process. Planning objectives will be
to identify & resource local neutral convener
and technical consultancy, convene Employer
Table, assess talent development partner
landscape, assess and develop learner/worker
profiles, identify, resource, launch and/or scale
solutions. $2 million is proposed to be set aside
to operationalize and scale prioritized solutions/
programming identified in the planning phase.
#9..
- 618 -
Agriculture, like many other industries, faces market
pressures and global headwinds, along with rapid
opportunities for innovation, that are forcing rapid
automation. Since the 1900’s, agricultural employment
has dropped from 40% of the total global workforce to
2% today.16 Ag firms in Stanislaus are no exception: to remain competitive, the local industry must automate
to improve efficiencies, product quality and improve
working conditions.

The challenge is how to prepare the current and
future ag workforce for these new, higher paying and
more technical jobs. According to the Journal of Rural
Studies, “many workers will need to upskill or retrain
as their roles evolve to incorporate AI - one positive is that for employees who are highly skilled in tech there will be many opportunities to progress and develop.

As their skillset becomes more sought after, there will also be a greater case for higher salaries.” 17
In addition to training for new technical skills, recent reports indicate that employees who will best adapt to
labor shifts in the new economy will need to possess
‘soft’ digital skills such as critical thinking, and social and emotional intelligence. The Advisory Council
on Economic Growth in 2017 noted that sufficient
investments in life-long training, education, and skills development for currently marginalized groups (e.g. lowincome workers, new immigrants, Indigenous peoples, women, and persons with disabilities) significantly
advances the upward mobility of communities.

In Stanislaus, agricultural production and processing
is the foundation of the region’s job creation and
identity; further, it provides a base for other activities:
bioproducts, higher-value food processing and other
manufacturing.

The Stanislaus 2030 Market Assessment indicates that
improving food-related job quality and durability involves bolstering adoption of innovation and technology
within the industry. Doing so would increase the skills requirements, value-add, and productivity of workers. While expected to reduce the total number of agriculture jobs, it would create a smaller number of better, higher-paid positions and improve the competitiveness of the sector.

UPSKILL AND RESKILL AG WORKFORCE
16 https://ourworldindata.org/employment-in-agriculture 17 Jobbio, 2018, pg 6, https://www.sciencedirect.com/science/article/pii/S0743016718307769 Workforce
Professionalization
‘Just in Time’
Training
Financial Barriers
to Training
Training/education for ‘professional’
agribusiness jobs not available
locally (i.e. HR, Finance, Information
Technology).

Limited training for ‘in-demand’ ag
certifications (i.e. food safety, cybersecurity, CRM/Database management, in-field technology, Pest Control).

Limited funding available to
upskill local ag workers, including
undocumented workers.

Ag Business B.S. Degree with
concentration in HR, Finance or IT offered
by local institutions of higher education.

Extended education programs offering
‘a la carte’ certification training within
short time frames for in-demand local
industry needs.

Funding accessible to all ag workers,
including undocumented workers, to allow
upskilling and reskilling while covering
cost of program and/or living costs.

SHIFT
NAME
FROM
[Current State]
TO
[Desired Future State]
There are several critical shifts that are necessary in order to reach the stated goal.

By 2030, Stanislaus County
will have multiple training
pathways to equip ag workers
with business and digital skills
to ensure competitiveness of Goal local ag firms.

STANISLAUS 2030 INVESTMENT BLUEPRINT
29 TALENT

DEVELOPMENT
Our Community’s Solutions #9..
- 619 -
STANISLAUS 2030 INVESTMENT BLUEPRINT
30 TALENT

DEVELOPMENT
Our Community’s Solutions

EXPAND AGRICULTURAL EDUCATION

PROGRAMS TO MEET INDUSTRY NEEDS
Emerging trends, automation, market pressures and new regulations require a new set of training classes and education offerings in agricultural education. Food safety, handling, and waste were skills and competencies recognized by industry as essential for success in the workplace. In addition to food safety, evolving technology has changed the way agriculture uses water, thereby impacting the skill requirements of technicians. An integrated approach to installing, managing and repairing water systems is required.

Across these and other themes, agriculture leaders encouraged the CSU Stanislaus and Modesto Junior College to consider development of: (a) certification programs determined through consultation with industry experts; (b) micro-internship experiences aligned with certification objectives; and (c) support in navigating application, interview, and hiring processes.

Investment Ask
Seek match funding of up to $1M to local institutions of higher education to expand certification programs in specialized ag fields. Explore expansion of the Modesto Junior College and CSU Stanislaus programs to meet specific industry demands real-time.
#9..
- 620 -
FUND

EXPANSION OF

THE NATIONAL

FARMWORKER

JOBS PROGRAM
Fund expansion of the National Farmworker
Jobs Program (NFJP) at the Central Valley
Opportunity Center (CVOC). The NFJP is
the most successful job training program
operated by the U.S. Department of Labor
(DOL). CVOC is the local grantee for this
program, which is aimed at educating
and training farmworkers into jobs that
allow them to earn an income to sustain
themselves and their families. In addition
to employment and training, CVOC serves
farmworkers in other ways, including
transportation, rental and utility assistance,
health, pesticide safety, GED, ESL, housing,
and economic development.

STANISLAUS 2030 INVESTMENT BLUEPRINT
31 TALENT

DEVELOPMENT
Our Community’s Solutions
Investment Ask
$1M in funding to extend the federal training program
to include undocumented farmworkers. Partner with
Central Valley Opportunity Center (local grantee
of National Farmworker Jobs Program) and other
aligned community-based organizations, to increase
access to programming specifically designed to
educate and train farmworkers into jobs that allow
them to earn an income to sustain themselves
and their families. CVOC would expand services
to undocumented workers and their children, to
include vocational training in a variety of occupations, academic development, language development,
basic job skills training, and immigration assistance.

In addition to education and training services CVOC
can provide support services such as rental assistance, emergency shelter, food assistance, utilities payments, training related service stipends, clothing assistance, transportation assistance, and referral to other
community partners that can fill in any service gaps.
#9..
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Remove Non-Skill
Barriers to
Jobs & Training
#9..
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18 Stanislaus 2030 Market Assessment, pg 31
19 Stanislaus 2030 Market Assessment, pg 31

ENTREPRENEURSHIP AND

SMALL BUSINESS DYNAMISM
In addition to workforce training, special attention must also be paid to non-training barriers to workforce participation and success. For instance, Brookings analysis of the region’s “out of work” population points to challenges around childcare access and limited English proficiency as above average barriers to labor force participation, including for individuals already having higher educational attainment.18
Within our current workforce, women make up 63% of 25-54 years olds who are out of work. 60% of Stanislaus County’s out-of-work 25-54-year-olds who have at least a high school diploma are caring for children (compared to 40% nationally). And in Stanislaus County, 74% of out-of-work residents who have a bachelor’s degree are people of color.

Intermediary activities that help businesses and workers solve these challenges for mutual benefit, such as novel approaches to offering childcare, can unlock an additional segment of the labor force and improve racial and gender inclusion.19
To expand the local workforce, Stanislaus 2030 focused on two strategies:
access to safe and affordable childcare, and transportation.

REMOVE NON-SKILL BARRIERS

TO JOBS & TRAINING

OVERVIEW
Childcare
Transportation
Parents don’t have ways to ensure
their children are safe and cared
for during the hours they want/
need to work/train.

Not everyone in Stanislaus
County has access to
transportation that allows them
to get to and from living wage
jobs and training programs.

Parents have ways to ensure
their children are safe and cared
for during the hours they need/
want to work/train.

Regardless of where you live
in Stanislaus County, you can
access transportation to work
and training when you need it.

SHIFT
NAME
FROM
[Current State]
TO
[Desired Future State]
There are several critical shifts that are necessary in order to reach the stated goal.

STANISLAUS 2030 INVESTMENT BLUEPRINT
33 REMOVE NON-SKILL BARRIERS

TO JOBS & TRAINING
#9..
- 623 -
By 2030, Stanislaus County job seekers
will be able to access training and
employment that provides a pathway to
prosperity. Barriers that have nothing to
do with their skills will not get in their way.

PARENT AND EMPLOYER-LED

CHILDCARE COOPERATIVES
Child care is essential for economic prosperity. A good child care system both creates and enables jobs by supporting good jobs for those working in child care, and enabling parents to participate in work, education, job training, or other related activities.

In Stanislaus County, access to high quality child care is a serious barrier for many families. Pre-Covid, only

16.5%20 of working parents with children had access to licensed child care spaces, and Stanislaus County Office of Education estimates that in order to meet the local workforce demand, the County would need to add approximately 36,000 childcare slots for children ages 0-11.21 The pressing need for child care facilities has prompted parents, educators, employers and communities to create new structures and methods for the development of child care programs. Increasingly, parents and employers alike are finding that professionally operated child care cooperatives best meet their expanding child care needs. According to a 2021 report on the cooperative landscape in California, child care cooperatives are an effective way to expand child care options for parents, provide better pay and benefits for workers, offer a realistic option for employers to support employee childcare needs on or near-site, and improve working conditions for family child care providers.22 20 California Child Care Resource and Referral Network, California Child Care Portfolio (Apr. 2020); U.S. Census Bureau, American Community Survey public use microdata (Oct. 2020). 21 Stanislaus Child Development Local Planning Council, 2020 Child Care Needs Assessment, 2020 Our Community’s
Solutions
Goals
STANISLAUS 2030 INVESTMENT BLUEPRINT
34 REMOVE NON-SKILL BARRIERS

TO JOBS & TRAINING
#9..
- 624 -
22 California Cooperatives: Today’s Landscape of Worker, Housing and Childcare Cooperatives, California Center for Cooperative Development, Multiplier for its program Project Equity, and Sustainable Economies Law Center, 2021
23 Source: Parent Cooperative Preschools, International 24 Ibid
Child care cooperatives can take multiple forms, and
the Stanislaus 2030 work group process uncovered
two models that have potential to grow locally:

Parent/Community Cooperatives
The parent cooperative structure gives parents a voice in the operation of the child care program. As co-owners of the cooperative, parents must be wellinformed and actively involved in their child’s care. Parental participation goes beyond policymaking and might include sharing special activities or hobbies with children at the center. Parents work closely with a professional staff to ensure that their children receive care and education of the highest quality.23 Investment Ask
$500,000 over three years to fund planning objectives, which will be to identify technical experts to develop prototype cooperatives with local employers and parents, determine location for pilot parent and business cooperatives based on child care deserts in the County, organize a group of businesses in an identified geographic area to invest in a central child care center (“near-site”), identify all ongoing infrastructure needs, including financials, physical space, licensing, insurance, staff models, curriculum, etc., develop a shared governance model between employers and parents who will get to make decisions about staffing and operation procedures,, and secure public and private funding to support business plans.
$1,000,000 is proposed to be set aside to support infrastructure and operational costs associated with the launch of three pilot projects over three years; two business-led cooperatives and one parent/ community-led. Expenses associated with business-led cooperatives will include start-up costs and incentive programs for employers to adopt a childcare cooperative model for employees. A parentled cooperative investment request will include launch and operational costs, in addition to potential collaboration funds for community-based organizations that may anchor support services.

Employer Cooperatives
A “Consortium Model” of cooperative child care where a group of employers or organizations form a child care cooperative to be owned by their combined employee groups, which provides benefits to both parents and employers. Businesses work together to offer child care services within industrial parks and commercial developments for the benefit of those employed there. Other examples may include developers offering child care facilities as a benefit to their tenants, or municipalities placing a new emphasis on the availability of child care services within the workplace. Sponsoring organizations typically provide start-up capital for the venture, donate space for the center and hire management.24 STANISLAUS 2030 INVESTMENT BLUEPRINT
35 REMOVE NON-SKILL BARRIERS

TO JOBS & TRAINING
#9..
- 625 -
Stanislaus County’s bus transportation system is organized around two primary transportation hubs - Modesto and Turlock. Although centralization in the two largest cities makes travel efficient for those who live near these hubs, it makes public transit difficult for community members who reside a longer distance from these central points.

The availability of manufacturing and other viable job opportunities throughout Stanislaus County does not align with the currently available transportation routes. This creates a barrier to individuals who cannot afford alternative transportation options and severely narrows their access to employment opportunities.

To address this challenge, the Stanislaus County Regional Transit Authority is considering an overhaul of transit service in West and South Modesto as well Ceres, which will expand service in those areas as well as connect those communities with Hughson, Keyes, and Turlock. The addition of these new lines results in the de facto creation of a transit “hub” in the City of Ceres adjacent to the new Walmart shopping center. In early 2023, there will be five new routes circulating through the area and converging in Ceres.

The Stanislaus 2030 workgroup strongly supports this ‘hub and spoke’ model to increase access to public transportation and encourage government partners at the city and county level to stay connected to their end users and stay committed to the development of this new transportation plan.

A viable and needed solution beyond traditional buses and bus routes is a transportation service with routes to exclusively selected industry hubs. Stanislaus County residents will have low-cost access to transportation designed to get them to their employment at times that match their schedule.

EXPANSION OF PUBLIC

TRANSPORTATION TO INDUSTRY HUBS
STANISLAUS 2030 INVESTMENT BLUEPRINT
36 REMOVE NON-SKILL BARRIERS

TO JOBS & TRAINING
Investment Ask
$600,000 over two years, including
$75,000 for research and development
and $300,000 for infrastructure costs (i.e.
purchase of fleet of passenger vehicles,
location of bus stops, and identification of
priority routes and operating times), and
$225,000 to support staffing, marketing,
and maintenance costs in year 2. This
solution can be developed in partnership
with the Stanislaus Regional Transit
Authority and local industry employers.
#9..
- 626 -
Traded Sector
Development:

Bioindustrial
Manufacturing
#9..
- 627 -
STANISLAUS 2030 INVESTMENT BLUEPRINT
38 TRADED SECTOR DEVELOPMENT:

BIOINDUSTRIAL MANUFACTURING

ENTREPRENEURSHIP AND

SMALL BUSINESS DYNAMISM
To address the region’s deficit in quality jobs that enable economic mobility, Stanislaus County economic development efforts must prioritize diversifying its current industry base with higher-value traded sectors that build on historic strengths. Analysis of market, talent, innovation, and infrastructure factors identified bioindustrial manufacturing as a novel competitive niche for Stanislaus and the North San Joaquin Valley. This emerging sector holds potential to diversify the economy and generate many accessible good and promising jobs for residents, while building upon and complementing historic strengths in agriculture and food processing.

