Mountain House City Council
August 13, 2025

AGENDA
Wednesday, August 13, 2025
Regular City Council Meeting 7:00 p.m.

Mountain House Town Hall
251 East Main Street, Mountain House, CA 95391

CITY COUNCIL

ANDY SU
Mayor

BERNICE KING TINGLE
Vice Mayor
Council Members

MATT DISKO RONNA GREEN DANIEL HARRISON

ADMINISTRATION
STEVEN J. PINKERTON
City Manager

JOHN BAKKER
City Attorney

MARGARET WIMBERLY
City Clerk

CALL TO ORDER AND ROLL CALL

MOMENT OF SILENCE

PLEDGE OF ALLEGIANCE

APPROVAL OF AGENDA

PUBLIC COMMENTS
Public comments are limited to three minutes per person, the public is invited to make comments on items of public interest that are within the City Council’s subject matter jurisdiction and that are not listed on the current agenda.

Under the Brown Act, Items brought up during public comment that are not on the agenda cannot be discussed or acted upon by the Council, however, items necessitating a response will be included in the next City Manager update and posted on the City’s website.

RECOGNITION, ANNOUNCEMENTS, OR PRESENTATIONS
Recognition of Aanya Adda for the writing and publication of her first book 'ROBOBUDDY'.

Youth Action Committee Update.

Lammersville Unified School District Update.

1. 2.

3. 4.

5. 6.

6.1 6.2

6.3 CITY COUNCIL CONSENT ITEMS
Consent agenda items (which may include Ordinances, Resolutions, Informational Reports, Approval Actions and Motions) will be acted upon by the City Council at one time without discussion. Any Council Member or member of the public may request removal of an item from the consent calendar for discussion.

Minutes of July 23, 2025.

Investment Portfolio
Recommendation:

It is recommended that the City Council receive and file this quarterly investment report.

Monthly Financial Reports for April 2025 and May 2025.

Shea Homes Annexation Fees for Tentative Tract Map 3506 Recommendation:

Staff recommends that the City Council adopt a resolution establishing the annexation fee for Tentative Tract Map 3506 (known as the Rivani Property) for Shea Homes.

A Nonprofit Advertising and Donation Bin Policy Allowing Nonprofit Organizations to Promote their Programs and Initiatives in Public Areas of Town Hall and City Spaces
Recommendation:

Staff recommends Council adopt a resolution approving the Nonprofit Advertising and Donation Bin Policy allowing nonprofits to promote their programs and initiatives, including free advertising and placement of donation bins, while ensuring alignment with city’s mission, safety, and operational standards.

CITY COUNCIL POLICY AND ACTION ITEMS
Strategic Plan Update – Fiscal Years 2025/2026 through 2026/2027 Recommendation:

Receive and file the Strategic Plan progress update for fiscal years 2025/2026 through 2026/2027.

Adopt a Resolution to Approve Budget Appropriation and Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc.

It is recommended that the City Council adopt a resolution:

1. Approving a budget appropriation in the amount of $620,000 to the Builders Fund (Account No. 104-1420-6599) for Building and Safety Division services provided under existing Agreement A-2324-44 with CSG Consultants, Inc. for Fiscal Year 2024-2025

7. 7.1

7.2 7.3

7.4 7.5

8. 8.1

8.2 City Council Meeting Agenda Wednesday, August 13, 2025 Mountain House Page 2 of 4

2. Authorizing the City Manager to execute Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc., increasing the total not-to-exceed agreement amount by $1,200,000, for a revised total of $5,440,000, to reflect actual and anticipated service demands as the City continues to grow.

3. Authorizing the City Manager to take all necessary and appropriate actions to carry out the purpose and intent of these recommendations.

Approval of Agreement with Joe Kriskovich for Human Resources and Risk Management Services
Recommendation:

Staff recommends that the City Council approve an agreement with Joe Kriskovich for human resources and risk management consulting services, for a period beginning September 1, 2025 through June 30, 2030 in an amount not to exceed $968,517. The agreement also provides for two one-year extensions at the City’s discretion for a scope of work and price to be negotiated by the City Manager. Staff also recommends that the City Council authorize the City Manager to take all necessary and appropriate actions to carry out the intent of this recommendation.

CITY COUNCIL DISCUSSION ITEMS
Development of a Formal Policy for the Parks and Recreation Department to Guide the Solicitation, Acceptance, and Recognition of Sponsorships, Donations and Advertising that Support Recreation Programs, Events, and Services Recommendation:

Staff recommends that the City Council provide direction to Parks and Recreation staff on the development of a formal Sponsorship/Donation/Advertising Policy to guide the solicitation, acceptance, and recognition of sponsorships, donations and advertising that support recreation programs, events, and services that ensure consistency, transparency, and alignment with the City’s values.

Public Information Signage for New Development
Recommendation:

This is a discussion item to explore the use of signage to inform the public about new development projects under construction.

Response to the 2025 Grand Jury Report: “Eyes on San Joaquin County Growth...City of Mountain House San Joaquin County’s Newest City” Recommendation:

Staff recommends that the City Council discuss and provide direction and feedback to the draft Grand Jury Response Letter, and direct staff to return with a revised letter for final City Council approval at the August 27, 2025, City Council meeting.

8.3 9.

9.1 9.2

9.3 City Council Meeting Agenda Wednesday, August 13, 2025 Mountain House Page 3 of 4
Neighborhood Parks Restroom Facilities Discussion
Recommendation:

This is a discussion item for City Council to review restroom design concepts, cost estimates, and financial impacts for Wicklund, Bethany, Altamont, and Questa neighborhood parks, and provide direction on a preferred restroom solution. Based on Council input, staff will proceed with procurement, design, and installation planning.

City Manager Update

FUTURE AGENDA ITEMS
Report of Future Agenda Items and Long-Range Calendar

COUNCIL COMMENTS

CITY ATTORNEY COMMENTS

CITY MANAGER COMMENTS

ADJOURNMENT
If you need disability-related modification or accommodation in order to participate in this meeting, please contact the City Clerk at (209) 831-5039 or at [email protected] at least 48 hours prior to the start of the meeting.

Government Code Section §54954.2 (a). Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are available for public inspection in Town Hall located at 251 East Main Street during normal business hours.

POSTING STATEMENT: On August 8, 2025, a true and correct copy of this agenda was posted on the City Hall Bulletin Board, outside Mountain House Town Hall, 251 East Main Street, Mountain House, CA 95391 and at our website www.mountainhouseca.gov.

9.4 9.5

10. 10.1

11. 12.

13. 14.

City Council Meeting Agenda Wednesday, August 13, 2025
Mountain House Page 4 of 4

Present:

Andy Su, Mayor
Bernice King Tingle, Vice Mayor
Matt Disko, Council Member
Daniel Harrison, Council Member
Ronna Green, Council Member

CITY COUNCIL

MINUTES
Wednesday, July 23, 2025

1. CALL TO ORDER AND ROLL CALL
Mayor Su called the meeting to order at 7:00 PM. Roll call vote found Council Members Disko, Green, Harrison, Vice Mayor Tingle and Mayor Su present.

2. MOMENT OF SILENCE
Mayor Su held a moment of silence.

3. PLEDGE OF ALLEGIANCE
Vice Mayor Tingle led the pledge of allegiance.

4. APPROVAL OF AGENDA
It was moved/seconded by Tingle/Disko to approve the agenda as presented by staff. Roll call vote found Council Members Disko, Green, Harrison, Vice Mayor Tingle and Mayor Su in favor. Motion carried unanimously.

Motion: Vice Mayor Tingle
Second: Council Member Disko
Vote: Carried

5. PUBLIC COMMENTS
Travis Engstrom, Resident spoke regarding cell poor cellular coverage and felt it creates a public safety concern; he offered to assist staff and recommended development of a cellular master plan.

AGENDA ITEM 7.1

6. RECOGNITION, ANNOUNCEMENTS, OR PRESENTATIONS

6.1 Youth Action Committee Update
Vice Mayor Tingle introduced a Member of the Youth Action Committee to provide a report to the City Council.

6.2 Presentation on the Public Safety, and Monthly Report from Rank Security and Mountain House Police Services provided by San Joaquin County Sheriff’s Department, and Mountain House Fire Department and Emergency Medical Services (EMS) presented by French Camp Fire Department Rex Osborn, Public Safety Consultant reported on public safety including Fireworks enforcement and National Night Out.

Officer Kristopher Roikola, RANK Security provided a report from Public Safety Rank Security
Chief Armando Izaguirre provided a report on from Mountain House Police Services.

Marty Cornilsen, Fire Chief reported on the Fire Department.

7. CITY COUNCIL/MHCSD CONSENT ITEMS
A motion was made by Council Member Disko and seconded by Council Member Green to adopt the Consent Calendar as recommended by staff, with the exception of Agenda Item 7.3, which was pulled for further discussion by Council Member Green. A roll call vote was taken with Council Members Disko, Green, Harisson, Vice Mayor Tingle, and Mayor Su in favor. Motion carried unanimously.

City Clerk’s Correction: Following adjournment, staff identified an administrative error. The Item intended to be pulled from the Consent Calendar was Agenda 7.4 (Approval of Professional Services Agreement with Joe Kriskovich for Human Resources and Risk Management Consulting Services), not 7.3 (Investment Portfolio). Due to this administrative mistake, the City Council voted to continue Item 7.3. To correct the record and ratify City Council action, both Item 7.3 and Item 7.4 will be placed on the August 13, 2025, City Council meeting agenda.

Motion: Council Member Disko
Second: Council Member Green
Vote: Carried

7.1 Minutes of June 25, 2025

7.2 List of Recent Contracts

7.3 Investment Portfolio
AGENDA ITEM 7.1

7.4 Approval of Professional Services Agreement with Joe Kriskovich for Human Resources and Risk Management Consulting Services

7.5 Ordinance to Designate Fire Hazard Severity Zones in the Local Responsibility Area

7.6 Conflict of Interest Code for the City of Mountain House and the Mountain House Community Services District
Staff recommendsthat:
1) The City Council adopt a Resolution adopting the City of Mountain House Conflict of Interest Code; and
2) The Board of Directors of the Mountain House Community Services District (MHCSD) adopt a Resolution adopting the District’s Conflict of Interest Code.

7.7 Approval of Professional Services Agreement with MoreThanTalk LLC for Communications Specialist Services

8. CITY COUNCIL POLICY AND ACTION ITEMS

8.1 Approval of Resolution Imposing Liens for Unpaid Service Charges for Utility Bills Following the presentation of the staff report, Mayor Su opened the public hearing.

A Resident spoke regarding a tenant that did not pay his bill, and requested the notification process for unpaid bills be examined.

There being no one else wishing to speak, the public hearing was closed.

It was moved/seconded by Harrison/Green to to adopt Resolution 2025-47 imposing Liens for Unpaid Service Charges for Utility Bills. Roll call vote found Council Members Disko, Green, Harrison, Vice Mayor Tingle and Mayor Su in favor. Motion carried unanimously.

Motion: Council Member Harrison
Second: Council Member Green
Adopt Resolution 2025-47 imposing liens for unpaid service charges for utility bills.

Vote: Carried

8.2 Authorize Amendment No. 1 to Increase Funding for Agreement A-2324-43 with J.B. Anderson Land Use Planning
Motion: Council Member Disko
Second: Council Member Harrison
The City Council authorized the City Manager to:

1. Execute Amendment No. 1 to Agreement A-2324-43 with J.B. Anderson Land Use Planning, increasing the contract value by $800,000, for a total revised not-to-exceed amount of $1,550,000.

2. Take all necessary and appropriate actions to carry out the intent of AGENDA ITEM 7.1
This recommendation.

Following the presentation of the staff report by Jodi Almassy, Deputy City Manager, Mayor Su opened the public comment. There being no one wishing to speak, it was closed.

Vote: Carried

9. CITY COUNCIL DISCUSSION ITEMS

9.1 Verbal Report on State of the City
Steven J. Pinkerton, City Manager, requested Council's feedback on the State of the City event, and suggestions for the 2026 event. The discussion on the State of the City event focused on lessons learned from the last event and planned adjustments for the future.

Potential changes included: adjustments to timing between the State of the City Address, the vendor tents, and the Drone Show and ensuring marketing and outreach to boost attendance and community engagement.

9.2 Update on the Veterans Liberty Garden Project
Jodi Almassy, Deputy City Manager provided an update on the Veteran's Liberty Garden.

The City Council discussed keeping the project on track for a Veterans Day dedication and continued fundraising efforts.

9.3 City Manager's Update
Steven J. Pinkerton, City Manager, provided an update to the City Council.

10. FUTURE AGENDA ITEMS

10.1 Report of Future Agenda Items and Long-Range Calendar Steven J. Pinkerton, City Manager, provided an overview of future agenda items.

11. COUNCIL COMMENTS
Council Member Harrison reminded the public that donations for the Veterans Garden, including brick purchases, are tax deductible; encouraged attendees to contribute before leaving.

Council Member Green requested City Manager provide updates on West Nile virus and Valley Fever; thanked Council Member Harrison for dancing with her at the Juneteenth Festival.

Council Member Disko, thanked attendeesfor a well-attended meeting; announced Spicy Bites AGENDA ITEM 7.1
restaurant would celebrate its grand opening on Monday, July 28, 2025, at Noon.

Vice Mayor Tingle thanked staff for their support and positive attitude; recognized four community members for volunteering four hours daily over five weeks at Youth summer camp: Mr. Juturu, Ms.

Tina, Ms. Eunice, and Ms. Carter.

12. CITY ATTORNEY COMMENTS
None.

13. CITY MANAGER COMMENTS
None.

14. ADJOURNMENT
Mayor Su adjourned the meeting at 9:17
AGENDA ITEM 7.1
TITLE: Investment Portfolio
MEETING DATE: July 23, 2025
PREPARED BY: Thomas Retchless, Finance Director

RECOMMENDATION
It is recommended that the City Council receive and file this quarterly investment report.

BACKGROUND
On June 11, 2025, the Council approved an investment policy (Attachment A). The investment policy allows the Council to approve investment of funds, such as special deposits from developers, into investment programs. The policy approved by the Council includes the following:
· The City is guided by three objectives (listed in order of priority) in the investment of these public funds: safety, liquidity and yield.
· The investments would be made only in securities legally permissible by the California Government Code. Permitted investments are listed in the attached policy. · The Council is responsible for the management and oversight of the investment program and has delegated day-to-day management to the City Manager.
· The City Manager will provide quarterly reports of investment activity verifying that the investment portfolio complies with the City policy.
· The Council will review the investment policy annually.

DISCUSSION
The City’s investment portfolio is currently composed of U.S. Treasury / Agency Securities, FDIC Insured Certificate of Deposits, and Corporate Medium-Term Notes. Currently, $4,422,000 is invested. There is $14,783 held in a money market account. The investments are expected to produce an average yield of

3.48%. All investments are in compliance with the City’s investment policy. Information on the portfolio is shown in Attachment B.

FISCAL IMPACT
The investment portfolio is estimated to produce $187,004 annually, based on the current composition of the investments.

STRATEGIC PLAN
Investments helps the City achieve the following goal: Identify and secure new sources of revenue.

ACTION FOLLOWING CITY COUNCIL APPROVAL
AGENDA ITEM 7.2
In compliance with the policy for investment, staff will continue to direct investments and provide quarterly updates to the Council.

ATTACHMENTS
A. Investment Policy for Special Deposits
B. Investment Portfolio
AGENDA ITEM 7.2
Section 620

OVERVIEW
This Investment Policy may be amended by the Council as it deems appropriate from time to time in the prudent investment of the City’s special deposits.

Policy Statement - The City is guided by three objectives in its investment of public funds.

In order of priority those objectives are:

1.1. Safeguarding of principal.

1.2. Ensuring that investments satisfy the liquidity needs of the City.

1.3. Obtaining an optimal rate return on available assets, commensurate with an appropriate level of risk.

2. Scope - This investment policy applies to all special deposit funds not required for the immediate operating needs of the City and are accounted for in the City’s monthly financial report.

3. Objectives: The priority ranked objectives of the City’s investment activities shall be:

3.1. Legality. Investments shall only be made in securities legally permissible by the California Government Code, Sections 53635, 53635.2 et seq.

3.2. Safety. Investments shall be undertaken in a manner that seeks to ensure preservation of capital in the overall portfolio. To attain this objective, diversification is required. Investments must be made in securities of high quality to avoid credit risk and loss of principal.

3.3. Liquidity. The investment portfolio must remain sufficiently liquid to enable the City to meet all foreseeable operating requirements.

3.4. Return on Investment. The investment portfolio shall be designed with the objective of attaining a market rate of return, taking into consideration policy objectives and cash flow characteristics of the portfolio.

4. Delegation of Authority - The City Council is responsible for the management and oversight of the investment program. Day to day management responsibility for the investment program is delegated to the City’s City Manager, who will ensure that the investment program is in accord with the Council’s directives. The City Manager shall be responsible for all transactions undertaken and will establish a system of controls to regulate the activities of appropriate staff members.

5. Prudence - Investments shall be made with time relevant judgment and care, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, and not for speculation, but for investment, considering the probable safety of principal as well as the probable income to be derived. The standard of prudence to be used by investment officials shall be the “prudent person” standard and shall be applied in the context of managing an overall portfolio with aims to safeguard the principal and maintain the liquidity needs of the agency. The prudent investor

INVESTMENT POLICY
AGENDA ITEM 7.2
standard states that when investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including but not limited to, the general economic conditions and the anticipated needs of the City, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims to safeguard the principal and maintain the liquidity needs of the City.

6. Borrowing for Purposes of Making Investments - Management is prohibited from the practice of borrowing for the sole purpose of making investments.

7. Authorized Investments and Limits - The City Manager or his/her designee may only invest funds in the following secure and reliable permitted investments:

7.1. Investment in the California Local Agency Investment Fund (LAIF), San Joaquin County pooled cash account, California Asset Management Program (CAMP), or other professional investment services permitted for all local agencies under California Government Code Section 53601(p). Funds shall be placed with these investment services as alternative liquid investments under this policy.

7.2. Shares of Beneficial Interest issued by diversified management companies, otherwise known as Mutual Funds, investing in the securities and obligations as authorized by the California Government Code, sections 53601 et seq.

7.3. United States Treasury Bills, Notes, Certificates of Indebtedness, or those for which the full faith and credit of the United States are pledged for the payment of principal and interest.

7.4. Savings Accounts or Certificates of Deposit issued by a nationally or state chartered bank, or, savings association fully insured by the FDIC or FSLIC.

7.5. U.S. Federal Agency or United States government-sponsored enterprise obligations, participations or other instruments issued by the Government National Mortgage Association (GNMA), the Federal Home Loan Bank (FHLB), the Federal National Mortgage Association (FNMA), the Federal Home Loan Mortgage Association (FHLMC), the Federal Farm Credit System (FFCB), and the Federal Agricultural Mortgage Company/Farmer Mac (FAMCA).

7.6. Medium Term Corporate Notes, defined as all corporate and depository institution debt securities with a maximum remaining maturity of five years or less, issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state operating within the United States. Notes eligible for investments under this subdivision shall be rated “A” or better by a nationally recognized rating service.

8. Maximum Maturities - To the extent possible, investments shall be made to match anticipated cash flow requirements. Furthermore, no investment with a term in excess of five years may be made.

AGENDA ITEM 7.2

9. Internal Control - As part of the City’s annual independent audit, the investment program shall be reviewed for appropriate internal controls that provide assurance of compliance with policies and procedures.

10. Reporting - The City Manager shall provide the City Council with a quarterly report of investment activity verifying that the investment portfolio is in compliance with the City’s investment policy. The report will also include a statement indicating the City’s ability to meet its expenditure requirements for the ensuing six months or to provide an explanation as to why sufficient funds shall not or will not be available.

11. Ethics and Conflicts of Interest – Officers and employees involved in the investment process shall refrain from personal business activities that could conflict with proper execution of the investment program, or which could impair their ability to make impartial decisions.