BioMADE, the federally-designated Bioindustrial Manufacturing Innovation Institute, defines the sector as the use of living organisms — including microbes such as bacteria, yeast, and algae — to create valuable new materials or sustainable alternatives to existing petroleum-based materials. The bioeconomy, beyond human health, is poised for annual economic impact of up to $2 trillion within the next 20 years, with the bio-based materials market alone forecasted to grow

26.5% to $87 billion by 2026 in applications ranging from packaging to electronics to automobiles. Furthermore, growth of the bioproduction sector supports environmental and climate goals, national security supply chain priorities, and rural development.

The Stanislaus region is distinctively positioned for this emerging industry, particularly for the commercialization and manufacturing of non-pharmaceutical bio-based product innovations including materials, chemicals, foods, and fuels. Advantages include proximity to relevant inputs (feedstocks), innovation, and talent, as well as in-state market demand and supportive policies. Stanislaus and Merced are the only two counties in the United States that offer the combination of extraordinarily large, diverse agricultural production and a high concentration of manufacturing activity within close driving distance of a superstar tech city.

This mix of factors provides the foundation for Stanislaus County to be the preferred home for bioindustrial manufacturing firms looking to demonstrate viability and scale production beyond a lab setting, as well as commercialize and expand in the California and U.S. markets.

However, unlocking this potential depends on how creatively and productively the region develops and deploys these assets to build an ecosystem.

TRADED SECTOR DEVELOPMENT:

BIOINDUSTRIAL MANUFACTURING

OVERVIEW
#9..
- 628 -
Regional Alignment,
Leadership,
and Visibility
Innovation-to-Scale
Ecosystem
The region is recognized in
the US and globally by
industry, innovators, and
investors as the best place
to grow a bioindustrial
manufacturing business, with
an active, coordinated regional
network that supports and
communicates leadership
in the sector.

Coalitions in the region provide
an easily accessible and
customizable set of resources
– from facilities to workforce
to technical assistance –
that prioritize bioindustrial
manufacturing firms looking
to scale or locate.

Sector supports in the
region connect with outside
innovators, suppliers, and
consumers to address barriers,
transfer from lab scale to pilot
scale, and bring innovations to
market production.

SHIFT
NAME
FROM
[Current State]
TO
[Desired Future State]
By 2030, Stanislaus County will be a top location in the country for bioindustrial manufacturing firms from scale-up to commercialization, creating significant numbers of new quality jobs for residents across all skill levels.

To achieve that vision, public, private, and civic stakeholders will align and expand the region’s ecosystem of assets and supports required for firms and workers to succeed – diverse and abundant feedstocks, talent pipelines, infrastructure, as Vision and Goals well as access to innovation and problem-solving expertise.

The region is not perceived
internally or externally as
a potential leader in the
emerging bioindustrial
sector, or organized around
the opportunity.

Despite the region’s many
distinctive foundational
assets, new and expanding
businesses do not yet
have access to focused
and specialized shared
infrastructure, capital, and
other supports.

While there is abundant
R&D and entrepreneurial
activity in proximity to
the region – with facilities
demand exceeding capacity
– there is limited local
activity or connections to
test and validate, secure
financing, commercialize,
and produce at scale.

There are several critical shifts that are necessary in order to reach the stated goal.

Targeted
Resources and
Infrastructure
STANISLAUS 2030 INVESTMENT BLUEPRINT
39 TRADED SECTOR DEVELOPMENT:

BIOINDUSTRIAL MANUFACTURING
#9..
- 629 -
Our Community’s
Solutions
The strategic investments identified include three cross-cutting initiatives that integrate these pillars and ten program interventions that bolster individual pillars. As a core principle, these tactics aim to ensure inclusive access to quality jobs created in the industry.

Activities complement, rather than replicate, what already exists in Northern California, recognizing the unique benefits of the region’s proximity to a global center of technological innovation and investment capital. Furthermore, although Stanislaus is leading this effort, the strategies also relate to the broader North San Joaquin Valley encompassing Merced and San Joaquin Counties, which share similar economic, industry, and talent profiles. Together, the tri-county region’s shared assets provide the scale needed to compete in the global bioindustrial manufacturing industry.

Building a Stanislaus regional ecosystem to drive
bioindustrial manufacturing firm growth requires
investment across four pillars for sector cultivation – innovation, capital, infrastructure, and talent.

INNOVATION CAPITAL INFRASTRUCTURE TALENT
STANISLAUS 2030 INVESTMENT BLUEPRINT
40 TRADED SECTOR DEVELOPMENT:

BIOINDUSTRIAL MANUFACTURING
#9..
- 630 -
Establish a shared pre-commercial scale-up production testbed facility, enabling firms to validate processes and procedures that move from lab-based pilot viability to commercial manufacturing, filling a market gap and distinguishing the region nationwide.

CROSS-CUTTING

INITIATIVES
STANISLAUS 2030 INVESTMENT BLUEPRINT
41 TRADED SECTOR DEVELOPMENT:

BIOINDUSTRIAL MANUFACTURING
Solution
A universal challenge in translating bio-based product innovation to commercialization is the lack of U.S. “production testbed” facilities and assistance that enable firms to advance lab successes to full-scale manufacturing. Establishing a pre-commercial scale-up production facility in Stanislaus will convert an industry problem to a regional economic opportunity for the North San Joaquin Valley, addressing a combination of innovation, talent, and infrastructure ecosystem needs. Anchored by 20,000 liters of fermentation capacity with bioreactors, upstream/downstream processing equipment, and analytical tools, the facility will provide access to intensive technical assistance from process engineers, biochemists, and other experts. These fill the commercialization gap for a pipeline of bioindustrial firms piloting early-stage products at facilities such as Berkeley National Lab’s Advanced Biofuels and Bioproducts Process Development Unit, which is over-subscribed and offers only 300 liters of fermentation capacity. The facility’s firms and staff also can serve local workforce development efforts and provide a base for a bioindustrial business accelerator program.

These capabilities place Stanislaus in a distinctive competitive position nationally and globally as the optimal location for bioindustrial innovators and investors to convert ideas into permanent job creation. It is a visible representation of the region’s role and commitment, putting the North San Joaquin Valley “on the map” for this emerging sector.

Considerations
Final costs depend on site and equipment decisions; more planning and design is required to confirm capital and operating expenses, however input from industry experts and review of international examples offer a reasonable estimate. Given the cost of ongoing operations, the region must develop a longer-term sustainable funding plan for operations after start-up, likely on a contract research organization model. Talent to fill expert roles is in high demand and not prevalent within the region, so investing in recruitment and partnerships with institutions throughout Northern California will be critical.

Investment Ask
Estimated $31 million total (approximately $25 million capital expenditure, plus $6 million startup operating subsidy over three years), pending full planning and design. #9..
- 631 -
STANISLAUS 2030 INVESTMENT BLUEPRINT
42 TRADED SECTOR DEVELOPMENT:

BIOINDUSTRIAL MANUFACTURING
Solution
Highly-targeted financial and process incentives
to attract lead companies can be valuable tools for
building an ecosystem around a new sector. While
some general-purpose state and local incentives
are applicable to bioindustrial manufacturing firms,
creating a specialized local incentives program will
address distinctive needs, focus benefits, and signal
the region’s position in the marketplace.

These incentives should offer both fiscal and
non-financial supports, but avoid cash-based
subsidies for job creation. Rather, incentives should
be designed to improve firm productivity, based
on research that demonstrates site investment,
workforce training, technical assistance, and
expedited permitting return five to ten times
the value of traditional tax abatement programs.

Specific elements of the incentive program need to
be defined by a local government task force with
further industry engagement to determine the
intersection between authorities available, value to
firms, and structures that protect public benefit.

Considerations
Incentive options in California are constrained
compared to other states, although the proposed
productivity focus should be more workable.

Incentive packages hold risk of loss based on
individual firm performance in the marketplace, so
investments should be used sparingly to promote
a critical mass with businesses that have moved
beyond start-up stages. To the extent possible,
focusing investment in revitalization areas plus
deliberately linking job access to disconnected
communities is shown to increase the return on
incentive funding.

Investment Ask
Estimated value of up to $9 million over three years.

Solution
A Bioproduction Growth Partnership
with dedicated staff will be formed as
a hub for leadership and coordination
in implementation of sector-building
strategies, and to provide a “center of
gravity” for industry and investors.

The hub will coordinate, support,
and execute program design,
business development, marketing
and communications, funding
identification and pursuit, policy
advocacy, and performance tracking.

It will facilitate and augment activities
performed by existing organizations,
avoiding duplication and breaking
silos, and will serve as the region’s
primary representative for visibility
and engagement with the sector.

The hub will also be accountable for
ensuring that inclusive outcomes
are considered and measured across
strategy areas, and will explore special
initiatives that increase employment,
build wealth, and/or address
environmental inequities among
underserved populations.

Investment Ask
$2.3 million over three years for
operational costs including staff,
marketing, events, travel, research, and
administration, as well as stipends for
community organizations to participate
in inclusion initiatives.

Provide a flexible pool of firm-specific,
time-limited incentives to draw anchor
firms, focused on boosting productivity
rather than subsidizing job creation.

Launch a Bioindustrial
Manufacturing Growth
Partnership with dedicated,
ongoing capacity to serve as
a hub for the sector, facilitate
strategy delivery across
multiple contributors, and
promote inclusive outcomes.
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STANISLAUS 2030 INVESTMENT BLUEPRINT
43 TRADED SECTOR DEVELOPMENT:

BIOINDUSTRIAL MANUFACTURING
Institute knowledge transfer partnership programs and innovation vouchers to bolster firm access to cutting-edge technologies, processes, and problem-solving.

INNOVATION
ACCESS
Solution
Although there is an abundance of technical expertise in universities and research labs in Northern California and beyond, small and mid-sized firms struggle to tap these resources because the process for doing so is often opaque, onerous, or expensive. New knowledge transfer partnership and innovation voucher programs will overcome this market failure and enable connections for small and mid-sized firms to access this deep and tailored support for problem-solving.

Knowledge transfer partnerships provide companies with long-term access to expert resources via a university associate working with a firm over at least one year, in addition to meaningful access to a faculty member with deep expertise. Innovation vouchers are a less intensive intervention that allow small to mid-sized firms to buy hours of consulting services from experts at universities or national labs.

Investment Ask
$900,000 over three years, targeting up to 20 firms.
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Solution
Industry-specific accelerators have been successfully
deployed to bolster both existing and emerging
sectors. Distinct from incubators offering light-touch
advising and office space over at least a year, an
accelerator is a short-term (3-6 months), competitive,
cohort-based program in which promising earlystage firms receive intensive assistance and investment, often in return for an equity stake.

A customized bioindustrial manufacturing accelerator
program will be established to serve later-stage
startups, after Series A. Because the region currently
does not have a significant pipeline of “homegrown”
startups, this accelerator initially will focus on drawing in high-potential firms from across the country and
globally, following best practices in similar regions.

The accelerator will offer capital with specialized
supports, such as technical advice and mentorship,
facilities access, curated connections to potential
customers and investors, and shared services like
marketing support. Alumni firms also will receive
post-accelerator services designed to encourage
companies to stay and grow in the region, such as
assistance identifying space and recruiting employees.

Considerations
Without local early-stage startups, the accelerator
model relies on attracting external firms, which
typically is a significant challenge for regions in a
similar position. However, Stanislaus benefits from
proximity to a large pool of entrepreneurs and
investors in Northern California and statewide. There
is a risk of investing in startups that do not stay to
operate and grow in the region. Finally, the region will need to explore whether to build an accelerator from
scratch or partner with national enterprises.

Investment Ask
$10 million over 3 years, with potential for recoupment in 5-10 years assuming ~5% equity stake in firms.

Solution
A vibrant industry sector depends
on the ability of firms to engage
productively with a robust web of
suppliers, customers, and service
partners. Therefore, strengthening the
total value chain for bioproducts in the
region will be central to success. For
example, the North San Joaquin Valley’s
advantage in feedstock diversity is only
realized if agriculture producers and
food processing companies are able
to rethink how they deal with waste
by-products. Similarly, a major draw
for bioindustrial firms are regional
companies that can act as first
customers and innovation partners,
but these prospective customers
may require help integrating new
bioproducts like soil additives or
bioplastic pellets into their production.

Mainstream technical assistance
providers in Northern California, such as
universities or Manufacturing Extension
Partnership programs, offer proven
business strategy and operational
supports for these upstream and
downstream firms, some on a fee-forservice basis. Enabling those providers to target and customize offerings for
bioproducts-adjacent firms, and offset
costs for engaging these external
advisors, will accelerate demand
and partnerships for bioindustrial
manufacturer activity.

Investment Ask
$650,000 over three years, targeting up to
20 firms.

Create an accelerator program
to attract later-stage startups,
bolstering the local ecosystem
and promoting regional identity.

Improve competitiveness of
upstream, downstream, and
adjacent firms to promote
“cluster” effects through
enhanced connections to existing
forms of technical assistance.

STANISLAUS 2030 INVESTMENT BLUEPRINT
44 TRADED SECTOR DEVELOPMENT:

BIOINDUSTRIAL MANUFACTURING
#9..
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Raise profile with leading
bioproducts-focused investors,
using national industry finance
networks to connect firms into
the region and help scale-ups
access resources.

Promote access to government
research and commercialization
funding through matches and
application assistance.

CAPITAL

CONNECTIONS
Solution
An abundance of bioindustry-oriented capital
is available for the types of young, innovative,
high-growth companies that the region aims
to cultivate, especially in Northern California.

Sources include specialized investors in
bioproducts, large mainstream investors with
circular economy funds, and broader climate
tech investment vehicles.

Proactive, targeted investor network
cultivation on behalf of the region will
harness these sources of capital in two ways.

First, investors aware of Stanislaus assets
and supportive ecosystem can connect
their portfolio startups to the region as a
prime location to scale operations. Second,
firms in the region can be offered benefits
of relationships with these investors and
knowledge of their principles. Tactical
activities involve outreach to connect with
funders and attend conferences, hosting
in-market events, and providing insights to
firms with high-quality marketing materials
and pitch decks.

Investment Ask
$200,000 over three years for outreach,
including research, marketing, convenings,
and technical assistance.

Solution
Due to risks, private sector investors in
emerging sectors tend to underinvest
in early-stage businesses for research
and development required to achieve
commercialization. Public funding like
the federal government’s Small Business
Innovation Research (SBIR) and Small
Business Technology Transfer (STTR) programs
fill this gap, competitively awarding grants for
small firms to do commercialization-oriented
R&D independently or in partnership with a
research institution. Numerous evaluations
find these programs have transformative
impacts on business creation and growth.

Helping bioindustrial manufacturing firms to
access SBIR/STTR or similar sources through
match funding and application assistance,
tied to their operations or institutional
partnerships in the region, will leverage a
proven mechanism for reducing investment
risk and promoting the sector. About 20 states
provide similar assistance, but California is not
among them; a targeted regional initiative fills
an obvious gap and affords a clear competitive
advantage, at relatively low cost.

Investment Ask
Up to $1 million for matches over 3 years, with
staff support to execute, pending industry
expert consultation on program design and
funding thresholds for the sector.

STANISLAUS 2030 INVESTMENT BLUEPRINT
45 TRADED SECTOR DEVELOPMENT:

BIOINDUSTRIAL MANUFACTURING
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While Stanislaus offers large developable sites with good access to logistics, water, and power at comparatively low cost for Northern California, the region can translate that to a sectoral comparative advantage by compiling a strategic site portfolio with potential industry-specific investments, and exploring specialized infrastructure to enhance access to bio-based product inputs.

INFRASTRUCTURE
STANISLAUS 2030 INVESTMENT BLUEPRINT
46 TRADED SECTOR DEVELOPMENT:

BIOINDUSTRIAL MANUFACTURING
Solution
Availability of sector-appropriate “shovel-ready” sites remains a significant factor in business location
decisions, complemented by workforce and other
inputs. Furthermore, research indicates that investing
in brownfield redevelopment or infrastructure in
distressed areas are among the most cost-effective
interventions for job creation.

Therefore, critical to attracting and expanding
bioindustrial manufacturing firms in the region is
understanding their distinctive site needs, identifying and marketing a portfolio of appropriate sites, and potentially offering support to improve site readiness. Site preparation activities are not solely about physical development, but also regulatory steps such as zoning reforms or preapprovals of initial environmental reviews that make the region the easiest place in California to locate and operate.

Considerations
More detailed data on the specific real estate needs of bioindustrial manufacturing firms is required to guide
prioritization and investments in readiness. If needs
vary greatly by firm, then the focus is on basic site
portfolio inventories, targeted marketing, and flexibility in responding to leads; if needs are very similar across firms, then investment in developing more speculative
facilities could be considered.

Investment Ask
$100,000 for identifying site-specific needs of
bioindustrial companies, then creating a portfolio of
viable locations for marketing and determining gaps;
future budget could be fulfilled by the proposed
flexible firm-specific incentives pool, or be justified separately for general physical improvements.

Solution
Availability of consistent, affordable,
and usable feedstocks is a prominent
market barrier to emerging bioindustrial
production. Investing in regional
infrastructure to access supply can offer a
significant competitive advantage.

While an issue of ongoing exploration
and experimentation nationally, the North
San Joaquin Valley is well positioned to
lead on identifying solutions, which can
distinguish it as an innovator and location
for industry growth.

Ultimately, interventions may take several
forms, at varying expense. A low-cost
“soft infrastructure” intermediary or
clearinghouse function would enable
feedstock suppliers and bioindustrial
users to aggregate demand, send
clear signals, and connect efficiently
in the marketplace. At the other end
of the spectrum, a capital-intensive
pre-processing “depot” could be built
to receive multiple waste streams and
produce intermediate outputs sold to
bioproduct companies.

Investment Ask
No immediate direct cost beyond existing
staff time to explore options with national
experts, potentially leading to either
nominal operating expenses or a future
larger capital expenditure proposal.

Promote site portfolio awareness and
readiness, targeted to unique needs
of bioindustrial manufacturing firms.

Create upstream infrastructure
for accessing feedstocks
to improve efficiency and
reliability of inputs.
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TALENT
STANISLAUS 2030 INVESTMENT BLUEPRINT
47 TRADED SECTOR DEVELOPMENT:

BIOINDUSTRIAL MANUFACTURING
Solution
Developing a consistent, long-term talent pipeline
for the sector requires intervening on both the
demand and supply side: ensuring that bioproducts
firms are able to collectively define their talent
needs as a sector, and that workforce development
organizations work quickly and collaboratively to
meet those needs at the necessary scale.

The region’s broader Manufacturing Talentto-Industry Exchange initiative provides the mechanism to achieve this objective, incorporating
a special focus on bioindustrial manufacturing
firms. Emphasizing a subsector is appropriate as
part of a prioritized cluster-building strategy; within these broader activities, participants can analyze
occupational demand data, collect sample training
curricula in from other markets, and pre-organize
providers into a “plug-and-play” support team.

Having this dedicated, informed provider
partnership in place will set the foundation for
rapid response in anticipation of growth, enable
proactive identification of required skills, and send
a clear message to target firms about the region’s
commitment and capability to meet needs.

Investment Ask
Costs are incorporated into the proposed
Manufacturing Talent-to-Industry Exchange budget.

Solution
Bioindustrial manufacturing demands both
skilled production workers and a range of
specialized talent that is in short supply nationally:
chemical and biological engineers, data scientists,
mechanical engineers, materials scientists, and
more. While the North San Joaquin Valley cannot
match the talent production pipeline of large
innovation centers, it can compete by building the
foundation of students with bioindustry-relevant
STEM qualifications at all educational levels,
particularly reaching diverse populations less
represented in these quality jobs.

Connected with program opportunities identified
for the Manufacturing Talent-to-Industry
Exchange initiative, these bioindustry-targeted
activities encompass work-based learning
opportunities and student research experiences
from high school through college, plus
intensive supportive services for post-secondary
completion. This strategy will draw upon best
practices and relevant new education models
emerging in comparable regions.

Investment Ask
$2.45 million over three years ($950,000 for workbased exposure pilot program serving at least 100 students, and $1.5 million for a degree completion
support program serving up to 150 students).

Provide a “plug-and-play”
workforce system response to
emerging bioindustrial firms,
leveraging the Manufacturing
Talent-to-Industry Exchange.

Boost and diversify the pipeline of
STEM graduates with bioproductsrelevant degrees and industry exposure through work-based learning and
intensive support services.

Access to talent is the most-cited consideration for firms to locate or expand, and workforce capabilities also are the most significant contributor to regional competitiveness and economic mobility. While the Stanislaus labor pool possesses core talent adjacencies with bioindustrial manufacturing, additional training and investments are required to fulfill this potential.

Because the sector is emerging, economic and workforce development systems confront a “chicken-egg” dilemma balancing current jobs available for qualified workers versus availability of workers to meet new industry demand. The investments below will prepare the workforce system for rapid, priority response to anticipated needs of bioindustrial firms, as well as bolster the region’s foundational talent base in relevant STEM and manufacturing fields, ensuring access to address racial and gender disparities.
#9..
- 637 -
Governance &
Capacity Building
#9..
- 638 -

ENTREPRENEURSHIP AND

SMALL BUSINESS DYNAMISM
According to Brookings guidance on successful regional initiatives, whether regions can deliver on their ideas and ambitions depends on effective “governance”—the formulation and execution of collective action across institutional, jurisdictional, and sectoral boundaries. Explicitly assessing governance acknowledges that achieving desired economic development outcomes depends on action beyond the direct control or resources of economic developers.

What has largely been missing from our community is a neutral intermediary to lead and drive economic and workforce projects and initiatives forward across various actors, institutions, and interests. After assessing local governance dynamics in Stanislaus, Brookings advisors delivered a report identifying how new leadership and institutional relationships will be critical to project success and the delivery of larger economic outcomes.

Traditional metrics for economic development organizations positioned them as independent actors, emphasizing new jobs or capital expenditure typically associated with business attraction through their marketing and incentive activities. However, economic development organizations are only responsible for a subset of the programs, policies, and investments that drive competitiveness. For example, addressing the shift by business to rank skilled labor availability and production as the overall top priorities for location decisions is the purview of the workforce development system.

An “ecosystem” view reflects that diverse contributors hold different levers influencing economic results, and impact depends on how well these separate private, public, and civic institutions focus their efforts to achieve common goals. The return on individual contributions is greater when investments in business support, workforce training, university innovation, and infrastructure buildout are targeted rather than dispersed. More than a willingness to communicate, this relies on shared strategies and metrics around which stakeholders organize and implement their contributions.

GOVERNANCE &

CAPACITY BUILDING

OVERVIEW
STANISLAUS 2030 INVESTMENT BLUEPRINT
49 GOVERNANCE &

CAPACITY BUILDING
#9..
- 639 -
To deliver on the Stanislaus 2030 Action Plan & Investment Blueprint, the creation of a neutral intermediary is essential and recommended. Private, public, and civic sector leadership must agree on roles, norms, and resources, including a “center of gravity” for facilitation and accountability so that agreed strategies are more than a stated ambition without implementation. This includes:

Our Community’s Solutions

CREATE A TEAM TO DRIVE

DISTRIBUTED IMPLEMENTATION
l A shared agenda among business,
government and education for inclusive
economic development focused on traded
sector opportunities, small business
innovation, workforce development and
removing barriers to jobs and training.
l Ensure program delivery with key partners
and collaboratives. Monitor and adjust
implementation for outcomes.
l Sustained, consistent leadership connected
to shared agenda long-term, with
involvement from multiple sectors.
l Builds partnerships with Higher Ed
Institutions so that education programs
are ultimately responsive real-time to
industry needs.
l Industry partners that understand ‘what
it takes’ and clarify what level of workforce
development supports they need.
l Proactively secure public and private funding
based on solutions that scale within a shared
agenda and connect to funding streams for
projects within the pipeline.
l Acts as a centralized data and resource hub
to track metrics, share best practices.
l Create policy and advocacy objectives that
connect local programs to state and federal
legislation.
l Participate in regional tables on related
issues (i.e. Community Economic Resilience
Fund for North San Joaquin Valley region).

STANISLAUS 2030 INVESTMENT BLUEPRINT
50 GOVERNANCE &

CAPACITY BUILDING
Investment Ask
$1 million over three years, to create an intermediary
structure to act as the center of gravity for an inclusive economic development agenda. Leadership/project
management team will convene and drive distributed
implementation plans for all strategies identified in this report. This agile small team will also monitor data related to outcomes, focus on equity and inclusion and align with regional Community Economic Resilience Fund (CERF)
efforts and other state activities. Committee who will
review the applications.
#9..
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BUILD CAPACITY

OF LOCAL

GOVERNMENT

AROUND INCLUSIVE

ECONOMIC

DEVELOPMENT
Local government leaders play a pivotal role
towards building a resilient economy, including
the power to build policy and scale initiatives. The
commitment of local government staff and leaders
is essential to sustain inclusive growth as a path
to greater prosperity, health, and well-being for
residents in Stanislaus County.

There is a compelling rationale for local
government to strive for greater institutional
alignment. Evidence suggests that businesses
benefit from being in regional economies that
have strong, networked organizations around them
with shared systems and objectives for measuring
inclusive growth.

Yet, it can be challenging and overwhelming
for local government practitioners to tackle and
prioritize inclusive growth objectives. According
to the Brookings Institution, “local leaders are
increasingly aware of the inclusive growth
imperative. Their problem is not one of knowledge
or motivation, but rather in marshaling the
capacity—fiscal, political, and institutional—to act
at a scale commensurate with the problems that
they face.”25
Additionally, the Center for Public Impact
reports that the biggest barriers that prevent
or hamper cities collective efforts to bolster
inclusive economic development include limited
staff capacity and lack of networks within and
across government institutions to reinforce
shared priorities. Local governments are also
inherently risk-averse, which makes it difficult to
shift policies and practices that deviate from the
status quo.26
Based on these challenges, Stanislaus 2030
recommends strategic investments in local
government capacity to advance inclusive growth,
including resources to build stronger networks
across municipalities to help align objectives
and leverage resources, and funds to increase
innovation within government institutions. One
novel solution is to scale the Fuse Corps program
to Stanislaus County, which partners with
local governments and communities to more
effectively address pressing challenges by placing
experienced professionals in local government
agencies. FUSE Executive Fellows lead strategic
projects on pressing issues at the local level, such
as economic development and workforce training,
that are designed to accelerate progress and
advance racial equity.
25 Parilla, Donahue, and Martinez, Institutionalizing inclusive growth: Rewiring systems to rebuild local economies, Brookings Institution, 2022 26 Humes, Zuluaga, Hanna, Gormley, Learning from city leaders: building inclusive economies, Center for Public Impact, 2021: https://www.centreforpublicimpact.org/insights/ learning-from-city-leaders-building-inclusive-economies STANISLAUS 2030 INVESTMENT BLUEPRINT
51 GOVERNANCE &

CAPACITY BUILDING
Investment Ask
Up to $250,000 for collaboration among
economic development practitioners
across cities and county agencies, building
a network to encourage peer sharing,
learning and aligned action.

Up to $250,000 in Fuse Corps fellowship
program and host Executive Fellows in
Stanislaus County workforce and economic
development departments to support
system alignment with inclusive growth
objectives of Stanislaus 2030.
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Stanislaus 2030, in an intensive 10-month sprint, produced more than this investment blueprint; it changed the way we think about our economy, educated us on our wage thresholds
and the true drivers of economic resilience, and widened our definition of success beyond employment rates to
multiple metrics for economic vibrancy.

But if Stanislaus 2030 is to be successful in the
long-term, it will require prioritization and ongoing
partnership among local government, higher education
institutions, private business and civic leaders. We must learn to meaningfully engage more community members. We must
step into hard conversations about who is left at the margins of our economy and why. And, we must build long term accountability for the business plans activated as a result of this Investment Blueprint.

WHAT’S NEXT FOR
STANISLAUS 2030
Alignment Across
Institutions & Initiatives
Meaningful alignment among our local
institutions and systems is paramount to the
success of all strategies within this blueprint.