12. Investment Policy Review - The City Council shall review the investment policy annually. The Council shall accept and approve the investment policy and any changes.

AGENDA ITEM 7.2
INVESTMENT TYPE AMOUNT YIELD PORTFOLIO %
Pooled Cash $158,959,244 4.37% 0.0%
Money Market $14,783 0.40% 0.3%
U.S. Treasury / Agency Sec. $1,420,000 4.14% 32.0%
FDIC Insured Certificate of Deposits (CD's) $847,000 4.41% 19.1% Corp. Medium Term Notes $2,155,000 2.69% 48.6%
Total Special Funds $163,396,027 3.20% 100%
The City's investments comply with the City's Investment Policy, internal controls and department procedures.

MATURITY YEAR AMOUNT INVESTMENT %
2025 $730,000 17%
2026 $735,000 17%
2027 $499,000 11%
2028 $563,000 13%
2029 $680,000 15%
2030 $1,215,000 27%

AMOUNT YIELD
Pooled Cash $158,959,244 4.37%
Mountain House Investment Portfolio
Pooled Cash
Maturity Schedule
Money Market,
$14,783, 0%
U.S. Treasury / Agency
Sec., $1,420,000, 32%
FDIC Insured Certificate of Deposits (CD's),
$847,000, 19%
Corp. Medium Term Notes,
$2,155,000, 49%

PORTFOLIO COMPOSITION
AGENDA ITEM 7.2

AMOUNT YIELD
Money Market $14,783 0.40%
ISSUER TYPE PRICE AMOUNT YIELD CASH FLOW MAT. CUSIP#
TVA - US Agency AGY $110.49 $235,000 3.25% $15,863 11/1/2025 880591CJ9 FED Home Loan Bank AGY $99.80 $315,000 4.21% $13,073 10/3/2028 3130B32K8 Federal Farm Credit Bank AGY $100.00 $280,000 5.00% $14,000 4/9/2029 3133ERAC5 Fanny Mae AGY $100.00 $295,000 4.00% $11,800 4/10/2030 3136GAFE4 Freddie Mac AGY $100.00 $295,000 4.25% $12,538 5/20/2030 3134HBSE2 Total & Average $1,420,000 4.14% $67,273
ISSUER TYPE PRICE AMOUNT YIELD CASH FLOW MAT. CUSIP#
Capital One Bank FDIC CD $100.00 $244,000 4.50% $10,980 5/17/2027 14042RVT5 Wells Fargo Bank FDIC CD $100.00 $248,000 5.05% $12,524 11/14/2028 949764HT4 BMW Bank NA FDIC CD $100.00 $150,000 4.00% $6,000 5/9/2029 05612LER9 AMEX Bank FDIC CD $100.00 $205,000 4.10% $8,405 5/7/2030 02589AHH8 Total & Average $847,000 4.41% $37,909
ISSUER Type Price AMOUNT YIELD CASH FLOW MAT. CUSIP#
Bank of America STEP MTN $100.00 $100,000 0.85% $1,000 10/30/2025 06048WK25 Local Initiatves Sup. MTN $100.00 $130,000 1.00% $1,300 11/15/2025 53961LAA7 Georgia Pacific MTN $108.49 $265,000 4.20% $19,544 12/1/2025 373298BN7 Deutche Bank NY MTN $101.35 $260,000 1.40% $4,384 3/19/2026 25160PAF4 Morgan Stanley MTN $109.42 $255,000 1.20% $7,969 7/27/2026 61761J3R8 Baker Hughes MTN $101.68 $220,000 1.70% $4,534 12/15/2026 05724BAD1 Toyota Motor Credit MTN $100.00 $255,000 4.35% $11,093 10/22/2027 89236TMU6 Morgan Stanley STEP MTN $100.00 $250,000 4.51% $11,000 1/31/2029 61760QPN8 JP Morgan Chase MTN $100.00 $420,000 5.00% $21,000 2/14/2030 48135NTF3 Total & Average $2,155,000 2.69% $81,823
Total & Average of Invested Funds $4,422,000 3.48% $187,004 FDIC Insured Certificate of Deposits (CD's)
U.S. Treasury / Agency Sec.

Corporate Medium Term Notes
Invested Funds
Money Market
AGENDA ITEM 7.2
City of Mountain House
Monthly Financial Report
April 2025
AGENDA ITEM 7.3
City of Mountain House
Pooled Cash Report
April 30, 2025

CURRENT

BALANCE
General Funds
Fund 101 - GENERAL FUND $ 42,031,222
Fund 102 - TIF ADMIN FEES 1,228,474
Fund 103 - CFF ADMIN FEES 1,240,541
Total General Funds $ 44,500,237
Special Revenue Funds
Fund: 104 - BUILDERS 2,392,059
Total Special Revenue Funds 2,392,059
Special Assessment Funds
Fund: 201 - SPECIAL TAX NO. 1: ROADS, ETC 10,848,120
Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY 424,433
Fund: 203 - SPECIAL TAX NO. 3: PARKS, LIBRARIES, COMMUNITY FACILITIES (1,077,556) Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS 1,560,084
Total Special Assessment Funds 11,755,081
Restricted Funds
Fund: 301 - TIF IMPACT FEES 17,164,820
Fund: 302 - CFF IMPACT FEES 27,304,517
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT - 2016 220,720 Fund: 304 - LANDSCAPE & LIGHTING DISTRICT - 2008 763,201 Fund: 305 - LANDSCAPE & LIGHTING DISTRICT - ZONE 3 1,796,769 Fund 310 - MEASURE K 450,367
Fund 311 - GAS TAX -
Fund: 320 - AFFORDABLE HOUSING FEE 10,514,246
Total Impact Fee Funds 58,214,639
Enterprise Funds
WATER OPERATIONS 6,425,395
WASTEWATER OPERATIONS 5,113,891
STORM OPERATIONS 8,318,968
Total Enterprise Funds 19,858,254
Developer Funds 9,964,025
Capital Projects Fund 9,200,596
$ 155,884,893
AGENDA ITEM 7.3
Months to date 10
City of Mountain House % of year to date 83%
Budget Report as of April 30, 2025
Original
Budget
Current
Budget
Year to Date
Revenues/
Expenditures Encumbrances
Year to Date
Activity
(Year to Date +
Encumbrances)
Variance
Favorable
(Unfavorable)
Percent Used
to Date

GENERAL FUNDS
Fund: 101 - GENERAL FUND
Revenue 12,117,168 12,117,167 12,124,455 - 12,124,455 7,288 100% Expense 11,163,289 11,211,289 4,327,479 538,642 4,866,122 6,345,167 43% 953,879 905,878 7,796,976 (538,642) 7,258,333 6,352,455 Fund: 102 - TIF ADMIN
Revenue 116,200 116,200 233,360 - 233,360 117,160 201%
Expense 205,000 205,000 24,091 67,808 91,899 113,101 45% (88,800) (88,800) 209,269 (67,808) 141,461 230,261
Fund: 103 - CFF ADMIN
Revenue 139,400 139,400 303,070 - 303,070 163,670 217%
Expense 195,000 195,000 20,091 59,808 79,899 115,101 41% (55,600) (55,600) 282,979 (59,808) 223,171 278,771

TOTAL GENERAL FUNDS
Revenue 12,372,768 12,372,767 12,660,885 - 12,660,885 288,118 102% Expense 11,563,289 11,611,289 4,371,662 666,258 5,037,920 6,573,368 43% 809,479 761,478 8,289,223 (666,258) 7,622,965 (6,285,250)

SPECIAL REVENUE FUNDS
Fund 104 - DEVELOPMENT SERVICES
Revenue 6,216,583 5,026,492 2,349,136 - 2,349,136 (2,677,356) 47% Expense 5,602,649 6,182,649 2,159,932 84,147 2,244,079 3,938,570 36% 613,934 (1,156,157) 189,204 (84,147) 105,057 1,261,214

TOTAL SPECIAL REVENUE FUNDS
Revenue 6,216,583 5,026,492 2,349,136 - 2,349,136 (2,677,356) 0 Expense 5,602,649 6,182,649 2,159,932 84,147 2,244,079 3,938,570 0 613,934 (1,156,157) 189,204 (84,147) 105,057 (6,615,925)

SPECIAL ASSESSMENT FUNDS
Fund: 201 - SPECIAL TAX NO. 1: ROADS
Revenue 11,194,430 11,554,430 9,721,667 - 9,721,667 (1,832,763) 84% Expense 13,164,806 14,768,949 2,320,257 1,549,489 3,869,747 10,899,203 26% (1,970,376) (3,214,519) 7,401,410 (1,549,489) 5,851,920 9,066,440 Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY SERVICES
Revenue 9,461,014 9,461,014 4,972,665 - 4,972,665 (4,488,349) 53% Expense 9,461,014 9,461,014 4,853,314 156,065 5,009,379 4,451,635 53% - (0) 119,351 (156,065) (36,714) (36,714)
Fund: 203 - SPECIAL TAX NO. 3: PARKS
Revenue 4,845,940 4,845,940 926,657 - 926,657 (3,919,283) 19% Expense 4,845,940 4,845,940 2,054,523 420,975 2,475,498 2,370,442 51% - 0 (1,127,867) (420,975) (1,548,842) (1,548,842)
Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS
Revenue 887,697 1,107,697 903,127 - 903,127 (204,570) 82% Expense 1,632,020 1,632,020 426,770 46,600 473,370 1,158,650 29% (744,323) (524,323) 476,357 (46,600) 429,757 954,080

TOTAL SPECIAL ASSESSMENT FUNDS
Revenue 26,389,081 26,969,081 16,524,116 - 16,524,116 (10,444,965) 61% Expense 29,103,781 30,707,924 9,654,865 2,173,129 11,827,994 18,879,930 39% (2,714,700) (3,738,843) 6,869,251 (2,173,129) 4,696,122 8,434,964

RESTRICTED FUNDS
Fund: 301 - TRAFFIC IMPACT FEES
Revenue 4,092,400 4,092,400 7,550,127 - 7,550,127 3,457,727 184% Expense 3,992,400 3,992,400 1,920,938 - 1,920,938 2,071,462 48% 100,000 100,000 5,629,189 - 5,629,189 5,529,189
AGENDA ITEM 7.3
Months to date 10
City of Mountain House % of year to date 83%
Budget Report as of April 30, 2025
Original
Budget
Current
Budget
Year to Date
Revenues/
Expenditures Encumbrances
Year to Date
Activity
(Year to Date +
Encumbrances)
Variance
Favorable
(Unfavorable)
Percent Used
to Date
Fund: 302 - COMMUNITY FACILITIES FEES
Revenue 4,750,645 4,750,645 9,799,581 - 9,799,581 5,048,936 206% Expense 4,794,200 4,794,200 4,231,444 - 4,231,444 562,756 88% (43,555) (43,555) 5,568,137 - 5,568,137 5,611,692
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT 2016
Revenue 41,000 41,000 40,329 - 40,329 (671) 98%
Expense 27,750 27,750 1,307 20,900 22,207 5,543 80%
13,250 13,250 39,021 (20,900) 18,121 4,871
Fund: 304 - LANDSCAPE & LIGHTING DISTRICT 2008
Revenue 60,000 60,000 61,430 - 61,430 1,430 102%
Expense 32,800 32,800 10,129 10,924 21,053 11,747 64%
27,200 27,200 51,301 (10,924) 40,377 13,177
Fund: 305 - LANDSCAPE & LIGHTING DISTRICT ZONE 3
Revenue 370,000 370,000 384,237 - 384,237 14,237 104%
Expense 39,500 39,500 19,180 13,266 32,445 7,055 82%
330,500 330,500 365,058 (13,266) 351,792 21,292
Fund: 310 - MEASURE K
Revenue - 588,391 450,367 - 450,367 (138,024) 77%
Expense - - - -
- 588,391 450,367 - 450,367 (138,024)
Fund: 311 - GAS TAX
Revenue - 601,700 - (601,700) 0%
Expense - - - - -
- 601,700 - - - (601,700)
Fund: 320 - AFFORDABLE HOUSING FEE
Revenue - - 10,514,246 - 10,514,246 10,514,246
Expense - - - -
- - 10,514,246 - 10,514,246 10,514,246

TOTAL RESTRICTED FUNDS
Revenue 9,314,045 10,504,136 28,800,317 - 28,800,317 18,296,181 274% Expense 8,886,650 8,886,650 6,182,998 45,090 6,228,088 2,658,562 70% 427,395 1,617,486 22,617,319 (45,090) 22,572,229 20,954,743

ENTERPRISE FUNDS
Fund: 501 - WATER OPERATIONS
Revenue 7,102,976 7,102,976 5,714,831 - 3,796,226 - 53% Expense 7,102,976 7,909,289 3,519,463 490,737 2,164,488 668,471 27% - (806,313) 2,195,368 (490,737) 1,631,737 668,471
Fund: 502 - WATER CAPITAL PROJECTS
Revenue 1,580,000 1,580,000 - - - - 0%
Expense 1,580,000 7,108,958 198,311 9,520 127,103 76,960 2% - (5,528,958) (198,311) (9,520) (127,103) 76,960
Fund: 503 - WATER PLEDGED FACILITY
Revenue 5,745,535 5,745,535 4,246,157 2,923,286 - 51%
Expense 5,705,535 5,745,535 2,846,043 2,811,933 - 49%
40,000 - 1,400,114 - 111,353 -
Fund: 504 - WATER DEBT SERVICE
Revenue - 2,757,134 - 2,757,134 -
Expense 40,000 - 1,626,360 - 1,626,360 -
(40,000) - 1,130,774 - 1,130,774 -
Fund: 521 - WASTEWATER OPERATIONS
Revenue 4,001,709 4,001,709 2,934,793 - 2,934,793 (1,066,916) 73% Expense 2,996,823 3,516,123 1,900,697 433,785 2,334,482 1,181,642 66% 1,004,886 485,586 1,034,097 (433,785) 600,312 114,726
Fund: 522 - WASTEWATER CAPITAL PROJECTS
Revenue - - -
Expense 434,035 181,493 19,883 201,376 232,659 46%
- (434,035) (181,493) (19,883) (201,376) 232,659
. .

Fund: 523 - WASTEWATER PLEDGED FACILITY
Revenue 4,171,874 4,171,874 3,183,408 - 3,183,408 (988,466) 76% Expense 4,171,874 4,171,874 2,160,505 - 2,160,505 2,011,369 52% - - 1,022,904 - 1,022,904 1,022,904
Fund: 524 - WASTEWATER DEBT SERVICE
Revenue - 2,090,124 2,090,124 2,090,124
Expense - 1,283,355 1,283,355 (1,283,355)
- - 806,770 806,770 806,770
Fund: 541 - STORM OPERATIONS
Revenue 929,012 929,012 898,740 - 898,740 (30,272) 97%
Expense 1,323,583 1,281,350 355,630 137,420 493,050 788,300 38% (394,571) (352,338) 543,109 (137,420) 405,689 758,027
Fund: 542 - STORMWATER CAPITAL PROJECTS
Revenue - - -
Expense 1,571,427 - 1,571,427 0%
- (1,571,427) - - - 1,571,427
AGENDA ITEM 7.3
Months to date 10
City of Mountain House % of year to date 83%
Budget Report as of April 30, 2025
Original
Budget
Current
Budget
Year to Date
Revenues/
Expenditures Encumbrances
Year to Date
Activity
(Year to Date +
Encumbrances)
Variance
Favorable
(Unfavorable)
Percent Used
to Date
Fund: 543 - STORM PLEDGED FACILITY
Revenue 1,465,196 1,465,196 1,109,578 - 1,109,578 (355,618) 76% Expense 1,465,196 1,465,196 773,294 - 773,294 691,902 53% - - 336,284 - 336,284 336,284
Fund: 544 - STORM DEBT SERVICE
Revenue - 745,131 - 745,131 745,131
Expense - 445,890 - 445,890 (445,890)
- - 299,240 299,240 299,240

TOTAL ENTERPRISE FUNDS
Revenue 24,996,302 24,996,302 23,679,897 - 20,438,421 393,983 82% Expense 24,385,987 33,203,788 15,291,040 1,091,346 14,421,837 5,493,484 43% 610,315 (8,207,486) 8,388,857 (1,091,346) 6,016,584 (5,099,501)

CAPITAL PROJECTS
Revenue 3,950,000 3,950,000 - - - (3,950,000) 0%
Expense 3,950,000 10,366,228 1,938,576 2,165,176 4,103,752 6,262,476 40% - (6,416,228) (1,938,576) (2,165,176) (4,103,752) 2,312,476 83,238,779 83,818,778 84,014,351 - 80,772,875 1,905,961 96% 83,492,356 100,958,527 39,599,072 6,225,147 43,863,671 43,806,390 43% (253,577) (17,139,749) 44,415,279 (6,225,147) 36,909,204 45,712,351 AGENDA ITEM 7.3
City of Mountain House
Monthly Financial Report
May 2025
AGENDA ITEM 7.3
City of Mountain House
Pooled Cash Report
May 31, 2025

CURRENT

BALANCE
General Funds
Fund 101 - GENERAL FUND $ 47,158,776
Fund 102 - TIF ADMIN FEES 1,249,119
Fund 103 - CFF ADMIN FEES 1,264,601
Total General Funds $ 49,672,497
Special Revenue Funds
Fund: 104 - BUILDERS 2,724,400
Total Special Revenue Funds 2,724,400
Special Assessment Funds
Fund: 201 - SPECIAL TAX NO. 1: ROADS, ETC 10,678,097
Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY (982,560)
Fund: 203 - SPECIAL TAX NO. 3: PARKS, LIBRARIES, COMMUNITY FACILITIES (1,236,733) Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS 1,522,166
Total Special Assessment Funds 9,980,970
Restricted Funds
Fund: 301 - TIF IMPACT FEES 17,895,744
Fund: 302 - CFF IMPACT FEES 28,120,093
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT - 2016 218,543 Fund: 304 - LANDSCAPE & LIGHTING DISTRICT - 2008 760,725 Fund: 305 - LANDSCAPE & LIGHTING DISTRICT - ZONE 3 1,792,244 Fund 310 - MEASURE K 450,367
Fund 311 - GAS TAX -
Fund: 320 - AFFORDABLE HOUSING FEE 10,616,456
Total Impact Fee Funds 59,854,171
Enterprise Funds
WATER OPERATIONS 6,166,163
WASTEWATER OPERATIONS 4,998,183
STORM OPERATIONS 8,262,176
Total Enterprise Funds 19,426,523
Developer Funds 9,167,003
Capital Projects Fund 9,200,596
$ 160,026,159
AGENDA ITEM 7.3
Months to date 11
City of Mountain House % of year to date 92%
Budget Report as of May 31, 2025
Original
Budget
Current
Budget
Year to Date
Revenues/
Expenditures Encumbrances
Year to Date
Activity
(Year to Date +
Encumbrances)
Variance
Favorable
(Unfavorable)
Percent Used
to Date

GENERAL FUNDS
Fund: 101 - GENERAL FUND
Revenue 12,117,168 12,117,167 17,421,919 - 17,421,919 5,304,752 144% Expense 11,163,289 11,211,289 4,490,016 517,253 5,007,269 6,204,019 45% 953,879 905,878 12,931,903 (517,253) 12,414,649 11,508,771 Fund: 102 - TIF ADMIN
Revenue 116,200 116,200 255,952 - 255,952 139,752 220%
Expense 205,000 205,000 24,091 67,808 91,899 113,101 45% (88,800) (88,800) 231,861 (67,808) 164,053 252,853
Fund: 103 - CFF ADMIN
Revenue 139,400 139,400 329,078 - 329,078 189,678 236%
Expense 195,000 195,000 20,091 59,808 79,899 115,101 41% (55,600) (55,600) 308,987 (59,808) 249,179 304,779

TOTAL GENERAL FUNDS
Revenue 12,372,768 12,372,767 18,006,949 - 18,006,949 5,634,182 146% Expense 11,563,289 11,611,289 4,534,199 644,869 5,179,068 6,432,221 45% 809,479 761,478 13,472,750 (644,869) 12,827,881 (798,039)