The main impediment to our community’s longterm success is the fragmentation and often competing interests of various actors in our
region. In order for us to make transformational
change at the whole population level, versus
discrete outcomes for a small group, we must
develop mutually reinforcing strategies among
local government, higher education, local industry
and within our social services. This can look like:
l Alignment of organizational strategic plans
around the priority focus areas within the
Stanislaus 2030 Blueprint
l Utilizing the Market Assessment and data
book to inform organizational strategic
planning and funding decisions
l Building multi-stakeholder collaboratives that
focus on issue areas
l Connecting funding to do ‘double duty’ and
extend to more clients/local community
members
Advancing Equitable
Outcomes
While COVID-19 disrupted the lives of every
community member in Stanislaus county, the
socio-economic impacts of the pandemic were
unevenly experienced. Stanislaus and neighboring
counties consistently ranked high in transmission
rates throughout the pandemic due to several
variables, including the large number of essential
workers that reside in our community. Our essential
workers, largely people of color, were most impacted
by the ravages of COVID both from a public health
standpoint as well as economically. And yet these
were often the same individuals and families that
faced multiple barriers to accessing supportive
services. This was also the case with our small
business community, and particularly Latino-owned
entrepreneurs that may not have had traditional
banking relationships to readily access public
relief funds. Local government leaders pivoted to
address these gaps during the pandemic, which was
admirable. And yet, a sustained, consistent focus
on understanding and removing demographic
barriers to education, training and quality jobs must
be specifically addressed in future activation plans
resulting from this Investment Blueprint.

STANISLAUS 2030 INVESTMENT BLUEPRINT
52 #9..
- 642 -
Business Plans
The driving force for Stanislaus 2030’s vision
and mission was to arrive at a concrete set of
strategies that can be operationalized by local
partners, to make the ‘case for investment’ in
Stanislaus County. The strategies and community
solutions listed in this Investment Blueprint
must now be activated through the creation of
business plans. Public and private funds must
be secured to ensure that these business plans
move forward; technical consultants can be
tapped where appropriate; and collaboratives
must organize, with support, to advance
collective action.

Community
Engagement
Throughout the Stanislaus 2030 process,
we engaged with community members to
understand their experiences in our local
economy. In addition to participating in focus
groups, community members were asked
to join workgroups to further dive into the
strategic focus areas and provide solutions that
made tangible sense. A community survey was
conducted in the last month of Stanislaus 2030
to get another real-time sense of the goals,
aspirations and challenges local community
members face. Not surprisingly, many community
members feel disconnected from the systems
that seek to support them. As we move forward
with seeking funding for all aspects of this
investment blueprint, the following must be
considered:
l Facilitating community conversations and
active participation in all business plans
operationalized from this Investment Blueprint
l Creating leadership opportunities for
community members in the programs that
result from business plans
l Creating and sharing metrics for each
program, disaggregated by race, gender
and other demographic data points
Accountability
This is not a report that is ‘going to collect dust
on a shelf.’ Stanislaus 2030 was conceived as an
organizing initiative that had an urgent, laser
focus on understanding and uplifting the concrete
strategies that will bolster a robust economy well
into the future.

To achieve this scale of transformation, a group
of local leaders from multiple sectors across our
community will be invited to serve at the helm
of an intermediary team that drives distributed
implementation across all strategies. This small
team will provide support to multiple partners
responsible for the Investment Blueprint strategies.

This effort will be incubated, for a period of time, at Stanislaus Community Foundation, with support
from Stanislaus County and others.

STAY UPDATED ON OUR

PROGRESS BY VISITING
Stanislaus2030.com

WITH GRATITUDE TO OUR PARTNERS
Stanislaus 2030 has received support — both time and resources, from numerous public, private and civic partners.

FUNDERS
Jody Hayes
Stanislaus County
Chief Executive Office
Tina Rocha
Stanislaus County
Chief Executive Office
Patrick Cavanah
Stanislaus County
Chief Executive Office
Marian Kaanon
Stanislaus Community
Foundation
Amanda Hughes
Stanislaus Community
Foundation
Becky Meredith
Independent
Consultant
Catherine Larsen
Independent
Consultant
STANISLAUS 2030 INVESTMENT BLUEPRINT
54 Karen Warner
Independent
Consultant
Kate Trompetter
Independent
Consultant
Manny Escamilla
Debrief
Nancy Martinez
Debrief
Jose Borroel
Debrief
Marek Gootman
Brookings Institution
Rachel Barker
Cities GPS
Elizabeth Patterson
Cities GPS
*Nelson Gomez
La Favorita Radio
Angelica Anguiano
Law Offices
of Angelica J.

Anguiano
Anthony Sims
City of Ceres
Evan Porges
Porges Property
German Zavala
SBDC
Jaylen French
City of Modesto
Joe Duran
Stanislaus Equity
Partners
Johnny Garcia
Hispanic Chamber
of Commerce

BACKBONE TEAM SMALL BUSINESS &

ENTREPRENEURISM WORKGROUP
Jose Sabala
Oak Valley
Community Bank
Kathryn Davis
Valley First Credit
Union
Ninfa Smith
Stanislaus County
Office of Education
Trish Christensen
Modesto Chamber
of Commerce
#9..
- 644 -
TALENT

DEVELOPMENT

WORKGROUP
*Michelle Lewis
Gallo Winery
*Scott Siegel
Ceres Unified School District
retired Superintendent
Amber Edwards
Opportunity Stanislaus
Anthony Cannella
Northstar Engineering
Deb Rowe
Stanislaus County
Office of Education
Doris Foster
Stanislaus County
Workforce Development
Emily Harry
Ceres Unified School District
Jessica Godden
Stanislaus Partners
in Education
Kari Knutsen Miller
CSU Stanislaus
Kris Helton
J.M. Keckler Medical Co.

Leslie Beggs
Yosemite Community
College District
Matthew Pedrick
Gallo Winery
Megan Lowry
Stanislaus County Office
of Education
Pedro Mendez
Modesto Junior College
Rachel Barkus
Modesto City Schools
Richard Coffey
Gallo Winery
Richard Ogle
CSU Stanislaus
Shelley Akiona
Modesto Junior College
Tim Harms
Pacific Southwest Container
Tina Rocha
Stanislaus County Chief
Executive Office

BARRIERS TO

JOBS & TRAINING

WORKGROUP
*Betsy Cottel
E. & J. Gallo Winery
*Nico Solorio
Stanislaus Equity Partners
Angela Swanson
Stanislaus Regional
Transit Authority
Blanca Marin
Community
Craig Orona
Stanislaus Boys and
Girls Club
David Halvorson Jr
American Chevrolet
Juleeann Fisher
Center for Human Services
Julie Sedlemeyer
CSU Stanislaus
Career & Professional
Development Center
Jose Rocha
MJC Dean Special
Programs
Natalie Emanuel
Community
Roberto Ponce
Stanislaus County
Office of Education
Rosa Hernandez
Center for Human Services
Tony Jordan
SCOE Child & Family
Services
Violeta Cuevas
Stanislaus County
Office of Education
Tyler Richardson
Opportunity Stanislaus
Vickie Mulvaney-Trask
Modesto Junior College
Will Kelly
North Valley Labor Federation
Will Wong
City of Modesto
STANISLAUS 2030 INVESTMENT BLUEPRINT
55 AG BIOPRODUCTION/

CIRCULAR ECONOMY

WORKGROUP
*Ann Veneman
Former United States
Secretary of Agriculture
Andy Foster
Aemetis
Dana Ostenson
IRG
Daren Williams
Almond Board
Dave White
Opportunity Stanislaus
Don Borges
MJC
Gerardo Diaz
UC Merced
Jody Hayes
Stanislaus County CEO Office
Marjorie Zatz
UC Merced
Ryan Flaherty
Sustainable Conservation
Steve Anderson
G3
Stuart Wooley
CSU Stanislaus
Tim Robertson
North Valley Labor Federation
*Indicates Workgroup Champion

SPECIAL THANKS TO THE

FOLLOWING SUBJECT
MATTER EXPERTS:

Brookings Institution for their guidance
on all subject areas; Jobs for the
Future for their guidance on talent
development; Mission Edge for their
guidance on small business supports;
BioMade for their guidance on ag
bioproduction/circular economy. Don
Borges, Modesto Junior College; Dr.

Emily Lawrence, CSU Stanislaus and
Seana Day, Better Food Ventures
for their guidance on ag upskilling/
reskilling recommendations.
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This project is being supported, in whole or in part, by federal award number SLFRP2096 awarded to County of Stanislaus by the U.S. Department of the Treasury.

The full market assessment, data book, community
insights report and other supplementary information
can be found on our website, Stanislaus2030.com.
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OUR YOUTH DESERVE THE BEST
Walking into one of our Digital NESTs is like walking onto a Google campus—only even better because our spaces are infused with community, culture and love. As you enter a NEST, not only do you find state of the art computers, software and artistic equipment but also kitchens stocked with healthy food, vibrant sounds and sights of music and art, and a community of mentors and peers who will always have your back. We designed our spaces to bring the very best to our youth and to help them re-imagine what’s possible for themselves and their community.

Digital NEST brings growth and stability to the rural, agricultural-based cities of Watsonville and Salinas. Our communities were historically locked out of the economic opportunity and digital innovation brought by tech to other California communities. We knew that our kids deserved the very best to nurture their talents, wisdom and passions so we built our own thriving center for technology and empowerment that prepares our young people to prosper in the workforce. Digital NEST spins a web of connection and opportunity across the entire community. “Because of the
NEST, I finally
know what I
want to do with
my life, and how
to do it.”
—Alexis
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WHY DIGITAL NEST WORKS
Our NESTs expands on the idea of a networked community.

Digital NEST doesn’t just connect youth to the internet and workforce training but to a broad network of local businesses, elected leaders, community organizations and neighbors who experience the ripple effects of opportunity and optimism seeded at the NEST.
● Above and beyond tech. The NEST is an inspiring, safe space designed to meet our young people’s needs and invest in their full potential. Youth may come to the NEST to access the internet but what they find is much more- world class facilities, healthy food, and a family who will always have their back, inspire them to dream bigger, and feed their desire for a purpose-driven career and life.
● Our social enterprise is transformative. bizzNEST is our entrepreneurial, tech consultancy that serves local businesses, micro-enterprises and nonprofits. When you need high-quality tech and design services, there’s no need to look outside of the community, look within. Hire our local talent.
● Empowerment builds confidence. Our members natural
curiosity and interest in tech is easily channeled into college and career success. As they master new knowledge and gain technical skills and hands-on work experience, they become confident and capable to succeed in work and inspired to give back.
● Rewriting our Future. Rural, Latino communities have
historically been locked out of the prosperous digital economy.

Our youth often feel that success lies far away in other cities or regions. Digital NEST generates opportunity and excitement about what’s possible here in the rural Central Coast. We engage everyone in our work so that the entire community shares in our success. Hire bizzNEST for your web or
video project
If you are a local or regional
business, hire Digital NEST
to complete your website or
video at affordable rates.

Bring NESTS to every rural
community in California!
Every donation to Digital NEST connects more young people with opportunity, empowerment and community that will propel them to career and life success. Our vision is to create a NEST in every rural community up and down the state of California.

At Digital NEST, we build brighter futures for youth and for our communities. Make a donation today.

Watsonville • Salinas
www.digitalnest.org
digitalnest.org/bizznest
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The Digital NEST is a cool creative space
where you can discover new interests, build
professional skills, and be part of a community
infused with culture and love. Everything from
our state of the art computers and artistic
equipment, to communal working spaces
and kitchens stocked with healthy snacks
are designed to inspire you. Figure out your
professional dreams with classes and programs
that expose you to different careers and offer
hands-on experience — all with the support of
mentors and peers who want you to succeed.

Reimagine
what’s
possible
for yourself
If you’re a youth (ages high school to 24 years-old) in Watsonville or Salinas, you belong at the NEST.

Come, take a class, and reimagine what’s possible for yourself. Membership is free at digitalnest.org.

High Tech for Young Minds
Digital Arts + Technology (DAT)
DAT builds skills and experiences related to
Graphic Design & Art, Video Production ,
Photography and Music Production. Gain insight
and tools to become a multimedia specialist while
creating a portfolio to show potential employers
and clients.

Web + Information Technology (WIT)
No coding experience? No problem! WIT helps
you learn about computer science and engineering
— including coding, software configuration,
and data science. WIT exposes you to careers
in Web Design and Development, Video Game
Development and IT and Systems Administration.

People Projects + Leadership (PP+L)
Organizations need people who can support
good team dynamics. PP+L gives you handson experience managing projects and building teams — valuable skills that can lead to careers in
Project Management, Event Coordination, Human
Resources, and Marketing.
bizzNEST
Be part of our entrepreneurial, digital creative
agency providing video, graphic design, web
design, and photography services to businesses
and nonprofits. Explore careers, earn income and
add value to our community with this on-the-job
training program.

Explore your interests and find career paths
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D I G I T A L N E S T
3,043 Members
1,265 Current Active Members
120+ Placements (in Careers, Paid
Internships, or College)
Since 2014:

O U R M E M B E R S
87% Latinx, 6% White
41% Female
84% From Low-Moderate Income
Households
2 0 2 1 H I G H L I G H T S
100% project completion in Web Design for
Beginners project
Volunteers in Tech Squad provided local lowincome families in with free internet, device support, instructional support, and online tech
support.

In partnership with the California Film
Commission, NEST facilitated an educational
opportunity where members heard from a panel
of film industry professionals
NEST members filmed two short films,
"Maritza's Maiz" and "Disposable".

Web & Information Technology (WIT):

Digital Arts & Technology (DAT):
b i z z N E S T H I G H L I G H T S
62+ Paid Interns
216+ Projects
40,620+ Project Hours
$682,425+ Earned by Interns
Since 2016:

D I G I T A L N E S T
Members Served
Since 2014
3 , 0 4 3
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650
Digital NEST
Alumni on
average earn have been provided with free technology, a safe creative collaborative space, workforce skills
training, mentors, inspiration and opportunities
to soar. We help young careers take flight.
87% Latinx
10% White
2% Mixed Race
1% Other
Male
demographics
74% of our members report that Digital NEST
taught them important workplace skills like web
development, project management, digital arts,
and more.

Develop
Workplace
Skills
70% of our members report that Digital NEST
helped them gain experience that will help them
out-compete other job seekers.

Get
A Real Edge
Notes: Data matters to us. Digital NEST is now working with research groups ETR and Applied Survey Research (ASR) to measure and improve the impact of our programs.

Watsonville • Salinas • www.digitalnest.org
_ $24,788
more annually
compared to what they were earning before
taking classes at Digital NEST.
74%
70%
teens &
young 2,466 adults
Projected
Annual

ECONOMIC
Impact = Average annual income increase ($24,788) x # of annual Placements
Placements = # of youth placed in high-quality careertrack employment, internships, and/or college
Year 2018 2021 2023 2028
Locations 2 2-3 4 16
$371,820
(15)
$1,487,28
(60)
$2,974,560
(120)
$11,898,240
(480)
Impact
Placements
45 members
have become bizzNEST
Member Consultants,
paid to work on
projects with real
clients.

SiNCE 2014
100+
members
have been placed in
high-quality
careertrack jobs,
internships, and/or
college.

Since 2016
58% 40% 2%
Female Not Set
Impact
High Tech for Young Minds
How We Connect,
Transform, &
Create Opportunities
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Funding Contribution Agreement – Digital NEST

CITY OF MODESTO PANDEMIC RECOVERY STRATEGY - MODESTO FORWARD

GRANT AGREEMENT
This Modesto Forward Grant Agreement (“Agreement”) is entered into in the City of Modesto, State of California, this ____ day of ____________ 20__ (“Effective Date”) by and between the City of Modesto, a California municipal corporation (“City”), and the Digital NEST, a California nonprofit corporation (“Recipient”). The City and Digital NEST shall be collectively referred to hereinafter as the “Parties”.

This Agreement is made with regard to the following recitals:

WHEREAS, the City received an allotment of funds from the United States Department of Treasury through the Coronavirus Local Fiscal Recovery Fund established by the American Rescue Plan Act (“ARPA”); and
WHEREAS, on June 22, 2021, by Resolution No. 2021-194, Council approved the Pandemic Recovery Strategy – Modesto Forward, hereinafter referred to as “Modesto Forward”, to support local recovery from the pandemic; and WHEREAS, in alignment with the City’s 5-Year Strategic Plan, Modesto Forward includes three post pandemic funding initiatives to help the community exit the pandemic period and focused on Economic Vitality, Governance and Service Delivery, and Quality of Life; and WHEREAS, Economic Vitality initiatives are intended to improve the economic vitality of the community; Governance and Service Delivery initiatives are intended to improve the organization and service delivery for residents; and Quality of Life initiatives are intended to improve the quality of life for residents; and
WHEREAS, Modesto Forward includes a comprehensive spending plan, which includes ARPA funding, to programs supporting the economic recovery initiatives; and WHEREAS, on July 11, 2023, the City Council adopted Resolution No. 2023-___, awarding a grant of One-Hundred Fifty Thousand Dollars ($150,000) to Recipient for the purposes set out in Exhibit A, subject to the terms and conditions set out in this agreement.

NOW THEREFORE, the City and Recipient agree as follows:

1. Term
The term of this Agreement (the “Term”) shall commence upon the effective date and shall terminate upon the Recipient’s completion of all requirements of this Agreement as identified in Exhibit A.

2. Grant Award
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Funding Contribution Agreement – Digital NEST
A. The City shall provide Recipient with a grant of City of One-Hundred Fifty Thousand Dollars ($150,000) (the “Grant”) for the purposes and activities further specified in Exhibit A, attached hereto and incorporated by referenced (the “Activities”).

Disbursement of the Grant is dependent upon Recipient providing all records and documentation reasonably required by the City.

B. Recipient shall expend the Grant solely on the Activities, as specified in Exhibit A.

Recipient shall not use the Grant for any other purpose or activity without the prior written consent of the City.

C. The Recipient shall operate within the territorial limits of the City of Modesto and the beneficiaries, if any, of the Activities shall be the residents of the City of Modesto.

D. Recipient shall expend the entirety of the Grant by no later than December 31, 2026.

Any portion of the Grant that has not been expended by December 31, 2026 shall be returned to the City no later than January 10, 2027.

3. Recipient’s Obligations
A. Throughout the Term of this Agreement, the Recipient shall obtain and maintain all licenses, permits, qualifications and approvals legally required to conduct business.

The Recipient warrants that it has all of the necessary professional capabilities and experience, as well as all tools, instrumentalities, facilities and other resources necessary to perform the Activities specified by this Agreement. Recipient shall perform the Activities requires pursuant to this Agreement according to the standards observed by a competent practitioner of the profession in which Recipient is engaged.

B. The Recipient shall provide appropriate acknowledgement of the Grant by using the City’s logo or making a written acknowledgement in its publicity, promotional materials, information materials, press materials, at public occasions relating to the Activities, and on any website maintained by the Recipient.

4. QUARTERLY Reporting Requirements
Recipient shall submit quarterly reports to the City on the form attached hereto as Exhibit D, and incorporated herein by reference, or on such other form as required by the City.

5. Annual Reporting Requirements
Recipient shall submit an annual report, in accordance with the requirements set forth in Exhibit C, attached hereto and incorporated herein, to the City within 180 days of the end of the Recipient’s fiscal year in a form approved by the City. The annual report shall be in addition to the reporting required by Section 4, and shall include:
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Funding Contribution Agreement – Digital NEST
A. Summary of activities and accomplishments, mandate and/or mission of the organization;
B. List of Board Directors with title, contact information and mandate term of each Director;
C. Organizational Chart;
D. Project/Program Expenditures-to-date (including receipts); E. Any other information reasonably requested by the City.

6. Audit Requirements
A. In addition to all other reports and records required by this Agreement, the Recipient shall keep and make available proper books of account and records of the financial management of the Grant provided under this agreement, in accordance with generally accepted business and accounting practices. Such records shall include, but not be limited to, records providing a full description and accounting of each activity undertaken.

B. Recipient agrees to keep all necessary books and records required by this Agreement for five (5) years following the end of this Agreement, and shall document all transactions so that all expenditures may be properly audited.

C. Recipient agrees that City or any authorized representative has access to and the right to examine all records, books, papers, or documents related to the project.

Recipient shall allow the City or any authorized representative access to all records, books, papers, or documents related to the project within forty-eight (48) hours of a request to examine.

7. Preservation of Assets
Any assets purchased with the Grant, the cost of which exceed $5,000, shall be preserved by the Recipient and shall not be sold, leased, given away or otherwise disposed of prior to the end of the useful life of the asset without prior written consent of the City.

8. Termination, Suspension and/or Repayment of Grant
The City may terminate, suspend and/or require repayment of the Grant in the event of any of the following circumstances, after notice from the City and a reasonable opportunity to cure:

A. The Recipient fails to provide the Activities, or any portion of the Activities, described in Exhibit A of this Agreement or substandard performance of the Activities;
B. The Recipient suspends or fails to carry on and continuously conduct its operations, or there is a disruption on the performance of the Activities; C. The Recipient has a partisan political affiliation and/or participates in partisan political activities.

D. The Recipient uses the Grant for a purpose or activity other than those specified in Exhibit A.
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Funding Contribution Agreement – Digital NEST
E. The Recipient becomes bankrupt or insolvent, goes into receivership or becomes subject to the provisions of any bankruptcy, insolvency, or any other Act for the benefit of creditors, or makes a general assignment for the benefit of its creditors or otherwise acknowledges its insolvency;
F. The Recipient fails to provide to the City with any report, record, or documentation required by this Agreement, or t fails to provide any documentation requested by the City in accordance with the terms of this agreement;
G. The Recipient has made any material misrepresentation to the City or its representatives with respect to any of the matters contained herein and/or in the Recipient’s funding submission/proposal/application for the Grant, or which have been made or may be made in the future surrounding these matters; H. The Recipient breaches any term of this Agreement, after notice from the City and a reasonable opportunity to cure the breach;

9. Compliance with Applicable Laws
Recipient shall carry out, and cause its contractors, consultants, employees and agents to carry out, the Activities, in compliance all applicable federal, state and local laws, rules, ordinances, orders, and regulations, including without limitation and to the extent applicable, the prevailing wage provisions of the federal Davis-Bacon Act and implementing rules and regulations and state prevailing wages pursuant to Labor Code Section 1770 et seq. Without limiting the foregoing, Recipient shall comply with ARPA, the regulations implements ARPA (31 CFR Part 35), any interpretative guidance issued by the United Stated Department of Treasury, and those Grant terms and conditions attached hereto as Exhibit B, and incorporated herein.

10. Non-Assignment
The Recipient shall not assign this Agreement, the Grant, or any part thereof, without the Prior written consent of the City. Any assignment in violation of this section shall require an immediate repayment of the Grant to City by the Recipient.

11. Indemnity and Liability
A. The Recipient shall indemnify , defend with counsel acceptable to City, and hold harmless the City, its officials, officers, employees, and agents (“Indemnitees”) from and against all liability, loss, cost, expense (including without limitation attorneys’ fees and costs of litigation), claim, demand, action, suit, judicial or administrative proceeding, penalty, deficiency, fine, order, and damage (all of the foregoing collectively “Claims”) which, directly or indirectly, arises out of or relates to this Agreement or the performance of the Activities, except to the extent the Claims arise from the gross negligence or willful misconduct of City.

B. The City shall not be liable to the Recipient or any other party in relation to the Grant and/or the services provided by the Recipient pursuant to the terms of this agreement. The Recipient shall be solely responsible for the payment of any #9..
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Funding Contribution Agreement – Digital NEST
individuals employed, engaged or retained by the Recipient for the purpose of assisting it in the fulfilment of its obligations under this agreement.

12. Insurance
The Recipient shall provide at its own expense and maintain at all times the following insurance with insurance companies licensed in the State of California and shall provide evidence of such insurance to the City as may be required by the Risk Manager of the City. The policies or certificates thereof shall provide that, thirty (30) days prior to cancellation or material change in the policy, notices of same shall be given to the Risk Manager of the City by certified mail, return receipt requested, for all of the following stated insurance policies.

In the event the certificates of insurance required hereunder do not provide for notice of cancellation to the certificate holder and/or additional insureds, the Recipient shall provide, and shall require its subcontractors to provide, as an express condition precedent to payment hereunder, an endorsement from their insurers providing that the additional insureds identified herein shall be provided 30 days’ notice of the cancellation on the policies of insurance required hereunder (10 days’ notice if the policies are cancelled for non-payment of premium). In addition, the named insured on all such policies shall provide to the additional insureds identified herein any notices of cancellation of said insurance policies within 5 business days of receipt of such notice.

The Recipient shall, as a further express condition precedent to payment for work performed, affirm under penalty of perjury that the required insurance on the project remains in place and said insurance has not been cancelled. (a) Worker's Compensation - in compliance with the statutes of the State of California, plus employer's liability with a minimum limit of liability of $1,000,000.
(b) General Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. This insurance shall indicate on the certificate of insurance the following coverages and indicate the policy aggregate limit applying to: premises and operations; broad form contractual; independent The Recipients and subcontractors; products and completed operations as applicable.
(c) Automobile Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. This insurance shall cover any automobile for bodily injury and property damage.
(d) Professional Liability insurance with a minimum limit of $1,000,000 per claim and policy aggregate. If coverage is on a claims made basis it shall #9..
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Funding Contribution Agreement – Digital NEST
be maintained for at least three (3) years following completion of the work.

If at any time any of said policies shall be unsatisfactory to the City, as to form or substance, or if a company issuing such policy shall be unsatisfactory to the City, the Recipient shall promptly obtain a new policy, submit the same to the Risk Manager for approval and submit a certificate thereof as hereinabove provided. Upon failure of the Recipient to furnish, deliver or maintain such insurance and certificates as above provided, this Agreement, at the election of the City, may be forthwith declared suspended or terminated. Failure of the Recipient to obtain and/or maintain any required insurance shall not relieve the Recipient from any liability under this Agreement, nor shall the insurance requirements be construed to conflict with or otherwise limit the obligations of the Recipient concerning indemnification. The City, its agents, officers, employees, and volunteers shall be named as an additional insured on all insurance policies required herein, except Workers' Compensation and Professional Liability. The Workers' Compensation insurer shall agree to waive all rights of subrogation against the City, its agents, officers, employees, and volunteers for losses arising from work performed by The Recipient for the City. The Recipient's insurance policy(ies) shall include a provision that the coverage is primary as respects the City; shall include no special limitations to coverage provided to additional insured; and, shall be placed with insurer(s) with acceptable Best's rating of A:VII or with approval of the Risk Manager. The Recipient must deliver certificates evidencing existence of the insurance listed above to the City prior to the time the contract is signed.

THE RECIPIENT shall provide CITY with separate endorsements evidencing proof of the CITY’s additional insured status as to both the general liability and automobile liability insurance policies. In addition, THE RECIPIENT shall provide CITY with a Workers Compensation subrogation waiver by way of a separate endorsement. All endorsements referenced above must include the applicable policy number.

For any claims related to this project, the RECIPIENT’S insurance coverage shall be primary insurance as respects the Entity, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the Entity, its officers, officials, employees, or volunteers shall be excess of the RECIPIENT’S insurance and shall not contribute with it.

13. Non-Discrimination
Recipient shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Recipient under this Agreement. Recipient shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, #9..
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Funding Contribution Agreement – Digital NEST
contracting, and the provision of any services that are the subject of this Recipient, including but not limited to the satisfaction of any positive obligations required of Recipient thereby.

14. NOTIFICATION
Any notice, communication, amendment, addition or deletion to this Agreement, including change of address of either Party during the term of this Agreement, which Recipient or City shall be required or may desire to make shall be in writing and may be personally served or, alternately, sent by prepaid first-class mail to the respective Parties as follows:

To City:

City of Modesto
Attn: Jessica Hill, Interim Director of Community and Economic Development 1010 10th Street
Modesto, CA 95353
To Recipient:

Digital Nest
Attn: Executive Director
1961 Main Street, #221
Watsonville, CA 95076

15. SEVERABILITY
If any portion of this Agreement or application thereof to any person or circumstance shall be declared invalid by a court of competent jurisdiction or if it is found in contravention of any federal, state or City statute, ordinance or regulation; the remaining provisions of this Agreement or the application thereof shall not be invalidated thereby and shall remain in full force and effect to the extent that the provisions of this Agreement are severable.

16. DISPUTE RESOLUTION
All claims, controversies, or disputes arising out of, or relating to the formation of this Agreement, or the breach, termination execution, enforcement, interpretation, or validity of this Agreement, including the determination of the scope or applicability of this contract provision shall be determined by binding arbitration in Modesto, California by one arbitrator, except as otherwise specified in this Agreement. The American Arbitration Association shall administer the arbitration under its Arbitration Rules then in effect, subject to the modifications of those rules contained in this paragraph. This agreement to arbitrate shall be specifically enforceable under the prevailing law of any court having jurisdiction, and the award rendered by the arbitrator may be entered in any court having jurisdiction. The appropriate venue for any arbitration or court proceeding relating to or arising out of this provision shall be in Stanislaus County, California.
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Funding Contribution Agreement – Digital NEST
This paragraph is not intended to and does not waive the claim filing requirements found in California Government Code section 900 et seq. In the event that a timely and legally sufficient, arbitrable claim is filed by the Recipient with City, and the claim is rejected in whole or in part by City, this paragraph shall result in the conclusive, final, and binding resolution of all the issues presented in the claim by The Recipient so long as any issues presented by the claim are arbitrable. Claims rejected by City or by operation of law, shall be submitted by the Recipient to arbitration pursuant to the Arbitration Rules of the American Arbitration Association within ninety (90) days after mailing of the written rejection by City to the Recipient. Otherwise, the claim or claims shall be deemed waived in their entirety.