SPECIAL REVENUE FUNDS
Fund 104 - DEVELOPMENT SERVICES
Revenue 6,216,583 5,026,492 2,586,624 - 2,586,624 (2,439,868) 51% Expense 5,602,649 6,182,649 2,197,986 46,094 2,244,079 3,938,570 36% 613,934 (1,156,157) 388,638 (46,094) 342,544 1,498,701

TOTAL SPECIAL REVENUE FUNDS
Revenue 6,216,583 5,026,492 2,586,624 - 2,586,624 (2,439,868) 1 Expense 5,602,649 6,182,649 2,197,986 46,094 2,244,079 3,938,570 0 613,934 (1,156,157) 388,638 (46,094) 342,544 (6,378,438)

SPECIAL ASSESSMENT FUNDS
Fund: 201 - SPECIAL TAX NO. 1: ROADS
Revenue 11,194,430 11,554,430 9,721,667 - 9,721,667 (1,832,763) 84% Expense 13,164,806 14,768,949 2,457,292 1,472,132 3,929,424 10,839,525 27% (1,970,376) (3,214,519) 7,264,375 (1,472,132) 5,792,243 9,006,762 Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY SERVICES
Revenue 9,461,014 9,461,014 4,972,665 - 4,972,665 (4,488,349) 53% Expense 9,461,014 9,461,014 6,256,870 154,140 6,411,010 3,050,004 68% - (0) (1,284,204) (154,140) (1,438,344) (1,438,344)
Fund: 203 - SPECIAL TAX NO. 3: PARKS
Revenue 4,845,940 4,845,940 926,657 - 926,657 (3,919,283) 19% Expense 4,845,940 4,845,940 2,200,261 333,374 2,533,635 2,312,305 52% - 0 (1,273,604) (333,374) (1,606,978) (1,606,978)
Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS
Revenue 887,697 1,107,697 903,127 - 903,127 (204,570) 82% Expense 1,632,020 1,632,020 451,039 46,600 497,639 1,134,382 30% (744,323) (524,323) 452,088 (46,600) 405,488 929,812

TOTAL SPECIAL ASSESSMENT FUNDS
Revenue 26,389,081 26,969,081 16,524,116 - 16,524,116 (10,444,965) 61% Expense 29,103,781 30,707,924 11,365,461 2,006,246 13,371,707 17,336,216 44% (2,714,700) (3,738,843) 5,158,655 (2,006,246) 3,152,408 6,891,251

RESTRICTED FUNDS
Fund: 301 - TRAFFIC IMPACT FEES
Revenue 4,092,400 4,092,400 8,281,051 8,281,051 4,188,651 202% Expense 3,992,400 3,992,400 1,920,938 1,920,938 2,071,462 48% 100,000 100,000 6,360,113 - 6,360,113 6,260,113
AGENDA ITEM 7.3
Months to date 11
City of Mountain House % of year to date 92%
Budget Report as of May 31, 2025
Original
Budget
Current
Budget
Year to Date
Revenues/
Expenditures Encumbrances
Year to Date
Activity
(Year to Date +
Encumbrances)
Variance
Favorable
(Unfavorable)
Percent Used
to Date
Fund: 302 - COMMUNITY FACILITIES FEES
Revenue 4,750,645 4,750,645 10,640,741 10,640,741 5,890,096 224% Expense 4,794,200 4,794,200 4,231,444 4,231,444 562,756 88% (43,555) (43,555) 6,409,297 - 6,409,297 6,452,852
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT 2016
Revenue 41,000 41,000 40,329 - 40,329 (671) 98%
Expense 27,750 27,750 3,484 18,723 22,207 5,543 80%
13,250 13,250 36,844 (18,723) 18,121 4,871
Fund: 304 - LANDSCAPE & LIGHTING DISTRICT 2008
Revenue 60,000 60,000 61,430 - 61,430 1,430 102%
Expense 32,800 32,800 12,606 8,448 21,053 11,747 64%
27,200 27,200 48,825 (8,448) 40,377 13,177
Fund: 305 - LANDSCAPE & LIGHTING DISTRICT ZONE 3
Revenue 370,000 370,000 384,237 - 384,237 14,237 104%
Expense 39,500 39,500 23,705 8,740 32,445 7,055 82%
330,500 330,500 360,532 (8,740) 351,792 21,292
Fund: 310 - MEASURE K
Revenue - 588,391 450,367 - 450,367 (138,024) 77%
Expense - - - -
- 588,391 450,367 - 450,367 (138,024)
Fund: 311 - GAS TAX
Revenue - 601,700 - (601,700) 0%
Expense - - - - -
- 601,700 - - - (601,700)
Fund: 320 - AFFORDABLE HOUSING FEE
Revenue - - 10,616,456 - 10,616,456 10,616,456
Expense - - - -
- - 10,616,456 - 10,616,456 10,616,456
Fund: 351 - CFD IMPROVEMENT AREA NO 1
Revenue - - - - -
Expense - - 30,000 30,000 (30,000)
- - - (30,000) (30,000) (30,000)

TOTAL RESTRICTED FUNDS
Revenue 9,314,045 10,504,136 30,474,611 - 30,474,611 19,970,475 290% Expense 8,886,650 8,886,650 6,192,177 65,911 6,258,088 2,628,562 70% 427,395 1,617,486 24,282,434 (65,911) 24,216,523 22,599,037

ENTERPRISE FUNDS
Fund: 501 - WATER OPERATIONS
Revenue 7,102,976 7,102,976 5,715,083 - 3,796,226 - 53% Expense 7,102,976 7,909,289 3,681,835 483,009 2,164,488 668,471 27% - (806,313) 2,033,249 (483,009) 1,631,737 668,471
Fund: 502 - WATER CAPITAL PROJECTS
Revenue 1,580,000 1,580,000 - - - - 0%
Expense 1,580,000 7,108,958 204,352 9,520 127,103 76,960 2% - (5,528,958) (204,352) (9,520) (127,103) 76,960
Fund: 503 - WATER PLEDGED FACILITY
Revenue 5,745,535 5,745,535 4,246,832 2,923,286 - 51%
Expense 5,705,535 5,745,535 2,846,959 2,811,933 - 49%
40,000 - 1,399,873 - 111,353 -
Fund: 504 - WATER DEBT SERVICE
Revenue - 2,757,134 - 2,757,134 -
Expense 40,000 - 1,626,360 - 1,626,360 -
(40,000) - 1,130,774 - 1,130,774 -
Fund: 521 - WASTEWATER OPERATIONS
Revenue 4,001,709 4,001,709 2,934,793 - 2,934,793 (1,066,916) 73% Expense 2,996,823 3,516,123 1,975,206 393,084 2,368,289 1,147,834 67% 1,004,886 485,586 959,588 (393,084) 566,504 80,919
Fund: 522 - WASTEWATER CAPITAL PROJECTS
AGENDA ITEM 7.3
Months to date 11
City of Mountain House % of year to date 92%
Budget Report as of May 31, 2025
Original
Budget
Current
Budget
Year to Date
Revenues/
Expenditures Encumbrances
Year to Date
Activity
(Year to Date +
Encumbrances)
Variance
Favorable
(Unfavorable)
Percent Used
to Date
Revenue - - -
Expense 434,035 181,493 19,883 201,376 232,659 46%
- (434,035) (181,493) (19,883) (201,376) 232,659
. .

Fund: 523 - WASTEWATER PLEDGED FACILITY
Revenue 4,171,874 4,171,874 3,183,408 - 3,183,408 (988,466) 76% Expense 4,171,874 4,171,874 2,161,421 - 2,161,421 2,010,453 52% - - 1,021,987 - 1,021,987 1,021,987
Fund: 524 - WASTEWATER DEBT SERVICE
Revenue - 2,090,124 2,090,124 2,090,124
Expense - 1,283,355 1,283,355 (1,283,355)
- - 806,770 806,770 806,770
Fund: 541 - STORM OPERATIONS
Revenue 929,012 929,012 924,876 - 924,876 (4,136) 100%
Expense 1,323,583 1,281,350 432,478 73,247 505,725 775,625 39% (394,571) (352,338) 492,397 (73,247) 419,151 771,489
Fund: 542 - STORMWATER CAPITAL PROJECTS
Revenue - - -
Expense 1,571,427 - 1,571,427 0%
- (1,571,427) - - - 1,571,427
Fund: 543 - STORM PLEDGED FACILITY
Revenue 1,465,196 1,465,196 1,109,578 - 1,109,578 (355,618) 76% Expense 1,465,196 1,465,196 774,211 - 774,211 690,985 53% - - 335,367 - 335,367 335,367
Fund: 544 - STORM DEBT SERVICE
Revenue - 745,131 - 745,131 745,131
Expense - 445,890 - 445,890 (445,890)
- - 299,240 299,240 299,240

TOTAL ENTERPRISE FUNDS
Revenue 24,996,302 24,996,302 23,706,961 - 20,464,557 420,119 82% Expense 24,385,987 33,203,788 15,613,561 978,742 14,470,152 5,445,169 44% 610,315 (8,207,486) 8,093,400 (978,742) 5,994,405 (5,025,050)

CAPITAL PROJECTS
Revenue 3,950,000 3,950,000 - - - (3,950,000) 0%
Expense 3,950,000 10,366,228 1,938,576 2,165,176 4,103,752 6,262,476 40% - (6,416,228) (1,938,576) (2,165,176) (4,103,752) 2,312,476 83,238,779 83,818,778 91,299,260 - 88,056,856 9,189,943 105% 83,492,356 100,958,527 41,841,959 5,907,038 45,626,847 42,043,213 45% (253,577) (17,139,749) 49,457,301 (5,907,038) 42,430,010 51,233,156 AGENDA ITEM 7.3
TITLE: Shea Homes Annexation Fees for Tentative Tract Map 3506 MEETING DATE: August 13, 2025
PREPARED BY: Rochelle Henson, Principal Planner

RECOMMENDATION
Staff recommends that the City Council adopt a resolution establishing the annexation fee for Tentative Tract Map 3506 (known as the Rivani Property) for Shea Homes.

BACKGROUND
On January 13, 2021, the Mountain House Community Services District Board of Directors approved a resolution (Attachment A) requesting the San Joaquin Local Agency Formation Commission (LAFCo) to initiate proceedings for the incorporation of Mountain House. The incorporation boundary (Attachment B) included the Rivani Property (Tentative Tract Map 3506).

LAFCo approved the incorporation/reorganization on September 14, 2023 (Attachment C), and the San Joaquin County Board of Supervisors adopted a resolution directing the Registrar of Voters to conduct the incorporation/reorganization election on November 7, 2023. The election (Attachment D) was held in March 2024, and Mountain House officially became a city on July 1, 2024.

Although the Rivani Property was included in the incorporation boundary, it had not previously been annexed into Mountain House. As a condition of incorporation, the Community Services District and LAFCo agreed that the City could impose an annexation fee at the time the property owner seeks their first project approval, whether it is discretionary (an approval where the City has the ability to evaluate and condition the project, such as a subdivision map or use permit) or nondiscretionary (an approval that must be granted if it meets all established requirements, such as a building permit). This ensures the annexation fee is collected before any development activity moves forward.

Requirement of Annexation Fees
Annexation fees make sure that newly annexed properties pay their fair share of the costs of infrastructure, facilities, and programs that benefit them. This requirement comes from Assembly Bill (AB) 1600, which establishes the “legal nexus” principle, meaning the fee must be directly related to the benefits received. The annexation fee:
· Reimburses prior developers who oversized infrastructure (roads, utilities, etc.) to serve future areas such as Rivani.
· Helps fund community facilities, transportation improvements, and utility systems that provide a benefit to the annexed property.

AGENDA ITEM 7.4
Without this fee, the cost of past and future improvements would be unfairly carried by existing property owners and developers who already paid into the system.

The authority for this process comes from Annexation Fee Ordinance MH-3-1404, adopted by the San Joaquin County Board of Supervisors on August 22, 2000, when acting as the governing body of the Community Services District.

DISCUSSION
Annexation Fee Calculation
The City retained Harris & Associates to conduct the legal nexus analysis and calculate the annexation fee.

Their work included:
· Reviewing community facilities, transportation, and utility infrastructure built to date. · Applying the provisions of the City's Community Facilities Fee (CFF) and Transportation Improvement Fee (TIF) ordinances.
· Identifying the Rivani Property’s proportional “fair share” of prior infrastructure costs.

This analysis resulted in a final annexation fee of $3,937,599.21, which will be required to be paid by Shea Homes. A detailed breakdown of this calculation, including the fee categories, responsible developers (including the City), and proportional shares, is provided in the table that follows and Annexation Fee Resolution (Attachment E).

The annexation fee consists of:

1. Creditable/Reimbursable Portion – Payable to developers (or the City) who advanced funds for oversizing infrastructure, in alignment with the CFF and TIF programs.

2. Non-Reimbursable Portion – A one-time payment to cover infrastructure costs above fee program caps.

AGENDA ITEM 7.4
Waivers or Deferrals
Entities entitled to annexation fee proceeds may waive or defer their share. The resolution allows the City Manager, with confirmation from the City Attorney, to adjust Shea Homes’ payment if valid proof of such a waiver or deferral is provided.

FISCAL IMPACT
Calculating annexation fees is complex and requires specialized technical and legal support. The CFF and TIF programs require that 3% of all CFF and TIF fees collected be set aside for City administration of the program. This helps offset City costs for program updates and fee calculations. In addition, developers reimburse the City for a portion of consultant and legal costs related to their projects.

STRATEGIC PLAN
Approving this annexation fee supports the City’s 2025 Strategic Plan by:
· Ensuring that infrastructure and community facility costs are equitably shared by new development.
· Strengthening processes for planning, annexation, and entitlement review.

AGENDA ITEM 7.4
· Providing transparent, predictable fee schedules for the development community.

ACTION FOLLOWING CITY COUNCIL APPROVAL
The City Manager will require Shea Homes to deposit the annexation fee into a designated account, and will disburse payments to entitled parties in accordance with the resolution.

ATTACHMENTS
A. Mountain House Community Services District Incorporation Resolution 2021-01 B. Incorporation Boundary Map
C. LAFCo Resolution 23-1526
D. Certified Election Results
E. Annexation Fee Resolution
AGENDA ITEM 7.4

ATTACHMENT A
AGENDA ITEM 7.4

ATTACHMENT A
AGENDA ITEM 7.4

ATTACHMENT A
AGENDA ITEM 7.4

ATTACHMENT A
AGENDA ITEM 7.4

ATTACHMENT A
AGENDA ITEM 7.4

ATTACHMENT A
AGENDA ITEM 7.4

ATTACHMENT A
AGENDA ITEM 7.4

ATTACHMENT A
AGENDA ITEM 7.4
Rivani Property - TM 3506
ATTACHMENT B AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
ATTACHMENT C AGENDA ITEM 7.4
 



 

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ATTACHMENT D AGENDA ITEM 7.4

ATTACHMENT E
RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE WHEREAS, Section MH-3-1404 of the Ordinance Code of the City of Mountain House sets forth the procedure to establish the annexation fee for each annexation to the City; and WHEREAS, the Board of Directors of the Mountain Community Services District approved by resolution a request to the San Joaquin Local Agency Formation Commission to initiate proceedings for the incorporation of Mountain House.; and
WHEREAS, the incorporation boundary included the area known as the Rivani property, Tentative Map 3506; and
WHEREAS, the incorporation/reorganization was approved by the San Joaquin Local Agency Formation Commission Board on September 14, 2023; and
WHEREAS, the San Joaquin Board of Supervisors adopted a resolution directing the Registrar of Voters to conduct the Mountain House incorporation/reorganization election on November 7, 2023; and WHEREAS, the election was held in March of 2024 and the election was certified on April 2, 2024 with Mountain House becoming a city on July 1, 2024; and WHEREAS, the City, in accordance with Section MH-3-1404 of the Ordinance Code, established the Annexation Fee for property annexing into the City, subject to the city’s determination of the amount of the fee; and
WHEREAS, the purpose of the annexation fee is to determine the owner of the annexing property’s fair share of the costs of infrastructure, plans and programs identified in Section MH- 3-1404 which fee shall be used to reimburse developers for oversizing such projects and to fund the costs of other community facilities, transportation improvements and utility facilities; and WHEREAS, the specific uses of the facilities to be funded are implicit in the facilities’ names as set forth in the annexation fee calculation; and
WHEREAS, in accordance with Section MH-3-1404, the reasonable relationship between the use of the annexation fee and the annexing property’s development is that the identified facilities and services will be available to and benefit the annexing property; and WHEREAS, the amount of the annexation fee is set forth below with a fair share calculation based on a reasonable relationship to the development of the annexing property; and WHEREAS, at the City ’s request, Harris & Associates calculated the annexation fee, which is hereby approved, using the formula and process for calculating the annexing property’s fair share of infrastructure, plans and programs, and the annexation fee that is hereby approved is $3,937,599.21 with more details in the table and notes below.

AGENDA ITEM 7.4
WHEREAS, the entities entitled to the proceeds of the annexation fee may elect to waive or defer their rights to receive the proceeds of the annexation fee. The City Manager may reduce the amount of the annexation fee payable if he receives proof that is acceptable to him and the City Attorney of such a waiver or deferment; and
WHEREAS, Shea Homes shall deposit, or cause to be deposited, with the City the annexation fee as set forth above, less any reductions pursuant to the previous paragraph, within fourteen (14) days of adoption of this Resolution in the form directed by the City Manager.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Mountain House adopts the annexation fee for the property known as the Rivani property (TM 3506).

AGENDA ITEM 7.4
TITLE: Approval of Resolution Adopting a Nonprofit Advertising and Donation Bin Policy Allowing Nonprofit Organizations to Promote their Programs and Initiatives in Public Areas of Town Hall and City Spaces
MEETING DATE: August 13, 2025
PREPARED BY: Laura Johnston, Recreation Manager

RECOMMENDATION
Staff recommends Council adopt a resolution approving the Nonprofit Advertising and Donation Bin Policy allowing nonprofits to promote their programs and initiatives, including free advertising and placement of donation bins, while ensuring alignment with city’s mission, safety, and operational standards.

BACKGROUND
The Parks and Recreation Department frequently receives inquiries from local nonprofit organizations seeking to promote their events, programs and fundraising efforts to the community with either posting their flyers and posters or by displaying their graphics on the closed-circuit displays. In addition, some organizations have expressed interest in placing donation bins in public areas of Town Hall and other city spaces to collect items such as toys, clothing, food, or school supplies for those in need.

Currently, the City has no formal policy governing how such requests are handled. Without clear guidelines, staff have addressed requests on a case-by-case basis, which can lead to inconsistent decisions and confusion among applicants.

DISCUSSION
The proposed Nonprofit Advertising & Donation Bin Policy establishes a clear process and eligibility requirements for nonprofits to post advertisements and install donation bins at City Hall.

Key elements of the proposed policy include:
· Eligibility is limited to sanctioned nonprofit organizations with a mission that benefits the community.
· Free advertising space on designated display areas inside Town Hall. · Donation bin placement in pre-approved, safe, and accessible areas for a limited period. · Application process requiring advance submission and review by City staff. · Maintenance responsibility placed on the nonprofit for keeping displays and bins clean and orderly.
· City discretion to approve, deny, or remove materials at any time.

AGENDA ITEM 7.5
This policy balances the City’s desire to support local nonprofits with the need to maintain safety, operational efficiency, and neutrality in public facilities.

Staff recommends that the City Council Adopt the “Nonprofit Advertising & Donation Bin Policy” as presented, authorizing City staff to implement the program and manage requests in accordance with the policy guidelines.

FISCAL IMPACT
There is no anticipated fiscal impact to the City. Staff time for application review and coordination is expected to be minimal and absorbed within existing workloads.

STRATEGIC PLAN
Establishment of a Nonprofit Advertising and Donation Bin Policy will help in achieving the following goals:
· Increase Community Engagement
CEQA
Not applicable.