The “fast track’ rules of the American Arbitration Association shall apply to any claim or counterclaim less than ONE HUNDRED FIFTY THOUSAND AND 00/100 ($150,000.00) DOLLARS. In arbitration not proceeding under the “fast track” rules, the arbitrator shall have the power to order that depositions be taken and other discovery be made. Both City and the Recipient shall have the right, upon written notice, to take no more than three (3) depositions of the other as a matter of right in an arbitration proceeding under the “fast track” rules.

Whether or not City and the Recipient may be engaged in interstate commerce, any controversy or dispute mentioned above shall be determined by, and the parties shall be bound by, the substantive law of the State of California, and not the Federal Arbitration Act at 9 USC Section 1 et seq.

The arbitrator may grant any remedy or relief deemed by the arbitrator just and equitable under the circumstances, whether or not such relief could be awarded in a court of law. The arbitrator shall be empowered to award monetary sanctions against a party for failure of cooperation in the arbitration. The arbitrator shall, in written award, allocate all the costs of the arbitration, including the fees of the arbitrator and the reasonable attorney fees of the prevailing party, against the party who did not prevail.

The prevailing party shall be the party in whose favor the majority of the central issues in the case are resolved.

Notwithstanding anything in this provision to the contrary, the arbitrator shall have no power to award punitive damages or other damages not measured by the party’s actual damages (excluding litigation costs and fees) against any party. This limitation of the arbitrator’s powers under this Agreement shall not operate as an exclusion of the issue of punitive damages from this Agreement to Arbitrate sufficient to vest jurisdiction in a court with respect to that issue.

The Recipient shall include in all subcontracts a specification whereby the subcontractor consents to being joined in an arbitration between City and The Recipient involving the #9..
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Funding Contribution Agreement – Digital NEST
work of the subcontractor to be joined. The Recipient’s failure to do so shall be a breach of this Agreement.

The parties hereby waive any rights provided by Title 9.2 of the California Code of Civil Procedure, Section 1296. The arbitrator’s award shall be deemed final, conclusive and binding to the fullest extent allowed by California law.

17. INDEPENDENT PARTIES
Nothing in this Agreement is intended to or shall establish the Parties as partners, coventurers, or principal and agent with one another. At all times during the term of this Agreement, Recipient and City shall be independent parties, and Recipient shall not be an employee of the City. Except as Recipient may specify in writing, Recipient shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Recipient shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever. At all times during the term of this Agreement, Recipient and

18. ENTIRE AGREEMENT
This Agreement, including the exhibits attached hereto, represents the entire and integrated agreement between City and Recipient ant and supersedes all prior negotiations, representations, or agreements, either written or oral. No amendment of any of the terms or provisions of the Agreement shall be deemed valid unless it is in writing and signed by both Parties.

19. GENERAL PROVISIONS
A. Binding Agreement. This agreement shall be binding on and inure to the benefit of the City, the Recipient and their respective successors and assigns. Nothing contained in this Agreement is intended to or shall be deemed to confer upon any person, other than the Parties and their respective successors and assigns, any rights or remedies hereunder.

B. Severability. Any provision of this agreement, which is or becomes prohibited or unenforceable in any jurisdiction, shall not invalidate or impair the remaining provisions of this agreement which shall be deemed severable from the prohibited or unenforceable provision and any prohibition or unenforceability in any jurisdiction shall not invalidate or render unenforceable that provision in any other jurisdiction.

C. Waiver. The fact that the City refrains from exercising a remedy it is entitled to exercise under this agreement shall not be considered to be a waiver of such right and, furthermore, partial or limited exercise of a right conferred upon the City shall not prevent the City in any way from later exercising any other right or remedy under this agreement or other applicable law. No waiver of any breach of any covenant or provision of this Agreement shall be deemed a waiver of any other covenant or provision hereof, and no waiver shall be valid unless in writing and executed by the waiving Party
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Funding Contribution Agreement – Digital NEST
D. Business License. Recipient will have a valid City of Modesto Business License.

E. Governing Law. This Agreement shall be governed by and construed in accordance with the laws of the State of California, excluding chose of law rules.

F. Construction of Agreement. The section headings and captions used herein are solely for convenience and shall not be used to interpret this Agreement. The Parties acknowledge that this Agreement is the product of negotiation and compromise on the part of both Parties, and the Parties agree, that since all of the Parties have participated in the negotiation and drafting of this Agreement, this Agreement shall not be construed as if prepared by one of the Parties, but rather according to its fair meaning as a whole, as if all Parties had prepared it.

G. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be an original and all of which taken together shall constitute one instrument. The persons executing this Agreement on behalf of Parties have been duly authorized to do so.

IN WITNESS WHEREOF, the Parties have executed this MOU as of the effective date set forth above.

CITY OF MODESTO
By: ______________________________
Joseph P. Lopez
City Manager
City of Modesto, State of California
ATTEST: ___________, City Clerk of the City of Modesto, State of California By: ______________________________
City Clerk
APPROVED AS TO FORM:

Jose M. Sanchez,
City Attorney
By: _______________________________
City Attorney
Digital Nest
By: ______________________________
Title: ______________________________
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Funding Contribution Agreement – Digital NEST

EXHIBIT A

SCOPE OF WORK
Digital Nest
Objective
Provide technical and professional skills to underserved youth who are low-to-moderate income (LMI) eligible.

Target Goals
Assist youth become “career-ready” for tech-involved jobs by providing technical and soft skills training. Anticipated new members are as follows:
 156 members - year 1 (avg. 13 new members per month)
 168 members - year 2 (avg. 14 new members per month)
 181 members - year 3 (avg. 15 new members per month)
Proposed Activities
Digital Nest focuses on technology and empowerment through three main programs, Digital Arts & Technology, Web & Information Technology, and People Projects & Leadership.

Curriculum focuses on the following:

Level 1 – Youth drop-in, co-working, and career development.

Level 2 – Open enrollment job training program. Approximately 258 non unique members, annually participate in NEST programming at this higher level of engagement.

Level 3 – Career technical education (CTE) program, aka “Linked Pathways.” High school and community college students participate in specialized career training at each site.

Level B—bizzNEST Learn & Earn Program. 15-18 unique trainees, employed annually at 25%-50% FTE, earning $15-$18 per hour. "B" stands for bizzNEST, an in-house media creation service. In bizzNEST, members apply their advanced training through paid work on web, video, and graphic design projects for real, paying clients.

Determine eligibility of participants in this program using the participant's household income based on HUD income guidelines.

Measurable Equitable Outcomes

1. Number of youths served for each
program year

2. Number of students with
internships

3. Demographics of students 4. Household income
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Funding Contribution Agreement – Digital NEST

EXHIBIT B
U.S. DEPARTMENT OF THE TREASURY

CORONAVIRUS LOCAL FISCAL RECOVERY FUND

AWARD TERMS AND CONDITIONS

1. Use of Funds.
a. Recipient understands and agrees that the funds disbursed under this award may only be used in compliance with section 603(c) of the Social Security Act (the Act), U.S. Department of Treasury’s (“Treasury”) regulations implementing that section, and guidance issued by Treasury regarding the foregoing. b. Recipient will determine prior to engaging in any project using this assistance that it has the institutional, managerial, and financial capability to ensure proper planning, management, and completion of such project.

2. Period of Performance. The period of performance for this award begins on the date hereof and ends on December 31, 2026. As set forth in Treasury’s implementing regulations, Recipient may use award funds to cover eligible costs incurred during the period that begins on March 3, 2021, and ends on December 31, 2026.

3. Reporting. Recipient agrees to comply with any reporting obligations established by Treasury as they relate to this award.

4. Maintenance of and Access to Records
a. Recipient shall maintain records and financial documents sufficient to evidence compliance with section 603(c) of the Act, Treasury’s regulations implementing that section, and guidance issued by Treasury regarding the foregoing. b. The Treasury Office of Inspector General and the Government Accountability Office, or their authorized representatives, shall have the right of access to records (electronic and otherwise) of Recipient in order to conduct audits or other investigations.
c. Records shall be maintained by Recipient for a period of five (5) years after all funds have been expended or returned to Treasury, whichever is later.

5. Pre-award Costs. Pre-award costs, as defined in 2 C.F.R. § 200.458, may not be paid with funding from this award.

6. Administrative Costs. Recipient may use funds provided under this award to cover both direct and indirect costs.
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7. Cost Sharing. Cost sharing or matching funds are not required to be provided by Recipient.

8. Conflicts of Interest. Recipient understands and agrees it must maintain a conflict of interest policy consistent with 2 C.F.R. § 200.318(c) and that such conflict of interest policy is applicable to each activity funded under this award. Recipient and subrecipients must disclose in writing to Treasury or the pass-through entity, as appropriate, any potential conflict of interest affecting the awarded funds in accordance with 2 C.F.R. § 200.112.

9. Compliance with Applicable Law and Regulations.
a. Recipient agrees to comply with the requirements of section 602 of the Act, regulations adopted by Treasury pursuant to section 602(f) of the Act, and guidance issued by Treasury regarding the foregoing. Recipient also agrees to comply with all other applicable federal statutes, regulations, and executive orders, and Recipient shall provide for such compliance by other parties in any agreements it enters into with other parties relating to this award. b. Federal regulations applicable to this award include, without limitation, the following:
i. Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards, 2 C.F.R. Part 200, other than such provisions as Treasury may determine are inapplicable to this Award and subject to such exceptions as may be otherwise provided by Treasury.

Subpart F – Audit Requirements of the Uniform Guidance, implementing the Single Audit Act, shall apply to this award.
ii. Universal Identifier and System for Award Management (SAM), 2 C.F.R.

Part 25, pursuant to which the award term set forth in Appendix A to 2 C.F.R. Part 25 is hereby incorporated by reference.
iii. Reporting Subaward and Executive Compensation Information, 2 C.F.R.

Part 170, pursuant to which the award term set forth in Appendix A to 2 C.F.R. Part 170 is hereby incorporated by reference.
iv. OMB Guidelines to Agencies on Governmentwide Debarment and Suspension (Nonprocurement), 2 C.F.R. Part 180, including the requirement to include a term or condition in all lower tier covered transactions (contracts and subcontracts described in 2 C.F.R. Part 180, subpart B) that the award is subject to 2 C.F.R. Part 180 and Treasury’s implementing regulation at 31 C.F.R. Part 19.
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v. Recipient Integrity and Performance Matters, pursuant to which the award term set forth in 2 C.F.R. Part 200, Appendix XII to Part 200 is hereby incorporated by reference.
vi. Governmentwide Requirements for Drug-Free Workplace, 31 C.F.R. Part

20. vii. New Restrictions on Lobbying, 31 C.F.R. Part 21. viii. Uniform Relocation Assistance and Real Property Acquisitions Act of 1970 (42 U.S.C. §§ 4601-4655) and implementing regulations.
ix. Generally applicable federal environmental laws and regulations. c. Statutes and regulations prohibiting discrimination applicable to this award include, without limitation, the following:
i. Title VI of the Civil Rights Act of 1964 (42 U.S.C. §§ 2000d et seq.) and Treasury’s implementing regulations at 31 C.F.R. Part 22, which prohibit discrimination on the basis of race, color, or national origin under programs or activities receiving federal financial assistance; ii. The Fair Housing Act, Title VIII of the Civil Rights Act of 1968 (42 U.S.C. §§ 3601 et seq.), which prohibits discrimination in housing on the basis of race, color, religion, national origin, sex, familial status, or disability; iii. Section 504 of the Rehabilitation Act of 1973, as amended (29 U.S.C. § 794), which prohibits discrimination on the basis of disability under any program or activity receiving federal financial assistance; iv. The Age Discrimination Act of 1975, as amended (42 U.S.C. §§ 6101 et seq.), and Treasury’s implementing regulations at 31 C.F.R. Part 23, which prohibit discrimination on the basis of age in programs or activities receiving federal financial assistance; and
v. Title II of the Americans with Disabilities Act of 1990, as amended (42 U.S.C. §§ 12101 et seq.), which prohibits discrimination on the basis of disability under programs, activities, and services provided or made available by state and local governments or instrumentalities or agencies thereto.

10. Remedial Actions. In the event of Recipient’s noncompliance with section 602 of the Act, other applicable laws, Treasury’s implementing regulations, guidance, or any reporting or other program requirements, Treasury may impose additional conditions on the receipt of a subsequent tranche of future award funds, if any, or take other available remedies as set forth in 2 C.F.R. § 200.339. In the case of a violation of section 602(c) of #9..
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the Act regarding the use of funds, previous payments shall be subject to recoupment as provided in section 602(e) of the Act and any additional payments may be subject to withholding as provided in sections 602(b)(6)(A)(ii)(III) of the Act, as applicable.

11. Hatch Act. Recipient agrees to comply, as applicable, with requirements of the Hatch Act (5 U.S.C. §§ 1501-1508 and 7324-7328), which limit certain political activities of State or local government employees whose principal employment is in connection with an activity financed in whole or in part by this federal assistance.

12. False Statements. Recipient understands that making false statements or claims in connection with this award is a violation of federal law and may result in criminal, civil, or administrative sanctions, including fines, imprisonment, civil damages and penalties, debarment from participating in federal awards or contracts, and/or any other remedy available by law.

13. Publications. Any publications produced with funds from this award must display the following language: “This project [is being] [was] supported, in whole or in part, by federal award number SLFRP2096 awarded to County of Stanislaus by the U.S.

Department of the Treasury.”

14. Debts Owed the Federal Government.
a. Any funds paid to Recipient (1) in excess of the amount to which Recipient is finally determined to be authorized to retain under the terms of this award; (2) that are determined by the Treasury Office of Inspector General to have been misused; or (3) that are determined by Treasury to be subject to a repayment obligation pursuant to sections 602(e) and 603(b)(2)(D) of the Act and have not been repaid by Recipient shall constitute a debt to the federal government. b. Any debts determined to be owed the federal government must be paid promptly by Recipient. A debt is delinquent if it has not been paid by the date specified in Treasury’s initial written demand for payment, unless other satisfactory arrangements have been made or if the Recipient knowingly or improperly retains funds that are a debt as defined in paragraph 14(a). Treasury will take any actions available to it to collect such a debt.