ACTION FOLLOWING CITY COUNCIL APPROVAL
Upon City Council’s approval, staff will create an application, implement the program and manage requests in accordance with the policy guidelines.

ATTACHMENTS
A. Nonprofit Advertising and Donation Bin Policy for Public Areas of Town Hall and City Spaces B. Resolution Adopting Nonprofit Advertising and Donation Bin Policy for Public Areas of Town Hall and other City Spaces
AGENDA ITEM 7.5
Attachment A
City Hall Nonprofit Advertising & Donation Bin Policy_DRAFT Purpose
The purpose of this policy is to provide a clear and consistent process for allowing nonprofit organizations to promote their programs and initiatives in public areas at Town Hall and other city spaces, including free advertising and placement of donation bins, while ensuring alignment with the City’s mission, safety, and operational standards.

1. Eligibility
· Must be a sanctioned 501(c)(3) nonprofit organization or equivalent under state law with the City of Mountain House.
o Applicants must submit the Nonprofit Verification Form and required documents · Organization’s mission and activities must benefit the community and align with City values. · Political, religious proselytizing, and for-profit activities are not permitted.

2. Application Process

1. Submission:
o Nonprofit must submit a Nonprofit Advertising & Donation Bin Request to the City Clerk’s Office at least 30 days prior to desired posting or bin installation date. o Application must include:
§ Copy of City of Mountain House Nonprofit Verification status § Description and dimensions of advertisement or bin
§ Duration of display (desired start date/end date)
§ Contact information for responsible party

2. Review:
o Applications will be reviewed by the City Clerk and Facilities Management for compliance with policy, space availability, and safety requirements. o The City Manager (or designee) will have final approval authority.

3. Advertising Guidelines
· Locations:
o Town Hall designated bulletin boards or display areas only o Town Hall closed circuit displays
· Size limit:
o Posters not to exceed 11” x 17” unless otherwise approved. o Displays should be 780x1080 dpi
· Duration: Max display time of 30 days, unless extended by approval. · Content: Must be informational, non-commercial, and free of offensive language or imagery. · The City reserves the right to remove materials that do not comply.

4. Donation Bin Guidelines
· Location:
o Bin must be placed in a pre-approved, low-traffic, non-obstructive public areas of Town Hall or other city spaces.
· Safety & Accessibility:
o Must not block exits, walkways, or ADA access.
· Appearance:
o Clean, professional, clearly labeled with nonprofit name/logo and contact information. · Maintenance:

AGENDA ITEM 7.5
Attachment A
City Hall Nonprofit Advertising & Donation Bin Policy_DRAFT o Nonprofit organizations are responsible for the maintenance, upkeep, and timely emptying of the donation bins to prevent overflow and blight. o Failure to maintain the bins properly can result in violations, fines, or even removal of the bins.
o
· Duration: Bin may be installed for up to 30 days, renewable upon review. · Number of Bins:
o Organizations may request no more than 2 bins at a time. o No more than 4 bins may be placed in public areas of Town Hall or other city spaces.

5. Fees
· There is no fee for eligible nonprofit advertising or donation bin placement.

6. Disclaimers
· The City does not endorse any specific nonprofit or cause. · The City reserves the right to deny or revoke permission at any time for policy violations, safety concerns, or operational needs.

7. Approval & Records
· Approved applications will be documented and retained in the City Clerk’s office for at least two years.
· The nonprofit contact person will receive written confirmation of approval or denial.

AGENDA ITEM 7.5

ATTACHMENT B
RESOLUTION NO. 2025-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE, ADOPTING A POLICY TO

ALLOW NONPROFIT ORGANIZATIONS TO POST ADVERTISEMENTS AND PLACE DONATION BINS IN

PUBLIC AREAS OF TOWN HALL AND OTHER CITY SPACES
WHEREAS, the City of Mountain House values the contributions of nonprofit organizations in serving the needs of the community; and
WHEREAS, nonprofit organizations frequently request to promote their programs, events, and fundraising efforts in Town Hall and to place donation bins to collect goods for those in need; and WHEREAS, the City recognizes the benefit of allowing such activities while maintaining safety, operational efficiency, and neutrality in public facilities; and WHEREAS, the adoption of a formal policy provides clear and consistent guidelines for eligibility, application, placement, and maintenance of nonprofit advertising and donation bins; and WHEREAS, the proposed “Nonprofit Advertising & Donation Bin Policy” establishes procedures that are fair, transparent, and consistent with City values.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Mountain House does hereby adopt the Nonprofit Advertising and Donation Bin Policy attached hereto as Exhibit A and incorporated herein by reference.

BE IT FURTHER RESOLVED that the City Manager, or designee, is authorized to implement and administer the policy, including the review and approval of applications in accordance with the policy guidelines.

PASSED AND ADOPTED by the City Council of the City of Mountain House, California at a meeting thereof held on this the 13th day of August 2025, by the following vote, to wit:

AYES:

NOES:

ABSENT:
______________________________

ANDY SU, MAYOR
City of Mountain House
County of San Joaquin, State of California
ATTEST:

City Clerk of the City of Mountain
House, County of San Joaquin, State of
California
By: ___________________________
AGENDA ITEM 7.5
TITLE: Strategic Plan Update – Fiscal Years 2025/2026 through 2026/2027 MEETING DATE: August 13, 2025
PREPARED BY: Steven Pinkerton, City Manager

RECOMMENDATION
Receive and file the Strategic Plan progress update for fiscal years 2025/2026 through 2026/2027.

BACKGROUND
The City Council adopted the Strategic Plan for fiscal years 2025/2026 through 2026/2027 on April 9. The Plan provides a two-year roadmap organized around nine strategic priorities to guide City operations, policy direction, and resource allocation as Mountain House transitions into newly incorporated city.

The Plan was developed with input from the City Council, staff, and community stakeholders. It aligns with Council’s vision of transparent governance, exceptional public service, and thoughtful long-range planning. The Strategic Plan and its associated Work Plan Prioritization Matrix (Attachment A) support performance evaluation, fiscal planning, and continuous improvement across departments.

Staff provides this first quarterly update to report progress, identify completed items, and flag key next steps.

DISCUSSION
Staff has made measurable progress across all nine strategic priority areas. Highlights include:
· Incorporation Transition: The City has completed updates to the Municipal Code and Council policies.

The General Plan update contract has been awarded, with a community workshop planned for September 2025.
· Development: A conceptual design for the Community and Aquatic Center has been approved. Work has begun on the Economic Development Strategy and Affordable Housing Policies. · Public Safety: Fire Station 2 was completed and staffed in July. The Traffic Safety Enhancement Plan was adopted. Improvements to the security camera network and Sheriff’s data sharing are underway. · Transportation: Transit needs assessments are in progress. A Request for Proposals to pursue federal and state funding is underway. The Memorandum of Understanding with Valley Link remains on hold pending funding updates.
· Water Resources: Staff is actively pursuing federal funding for major infrastructure, including the Wicklund Cut and aquifer storage projects. Work continues on securing an emergency water supply agreement.

AGENDA ITEM 8.1
· Fiscal Sustainability and Community Culture: Contracts are in place to review utility rates. The asset management plan and ten-year cash flow model are in development. · Communications and Transparency: The Crisis Communications Plan was completed in March.

Website accessibility updates and expansion of GoGov tools are ongoing. Strategic messaging initiatives are helping combat misinformation.
· Council and Staff Culture: Regular one-on-ones with Councilmembers and City Manager continue.

Strategic Plan updates have been integrated into budget documents, with upcoming sessions scheduled for August and September.
· Amenities and Quality of Life: Partnership efforts with Lammersville Unified School District are ongoing. Staff is reviewing code enforcement policies for parks and rentals in fiscal year 2026.

A full status update by department is included in Attachment A: Work Plan Prioritization Matrix (Updated July 16).

STRATEGIC PLAN
This report supports all nine strategic priority areas adopted in the fiscal years 2025/2026 through 2026/2027 Strategic Plan. Progress updates reflect the City's commitment to transparency, goal alignment, and effective delivery of services as a newly incorporated municipality.

Staff will continue to track, report, and adjust initiatives quarterly to ensure responsiveness to community needs and Council direction.

ATTACHMENTS
A. Work Plan Prioritization Matrix (Updated July 16).

B. Strategic Plan
AGENDA ITEM 8.1
AGENDA ITEM 8.1

Strategic Plan 2025-27

EXECUTIVE SUMMARY
The City of Mountain House officially became a city on July 1, 2024. Since incorporation, City leadership has been focused on building a strong foundation for services, governance,
infrastructure, and quality of life. With a population of more than 28,000 and growing, Mountain House is committed to delivering exceptional municipal services while protecting the community’s unique character and long-term sustainability.

As a full-service city, Mountain House oversees everything from public safety and infrastructure to parks, planning, water services, communications, and economic development. The demands of managing a city are complex—from securing
critical resources and maintaining modern infrastructure to supporting rapid growth, retaining skilled staff, promoting transparency, and strengthening community trust.

This Strategic Plan is a two-year roadmap developed by the City Council, City Manager’s Office, and department leaders to guide decision-making, align priorities, and keep Mountain House moving forward. It reflects our commitment to thoughtful planning, responsible stewardship, and responsive local government.

Each initiative outlined in the plan is designed to support the City’s mission:

To provide responsive service to our growing community that exceeds expectations at a fair value. 9 KEY STRATEGIC AREAS

INCORPORATION TRANSITION
Support Mountain House’s transformation into a fully functioning city through updated codes, policies, land use regulations, and physical space for a growing team.

DEVELOPMENT
Advance economic development, housing policies, and longterm land use strategies to support vibrant neighborhoods, accessible amenities, and a strong local economy.

PUBLIC SAFETY
Expand safety services and tools—including a second fire station, law enforcement engagement, neighborhood traffic programs, and technology upgrades—to keep residents safe and supported.

TRANSPORTATION
Improve road safety, transit access, and long-range mobility through smart transportation planning and collaboration with regional partners like Valley Link.

WATER RESOURCES
Protect water reliability through emergency planning, infrastructure upgrades, and grant funding.

FISCAL SUSTAINABILITY &

COMMUNITY CULTURE
Maintain strong finances while preserving Mountain
House’s identity and values.

COMMUNICATIONS & TRANSPARENCY
Engage residents through clear, accessible, and proactive communication.

COUNCIL & STAFF CULTURE
Strengthen teamwork and accountability through training and connection.

AMENITIES & QUALITY OF LIFE
Expand parks, events, and spaces that bring the community together.

AGENDA ITEM 8.1

Strategic Plan 2025-27

COUNCIL WORK PLAN PRIORITIES
This Work Plan outlines key actions supporting the City Council’s strategic goals for 2025–2027. It guides staff, aligns resources, and reflects our commitment to transparency, quality of life, and sustainable growth.

AGENDA ITEM 8.1

Strategic Plan 2025-27
AGENDA ITEM 8.1

Strategic Plan 2025-27

CONTENTS
Executive Summary 2
Organizational Structure & City Leadership 4
Message from the City Manager 5
Strategic Planning Process & City Mission 6
Department Goals & Key Initiatives 8
Public Safety & Emergency Preparedness 14
Infrastructure, Development & Community Services 16
AGENDA ITEM 8.1

Strategic Plan 2025-27

ORGANIZATIONAL STRUCTURE

CITY COUNCIL
The City of Mountain House is governed by a five-member City Council, elected at large by residents.

Each Councilmember serves as a representative of the entire community. From among its members, the Council appoints a Mayor and Vice Mayor annually. The Council is responsible for setting policy, adopting the budget, and guiding the City’s long-term vision. To implement these policies, the Council appoints a City Manager, who oversees all City departments and operations.

EXECUTIVE MANAGEMENT TEAM
Our Executive Management Team leads the strategic direction of the City, ensuring that day-to-day operations align with long-term goals. Together, they oversee essential services—from public safety and infrastructure to community development and resident engagement. Their mission is simple:
deliver efficient, reliable, and responsive service that supports a thriving Mountain House—every day, for every resident.

Bernice King
Tingle
Vice Mayor
Matt Disko
Council Member
Ronna Green
Council Member
Dan Harrison
Council Member
Sarah Ragsdale
Administrative
Service Director
Margaret
Wimberly
City Clerk
Amanda Durbin
Communications
Officer
Jodi Almassy
Deputy City
Manager
Marty
Cornilsen
Fire Chief
Armando
Izaguirre
Police Chief
Andy Su
Mayor
Steve Pinkerton
City
Manager
John Bakker
City
Attorney
AGENDA ITEM 8.1

Strategic Plan 2025-27

MESSAGE FROM

OUR CITY MANAGER
What started as a vision for a master-planned community in the early 2000s has transformed into one of California’s most dynamic, diverse, and fast-growing cities. And now, as your first City Manager, I have the honor of helping write the next chapter.

Today, Mountain House is home to over 28,000 residents and growing rapidly. We are a young city— full of energy, promise, and momentum. Our community is one of the most diverse in the region, with residents from all over the world who bring passion, innovation, and a shared belief in the power of possibility. With a median household income above the state average and some of the top-ranked public schools in San Joaquin County, we’re building a city that families are proud to call home.

This Strategic Plan for Fiscal Years 2025–2027 is our blueprint for the future. It outlines nine core priorities that reflect the values and goals of our community:
• Completing the transition into a fully functioning city government • Enhancing public safety services and infrastructure
• Managing smart and sustainable development
• Improving transportation and mobility
• Securing long-term water reliability
• Ensuring fiscal sustainability
• Expanding community engagement and transparency
• Building a strong internal culture
• Enhancing the quality of life for all residents
This plan reflects months of collaboration among City departments, Council members, and community stakeholders. We are not simply managing growth—we’re leading it with purpose. We’re not just delivering services—we’re building systems and partnerships that will sustain Mountain House for decades to come. Whether it’s opening a second fire station, launching new transportation options, expanding community events, or upgrading vital infrastructure, our focus remains on long-term impact and community trust.

To our residents: thank you. Your ideas, feedback, and pride in this community are the heartbeat of our city. To our Council and staff: thank you for your relentless dedication to excellence. And to all who believe in the future of Mountain House—I look forward to walking this journey with you.

We are building something truly special here. Let’s continue to lead with heart, serve with purpose, and shape a city that reflects the very best of who we are.

AGENDA ITEM 8.1

Strategic Plan 2025-27
The City of Mountain House Strategic Plan Fiscal
Years 2025–2027 was developed through a
collaborative, community-centered process
involving our City Council, executive leadership,
department staff, and public feedback.

As a newly incorporated city, this plan marks a
foundational step in aligning our goals with the
needs and vision of our growing community. We
began by identifying the major opportunities and
challenges facing Mountain House—ranging
from public safety and infrastructure to
community identity, sustainability, and service
delivery.

The City Manager’s Office facilitated crossdepartmental meetings and strategy sessions to define goals, map out priorities, and shape
measurable objectives. Staff across departments
contributed their expertise to ensure each goal
was realistic, future-focused, and tied directly to
community outcomes.

City Council reviewed the plan’s priorities during
working sessions and public meetings, offering
direction on policy alignment and fiscal
responsibility. Feedback from residents was
incorporated through town halls, surveys, and
real-time app interactions via the My Mountain
House platform. This figure illustrates the
structure of the City of Mountain House
Strategic Plan FY 2025–2027. Each layer builds
upon the one above it, creating a clear path from
vision to action.

THE STRATEGIC PROCESS
AGENDA ITEM 8.1

Strategic Plan 2025-27
CITY’S

MISSION
The City of Mountain House is committed to a
fiscally balanced budget through responsible
governance and transparent communication,
while providing reliable services, vibrant parks,
diverse recreation, and maintaining a safe and
inclusive community for all.

CITY’S
VALUES
• Ethics: To hold to the highest ethical standards and to act with transparency, honesty and integrity.
• Responsibility: To accept responsibility for our individual and collective actions, and to have the courage to take appropriate actions on behalf of the whole irrespective of political pressures.
• Vision: To be visionary, innovative and resourceful.
• Community-Minded: To create a vibrant, thriving, and resilient community and to build strong, positive partnerships with residents and stakeholders. • Respect: To interact respectfully, use active listening skills and develop self- awareness to monitor how our actions impact ourselves and others.
• Competence: To competently discharge our duties and seek opportunities to increase our efficiency.

MISSION & VALUES
AGENDA ITEM 8.1

Strategic Plan 2025-27

DEPARTMENT MISSION STATEMENTS,

ACTIVITIES AND OBJECTIVES
As part of our comprehensive review and update of the Strategic Plan, each department has taken a deep dive into its core responsibilities, mission, and the essential services it provides. This effort ensures that residents and stakeholders gain a clearer understanding of the wide range of tasks and initiatives already being managed by City staff.

In this process, departments assessed current programs, identified opportunities for improvement, and aligned their strategic objectives with the City's long-term vision. Using a future-focused approach, staff set priorities that anticipate community needs, enhance operational efficiency, and support sustainable growth.

This update reflects our commitment to transparency, innovation, and continuous improvement. By aligning our goals with emerging challenges and opportunities, we aim to provide the highest level of service while fostering a thriving, resilient, and connected community.

AGENDA ITEM 8.1

Strategic Plan 2025-27
CITY MANAGER’S OFFICE
The City Manager provides leadership and oversight into the City's day-to-day operations, ensuring services are delivered effectively and in alignment with the City's strategic goals. The City Manager directly oversees the following departments:
• City Clerk – Manages official City records, facilitates public meetings, oversees elections, and ensures compliance with transparency and public access laws. • Communications – Handles public information, media relations, community engagement, and ensures residents stay informed about City initiatives, events, and services. • Public Safety – Oversees law enforcement, fire protection, emergency response, and disaster preparedness to ensure community safety.
• Deputy City Manager’s Office – Manages essential operational services, including Public Works, Community Development, Code Compliance, Permitting Services, and Emergency Preparedness.
• Administrative Services – Provides internal support functions such as Human Resources, IT, Finance, Customer Service, Parks & Recreation, and Risk Management.

Strong
leadership.

Clear Direction.

A city that
works for
everyone.

AGENDA ITEM 8.1

Strategic Plan 2025-27

CITY CLERK

MISSION STATEMENT
The City Clerk’s office is dedicated to keeping local government transparent and accessible by maintaining accurate records, providing reliable support to the City Council and community, and ensuring regulatory compliance.

CURRENT ACTIVITIES
 Provide administrative support to the City Council,
 Ensure compliance with noticing requirements and posting of agendas  Implementation of a new agenda management system and public facing agenda portal  Managing public meetings
 Responding to Public Records Request in accordance with State Law. Ensure compliance with Political Reform Act Requirements including Form 700s and Campaign Filing Requirements

STRATEGIC OBJECTIVES
 Provide Support to the City Council
 Ensure timely and accurate administrative support for City Council meetings and activities.  Facilitate communication and coordination between City Council, commissions, and city staff.
 Provide guidance on legislative procedures and policy implementation.  Legislative Process & Agenda Management
 Ensure Compliance with Legal Requirements
 Publish City Council and commission agendas in accordance with legal deadlines and transparency standards.
 Complete the implementation of an upgraded system to enhance accessibility and efficiency.
 Conduct training for staff and City Council members on system functionality and best practices.
 Records Management & Public Records
 Ensure secure storage and accurate archiving of city documents.  Integrate newly adopted ordinances into the Municipal Code in a timely manner.  Conduct a comprehensive review of current records management practices.  Update the Records Retention Policy to align with state compliance regulations.  Process and respond to public records requests promptly and in accordance with state laws.

AGENDA ITEM 8.1

Strategic Plan 2025-27
 2026 General Municipal Election
 Establish deadlines for candidate filing, ballot measures, and other election-related activities.  Draft and present staff reports and resolutions required for election consolidation with San Joaquin County.
 Develop and distribute a candidate guide outlining filing procedures and campaign regulations  Monitor and process all campaign finance filings as required by law.  Political Reform Act Compliance
 Conduct a review and implement necessary updates.
 Track required training sessions for officials and ensure completion within mandated timeframes.
 Oversee and verify that all required filings are submitted in accordance with Fair Political Practices Commission (FPPC) regulations.