15. Disclaimer.
a. The United States expressly disclaims any and all responsibility or liability to Recipient or third persons for the actions of Recipient or third persons resulting in death, bodily injury, property damages, or any other losses resulting in any way from the performance of this award or any other losses resulting in any way from the performance of this award or any contract, or subcontract under this award.
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b. The acceptance of this award by Recipient does not in any way establish an agency relationship between the United States and Recipient.

16. Protections for Whistleblowers.
a. In accordance with 41 U.S.C. § 4712, Recipient may not discharge, demote, or otherwise discriminate against an employee in reprisal for disclosing to any of the list of persons or entities provided below, information that the employee reasonably believes is evidence of gross mismanagement of a federal contract or grant, a gross waste of federal funds, an abuse of authority relating to a federal contract or grant, a substantial and specific danger to public health or safety, or a violation of law, rule, or regulation related to a federal contract (including the competition for or negotiation of a contract) or grant. b. The list of persons and entities referenced in the paragraph above includes the following:
i. A member of Congress or a representative of a committee of Congress; ii. An Inspector General;
iii. The Government Accountability Office;
iv. A Treasury employee responsible for contract or grant oversight or management;
v. An authorized official of the Department of Justice or other law enforcement agency;
vi. A court or grand jury; or
vii. A management official or other employee of Recipient, contractor, or subcontractor who has the responsibility to investigate, discover, or address misconduct.
c. Recipient shall inform its employees in writing of the rights and remedies provided under this section, in the predominant native language of the workforce.

17. Increasing Seat Belt Use in the United States. Pursuant to Executive Order 13043, 62 FR 19217 (Apr. 18, 1997), Recipient should encourage its contractors to adopt and enforce on-the-job seat belt policies and programs for their employees when operating company-owned, rented or personally owned vehicles.

18. Reducing Text Messaging While Driving. Pursuant to Executive Order 13513, 74 FR 51225 (Oct. 6, 2009), Recipient should encourage its employees, subrecipients, and contractors to adopt and enforce policies that ban text messaging while driving, and Recipient should establish workplace safety policies to decrease accidents caused by distracted drivers.
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Funding Contribution Agreement – Digital NEST

ASSURANCES OF COMPLIANCE WITH CIVIL RIGHTS REQUIREMENTS ASSURANCES OF COMPLIANCE WITH TITLE VI OF THE CIVIL RIGHTS ACT OF 1964 As a condition of receipt of federal financial assistance from the Department of the Treasury, the recipient named below (hereinafter referred to as the “Recipient”) provides the assurances stated herein. The federal financial assistance may include federal grants, loans and contracts to provide assistance to the Recipient’s beneficiaries, the use or rent of Federal land or property at below market value, Federal training, a loan of Federal personnel, subsidies, and other arrangements with the intention of providing assistance. Federal financial assistance does not encompass contracts of guarantee or insurance, regulated programs, licenses, procurement contracts by the Federal government at market value, or programs that provide direct benefits.

The assurances apply to all federal financial assistance from or funds made available through the Department of the Treasury, including any assistance that the Recipient may request in the future.

The Civil Rights Restoration Act of 1987 provides that the provisions of the assurances apply to all of the operations of the Recipient’s program(s) and activity(ies), so long as any portion of the Recipient’s program(s) or activity(ies) is federally assisted in the manner prescribed above.

1. Recipient ensures its current and future compliance with Title VI of the Civil Rights Act of 1964, as amended, which prohibits exclusion from participation, denial of the benefits of, or subjection to discrimination under programs and activities receiving federal financial assistance, of any person in the United States on the ground of race, color, or national origin (42 U.S.C. § 2000d et seq.), as implemented by the Department of the Treasury Title VI regulations at 31 CFR Part 22 and other pertinent executive orders such as Executive Order 13166, directives, circulars, policies, memoranda, and/or guidance documents.

2. Recipient acknowledges that Executive Order 13166, “Improving Access to Services for Persons with Limited English Proficiency,” seeks to improve access to federally assisted programs and activities for individuals who, because of national origin, have Limited English proficiency (LEP). Recipient understands that denying a person access to its programs, services, and activities because of LEP is a form of national origin discrimination prohibited under Title VI of the Civil Rights Act of 1964 and the Department of the Treasury’s implementing regulations. Accordingly, Recipient shall initiate reasonable steps, or comply with the Department of the Treasury’s directives, to ensure that LEP persons have meaningful access to its programs, services, and activities. Recipient understands and agrees that meaningful access may entail providing language assistance services, including oral interpretation and written translation where necessary, to ensure effective communication in the Recipient’s programs, services, and activities.

3. Recipient agrees to consider the need for language services for LEP persons when Recipient develops applicable budgets and conducts programs, services, and activities. As a resource, the Department of the Treasury has published its LEP guidance at 70 FR 6067.

For more information on taking reasonable steps to provide meaningful access for LEP persons, please visit http://www.lep.gov.
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4. Recipient acknowledges and agrees that compliance with the assurances constitutes a condition of continued receipt of federal financial assistance and is binding upon Recipient and Recipient’s successors, transferees, and assignees for the period in which such assistance is provided.

5. Recipient acknowledges and agrees that it must require any sub-grantees, contractors, subcontractors, successors, transferees, and assignees to comply with assurances 1-4 above, and agrees to incorporate the following language in every contract or agreement subject to Title VI and its regulations between the Recipient and the Recipient’s subgrantees, contractors, subcontractors, successors, transferees, and assignees:

The sub-grantee, contractor, subcontractor, successor, transferee, and assignee shall comply with Title VI of the Civil Rights Act of 1964, which prohibits recipients of federal financial assistance from excluding from a program or activity, denying benefits of, or otherwise discriminating against a person on the basis of race, color, or national origin (42 U.S.C. § 2000d et seq.), as implemented by the Department of the Treasury’s Title VI regulations, 31 CFR Part 22, which are herein incorporated by reference and made a part of this contract (or agreement). Title VI also includes protection to persons with “Limited English Proficiency” in any program or activity receiving federal financial assistance, 42 U.S.C. § 2000d et seq., as implemented by the Department of the Treasury’s Title VI regulations, 31 CFR Part 22, and herein incorporated by reference and made a part of this contract or agreement.

6. Recipient understands and agrees that if any real property or structure is provided or improved with the aid of federal financial assistance by the Department of the Treasury, this assurance obligates the Recipient, or in the case of a subsequent transfer, the transferee, for the period during which the real property or structure is used for a purpose for which the federal 6 6. 7. 8. 9. 10. financial assistance is extended or for another purpose involving the provision of similar services or benefits. If any personal property is provided, this assurance obligates the Recipient for the period during which it retains ownership or possession of the property.

7. Recipient shall cooperate in any enforcement or compliance review activities by the Department of the Treasury of the aforementioned obligations. Enforcement may include investigation, arbitration, mediation, litigation, and monitoring of any settlement agreements that may result from these actions. The Recipient shall comply with information requests, on-site compliance reviews and reporting requirements.

8. Recipient shall maintain a complaint log and inform the Department of the Treasury of any complaints of discrimination on the grounds of race, color, or national origin, and limited English proficiency covered by Title VI of the Civil Rights Act of 1964 and implementing regulations and provide, upon request, a list of all such reviews or proceedings based on the complaint, pending or completed, including outcome. Recipient #9..
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also must inform the Department of the Treasury if Recipient has received no complaints under Title VI.

9. Recipient must provide documentation of an administrative agency’s or court’s findings of non-compliance of Title VI and efforts to address the non-compliance, including any voluntary compliance or other agreements between the Recipient and the administrative agency that made the finding. If the Recipient settles a case or matter alleging such discrimination, the Recipient must provide documentation of the settlement. If Recipient has not been the subject of any court or administrative agency finding of discrimination, please so state.

10. If the Recipient makes sub-awards to other agencies or other entities, the Recipient is responsible for ensuring that sub-recipients also comply with Title VI and other applicable authorities covered in this document State agencies that make sub-awards must have in place standard grant assurances and review procedures to demonstrate that that they are effectively monitoring the civil rights compliance of subrecipients.

The United States of America has the right to seek judicial enforcement of the terms of this assurances document and nothing in this document alters or limits the federal enforcement measures that the United States may take in order to address violations of this document or applicable federal law.

Under penalty of perjury, the undersigned official(s) certifies that official(s) has read and understood the Recipient’s obligations as herein described, that any information submitted in conjunction with this assurances document is accurate and complete, and that the Recipient is in compliance with the aforementioned nondiscrimination requirements. #9..
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EXHIBIT C

ANNUAL REPORTING REQUIREMENTS
Contractor shall use Exhibit C to provide an annual performance report.

The initial report will cover the period from the date the contract was executed to the following June 30, and will be due to the Recipient within 15 days after the end of the reporting period.

Thereafter, the report will cover a 12-month period and contractors will be required to submit the report to Recipient within 15 days after the end of the 12-month period (by July 15).

Notes on using this template
All contractors that are recipients of State and Local Fiscal Recovery Funds (SLFRF) awards are required to produce an Annual Report. The Annual Report provides information on the contractor’s project and how they plan to ensure program outcomes are achieved in an effective and equitable manner.

The initial Annual Report will cover the period from the date of award to the following June 30 and must be submitted to Recipient within 15 calendar days after the end of the reporting period.

Thereafter, the Annual Report will cover a 12-month period and contractors will be required to submit the report to Recipient within 15 calendar days after the end of the 12-month period (by July 15).

Annual Report Period Covered Due Date
1 July 1, 2023 – June 30, 2024 July 15, 2024
2 July 1, 2024 – June 30, 2025 July 15, 2025
3 July 1, 2025 – June 30, 2026 July 15, 2026
4 July 1, 2026 – December 31, 2026 January 15, 2027
Instructions:

Contractors should consult the SLFRF Guidance on Recipient Compliance and Reporting Responsibilities (Reporting Guidance) located at
https://home.treasury.gov/system/files/136/SLFRF-Compliance-and-Reporting-Guidance.pdf for detailed guidance on the submission of this report or contact county staff for assistance with completing this exhibit.

Recipient recommends the use of infographics, tables, charts, pictures, case studies, and other explanatory elements in describing their programs.

Text in italics represents the requirements from the Reporting Guidance and is meant to serve as a reference as contractors prepare their Annual Report. This instructions page and the text in italics should be removed before the final transmitted report is published and submitted to Recipient.
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EXHIBIT D

QUARTERLY PROJECT AND EXPENDITURE REPORT REQUIREMENTS
Contractor shall use Exhibit D to provide a quarterly project and expenditure report.

The initial report will cover the period from the date the contract was executed through the end of the quarter, and will be due to the Recipient within 15 days after the end of the reporting period. Thereafter, the report will cover one quarter and contractors will be required to submit the report to Recipient within 15 days after the end of the quarter.

ARPA QUARTERLY PROJECT AND EXPENDITURE REPORT
Reporting on State and Local Fiscal Recovery Funds (SLFRF) Name of Entity:

Project Name:

Reporting Period Start Date:

Reporting Period End Date:

Expenditure Category:

2.25 Addressing Educational Disparities: Academic, Social, and Emotional Services * ^ Please provide a brief description of the activities conducted:

Category Cumulative
Expenditures to
date ($)
Cumulative
Obligations
to date ($)
Current Period
Expenditures
Current Period
Obligations
2 Negative Economic Impacts
[PLEASE SELECT ONE]
5073284.1

PROJECT

EXPENDITURES

PROJECT STATUS
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Funding Contribution Agreement – Stanislaus Community Foundation

CITY OF MODESTO PANDEMIC RECOVERY STRATEGY - MODESTO FORWARD

GRANT AGREEMENT
This Modesto Forward Grant Agreement (“Agreement”) is entered into in the City of Modesto, State of California, this ____ day of __________ 2023 (“Effective Date”) by and between the City of Modesto, a California municipal corporation (“City”), and the Stanislaus Community Foundation, a California nonprofit corporation (“Recipient”). The City and Stanislaus Community Foundation, shall be collectively referred to hereinafter as the “Parties”.

This Agreement is made with regard to the following recitals:

WHEREAS, the City received an allotment of funds from the United States Department of Treasury through the Coronavirus Local Fiscal Recovery Fund established by the American Rescue Plan Act (“ARPA”); and
WHEREAS, on June 22, 2021, by Resolution No. 2021-194, Council approved the Pandemic Recovery Strategy – Modesto Forward, hereinafter referred to as “Modesto Forward”, to support local recovery from the pandemic; and WHEREAS, in alignment with the City’s 5-Year Strategic Plan, Modesto Forward includes three post pandemic funding initiatives to help the community exit the pandemic period and focused on Economic Vitality, Governance and Service Delivery, and Quality of Life; and WHEREAS, Economic Vitality initiatives are intended to improve the economic vitality of the community; Governance and Service Delivery initiatives are intended to improve the organization and service delivery for residents; and Quality of Life initiatives are intended to improve the quality of life for residents; and
WHEREAS, Modesto Forward includes a comprehensive spending plan, which includes ARPA funding, to programs supporting the economic recovery initiatives; and WHEREAS, on July 11, 2023, the City Council adopted Resolution No. 2023-___, awarding a grant of Two-Hundred Twenty-Five Thousand Dollars ($225,000) to Recipient for the purposes set out in Exhibit A, subject to the terms and conditions set out in this agreement.

NOW THEREFORE, the City and Recipient agree as follows:

2. Grant Award
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Funding Contribution Agreement – Stanislaus Community Foundation A. The City shall provide Recipient with a grant of City of Two-Hundred Twenty-Five Thousand Dollars ($225,000) (the “Grant”) for the purposes and activities further specified in Exhibit A, attached hereto and incorporated by referenced (the “Activities”). Disbursement of the Grant is dependent upon Recipient providing all records and documentation reasonably required by the City.

B. Recipient shall expend the Grant solely on the Activities, as specified in Exhibit A.

Recipient shall not use the Grant for any other purpose or activity without the prior written consent of the City.

C. The Recipient shall operate within the territorial limits of the City of Modesto and the beneficiaries, if any, of the Activities shall be the residents of the City of Modesto.

D. Recipient shall expend the entirety of the Grant by no later than December 31, 2026.

Any portion of the Grant that has not been expended by December 31, 2026 shall be returned to the City no later than January 10, 2027.

5. Annual Reporting Requirements
Recipient shall submit an annual report, in accordance with the requirements set forth in Exhibit C, attached hereto and incorporated herein, to the City within 180 days of the end of the Recipient’s fiscal year in a form approved by the City. The annual report shall be in addition to the reporting required by Section 4, and shall include:
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Funding Contribution Agreement – Stanislaus Community Foundation A. Summary of activities and accomplishments, mandate and/or mission of the organization;
B. List of Board Directors with title, contact information and mandate term of each Director;
C. Organizational Chart;
D. Project/Program Expenditures-to-date (including receipts); E. Any other information reasonably requested by the City.

C. Recipient agrees that City or any authorized representative has access to and the right to examine all records, books, papers, or documents related to the project.

Recipient shall allow the City or any authorized representative access to all records, books, papers, or documents related to the project within forty-eight (48) hours of a request to examine.

D. The Recipient uses the Grant for a purpose or activity other than those specified in Exhibit A.
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Funding Contribution Agreement – Stanislaus Community Foundation E. The Recipient becomes bankrupt or insolvent, goes into receivership or becomes subject to the provisions of any bankruptcy, insolvency, or any other Act for the benefit of creditors, or makes a general assignment for the benefit of its creditors or otherwise acknowledges its insolvency;
F. The Recipient fails to provide to the City with any report, record, or documentation required by this Agreement, or t fails to provide any documentation requested by the City in accordance with the terms of this agreement;
G. The Recipient has made any material misrepresentation to the City or its representatives with respect to any of the matters contained herein and/or in the Recipient’s funding submission/proposal/application for the Grant, or which have been made or may be made in the future surrounding these matters; H. The Recipient breaches any term of this Agreement, after notice from the City and a reasonable opportunity to cure the breach;

B. The City shall not be liable to the Recipient or any other party in relation to the Grant and/or the services provided by the Recipient pursuant to the terms of this agreement. The Recipient shall be solely responsible for the payment of any #9..
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Funding Contribution Agreement – Stanislaus Community Foundation individuals employed, engaged or retained by the Recipient for the purpose of assisting it in the fulfilment of its obligations under this agreement.

The Recipient shall, as a further express condition precedent to payment for work performed, affirm under penalty of perjury that the required insurance on the project remains in place and said insurance has not been cancelled. (a) Worker's Compensation - in compliance with the statutes of the State of California, plus employer's liability with a minimum limit of liability of $1,000,000.
(b) General Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. This insurance shall indicate on the certificate of insurance the following coverages and indicate the policy aggregate limit applying to: premises and operations; broad form contractual; independent The Recipients and subcontractors; products and completed operations as applicable.
(c) Automobile Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. This insurance shall cover any automobile for bodily injury and property damage.
(d) Professional Liability insurance with a minimum limit of $1,000,000 per claim and policy aggregate. If coverage is on a claims made basis it shall #9..
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Funding Contribution Agreement – Stanislaus Community Foundation be maintained for at least three (3) years following completion of the work.

13. Non-Discrimination
Recipient shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Recipient under this Agreement. Recipient shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, #9..
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Funding Contribution Agreement – Stanislaus Community Foundation contracting, and the provision of any services that are the subject of this Recipient, including but not limited to the satisfaction of any positive obligations required of Recipient thereby.

To City:

City of Modesto
Attn: Jessica Hill, Interim Director of Community and Economic Development 1010 10th Street
Modesto, CA 95353
To Recipient:

Stanislaus Equity Partners
Attn: Executive Director
100 Sycamore Ave, Suite 200
Modesto, CA 95354

16. DISPUTE RESOLUTION
All claims, controversies, or disputes arising out of, or relating to the formation of this Agreement, or the breach, termination execution, enforcement, interpretation, or validity of this Agreement, including the determination of the scope or applicability of this contract provision shall be determined by binding arbitration in Modesto, California by one arbitrator, except as otherwise specified in this Agreement. The American Arbitration Association shall administer the arbitration under its Arbitration Rules then in effect, subject to the modifications of those rules contained in this paragraph. This agreement to arbitrate shall be specifically enforceable under the prevailing law of any court having jurisdiction, and the award rendered by the arbitrator may be entered in any court having jurisdiction. The appropriate venue for any arbitration or court proceeding relating to or arising out of this provision shall be in Stanislaus County, California.
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Funding Contribution Agreement – Stanislaus Community Foundation This paragraph is not intended to and does not waive the claim filing requirements found in California Government Code section 900 et seq. In the event that a timely and legally sufficient, arbitrable claim is filed by the Recipient with City, and the claim is rejected in whole or in part by City, this paragraph shall result in the conclusive, final, and binding resolution of all the issues presented in the claim by The Recipient so long as any issues presented by the claim are arbitrable. Claims rejected by City or by operation of law, shall be submitted by the Recipient to arbitration pursuant to the Arbitration Rules of the American Arbitration Association within ninety (90) days after mailing of the written rejection by City to the Recipient. Otherwise, the claim or claims shall be deemed waived in their entirety.

The prevailing party shall be the party in whose favor the majority of the central issues in the case are resolved.

The Recipient shall include in all subcontracts a specification whereby the subcontractor consents to being joined in an arbitration between City and The Recipient involving the #9..
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Funding Contribution Agreement – Stanislaus Community Foundation work of the subcontractor to be joined. The Recipient’s failure to do so shall be a breach of this Agreement.

C. Waiver. The fact that the City refrains from exercising a remedy it is entitled to exercise under this agreement shall not be considered to be a waiver of such right and, furthermore, partial or limited exercise of a right conferred upon the City shall not prevent the City in any way from later exercising any other right or remedy under this agreement or other applicable law. No waiver of any breach of any covenant or provision of this Agreement shall be deemed a waiver of any other covenant or provision hereof, and no waiver shall be valid unless in writing and executed by the waiving Party
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Funding Contribution Agreement – Stanislaus Community Foundation D. Business License. Recipient will have a valid City of Modesto Business License.

E. Governing Law. This Agreement shall be governed by and construed in accordance with the laws of the State of California, excluding chose of law rules.

IN WITNESS WHEREOF, the Parties have executed this MOU as of the effective date set forth above.

Jose M. Sanchez,
City Attorney
By: _______________________________
City Attorney
Stanislaus Community Foundation
By: ______________________________
Title: ______________________________
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Funding Contribution Agreement – Stanislaus Community Foundation

EXHIBIT A

SCOPE OF WORK
Stanislaus 2030 Blueprint
To deliver on the Stanislaus 2030 Investment Blueprint, the creation of a neutral project management intermediary is essential and recommended. The Stanislaus 2030 Intermediary will lead and drive economic and workforce initiatives identified in the Stanislaus 2030 Investment Blueprint across various actors, institutions, and interests. Based on experience in other regions executing comparable efforts, the role will enable key functions to advance collective action and accountability among partners.

B. Childcare Expansion
▪ Establish necessary partnerships to develop a collaborative childcare service delivery strategy at scale, including coordination with Stanislaus County Office of Education Children and Families Division, Stanislaus County Workforce Development, and community-based organizations.
▪ Facilitate the design and launch of in-home childcare business pilot. ▪ Research and test viability of other promising practices to increase childcare slots, including childcare cooperatives and incentives for employers to offer or expand childcare options as a benefit to their employees
C. Small Business & Entrepreneurship
▪ Commission a report to understand the flow of capital to small businesses, unmet demand for capital, and other gaps to inform development of strategies to improve capital access, such as supporting community development financial institutions (CDFIs).
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Funding Contribution Agreement – Stanislaus Community Foundation ▪ Facilitate the design and launch of a financial mentoring pilot that matches small business owners with technical support and expertise to improve financial stability. ▪ In coordination with municipal partners, research, explore, and advance promising business supports to catalyze small business growth, including local procurement models and streamlined permitting processes.
▪ Funded by Stanislaus Community Foundation, a consortium of financial partners (i.e. banks, Community Development Financial Institutions, and community development corporation) will explore impact investing and develop a pilot loan program potentially focused on small business.

Measurable Equitable Outcomes

1. Increase access, availability, and cultural competence of technical assistance delivery

2. Increase number of good job placements in manufacturing occupations 3 Increase wages of participants after program complete

4. Equitable access to programs
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Funding Contribution Agreement – Stanislaus Community Foundation

EXHIBIT B
U.S. DEPARTMENT OF THE TREASURY

CORONAVIRUS LOCAL FISCAL RECOVERY FUND

AWARD TERMS AND CONDITIONS

3. Reporting. Recipient agrees to comply with any reporting obligations established by Treasury as they relate to this award.

5. Pre-award Costs. Pre-award costs, as defined in 2 C.F.R. § 200.458, may not be paid with funding from this award.

6. Administrative Costs. Recipient may use funds provided under this award to cover both direct and indirect costs.
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Funding Contribution Agreement – Stanislaus Community Foundation

7. Cost Sharing. Cost sharing or matching funds are not required to be provided by Recipient.

Subpart F – Audit Requirements of the Uniform Guidance, implementing the Single Audit Act, shall apply to this award.
ii. Universal Identifier and System for Award Management (SAM), 2 C.F.R.

Part 25, pursuant to which the award term set forth in Appendix A to 2 C.F.R. Part 25 is hereby incorporated by reference.
iii. Reporting Subaward and Executive Compensation Information, 2 C.F.R.

Part 170, pursuant to which the award term set forth in Appendix A to 2 C.F.R. Part 170 is hereby incorporated by reference.
iv. OMB Guidelines to Agencies on Governmentwide Debarment and Suspension (Nonprocurement), 2 C.F.R. Part 180, including the requirement to include a term or condition in all lower tier covered transactions (contracts and subcontracts described in 2 C.F.R. Part 180, subpart B) that the award is subject to 2 C.F.R. Part 180 and Treasury’s implementing regulation at 31 C.F.R. Part 19.
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Funding Contribution Agreement – Stanislaus Community Foundation v. Recipient Integrity and Performance Matters, pursuant to which the award term set forth in 2 C.F.R. Part 200, Appendix XII to Part 200 is hereby incorporated by reference.
vi. Governmentwide Requirements for Drug-Free Workplace, 31 C.F.R. Part

10. Remedial Actions. In the event of Recipient’s noncompliance with section 602 of the Act, other applicable laws, Treasury’s implementing regulations, guidance, or any reporting or other program requirements, Treasury may impose additional conditions on the receipt of a subsequent tranche of future award funds, if any, or take other available remedies as set forth in 2 C.F.R. § 200.339. In the case of a violation of section 602(c) of #9..
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Funding Contribution Agreement – Stanislaus Community Foundation the Act regarding the use of funds, previous payments shall be subject to recoupment as provided in section 602(e) of the Act and any additional payments may be subject to withholding as provided in sections 602(b)(6)(A)(ii)(III) of the Act, as applicable.

Department of the Treasury.”

15. Disclaimer.
a. The United States expressly disclaims any and all responsibility or liability to Recipient or third persons for the actions of Recipient or third persons resulting in death, bodily injury, property damages, or any other losses resulting in any way from the performance of this award or any other losses resulting in any way from the performance of this award or any contract, or subcontract under this award.
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Funding Contribution Agreement – Stanislaus Community Foundation b. The acceptance of this award by Recipient does not in any way establish an agency relationship between the United States and Recipient.

18. Reducing Text Messaging While Driving. Pursuant to Executive Order 13513, 74 FR 51225 (Oct. 6, 2009), Recipient should encourage its employees, subrecipients, and contractors to adopt and enforce policies that ban text messaging while driving, and Recipient should establish workplace safety policies to decrease accidents caused by distracted drivers.
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Funding Contribution Agreement – Stanislaus Community Foundation

The assurances apply to all federal financial assistance from or funds made available through the Department of the Treasury, including any assistance that the Recipient may request in the future.

For more information on taking reasonable steps to provide meaningful access for LEP persons, please visit http://www.lep.gov.
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Funding Contribution Agreement – Stanislaus Community Foundation

8. Recipient shall maintain a complaint log and inform the Department of the Treasury of any complaints of discrimination on the grounds of race, color, or national origin, and limited English proficiency covered by Title VI of the Civil Rights Act of 1964 and implementing regulations and provide, upon request, a list of all such reviews or proceedings based on the complaint, pending or completed, including outcome. Recipient #9..
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Funding Contribution Agreement – Stanislaus Community Foundation also must inform the Department of the Treasury if Recipient has received no complaints under Title VI.

Under penalty of perjury, the undersigned official(s) certifies that official(s) has read and understood the Recipient’s obligations as herein described, that any information submitted in conjunction with this assurances document is accurate and complete, and that the Recipient is in compliance with the aforementioned nondiscrimination requirements. #9..
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Funding Contribution Agreement – Stanislaus Community Foundation

EXHIBIT C

ANNUAL REPORTING REQUIREMENTS
Contractor shall use Exhibit C to provide an annual performance report.

The initial report will cover the period from the date the contract was executed to the following June 30, and will be due to the Recipient within 15 days after the end of the reporting period.

Thereafter, the report will cover a 12-month period and contractors will be required to submit the report to Recipient within 15 days after the end of the 12-month period (by July 15).

The initial Annual Report will cover the period from the date of award to the following June 30 and must be submitted to Recipient within 15 calendar days after the end of the reporting period.

Recipient recommends the use of infographics, tables, charts, pictures, case studies, and other explanatory elements in describing their programs.

Text in italics represents the requirements from the Reporting Guidance and is meant to serve as a reference as contractors prepare their Annual Report. This instructions page and the text in italics should be removed before the final transmitted report is published and submitted to Recipient.
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Funding Contribution Agreement – Stanislaus Community Foundation

EXHIBIT D

QUARTERLY PROJECT AND EXPENDITURE REPORT REQUIREMENTS
Contractor shall use Exhibit D to provide a quarterly project and expenditure report.

ARPA QUARTERLY PROJECT AND EXPENDITURE REPORT
Reporting on State and Local Fiscal Recovery Funds (SLFRF) Name of Entity:

Project Name:

Reporting Period Start Date:

Reporting Period End Date:

Expenditure Category:

3.4 Effective Service Delivery
Please provide a brief description of the activities conducted:

Category Cumulative
Expenditures to
date ($)
Cumulative
Obligations
to date ($)
Current Period
Expenditures
Current Period
Obligations
3 Public Health-Negative
Economic Impact: Public
Sector Capacity
[PLEASE SELECT ONE]
5073284.1

PROJECT

EXPENDITURES

PROJECT STATUS
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Economic Development CommitteeJune 5, 2023

Economic Development Committee
June 5, 2023