AGENDA ITEM 8.1

Strategic Plan 2025-27

COMMUNICATIONS

MISSION STATEMENT
Committed to provide clear, transparent, and timely communication that informs, engages, and strengthens relationships with residents, businesses, and stakeholders. Through proactive outreach, responsive engagement, and multi-channel communication strategies, we ensure that every member of our community has access to accurate and meaningful information.

CURRENT ACTIVITIES
 Managing daily media inquiries and issuing press releases to keep the public informed.  Coordinating community meetings, town halls, and forums to foster civic engagement.  Updating the City's website, My Mountain House app, and social media channels with realtime, relevant information.  Responding to resident inquiries and ensuring accessibility to city services and programs.  Developing promotional materials, newsletters, and multimedia content to highlight city initiatives.
 Strengthening crisis communication planning through media monitoring, emergency alert testing, and misinformation response strategies.
 Conducting media training for city staff to enhance preparedness and professionalism in public communication.
 Building relationships with local journalists, digital media creators, and stakeholders to improve information flow.

STRATEGIC OBJECTIVES
 Increase Community Engagement
 Expand public participation through surveys, online engagement tools, and interactive forums.
 Host quarterly town halls and live Q&A sessions with city leadership.  Develop a resident feedback portal for transparent, two-way communication.  Enhance Digital Accessibility and User Experience
 Improve website functionality while maintaining a user-friendly interface (without AI chatbots).
 Launch a mobile-friendly city app for service requests, alerts, and community engagement.  Ensure all public materials are ADA-compliant and available in multiple languages.  Strengthen Crisis Communication and Emergency Preparedness  Develop a Crisis Communications Framework with predefined messaging templates for emergencies.
 Conduct annual crisis simulation training for city officials and staff.

AGENDA ITEM 8.1

Strategic Plan 2025-27
 Expand resident sign-ups for Everbridge emergency alerts to ensure real-time updates.  Implement a Proactive Media Strategy
 Hold monthly media briefings to share city updates and key initiatives.  Strengthen relationships with local journalists, bloggers, and digital influencers to amplify messaging.
 Establish a digital press room with easy access to press releases, fact sheets, and city reports.
 Combat Misinformation and Strengthen Public Trust
 Monitor and respond to digital misinformation with verified, fact-based messaging.  Encourage residents to rely on official city channels for accurate information.  Develop a "Myth vs. Fact" campaign to clarify common misconceptions about city policies.  Improve Internal Communication and Staff Training
 Launch an internal communications platform to streamline messaging across departments.  Provide media training for department heads and frontline staff handling public inquiries.  Establish an escalation process for efficiently routing resident concerns to the appropriate officials.
 Highlight Community Success Stories
 Showcase resident achievements, city developments, and community impact through social media and newsletters.
 Implement an "Echoes of the Hills" series featuring local perspectives on city initiatives.

AGENDA ITEM 8.1

Strategic Plan 2025-27

PUBLIC SAFETY
The Public Safety Department ensures the protection and well-being of Mountain House residents through partnerships and direct services:
• Fire & Emergency Services – Provided through a contract with French Camp McKinley Fire District, ensuring rapid response to fire and medical emergencies.

Police Services – Contracted with the San Joaquin County Sheriff’s Office, providing law enforcement, crime prevention, and emergency response.

LAW ENFORCEMENT
MISSION STATEMENT:

The San Joaquin County Sheriff’s Department is dedicated to delivering quality service through the partnerships with the people we serve.

CURRENT ACTIVITIES:
 Assist the community in establishing Neighborhood Watch programs.  Provide deputies with training opportunities to enhance public safety.  Provide Principled Policing training to include the four tenets of the policing approach:
voice, neutrality, respect and trustworthiness.
 Explore new technologies available for the public safety sector and discuss with staff as appropriate.
 Engage in community-oriented policing approach in our daily duties and interactions with any member of the public.
 Coordinate use of security camera and license plate reader technology with Rank Security to help prevent and reduce overall crime in Mountain House.  Continue the public – private partnership with the California Highway Patrol and Rank Security to provide and maintain the high level of public safety in Mountain House.  Monitor and report on the effectiveness of the motorcycle unit.  Plan and prepare for public safety services post-incorporation to ensure an efficient, smooth, and seamless transition.

STRATEGIC OBJECTIVES:
 Seek out grant opportunities and alternate funding sources to maximize the City’s public safety budget.
 Keep abreast of new technologies available in the public safety sector and keep the City apprised of such technology for potential use.
 Provide input on community design standards that can reduce crime.  Develop a master plan for installation of cameras.

AGENDA ITEM 8.1

Strategic Plan 2025-27
 Provide recommendations for real-time monitoring, what we do with footage, and how to obtain footage from private residents.
 Update the City’s security camera policy.
 Identify intersections and sections of roads identified as dangerous.  Schedule patrols of motor officer and California Highway Patrol as appropriate.  Recommend traffic calming measures, such as speed bumps and traffic circles.

FIRE AND EMS
MISSION STATEMENT:

The proud members of the French Camp Fire Protection City are dedicated to serving the community we swore to protect through emergency response, preparation, and prevention.

CURRENT ACTIVITIES:
 Finalize move in for second fire station.
 Explore including a training facility in conjunction with second fire station.  Complete fire study and continue to evaluate staffing needs, and, as needed and feasible, add personnel, apparatus, and equipment.
 Upgrade current communication system for public safety and firefighter safety so portable radios can be heard throughout the city.
 Update vehicle and equipment replacement schedule and ensure funding is in place to ensure timely purchases.
 Assist City staff in determining the need for weed abatement to minimize fire hazards.  Offer Community Emergency Response Team (CERT) classes to the community.

STRATEGIC OBJECTIVES:
 Train command staff, fire fighters and reserves assigned to Mountain House to operate in the Mountain House Emergency Operations Center.
 Plan for the opening and staffing of Station 12Upgrade current communication system for public safety and firefighter safety so portable radios can be heard throughout the city.  Update vehicle and equipment replacement schedule and ensure funding is in place to ensure timely acquisition of needed apparatus and equipment.  Continue working with AMR Ambulance to decrease response times to medical emergencies.
 Explore and investigate opportunities to provide a cost-effective Advanced Life Support program.
 Work with CERT members on a semi-annual basis to maintain operations skills and abilities  Schedule and participate in training of City staff to ensure emergency operations planning related exercises take place on a quarterly or semi-annual basis.  Work toward Advanced Life Support certification.
 Assist in effort to change emergency response classification from rural to urban to improve response times.

AGENDA ITEM 8.1

Strategic Plan 2025-27

DEPUTY CITY MANAGER
The Deputy City Manager’s Office oversees multiple critical service areas that directly impact the City's infrastructure, development, public safety, and overall quality of life. The office coordinates the following departments to ensure the efficient and effective operation of the City:
 Community Development guides the City’s growth and development to align with longterm planning goals and community needs. It includes:
 Building and Safety Services – Provides building and safety services, including plan review, permitting, and inspections.
 Construction Engineering – Ensures compliance with local, state, and federal regulations for construction activities.
 Plan Checking and Design Services – Provides plan review and design services for subdivisions, community facilities, and utility infrastructure.  Planning and Entitlement Services – Manages land use, zoning, and development projects.
 Code Compliance & Permitting Services ensures adherence to City codes and ordinances, maintaining the safety and integrity of properties and developments. It includes:
 Community Preservation – Focuses on property maintenance, nuisance abatement, and enforcement of local ordinances.
 Emergency Preparedness ensures the city is ready to respond effectively to natural disasters, public safety threats, and other emergencies. This includes disaster response planning, coordination with emergency services, public safety education, and resilience initiatives.
 Public Works is responsible for the maintenance and management of the City's essential infrastructure and services, including:
 Engineering – Oversees capital improvement projects, infrastructure planning, and construction management.
 Operations & Maintenance – Maintains roads, sidewalks, and other City assets to ensure public safety and sustainability.
 Utilities Management – Ensures the safe and reliable delivery of water, wastewater, stormwater, and solid waste services.

Together, these departments work in coordination to ensure the city operates smoothly, efficiently, and in alignment with the community’s needs and long-term vision.

AGENDA ITEM 8.1

Strategic Plan 2025-27

COMMUNITY DEVELOPMENT
From planning and infrastructure to
public safety and community
development, we shape the spaces
where people live, work, and thrive.

BUILDING STRONG

FOUNDATIONS

CITY IN MOTION
AGENDA ITEM 8.1

Strategic Plan 2025-27

BUILDING AND SAFETY SERVICES

MISSION STATEMENT
To ensure the safety, health, and welfare of the community by providing comprehensive building and safety services, including plan review, permitting, and inspections, in compliance with local, state, and federal building codes and regulations.

CURRENT ACTIVITIES
 Review and approve building plans for compliance with building codes, fire safety standards, energy efficiency requirements, and accessibility regulations.  Issue building, mechanical, electrical, plumbing, and other construction-related permits.  Conduct inspections to verify compliance with approved plans and applicable regulations.  Enforce building and safety codes to ensure the structural integrity of residential, commercial, and public buildings.
 Respond to public inquiries and provide guidance on building code requirements.  Collaborate with developers, architects, engineers, and contractors to ensure projects meet all regulatory requirements.
 Investigate and address code violations and unsafe building conditions.  Implement and update permit processing procedures to improve efficiency and customer service.
 Support emergency response and disaster recovery efforts related to building safety.

STRATEGIC OBJECTIVES
 Enhance online permitting and plan review systems to improve accessibility and efficiency.  Develop and implement digital archiving for building permits and inspection records.  Streamline the inspection scheduling process to reduce delays and improve service delivery.
 Provide ongoing training for staff to stay updated on the latest building codes and industry best practices.
 Increase public outreach and education on building safety requirements and permitting procedures.
 Improve coordination with other departments and agencies to ensure smooth development processes.
 Collaborate closely with Code Enforcement division to address potential safety hazards before they become critical issues.
 Improve online dashboard to track permit applications, inspection results, and code enforcement actions.

AGENDA ITEM 8.1

Strategic Plan 2025-27

CONSTRUCTION ENGINEERING

MISSION STATEMENT
Manages oversight of construction activities to ensure infrastructure and facilities are in compliance with the Master Plan and local, state, and federal regulations.

CURRENT ACTIVITIES
 Oversee private development construction activities
 Provide construction management, engineering, inspection, and quality assurance and control services for privately funded development projects  Oversee consultant inspection services
 Review information and respond to requests for information and to submittals and design change notices from developers’ engineers, contractors and designers  Coordinate with various parties for construction activities  Finalize offers of dedication for private development projects  Review and finalize project acceptances
 Coordinate with the Operations and Maintenance Department on landscaping acceptance
 Support the Operations and Maintenance department with inspection service, various repair work, checking water values and blowing fire hydrants for stagnant water  Administer as-built drawings, manuals and other construction-related reports and documentation
 Assist with development of developer agreements, conditions of approval, special inspections, quality assurance and control services, and bonding requirements  Coordinate with Operations and Maintenance to transfer construction projects to the City’s maintenance operations
 Coordinate inspection and construction management services with Public Works

STRATEGIC OBJECTIVES
 Streamline acceptance process for development-related infrastructure projects  Complete offers of dedication and acceptance for all projects  Manage record-keeping and construction administration process  Expand services to Capital Improvement Program project delivery AGENDA ITEM 8.1

Strategic Plan 2025-27

PLAN CHECKING AND DESIGN SERVICES

MISSION STATEMENT
To provide plan checking and design services to complete the approval of the privately designed subdivisions, community facilities, utility infrastructure, and other supporting infrastructure in compliance with the Master Plan and local, state, and federal regulations CURRENT ACTIVITIES:
 Perform plan reviews and approvals
 Prepare subdivision improvement agreements in conjunction with the map process  Perform tentative maps reviews and draft conditions of approval  Prepare subdivision improvement agreements and bonding requirements  Process final maps for approval
 Coordinate with developers on infrastructure design requirements and providing design review services
 Develop procedures to make plan checking, map review and drafting improvement agreements more efficient
 Ensure infrastructure is built in compliance with approved plans and specifications STRATEGIC OBJECTIVES:
 Finalize submittal checklist requirements and publish this information online  Update specifications and details when necessary
 Improve document coordination and archiving of hard and electronic copies  Collect, organize, scan, and store all maps and plans  Implement Geographic Information System division
 Expand the GIS-based archival system for improvement plans, final-map approvals, bonds for subdivisions, and improvement bonds
 Implement the Water and Sewer Master Plan recommendations AGENDA ITEM 8.1

Strategic Plan 2025-27

PLANNING AND ENTITLEMENT SERVICES

MISSION STATEMENT
To process development approvals and entitlements for development projects in Mountain House in conjunction with San Joaquin County.

CURRENT ACTIVITIES
 Maintain positive and constructive relationships with developers  Improve upon the wording of the Conditions of Approval in terms of clarity, enforceability, and relevance
 Develop and process necessary development agreements
 Process tentative maps, final maps, agreements, and bonding requirements  Process and enforce conditions of approval
 Process annexation applications
 Collaborate on the development agreement process
 Coordinate regional projects, including Valley Link, Route 205 Managed Lanes, and the Delta Conveyance Project
 Complete the South Community Park

STRATEGIC OBJECTIVES
 Continue to collaborate with developers and other partners to provide carefully planned, well-constructed, and regularly maintained infrastructure that safely serves residents, businesses, and visitors
 Update the Master Plan and Specific Plans for the proposed land use and community facility changes
 Update General Plan
 Implement GIS division
 Interactive development project dashboard
 Support diverse housing options: affordable/work-force  Continue cooperating with regional agencies on projects, including Valley Link, Route 205 Managed Lanes, and the Delta Conveyance project
 Update the Public Land Equity Program and establish procedures for tracking dedicated lands and vouchers and identifying surpluses and deficit  Continue to refine procedural guidelines for planning processes, application requirements, annexation fee calculations, and other entitlement processes  Prepare a “cost of doing business” survey to compare Mountain House with other communities in the region
 Economic development strategy
 Begin initial phases of a transit-orientated development analysis AGENDA ITEM 8.1

Strategic Plan 2025-27

CODE COMPLIANCE AND PERMITTING SERVICES

MISSION STATEMENT
To educate residents and enforce master plan restrictions, standards, ordinances, and other community approvals. Process building permits and certificate of compliance for all building permits and transportation permits.

CURRENT ACTIVITIES
 Educate residents on code compliance and Covenants, Conditions, and Restrictions requirements
 When necessary, elevate enforcement through warning and citations regarding violations of master restrictions and infractions related to noncompliance with codes  Issue permits and certificate of compliance of all new building and permits in the City in cooperation with the County’s’ building department
 Review design plans for homeowner requests for modifications  Issue permits for home modifications, including landscaping, fencing, paint, exterior structures, and additions
 Inspect and enforce standards
 Inspect parking and right-of-way issues on vacant lots within the City  Inspect municipal codes (public property) or master restrictions (private property) within the City
 Enforce parking regulation and code requirements
 Coordinate with the finance department to ensure collection of building permit or other fees

STRATEGIC OBJECTIVES
 Work on educational and public information materials regarding code compliance and master restriction requirements
 Continue implementation of non-standard vehicle online parking permit system  Expand use of online permitting software for building permit requirements and other processes
 Conduct semi-annual or annual property inspection for master restriction compliance postpurchase to disclose any additions or modifications for proper permitting with City and County
 Work with master builders and developers to conduct educational forums regarding Master Restrictions and issue copies of Master Restrictions to property owners  Develop educational materials regarding the street trees and sidewalk maintenance  Assist in development of permitting processes for new commercial development projects AGENDA ITEM 8.1

Strategic Plan 2025-27

COMMUNITY PRESERVATION

MISSION STATEMENT
To foster long-term partnerships between residents, retail, commercial entities and local government and to assist law enforcement to reduce the risk of being a crime victim.

CURRENT ACTIVITIES
 Establish Neighborhood Watch Groups and Assist with National Night Out event  Notify San Joaquin County Sheriff and Rank Security of security issues and need for additional enforcement efforts
 Provide crime prevention education for homeowners and businesses  Provide staff support to the Board’s Public Safety Committee

STRATEGIC OBJECTIVES
 Establish Neighborhood Watch groups and National Night Out events in all neighborhoods  Expand the Business Watch program
 Update crime prevention handouts and social media posts to reflect relevant topics specific to community needs
 Develop crime prevention plans unique to each village or commercial center  Establish a Crime Prevention through Environmental Design program  Host community safety workshops
 Increase public safety messaging and presence at National Night Out, Neighborhood Watch meetings, and recreation events
AGENDA ITEM 8.1

Strategic Plan 2025-27

EMERGENCY PREPAREDNESS
Mission Statement:

To prepare staff to respond to emergencies in a safe and timely manner in compliance with federal and state guidelines to protect and preserve lives and property and maintain governmental services.

CURRENT ACTIVITIES:

Update the Emergency Operations Plan and annexes on an annual basis STRATEGIC OBJECTIVES:
 Provide training for staff on emergency management procedures  Update the Emergency Operations Plan and annexes on an annual basis  Review and update the Emergency Response Plan
 Equip the Emergency Operations Center
 Assign and train two key trainers
 Develop a training program for all employees including routine workshops and seminars for certification and refresher courses
 Coordinate with San Joaquin County Sheriff’s Office, French Camp McKinley Fire Protection City, and Rank Security Services to conduct training exercises and workshops

PUBLIC WORKS
MISSION STATEMENT:

To provide the highest quality public works services to the community and other departments, using a balanced approach of maintaining a cost-effective operation and providing these services in a responsible and efficient manner.

ENGINEERING
MISSION STATEMENT:

To design, construct and maintain utilities and infrastructure in compliance with the Master Plan and local, state and federal regulations.

CURRENT ACTIVITIES:
 Develop, design, construct, manage, and inspect capital improvement projects  Ensure infrastructure is built in accordance with approved plans and specifications  Maintain the Pavement Management Program with in-house staff  Work with state and federal regulatory agencies to implement the regulations in water, wastewater, and stormwater management systems
 Work with and assist the Community Development Department as needed  Implement programs: tree maintenance, sidewalk repair and replacement, parks equipment repair and replacement
AGENDA ITEM 8.1

Strategic Plan 2025-27
 Develop and implement signal timing plans
 Finalize the communication system master plan
 Finalize procurement contract for security camera system implementation  Provide staff support to the San Joaquin Council of Governments STRATEGIC OBJECTIVES:
 Implement Traffic Calming Program
 Implement innovative/smart traffic solutions
 Establish KPIs for reporting traffic issues
 Create transparent and interactive tracking of transportation projects  Pursue federal and state transportation grant funding opportunities  Annually revise construction standard specifications and details  MOU with ValleyLink
 Multi-Modal Regional Mobility Hub
 Launch local transit services
 Implement the 5 Year Capital Improvements Program
 Develop phased implementation of the small cell and 5G/6G wireless system  Implement Traffic Management Center
AGENDA ITEM 8.1

Strategic Plan 2025-27

OPERATIONS AND MAINTENANCE
MISSION STATEMENT:

To provide efficient, attentive and courteous service to residents of Mountain House while providing a safe, efficient, sustainable and environmentally sound infrastructure system that enhances the quality of life while preserving the health, safety and aesthetics of our community.

Current Activities:
 Manage customer service and residential work requests  Generate and maintain scope and specifications for all contracted services  Manage contract service agreements and requests for proposals  Manage contracted services: landscaping; urban forest maintenance; street, park and pedestrian lighting; traffic signal and safety sign maintenance; janitorial services  Perform roadway repairs and maintain signage and road markings  Maintain buildings and structures
 Maintain HVAC, lighting, and security systems; sidewalks, pathways, pedestrian bridges; sound walls, miscellaneous fencing; and parks, playgrounds and recreational facilities  Maintain community aesthetics through painting, cleaning, and graffiti abatement STRATEGIC OBJECTIVES:
 Launch tree program and tree ordinance
 Establish KPIs for GOGov
 Improve fleet transition to low-emission and improve preventative maintenance  Establish and maintain an asset management program to track facility depreciation and the repairs required to restore or maintain value
 Improve the capital improvement process by coordinating an asset management system with departmental needs and maintain a 10 – 25-year projected growth plan  Establish a 25-year plan to track growth and to project equipment facility and labor needs  Park maintenance and improvements:
 Include needed improvements in the Capital Improvement Projects budget  Ensure equity for neighborhood and community parks in terms of amenities  Evaluate use of artificial turf on sports fields
 Street tree maintenance and sidewalk repair program sustainability AGENDA ITEM 8.1

Strategic Plan 2025-27

UTILITIES MANAGEMENT
MISSION STATEMENT:

To provide management for the municipal utilities and to ensure essential utility services are delivered to the community in a safe, reliable and environmentally sound manner.

CURRENT ACTIVITIES:
 Oversee the operation and maintenance of the various municipal utilities  Oversee and manage the contracts and contractors providing services to the City  Oversee and ensure permit and regulatory compliance for various municipal utilities  Plan, coordinate and manage utilities infrastructure and asset replacement  Manage and coordinate the current wastewater treatment plant expansions consistent with the approved plans
 Maintain City stormwater conveyance system through contracted services  Evaluate alternative options for emergency sources of water  Obtain water and water storage for emergency water supplies  Work with MHD to preserve riparian rights north of Byron Highway  Initiate the Aquifer Storage and Recovery well to improve future water reliability  Analyze the feasibility of an intertie with the City of Tracy  Evaluate the feasibility of using Wicklund cut and Wicklund pump station as an optional alternative water intake
STRATEGIC OBJECTIVES:
 Ensure Sustainable Water Supply
 Maintain infrastructure utilizing asset management system  Reduce water loss
 Expand and upgrade Water Treatment Plant
 Promote environmental stewardship
 Ensure SB1383 compliance and waste reduction and recycling initiatives
 Develop comprehensive utility CIP
 Support rate studies
 Seek water grant funding opportunities
AGENDA ITEM 8.1

Strategic Plan 2025-27

ADMINISTRATIVE SERVICES
Administrative Services plays a vital role in ensuring the efficient operation of key City functions, overseeing Human Resources, IT Services, Customer Service, Finance, Parks & Recreation, Risk Management, and Emergency Preparedness. This department provides essential support that enables the City to deliver high-quality services to residents, businesses, and stakeholders while ensuring financial stability, operational efficiency, and public safety.  Administrative Services provides leadership and coordination across all divisions, ensuring policies, procedures, and resources align with the City's mission and strategic goals. This includes overseeing compliance, operational improvements, and internal support services.  Human Resources manages employee recruitment, benefits, training, and workplace policies to cultivate a skilled and motivated workforce.
 IT Services ensures the security, maintenance, and advancement of the City’s technology infrastructure, supporting efficient communication and digital innovation.  Customer Service serves as the first point of contact for residents, providing timely responses to inquiries, service requests, and community concerns.  Finance is responsible for budget management, financial planning, and fiscal oversight, ensuring the City's economic sustainability and responsible stewardship of public funds.  Parks & Recreation enhances community well-being by maintaining parks, recreational facilities, and programming that promote active and engaged lifestyles.  Risk Management focuses on identifying, assessing, and mitigating risks to protect the City’s assets, employees, and residents. This includes liability management, workplace safety programs, insurance oversight, and emergency preparedness planning.

Together, these divisions contribute to a well-run, transparent, and forward-thinking City government, supporting both day-to-day operations and long-term strategic goals.

AGENDA ITEM 8.1

Strategic Plan 2025-27
Delivering structure, service,
and support behind the
scenes
Heart of Service
Core of City Operations
AGENDA ITEM 8.1

Strategic Plan 2025-27

FINANCE

MISSION STATEMENT
To safeguard City assets, to provide timely, accurate and useful financial information, and to process transactions in accordance with best practices, generally accepted accounting and auditing standards, and the City’s Financial Management Manual.

CURRENT ACTIVITIES
 Review and update Financial Management Manual.
 Work with the City’s external auditors to demonstrate compliance with industry’s best practices, generally accepted accounting standards and the City’s Financial Management Manual.
 Prepare financial and compliance reports – audits, AB1600 Report, State Controller’s Report of Transactions, State Controller’s Report of Government Compensation.  Review departmental requests, make recommendations to City Manager for spending and personnel decisions, compile budget documents, and make presentations to Council at budget workshop and adoption.
 Monitor budget performance and support departments in finding budget solutions.  Process vendor agreements while ensuring compliance with best practices and the City’s Financial Management Manual.
 Process payroll, accounts payable, receivables, and cash receipting.  Resolve customer billing issues and make continuous improvements in utility billing systems.
 Direct incoming calls and walk-in traffic to the appropriate department.  Provide overall front office management.
 Manage general office operations including requests for supplies, services and equipment.

STRATEGIC OBJECTIVES
 Implement accounts receivable and fixed assets modules.  Develop a cost allocation program.
 Identify appropriate training opportunities for Administration staff.  Investigate and develop new revenue generation opportunities.  Update Financial Management Policy Manual as appropriate.  Assist with Prop 218 rate setting process and monitor adequacy of rates.  Assist with impact fee updates and reporting.
 Monitor and adjust developer deposit and billing procedures.  Continue work on OpenGov templates, stories, and year-over-year analysis.  Issue Annual Comprehensive Financial Reports within six (6) months of year end.  Issue AB1600 report within 6 months of year end.

AGENDA ITEM 8.1

Strategic Plan 2025-27
 Manage grant reporting and requests for payments.
 Compile and monitor operating and capital improvement budgets.  Develop, update, and implement fiscal policies.
 Prepare monthly developer billings.
 Develop a phone tree to more efficiently direct incoming calls.  Investigate appropriate phone systems for utility customer service.  Review and update as needed an informative frequently asked questions (FAQ) document for customers.
 Provide a self-service kiosk for routine customer service issues and requests, park reservations, and other services.
 Develop and supply customers and residents with informative brochures and printed materials, website content, and social media postings.
 Evaluate and implement different payment options for utility accounts as they become available.
 Implement State-mandated requirements such as SB998.
 Provide annual updates on activities and compliance with the Tax Increment Financing (TIF) and Annexation Policy.

AGENDA ITEM 8.1

Strategic Plan 2025-27

HUMAN RESOURCES

MISSION STATEMENT
To manage recruitment and retention programs, assist employees with benefit and employment issues, provide opportunities for training, coordinate with Risk Management to minimize employment issues and litigation, and comply with professional standards and legal requirements.

CURRENT ACTIVITIES:
 Recruitment to fill new positions and vacancies.
 Review and update the Personnel Policies and Procedures Manual as needed.  Ensure all aspects of labor agreements are implemented including cost of living increases, step increases and performance evaluations.
 Provide guidance and direction on compliance with personnel policies.  Provide guidance and information to supervisors; work with managers and supervisors to resolve performance issues.

STRATEGIC OBJECTIVES:
 Implement an online employment application process compatible with platforms used by surrounding jurisdictions
 Schedule, review, and track timeliness of Employee Performance Reports  Implement an overall human resources information system to track Human Resource activities including performance evaluations, training, and dates of salary changes  Establish onboarding processes and human resources training for incoming employees  Post current position grades and salary schedules on City website  Update personnel policy as needed
 In connection with the Class and Compensation Study, update job descriptions and salary ranges to be consistent with current job duties and needs of the City  Develop a policy for progression within a job series
 Develop and conduct training programs for Human Resource topics ranging from supervision, disciplinary actions, and workers’ compensation  Identify training and continuing education opportunities for staff  Establish career paths for employees and coordinate and encourage training and education to accomplish these goals
 Negotiate Memoranda of Understanding, side letters, and meet and confer sessions with union representing General and Supervisor/Confidential employees  Provide compensation information for compilation of annual budget and annual audit  Develop a revised evaluation format for unrepresented employees that includes compliance with administrative policies such as staff evaluations, purchasing, payroll reporting, and risk management.
 Develop a revised evaluation format for represented employees; discuss as need with SEIU AGENDA ITEM 8.1

Strategic Plan 2025-27

INFORMATION TECHNOLOGY

MISSION STATEMENT
To purposefully utilize the latest technology to provide service to the community and staff.

CURRENT ACTIVITIES
 Manage equipment and phone systems.
 Coordinate various software systems including implementation, integration, upgrades, and training.
 Provide support to staff as needed.

STRATEGIC OBJECTIVES
 Identify and provide tools to enhance employee productivity.  Analyze the nature and cost of ISD services.
 Negotiate MOU for ISD services.
 Develop policies concerning use of technology including remote access, use of city equipment, and email retention.
 Evaluate use of the cloud for records storage and address any privacy concerns or vulnerabilities in the system.
 Develop an IT policy governing the use of City equipment and software.

AGENDA ITEM 8.1

Strategic Plan 2025-27

PARKS AND RECREATION

MISSION STATEMENT
To provide exceptional facilities and programs to serve all age groups and the diversity of interests in the community.

CURRENT ACTIVITIES
 Create, manage, execute, and report on all events.
 Manage facility rentals.
 Plan and manage City-sponsored events.
 Solicit and coordinate community volunteers.
 Publicize events with website and social media, banners at community entrances, and advertising in Mountain House Matters.

STRATEGIC OBJECTIVES
 Analyze the cost of maintaining community facilities, parks and fields and recommend appropriate user fees.
 Utilize the Recreation Strategic Plan to plan and implement recreation programs that will engage the community and are within the financial and personnel resources of the City.  Recruit, train, supervise and evaluate full and part-time recreation employees.  Develop a sponsorship/donation policy program for Council adoption to offset the cost of special events and recreation programs.
 Implement and coordinate staff volunteer opportunities within the community.  Investigate and recommend community recreation events.  Develop a cost recovery calculation methodology and goal.  Implement Community Hosted Special Event Policies and Processes to ensure community safety and to reduce stress upon city resources.
 Create a program plan for the new pickleball courts at the Central Park Tennis Courts, new tennis center and amphitheater.
 Hire an additional Recreation Coordinator to manage facility rentals, manage new tennis center, new pickleball courts, new amphitheater rentals, and community hosted special event process.

AGENDA ITEM 8.1

Strategic Plan 2025-27
AGENDA ITEM 8.1

Strategic Plan 2025-27

RISK MANAGEMENT

MISSION STATEMENT
To manage City processes, policies, assets and infrastructure to minimize liability and loss.

CURRENT ACTIVITIES:
 Assume accountability for in-house risk management, overseeing all risk, compliance and safety programs, and ensuring all training, best practices and mandated audits are being conducted  Coordinate with other departments to obtain information needed to file claims and assess outstanding risks
 Coordinate with Human Resources to identify and assign appropriate training opportunities and monitor completion
STRATEGIC OBJECTIVES:
 Assist in assessments related to changes in City operations as required in Section 120 of the City’s Financial Management Manual, “Risk Assessments.” Such changes include expanding recreation programs, encroachment permits, facilities rentals, understaffing, personnel policies, public safety operations, road safety, crossing guard operations, adopted policies and procedures, regulatory requirements for utility plants, and training of new supervisory/management staff.
 Perform a risk assessment identifying areas of greatest concern in terms of potential financial loss, probability and possibility.
 Develop a policy and procedure manual for risk management, including processes for reporting incidents, staff responsibilities, timelines, follow-up, and reporting.  Provide training for the council and staff in the implementation of plans to reduce loss and liability.
 Develop a comprehensive inventory of City assets, including the current condition of the assets.
 Develop a workplace safety program, including personal security, field work and use of City vehicles.
 Monitor vehicle activity using Global Positioning Software and provide reports to supervisors, Human Resources and emergency response personnel as appropriate.  Provide training for supervisors to minimize risk of employment-related claims.

AGENDA ITEM 8.1
TITLE:

MEETING DATE:

PREPARED BY:

Adopt a Resolution to Approve Budget Appropriation and Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc.

August 13, 2025
Matthew Gutierrez, Program Manager
Jodi Almassy, Deputy City Manager

RECOMMENDATION
It is recommended that the City Council adopt a resolution:

1. Approving a budget appropriation in the amount of $620,000 to the Builders Fund (Account No. 104-1420-6599) for Building and Safety Division services provided under existing Agreement A2324-44 with CSG Consultants, Inc. for Fiscal Year 2024-2025.

2. Authorizing the City Manager to execute Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc., increasing the total not-to-exceed agreement amount by $1,200,000, for a revised total of $5,440,000, to reflect actual and anticipated service demands as the City continues to grow.

3. Authorizing the City Manager to take all necessary and appropriate actions to carry out the purpose and intent of these recommendations.

BACKGROUND
On May 8, 2024, the Mountain House Community Services District Board approved a multi-year agreement with CSG Consultants, Inc. (Attachment A) for Building and Safety Division services through June 30, 2029, with a total not-to-exceed amount of $4,240,000.

Since incorporation on July 1, 2024, the City has experienced an exceptional surge in building activity. In Fiscal Year 2024-25, the City issued approximately 460 full building permits, compared to about 230 in Fiscal Year 2023-24 — double the activity. This number does not include hundreds of additional over-the-counter permits for solar systems, HVAC replacements, electrical and plumbing upgrades, remodels, swimming pools, and other improvements. This spike in development has significantly increased demand for plan review, inspections, and permitting services, far exceeding early projections based on limited historical data from San Joaquin County.

In addition, certain technical review services, such as Model Water Efficient Landscape Ordinance (MWELO) compliance reviews and street naming and addressing assignments, were originally expected to remain the responsibility of San Joaquin County. However, in August 2024 these responsibilities were unexpectedly transferred to the City.

AGENDA ITEM 8.2
MWELO reviews require detailed plan checks of irrigation and landscaping designs for new developments to ensure they meet California’s strict water-efficiency standards. This involves reviewing submittals, verifying calculations for water flows, and ensuring developers incorporate approved drought-tolerant planting materials and irrigation methods.

Street naming and addressing is another highly detailed process that must be completed before a development can move forward. It includes assigning new street names and house or unit numbers, checking for potential conflicts with existing addresses, updating mapping systems, and coordinating with the post office, emergency services, and utility companies.

Both of these tasks are time-sensitive and regulatory in nature. Shifting them from the County to the City meant CSG’s contracted staff had to take on additional plan reviews, processing steps, and inter-agency coordination for every new subdivision and building permit. This added another layer of workload on top of the already high demand for building inspections, plan checks, and permitting services.

The agreement allows CSG’s staffing levels to flex with workload, but the pace of development has exceeded initial estimates. This has resulted in service costs for Fiscal Year 2024-25 surpassing the originally appropriated $840,000.

DISCUSSION
The requested appropriation is primarily administrative. The City has already collected more than enough revenue in Fiscal Year 2024-25, approximately $2 million from building permit activity, to cover these costs. However, because government accounting standards and the City's Financial Management Policies keep revenue and expenditure accounts separate, Council approval is required to move funds into the correct account (the Builders Fund) to pay for services already provided and close out the fiscal year in good standing.

Under the current revenue model, 65% of permitting revenue is allocated to CSG through the Builders Fund, while 35% is retained as City revenue. In addition to direct permit-related services, CSG also performs:

· General Fund Services – broader building and safety support, such as developing new processes, setting up systems, and handling special projects needed to take on new responsibilities.

· Developer-Funded Services – plan review and inspection services tied to specific development projects, reimbursed directly by the developer under development agreements with the City.

Revenue and Expenses for Building Permit Services
This table compares the revenue collected from building permits to the amounts spent on CSG’s agreement for plan review and inspection services.

AGENDA ITEM 8.2
Fiscal Year Revenue
Collected
Agreement
Expenses
Paid from
General Fund
Paid from
Builders Fund
Paid by
Developers
2023-24 $0.00 $40,000.00 $40,000.00 $0.00 $0.00
2024-25 $2,018,982.94 $1,656,465.14 $123,764.45 $1,312,338.91 $220,361.78 Totals $2,018,982.94 $1,696,465.14 $163,764.45 $1,312,338.91 $220,361.78

How Building Permit Revenue is Used
Under our current revenue model, 65% of permit revenue is allocated to CSG for contracted building services, while 35% remains with the City.

Category Amount
Total Revenue Collected $2,018,982.94
65% – Paid to CSG (Builders Fund) $1,312,338.91
35% – City Share (General Fund) $706,644.03

Due to the volume of services performed, actual expenditures for Fiscal Year 2024-25 exceeded the original $840,000 budget. Staff was able to reallocate approximately $236,000 in available funds; however, an additional $620,000 is needed to fully fund services provided.

Budget Summary for Fiscal Year 2024-25
This shows how the original budget was used and why the $620,000 appropriation is needed. This is not a new cost to the City. The requested appropriation is to move existing revenue into the correct account to pay for last year’s services.

Fiscal Year 2024-25 Budget Summary Amount
Total Agreement Expenses $1,696,465.14
Original Appropriation ($840,000.00)
Completed Administrative Budget Appropriations ($236,465.14) Requested Budget Appropriation $620,000.00
The requested Council action (Attachment B) includes appropriating $620,000 to fully fund Fiscal Year 2024-25 costs. In addition, staff recommends increasing the agreement ceiling by $1,200,000, for a total not-to-exceed amount of $5,440,000, to align with projected service demand through June 2029 and prevent potential mid-year limitations that could disrupt critical development review and inspection services.

FISCAL IMPACT
AGENDA ITEM 8.2
The proposed action will:

· Appropriate $620,000 to the Builders Fund (Account No. 104-1420-6599) for Fiscal Year 2024-25. · Increase the total agreement authority by $1,200,000 through June 2029. · Maintain service continuity while ensuring expenditures remain aligned with available revenues.

This appropriation is an accounting process needed to move already-collected permit revenue into the correct account so the City can pay for services already provided.

The current budget for Fiscal Year 2025-26 is $1,000,000. Staff will continue to monitor building activity to ensure future budgets align with actual service demands. With approval of the agreement increase, the agreement balance will be approximately $3,700,000.

STRATEGIC PLAN
The Council’s adopted 2025 Strategic Plan (April 9, 2025) includes goals related to:

· Ensuring timely processing of building related applications and public inquiries. · Maintaining staffing flexibility in a demand driven service area. · Supporting timely fiscal close-out of Fiscal Year 2024-25.

CEQA
Not applicable.

ACTION FOLLOWING CITY COUNCIL APPROVAL
Staff will process a $620,000 budget appropriation in FY 2024-2025 to pay for services provided under Agreement A-2324-44 with CSG Consultants, Inc.

The City Manager will execute Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc., increasing the agreement amount by $1,200,000, bringing the total agreement amount to $5,440,000.

ATTACHMENTS
A. Agreement A-2324-44
AGENDA ITEM 8.2
B. Proposed Resolution
· Exhibit 1 – Budget Appropriation Form
· Exhibit 2 – Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc.

AGENDA ITEM 8.2
251 E MAIN STREET, MOUNTAIN HOUSE, CA 95391
(209) 831-2300 ʀ (209) 831-5610 FAX

CONSULTANT AGREEMENT
CONTRACT ID # A-2324-44
DATE: June 1, 2024
PARTIES: MHCSD: Mountain House
Community Services District
251 E. Main Street
Mountain House, CA 95391
CONSULTANT: CSG Consultants
930 Fresno Street
Newman, CA 95360
The Parties agree as follows:

1. Priority of Documents:

Each of the items listed below is hereby incorporated into this Agreement by this reference. In the event of an inconsistency in this Agreement, the inconsistency shall be resolved by giving precedence in the following order:
$ Applicable Federal and State of California statutes and regulations, this Agreement and its exhibits.

B. Consultant’s Proposal dated March 29, 2024.

2. Terms of Services:

2.1 Scope of Services. Subject to the terms and conditions set forth in this Agreement, Consultant agrees to Establish a Building and Safety Department, as further described in Exhibit A, Scope of Service (the “Work”).

2.2 Term of Agreement. This Agreement shall commence on June 1, 2024, and continue until June 30, 2029, unless said Work is completed on a date prior thereto or unless terminated earlier as provided herein. Consultant shall complete the Work described in 











  

ATTACHMENT A AGENDA ITEM 8.2
CONTRACT ID # A-2324-44
2 Exhibit A on or before that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to Consultant to complete the services required by this Agreement shall not affect MHCSD’s right to terminate the Agreement, as referenced in Section 8.

2.3 Standard of Performance. Consultant shall perform all Work in a first-class manner in conformance with the standards observed by a competent practitioner of the profession in which Consultant is engaged.

2.4 Inspection. All Work performed and materials (if any) provided by Consultant shall be subject to inspection and approval by MHCSD.

2.5 Assignment of Personnel. Consultant shall assign only competent personnel to perform services pursuant to this Agreement. In the event that MHCSD, in its sole discretion, at any time during the term of this Agreement, desires the reassignment of any such persons, Consultant shall, immediately upon receiving notice from MHCSD of such desire of MHCSD, reassign such person or persons.

2.6 Time is of the Essence. Consultant shall devote such time to the performance of services pursuant to this Agreement as may be reasonably necessary to timely finish the Scope of Work, to meet the standard of performance provided in Section 2.3 above and to satisfy Consultant’s obligations hereunder.

3. Terms of Payment.

3.1 Compensation. MHCSD hereby agrees to pay Consultant a sum not to exceed four million two hundred forty thousand dollars, ($4,240,000) notwithstanding any contrary indications that may be contained in Consultant’s proposal for services to be performed and reimbursable costs incurred under this Agreement. MHCSD shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from MHCSD to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to MHCSD in the manner specified herein. Except as specifically authorized by MHCSD in writing, Consultant shall not bill MHCSD for duplicate services performed by more than one person.

Consultant and MHCSD acknowledge and agree that compensation paid by MHCSD to Consultant under this Agreement is based upon Consultant’s estimated costs of providing the services required hereunder, including salaries and benefits of employees and subcontractors of Consultant. Consequently, the parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. MHCSD therefore has no responsibility for such contributions beyond compensation required under this Agreement.

3.2 Invoices. Consultant shall submit invoices not more often than once a month during the term of this Agreement based on the cost for services performed and reimbursable costs incurred prior to the invoice date via e-mail to [email protected]. Invoices delivered to any other e-mail address will be deemed undelivered and not paid. 











  

ATTACHMENT A AGENDA ITEM 8.2
CONTRACT ID # A-2324-44
3 Invoices shall contain the following information:
a. Contract ID number;
b. Federal Tax Payer Identification Number;
c. Contract expiration date;
d. The beginning and ending dates of the billing period; e. A task summary containing the original contract amount, the amount of prior billings, the total due this period, the balance available under the Agreement, and the percentage of completion;
f. At MHCSD’s option, for each Work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the Work, the hours spent by each person, a brief description of the Work, and each reimbursable expense;
g. The total number of hours of Work performed under the Agreement by Consultant and each employee, agent, and subcontractor of Consultant performing services hereunder; and
h. The Consultant’s signature.

3.3 Monthly Payment. MHCSD shall make monthly payments, based on invoices received, for services satisfactorily performed, and for authorized reimbursable costs incurred.

MHCSD shall have thirty (30) days from the receipt of an invoice that complies with all of the requirements above to pay Consultant.

3.4 Final Payment. MHCSD shall pay the last 10% of the total sum due pursuant to this Agreement within sixty (60) days after completion of the services and submittal to MHCSD of a final invoice, if all services required have been satisfactorily performed.

3.5 Total Payment.
a. MHCSD shall pay for the services to be rendered by Consultant pursuant to this Agreement. MHCSD shall make no payment for any extra, further, or additional service pursuant to this Agreement.
b. In no event shall Consultant submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entire Agreement unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment. c. MHCSD shall not pay any invoice or otherwise provide compensation to Consultant in excess of the maximum amount of compensation provided herein unless the Agreement is modified prior to the performance of such Work or services.












  

ATTACHMENT A AGENDA ITEM 8.2
CONTRACT ID # A-2324-44
4 d. MHCSD shall not pay any invoice or otherwise provide compensation to Consultant for Work or services performed after the expiration or termination of this Agreement unless the Agreement is modified prior to the performance of such Work or services.

3.6 Hourly Rate/Fees. Unless the services provided are for a lump sum or flat fee, fees for Work performed by Consultant on an hourly basis shall not exceed the amounts shown on the compensation cost proposal attached hereto as Exhibit B and incorporated herein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit B, the Agreement shall prevail.

3.7 Reimbursable Expenses. Reimbursable expenses are specified in Exhibit B.

Reimbursable expenses not listed in Exhibit B are not chargeable to MHCSD.

Reimbursable expenses shall not include a mark-up shall be billed as a direct costs. In no event shall expenses be advanced by MHCSD to the Consultant. Reimbursable expenses are included in the total amount of compensation provided under this Agreement that shall not be exceeded.

3.8 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any similar federal or state taxes.

3.9 Payment upon Termination. In the event that MHCSD or Consultant terminates this Agreement pursuant to Section 8, MHCSD shall compensate the Consultant for all outstanding costs and reimbursable expenses incurred for Work satisfactorily completed as of the date of written notice of termination. Consultant shall maintain adequate logs and timesheets to verify costs incurred to that date.

3.10 Authorization to Perform Services. The Consultant is not authorized to perform any services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator.

4. Consultant’s Status.

4.1 Independent Contractor. In the performance of the Work, duties and other obligations imposed by this Agreement, the Consultant is at all times acting as an Independent Contractor practicing his or her profession and not as an employee of MHCSD.

Consultant shall perform the Work in accordance with currently approved methods and standards of practice in the Consultant’s professional specialty. A copy of Consultant’s current business license shall be provided to MHCSD. The Consultant shall not have any claim under this Agreement or otherwise against MHCSD for vacation, sick leave, retirement benefits, social security or worker’s compensation benefits. The Consultant shall be responsible for federal and state payroll taxes such as social security and unemployment. San Joaquin County will issue a form 1099 on behalf of MHCSD at year-end for fees earned.

4.2 Consultant Not an Agent. Except as MHCSD may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of MHCSD in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, pursuant to this Agreement to bind MHCSD to any obligation whatsoever. 











  

ATTACHMENT A AGENDA ITEM 8.2
CONTRACT ID # A-2324-44
5 4.3 Non-Exclusive Rights. This Agreement does not grant to Consultant any exclusive privileges or rights to provide services to MHCSD. Consultant may contract with other agencies, private companies or individuals for similar services.

5. Legal Requirements.

5.1 Compliance. Consultant shall comply with all Federal, State and local laws, regulations and requirements necessary for the performance of the Work. Consultant shall comply with all laws applicable to wages and hours of employment, occupational safety, and to fire safety, health and sanitation.

5.2 Licenses and Permits. Consultant represents and warrants to MHCSD that Consultant and its employees, agents, and any subcontractors have all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required to practice their respective professions. Consultant represents and warrants to MHCSD that Consultant and its employees, agents, and any subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their respective professions.

5.3 Conflict of Interest Statement. Consultant covenants that Consultant, its officers or employees or their immediate family, presently has no interest, including, but not limited to, other projects or independent contracts, and shall not acquire any such interest, direct or indirect, which would conflict in any manner or degree with the performance of the Work. Consultant further covenants that in the performance of this Agreement no person having any such interest shall be employed or retained by Consultant under this Agreement. Consultant shall not hire MHCSD’s employees to perform any portion of the Work, including secretarial, clerical and similar incidental services except upon the written approval of MHCSD. Performance of the Work by associates or employees of Consultant shall not relieve Consultant from any responsibility under this Agreement.

5.4 Nondiscrimination and Equal Opportunity. Consultant 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, gender identity, 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 Consultant pursuant to this Agreement. Consultant shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of Consultant thereby.

5.5 Drug Free Workplace. Consultant shall comply with the provisions of Government Code Section 8350 et seq., otherwise known as the Drug-Free Workplace Act.

5.6 Form Law. The Laws of the State of California shall govern this Agreement. Venue is San Joaquin County. The provision of this paragraph shall survive expiration or other termination of this Agreement regardless of the cause of such termination. 











  

ATTACHMENT A AGENDA ITEM 8.2
CONTRACT ID # A-2324-44
6 5.7 Subcontracts. Consultant shall include the provisions of this Section 5 in any subcontract approved by the Contract Administrator or this Agreement.

6. Indemnification, Hold Harmless and Defense.

To the fullest extent permitted by law, Consultant shall indemnify, hold harmless and defend MHCSD, its directors, officers, employees, agents and authorized volunteers, and each of them, from and against any and all claims, demands, causes of action, damages, penalties, judgments, awards, decrees, costs, expenses, attorneys’ fees, losses or liabilities, in law or in equity, of every kind or nature, including but not limited to personal injury, bodily injury, wrongful death, and property damage including any damage to MHCSD’s property, arising out of Consultant’s alleged negligence, or wrongful acts related to or in connection with Consultant’s performance of duties under the terms and conditions of this Agreement.

To the fullest extent permitted by law, MHCSD shall indemnify, hold harmless and defend the Consultant, its directors, officers, employees, agents and each of them (collectively referred to as “Consultant Indemnified Parties”) from and against any and all claims, demands, causes of action, damages, penalties, judgments, awards, decrees, costs, expenses, attorneys’ fees, losses or liabilities, in law or in equity, of every kind or nature, including but not limited to personal injury, bodily injury, wrongful death, and property damage including any damage to the Consultant’s property, arising out of MHCSD’s alleged negligence, or wrongful acts related to or in connection with MHCSD’s performance of duties under the terms and conditions of this Agreement.

Notwithstanding the forgoing, to the extent this Agreement is a “construction contract” as defined by California Civil Code Section 2782, as may be amended from time to time, such duties of consultant to indemnify shall not apply when to do so would be prohibited by California Civil Code Section 2782.

7. Insurance.

Before beginning any Work under this Agreement, Consultant, at its own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance described in Exhibit C, incorporated herein, against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the Work hereunder by the Consultant and its agents, representatives, employees, and subcontractors. Consistent with the following provisions, Consultant shall provide proof satisfactory to MHCSD of such insurance that meets the requirements of Exhibit C and under forms of insurance satisfactory in all respects, and that such insurance is in effect prior to beginning Work to MHCSD. Consultant shall maintain the insurance policies required by Exhibit C throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant’s proposal. Consultant shall not allow any subcontractor to commence Work on any subcontract until Consultant has obtained all insurance required by Exhibit C for the subcontractor(s) and provided evidence that such insurance is in effect to MHCSD. Verification of the required insurance shall be submitted and made part of this Agreement prior to execution.












  

ATTACHMENT A AGENDA ITEM 8.2
CONTRACT ID # A-2324-44
7 8. Termination and Modification.

8.1 Termination. MHCSD may cancel this Agreement at any time and without cause upon written notification to Consultant. Consultant may cancel this Agreement upon sixty (60) days’ written notice to MHSCD and shall include in such notice the reasons for cancellation.

In the event of termination, Consultant shall be entitled to compensation for services performed to the effective date of termination; MHCSD, however, may condition payment of such compensation upon Consultant delivering to MHCSD any or all work product, including, but not limited to documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or MHCSD in connection with this Agreement.

8.2 Extension. MHCSD may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Section 2.2. Any such extension shall require a written amendment to this Agreement, as provided for herein. The MHCSD General Manager is hereby authorized to negotiate and execute such extension.

8.3 Amendments. The parties may amend this Agreement only by a writing signed by all the parties.

8.4 Assignment and Subcontracting. MHCSD and Consultant recognize and agree that this Agreement contemplates personal performance by Consultant and is based upon a determination of Consultant’s unique personal competence, experience, and specialized personal knowledge. Moreover, a substantial inducement to MHCSD for entering into this Agreement was and is the professional reputation and competence of Consultant.

Consultant may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator. Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the Contract Administrator. Any such assignment, transfer, delegation or subcontract without the prior written consent shall be considered null and void.

8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between MHCSD and Consultant shall survive the termination of this Agreement.

8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, MHCSD’s remedies shall include, but not be limited to, the following:
a. Immediately terminate the Agreement;
b. Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement; c. Retain a different consultant to complete the Work described in Exhibit A not finished by Consultant; or












  

ATTACHMENT A AGENDA ITEM 8.2
CONTRACT ID # A-2324-44
8 d. Charge Consultant the difference between the cost to complete the Work that is unfinished at the time of breach and the amount that MHCSD would have paid Consultant pursuant to Section 3 if Consultant had completed the Work.

9. Miscellaneous.

9.1 Contract Administrator. The Contractor Administrator shall be designated, and may be changed, by the MHCSD General Manager in writing.

9.2 Notices. Any notice required to be given pursuant to the terms and provisions hereof shall be in writing and shall be effected by personal delivery or by first class mail, registered or certified, postage prepaid, return receipt requested. Unless otherwise designated by either party in writing, such notices shall be mailed as shown on the first page of this Agreement.

9.3 Non-Liability of Officials, Employees and Agents. No officer, official, employee or agent of District shall be personally liable to Consultant in the event of any default or breach by District or for any amount that may become due to Consultant pursuant to this Agreement.

9.4 Attorneys’ Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provisions of this Agreement, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which such party may be entitled.

9.5 Documents. All drawings, specifications, documents and other memoranda or writings relating to the Work hereunder, shall remain or become the property of MHCSD upon termination of this Agreement, whether executed by or for the Consultant for MHCSD, or otherwise, by or for the Consultant, or by or for a subcontractor operating under the Consultant’s supervision, or direction, and all such documents and copies thereof shall be returned or transmitted to MHCSD forthwith upon termination or completion of the Work under this Agreement. Prior to termination Contractor shall deliver to MHCSD any such records upon request.

9.6 Force Majeure. It is agreed that neither party shall be responsible for delays in delivery or acceptance of delivery or failure to perform when such delay or failure is attributable to Acts of God, war, strikes, riots, lockouts, accidents, rules or regulations of any governmental agencies or other matters or conditions beyond the control of either the seller/contractor or the purchaser.

9.7 Waiver. 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. An extension of time for performance of any obligation or act shall not be deemed an extension of the time for performance of any other obligation or act, and no extension shall be valid unless in writing and executed by the waiving party.












  

ATTACHMENT A AGENDA ITEM 8.2
CONTRACT ID # A-2324-44
9 9.8 No Third Party Beneficiaries. Nothing contained in this Agreement is intended to or shall be deemed to confer upon any person, other than the parties, any rights or remedies hereunder.

9.9 Headings. The headings of the sections and exhibits of this Agreement are inserted for convenience only. They do not constitute part of this Agreement and are not to be used in its construction.

9.10 Entire Agreement and Modification. This Agreement supersedes all previous Agreements either oral or in writing and constitutes the entire understanding of the parties hereto. No changes, amendments or alterations shall be effective unless in writing and signed by both parties.

9.11 Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement.

IN WITNESS WHEREOF, MHCSD and Consultant have executed this Agreement on the day and year first written above.

CSG Consutants Mountain House Community Services
District, a political subdivision of the
State of California
By: ____________________________
Consultant
By: ___________________________
Steven J. Pinkerton
General Manager
Date: _________________________ Date: _________________________ Approved as to form:

By:____________________________
John Bakker
General Counsel













  





 
ATTACHMENT A AGENDA ITEM 8.2

EXHIBIT A

SCOPE OF SERVICES
[Insert]












  

ATTACHMENT A AGENDA ITEM 8.2
1 PROFESSIONAL

CONSULTING SERVICES

FOR BUILDING AND

SAFETY SERVICES
Key Dates
RFP Issued: February 28, 2024
Proposal Due: March 29, 2024
Community Development Department
Mountain House Community Services District
251 E Main Street
Mountain House, CA 95391

REQUEST FOR

PROPOSAL












  

ATTACHMENT A AGENDA ITEM 8.2
2 CONTENTS
INTRODUCTION .............................................................................................................................. 3 a) Location and General Background: .................................................................................. 3 b) Demographic Analysis ......................................................................................................... 4 c) Past and Future Projected Building Permits and Population ......................................... 4 SCOPE OF SERVICES ..................................................................................................................... 5 a) Building & Safety Division Administration ...................................................................... 5 b) Building Plan Check Services & Counter Operations ..................................................... 6 c) Building Inspections ............................................................................................................ 7 KEY PERFORMANCE INDICATORS (KPI) ............................................................................... 8 PROPOSAL CONTENTS AND SUBMITTAL ............................................................................ 10 a) Clarification Statements ................................................................................................... 10 b) Submitting Proposals ........................................................................................................ 10 c) Proposal Format ................................................................................................................ 10 1) Technical Proposal ......................................................................................................... 10 2) Cost Proposal .................................................................................................................. 11 3) Office-Space Acknowledgement ................................................................................... 11 4) Signature Sheet............................................................................................................... 11 5) References ....................................................................................................................... 12 PROPOSAL EVALUATION AND SELECTION ........................................................................ 13 a) Evaluation and Scoring Criteria ...................................................................................... 13 b) Short-List Selection ........................................................................................................... 13 c) Final Selection .................................................................................................................... 13 d) Solution Confirmation / Best and Final Offer ................................................................ 14 e) Contract Negotiation ......................................................................................................... 14 RFP SCHEDULE AND INQUIRIES ............................................................................................. 15 a) Questions Regarding this RFP ......................................................................................... 15 PROPOSAL TERMS AND CONDITIONS .................................................................................. 16 ATTACHMENT 1- SIGNATURE SHEET ................................................................................... 19 ATTACHMENT 2 – SAMPLE AGREEMENT AND INSURANCE REQUIREMENTS ....... 20 











  

ATTACHMENT A AGENDA ITEM 8.2
3 INTRODUCTION
Mountain House is an all-inclusive, family-oriented community that serves today's vibrant and exhilarating lifestyle. You will find yourself free from the fast pace of the City while only a short drive away. The villages boast an assortment of amenities that include state of the art schools, gorgeous parks, countless recreation choices, and cutting-edge technology Here, sidewalks bring families, lifestyle, and community together.

Currently Mountain House has a Community Services District (CSD) form of governance and does not provide plan checking and/or building inspection services. These services are provided by San Joaquin County (County). Mountain House will most likely transition from a CSD to a City form on July 01, 2024. Upon incorporation, the City of Mountain House will provide plan checking and building inspection services. The Building Department is anticipated to be ready and set up well in advance of July 1, 2024, and to begin the set-up phase after the April 2024 election certification is complete and contracts are signed.

The Mountain House desires to select a qualified firm to provide building and safety services, including:
x Building & Safety Division Administration
x Building Plan Check Services
x Building & Safety Counter Operations
x Building Inspections
District expects a third-party contractor to independently provide all aspects of Building and Safety Services, including counter assistance, plan check reviews, and building inspections.

Building and Safety Services division will operate during regular business hours (Monday through Friday, 8 a.m. – 5 p.m.), on-site. The consulting firm’s staff will operate under the Community Development Director's direction. The Mountain House is anticipating entering into a five (5) year Agreement for Building and Safety Services, with the ability to extend the contract for additional time periods (length to be determined).

An award, if made, will be made to the best and responsible company whose proposal is most advantageous to the Mountain House, taking into consideration all factors set forth in this RFP.

The Mountain House reserves the right to use, at its discretion, other factors or criteria in the evaluation or selection of the proposals received.
a) Location and General Background: The Mountain
House Community is located in western San Joaquin County.

Development activity in Mountain House is facilitated by way of a comprehensive Master Plan. The district comprises of a General Manager and a five (5) member Board of
Directors.

Construction of backbone infrastructure in Mountain House began in 1996 and home construction began in 2003 and as of 2023 Mountain House has reached a population of 27,270 representing the halfway mark, in terms of an anticipated buildout.












  

ATTACHMENT A AGENDA ITEM 8.2
4 To date over 7,833 dwelling units have been completed in 2022 and is expected to have 16,100 dwelling units by full buildout, 600,00 square feet of commercial space is completed and occupied, an additional 22,398 square feet of commercial space is under construction, as well as seven (7) K-8 schools and a high school.
b) Demographic Analysis
c) Past and Future Projected Building Permits and Population Upon full buildout the District is planned to include approximately 15,700 dwelling units of various densities and product types and serve a population of approximately 50,000 individuals. Historic permitting activity and projected permitting activity are graphicly illustrated below.












  

ATTACHMENT A AGENDA ITEM 8.2
5 SCOPE OF SERVICES
The following Scope of Services represents the services and responsibilities the successful proposer will be expected to provide and perform:
a) Building & Safety Division Administration
The proposer must be able to provide a Certified Building Official (CBO) who is qualified and available to answer questions, inspect properties, attend meetings, and can demonstrate the ability to provide a high level of building and safety expertise including, but not limited to:
x Knowledge of all aspects of the California Building Codes x Knowledge of on-going changes in applicable state and federal laws x On-going supervision, training, and evaluation of subordinate staff x Ability to provide technical assistance and training to other District department staff x Provide oversight of the District’s Building and Safety Division x Ability to assist with annual budget preparation
x Ability to prepare and present staff reports, ordinances and resolutions to Commissions and District Council
x Prepare monthly/quarterly reports regarding building plan check and building permit issuances including, but not limited to, the fees collected, staffing levels, staff hours expended, number of permits issued, number of inspections made, and other financial, operational, and statistical information
x Prepare and process updates to the Building Code and related codes annually x Assist with and implement new procedures and processes, such as the permit tracking system x Construction management of District projects as needed x Other services that may be necessary for administration and enforcement of the California Building Code and related codes, and application provisions of the Mountain House Municipal Code
x Represent the District as the Building Official while interfacing with the public and other agencies and coordinate with other District departments as may be required x Provide technical advice for District personnel assigned to code enforcement and building and safety activities.
x Process and prepare Planning Commission and District Council reports and recommendations and assist in the presentation of appeals regarding building and safety matters. Attend District Council, Planning Commission and other meetings as directed. x Prepare building and safety code violation cases for submittal to the District Attorney's office when prosecution action is necessary to obtain compliance with the above codes and regulations.
x Monitor trends, legislation, and standard practices and advise the Director on appropriate Building and Safety codes, policies, procedures, and practices to adopt x Coordinate with the Orange County Fire Authority and prepare the District code ordinance update regarding periodic updates to the Uniform Fire Code, including any local amendments, and ensure that the District’s building and safety codes and the changes the Uniform Fire Codes are cross̺ referenced.












  

ATTACHMENT A AGENDA ITEM 8.2
6 x Any other duties mutually agreed upon between the Consultant and the District The consulting firm must be able to provide a Certified Building Official available during business hours but not required to operate from District Hall, a Senior Building Inspector (or Deputy Building Official) and Permit Technician to work at District Hall for during regular business hours, and any additional supplemental staffing upon request of the District to meet demands in times of increased need or activity.
b) Building Plan Check Services & Counter Operations
All plan checks for residential, non-residential, and public agency sponsored buildings for which the District has jurisdiction over will be performed by the consulting firm. Please provide an hourly rate for these services as District sponsored projects often do not have an associated fee.

The District's Building and Safety Fee Schedule depicts the array of permits and services under the scope of Building and Safety’s review. Plans must be checked according to all applicable codes, statutes, District ordinances, and other requirements as set by District Departments. All plans must be stamped and signed off if they meet all such requirements, and all changes/corrections must be addressed prior to approval.

Customer service, the availability of plan check personnel to the public and to District staff, as well as appropriate turnaround times, are all key to the selection of a service provider. Unless there are exceptional circumstances, the Consultant will be asked to fulfill the following turnaround times:
x First plan check reviews within ten (10) business days of receipt of the submittal x Second/subsequent plan checks within five (5) business days of receipt of the re-submittal x Minor permits are expected to be completed over the counter, if possible, or next business day after receipt.

Counter operations will include, but are not limited to:
x Receive, process, and issue building permits and coordinate the plan check and inspection process, including the tracking, routing and storage of building plans and the filing of building permit applications.
x Monitor and track the status of building permit applications and plan checks for expiration and develop a process to notify applicants prior to the expiration of their building permits. x Provide public information regarding building permit applications, plan check and inspection services and related matters.
x Identify and collect all required fees for building permit applications and other Building and Safety services.
x Establish, maintain, and update all forms in compliance District requirements, regulations, adopted standards, State or other laws and ordinances necessary for the operation of the Building and Safety Division, including reference sheets which explain building permit application processing procedures provided by the District. x All approval stamps, applications, forms, and other documents used in providing Building and Safety Services to the District shall be identified with the District Seal and other identification indicating that they are from the District. All the stamps, applications, forms, and other ypp
reased need or activity












  

ATTACHMENT A AGENDA ITEM 8.2
7 documents or supplies shall be the property of the District. (Costs for the provision of these processing tools and supplies shall be the responsibility of the District.) Consultant must be able to perform electronic plan review. The District accepts, reviews, and approves plans both over the counter and electronically with Energov and Bluebeam software.

The selected firm will be required to maintain all official building and safety related records.

The ideal firm will provide highly qualified plan check professionals that are committed to delivering efficient, accurate and timely plan check and counter services to meet the District’s needs; have previous experience working for municipalities; are customer-service oriented; have sufficient on-going training to perform their assigned duties; and have experience successfully managing multiple tasks, assignments, and responsibilities. c) Building Inspections
Consulting firm shall provide building inspection services by fully trained/certified inspectors and possess a minimum of two (2) years of code analysis and/or enforcement with a municipality or a private municipal contractor. Building inspection personnel shall perform duties including, but not limited to, the following:
x Provide inspection services for all construction regulated by all applicable Federal, State and District building and safety codes/ordinances.
x Inspect buildings and structures for which building permits have been issued, for compliance with the approved plans and applicable codes and ordinances. x Inspect for compliance with conditions of approval set forth by the District's Community Development Department, Planning Commission, and/or District Council. x Coordinate with various District and County agencies and departments, including but not limited to the Ventura County Fire Department, Ventura County Environmental Health Department and other governmental agencies providing services, and/or having jurisdiction over any aspect of a development project in order to obtain compliance with the above building and safety codes and regulations.
x Enforce conditions of approval associated with discretionary permits regarding building and safety regulations, as adopted by the District.
x During inspections, issue stop/correct work notices, or notices of violation when violations of the above referenced codes and regulations occur.
x Provide all vehicles, fuel, maintenance, and other equipment necessary for field personnel to carry out building permit inspections and duties.
x Provide special inspections, same-day inspections, and conduct investigations as directed by the District, including field and office research and the preparation of letters and/or documents.
x Input daily inspection information into the District’s electronic permit tracking system. 











  

ATTACHMENT A AGENDA ITEM 8.2
8 KEY PERFORMANCE INDICATORS (KPI)

1. The Consultant shall be responsible for providing monitoring information to the District that shows achievement of the performance standards and that personnel are providing helpful and courteous service to customers. The monitoring may include, but is not limited to, customer feedback through written questionnaires and interviews and observations at the building counter and during building permit inspections, and monthly statistical reports.

2. District has established Performance Standards that are to be applied to the processing of plan checks, building permits, and general service to the public that interacts with the Community Development Department. These Performance Standards are described in subsection 3 below.

The Consultant recognizes the targets established in the Performance Standards and will adhere to these measures in the performance of its services for the District. The District reserves the right to add, amend or eliminate Performance Standards at any time during the term of this Agreement. The District may use the Performance Standards to gauge the effectiveness of the Consultant's service to the District. At District’s request, the Consultant shall be responsible for providing monitoring information which shows that personnel providing services to the District are achieving the Performance Standards.

3. &RQVXOWDQWVKDOOSURYLGHVHUYLFHVZKLFKPHHWWKHIROORZLQJPD[LPXPH[SHFWHGWXUQဨDURXQGဨ times for plan check and inspection services. In practice, Consultant shall provide these VHUYLFHVZLWKWKHIDVWHVWWXUQဨDURXQGဨWLPHIHDVLEOH
Additionally, the following Performance Standards shall be used as a guide to determine staff levels.
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days or less from the date of plan submittal.
x The initial check of building plans for new commercial, industrial and residential buildings shall be completed within ten (10) working days or less from the date of plan submittal.
x The initial check of building plans for commercial, industrial and residential remodels, renovations and additions shall be completed within five (5) working days or less from plan submittal.
x All rechecks of building plans shall be completed within five x (5) working days or less from resubmittal.
x Plan Check review for routine and simple structures and items shall be FRPSOHWHGRYHUဨWKHဨEXLOGLQJFRXQWHU5RXWLQHDQGVLPSOHVWUXFWXUHVDQGLWHPV include but are limited to; reroofs; patio covers; and, fences/walls. b) ,QVSHFWLRQဨ
x All building inspections requested by 4:00 p.m. on a working day shall be conducted on the next working day with an a.m./p.m. commitment and a two (2) hour window.












  

ATTACHMENT A AGENDA ITEM 8.2
9 x As special circumstances may dictate, after hour or weekend inspections will be conducted.
x At all times, building inspectors shall conduct themselves in a courteous and professional manner and utilize the phone to help coordinate and narrow inspection times with applicants.
c) &RXQWHUဨ
x Provide service and support for the building counter a minimum of eight (8) hours per working day. The building counter shall be open to the public and sufficiently staffed from the hours of 8:00 a.m. to 4:00 p.m., Monday through Friday, excluding District holidays. Counter hours may be subject to a reasonable change by the District, including but not limited to, the hours of 8:00 a.m. to 5:00 p.m., with the potential for staggered work hours to cover the additional time.
x Keep written information regarding building permit application, plan check and inspection process updates.
x Answer the building counter phone when not with a customer at the counter and return telephone calls within two hours. Respond to all email inquiries within one working day.
x On an as needed basis, assist the District in providing or updating any Building Division information on the District’s website.












  

ATTACHMENT A AGENDA ITEM 8.2
10 PROPOSAL CONTENTS AND SUBMITTAL
a) Clarification Statements
For clarification purposes, the words “Consultant”, “Contractor”, “Firm”, “Company”, and “Proposer” shall be read to be one and the same. “Contract” and “Agreement” shall be read to be one and the same. “Mountain House Community Services District” and “District” shall be read to be one and the same. “Request for Proposal” and “RFP” shall be read to be one and the same.
b) Submitting Proposals
Proposals may be submitted in either electronic (preferred) or physical (hard copy) format:

Electronic Format (preferred): Email your proposal in PDF format to David James at [email protected]. Include in the subject line “PROPOSAL – BUIDLING AND SAFETY SERVICES”.
c) Proposal Format
The proposal shall not exceed a total of 15 single-sided, 8.5” x 11” pages. An intended form of agreement should be included as an appendix. Proposals must provide a straightforward, concise description of capabilities to satisfy the requirements of this RFP.

Emphasis should be concentrated on conformance to the RFP instructions, responsiveness to the RFP requirements, and on completeness and clarity of content.

A complete Proposal package shall consist of the following components:
1) Technical Proposal
x Cover Letter: Indicate the Proposer’s name, title, address, telephone number, and email address to whom correspondence should be directed towards during the selection process, in addition to the legal name of the firm, the year established, address, and phone number. The person authorized to represent the Proposer regarding this RFP and negotiate a contract with the District shall sign the cover letter. The letter shall state that the proposal shall be valid for a 90-day period and should include a statement affirming the Proposer’s ability to comply with the contract provisions as outlined in the District’s sample Agreement and insurance requirements.
x Qualifications and Experience: Include a statement of your firm’s qualifications to perform the work outlined in this RFP. Describe the firm’s experience working in a mixed staff/consultant environment and methods utilized to ensure a close and positive working relationship with District/District staff and any other relevant service that the firm provides that may not have been identified in this RFP.
x Organization and Staffing: Identify the principal staff and support staff who will be performing the work required and be on premises on a daily basis.

Include an organizational chart if necessary. Provide a work history resume for each of the staff, including applicable training, licensing, and/or certifications, descriptions of projects worked upon, dates, project costs, and duties 











  

ATTACHMENT A AGENDA ITEM 8.2
11 performed by the individual on the projects, as an attachment to the proposal package. The Building Official shall have the following qualifications:
1) Certified Building Official (CBO).
2) Architectural or Civil Engineering Registration State of California (desirable not mandatory).
3) Minimum Bachelor's degree in related field.
4) Minimum of five years previous public building department administrative experience.
5) ICC certified inspector and/or plan checker.
6) Once selected, the Consultant shall not change Building Official without Director of Community Development's concurrence.
x Approach to Scope of Services: Re-state the Scope of Services with any additions, expansions, clarifications, or modifications that the firm proposes to provide the services and produce the deliverables contained in this RFP.

Describe the proposed approach and methodology to performing the Scope of Services and any cost-saving or value-adding strategies or innovations the firm will bring to the project.
2) Cost Proposal
One (1) copy of the cost proposal shall be submitted in a separately sealed envelope and will not be opened until the vendor’s proposals have been ranked based on their qualifications. The elements of the Cost Proposal shall detail a fee structure for all services provided. Proposals without a separate, sealed Cost Proposal will not be accepted.
x Indicate fees as a percentage of the District's collected permit fees and/or an hourly compensation rate for consulting staff. Proposed fee structure should be based on District's Building and Safety Fee Schedule.
x Provide a schedule of hourly compensation rates for services provided not otherwise included in the percentage fee, such as services performed for District permits or projects that would not incur associated permit fees. x Provide a schedule of additional charges for incidental expenses not otherwise included in the percentage fee or hourly rates.
3) Office-Space Acknowledgement
The District shall provide the consultant with office space and support services for normal office operation between 8:00 a.m. and 5:00 p.m. on each District workday at no additional charge. Include an acknowledgement of the District's terms for an Office Space Agreement in which the consultant will operate from the Mountain House Town Hall free of charge.
4) Signature Sheet
Complete every line of Attachment 1 in this RFP and return with the Proposal package.












  

ATTACHMENT A AGENDA ITEM 8.2
12 5) References
Include at least three references (name, organization name, email, and current phone number) from local government organizations who have recently engaged the Proposer’s services in a similar capacity to the Scope of Services outlined in this RFP.












  

ATTACHMENT A AGENDA ITEM 8.2
13 PROPOSAL EVALUATION AND SELECTION
a) Evaluation and Scoring Criteria
The District will evaluate all proposals deemed complete and responsive to this RFP through an evaluation panel selected by the District. The following criteria will be used for evaluation:

1. Understanding (30%): Understanding of the Scope of Work; demonstrated knowledge of the work; identification and knowledge of Federal, State, County, District, and other agency requirements, as applicable to the requested services.

2. Qualifications and Experience (25%): The technical expertise and professional competence in areas directly related to this RFP; for each proposed candidate required number of years of experience in performing similar work; demonstrated ability to manage and coordinate the services, deliver quality products/services, be a reliable service provider, stay within budget, and meet deadlines; level of experience and training of key personnel assigned, including sub-consultants, if applicable; strength and stability of the firm; breadth and depth of resources.

3. Approach to Scope of Services (25%): The methodology and systems reflecting the ability to provide the requested services; thorough discussion of objectives; sensitive approach to public and regulatory concerns; management, coordination of services and quality controls; attention to detail and creativity.

4. References (10%): References will be verified, and all responses considered.

5. Proposal Cost (10%): Cost for providing the proposed scope of services and corresponding quality of work to be delivered based on consulting firm’s fee.

The District reserves the right to modify the composition of the Review Committee and retains full discretion in determining the applicability and weight of the evaluation criteria listed above. During the evaluation process, the District reserves the right, where it may serve the District’s best interest, to request additional information or clarification from Proposers, or to allow corrections of errors or omissions. b) Short-List Selection
The District expects to select two or more proposers from the RFP responses to continue with further evaluation. The short-listed proposers will be contacted in writing regarding their status as short-listed proposers. Additional discovery may be performed to assist in selecting the short list proposers. The District may request an interview from the shortlisted firms to further assist in the selection process. Should the District choose to require an interview process, the proposer will be required to make a short presentation, followed by a question-and-answer period.
c) Final Selection
The finalist will be selected by compiling the qualifications, references, and price evaluation criteria and selecting the one top ranked proposer that the District feels would 











  

ATTACHMENT A AGENDA ITEM 8.2
14 make the best Building and Safety services provider. The District may, at its discretion, select two finalists if it believes that two proposers are so close as to consider the evaluation a draw. In this case, the two proposers will be taken through negotiation. The best- negotiated solution will become the finalist and will be contracted to provide the proposed solution. If agreement cannot be reached with the top ranked proposer, the District will dismiss the proposer and begin negotiation with the second ranked proposer. d) Solution Confirmation / Best and Final Offer
Upon selection of the finalist, the District and the finalist will meet to enable both parties to confirm all requirements and representations to complete the best and final offer. This meeting may include additional demonstrations, confirmation of information, or any additional items that either party requires to be confirmed. The proposer will then complete their best and final offer. The best and final offer will form the basis for contract negotiation.
e) Contract Negotiation
At the conclusion of solution confirmation and best and final offer, the District will enter contract negotiations with the finalist. The final negotiated contract, along with the best and final offer, will be submitted to the District Board for approval. 











  

ATTACHMENT A AGENDA ITEM 8.2
15 RFP SCHEDULE AND INQUIRIES
Issuance of RFP February 28, 2024.

Requests for Clarification Deadline March 15, 2024, 4:00 p.m.

Oral Presentation/Interview with Finalists April 10-11, 2024.

Final Selection & Contract Negotiations April 12-15, 2024.

Award – Board Meeting May 08, 2024.

Soft Start June 01, 2024.

Full Implementation July 01, 2024.

Any Proposal received after the required time and date specified for receipt shall be considered late and non-responsive. While the District will reply to acknowledge receipt of your proposal, it is recommended that you call David James at (209) 362-0876 to confirm receipt if you are submitting a proposal close to the submittal deadline. It is the responsibility of the Proposer to ensure that the Proposal is received by the time specified in this RFP. Late Proposals shall be returned unopened. a) Questions Regarding this RFP
Any questions or requests for interpretation or clarification, either administrative or technical, about this RFP must be submitted in writing to David James, Director CDD at [email protected] prior to 4:00 p.m. (PT), March 15, 2024. Oral statements concerning the meaning or intent of the contents of this RFP by any person is unauthorized and invalid. The District will not be responsible for any other explanation or interpretation of the RFP, or for any oral instructions. Any contact with District personnel other than identified above regarding this RFP may disqualify a Contractor.

Interpretation or correction of the RFP will be made by addendum posted on the District bid webpage (available at http:// www.mountainhousecsd.org), and any addendum will be considered a part of the RFP and will be incorporated therein. It is incumbent on the Proposer to review and address any addenda posted on the District bid webpage prior to submission of the final Proposal. Registration for bid notifications on the District webpage does not relieve the Proposer of the responsibility for ensuring that posted addenda have been received and addressed.

Deadline for Submitting Proposal March 29, 2024, 4:00 p.m. 











  

ATTACHMENT A AGENDA ITEM 8.2
16 PROPOSAL TERMS AND CONDITIONS

1. This RFP does not commit the District to enter into an agreement, to pay any cost incurred in the preparation of a submittal to this request or in subsequent negotiations, or to procure or contract for the project.

2. At any time prior to the specified time and date set for the submission, a person/firm, or their designated representative, may withdraw their proposal by written request signed by the Proposer or authorized representative.

3. It is the Proposer’s responsibility alone to ensure delivery of a Proposal to the RFP administrator prior to the submittal deadline stipulated in this RFP. The official time clock which will establish the submittal deadline will be determined by the District. Late proposal submissions will not be accepted or considered.

4. The issuance of this RFP and the acceptance of a proposal do not constitute an agreement by the District that any contract will be entered into by the District. The District expressly reserves the right, at the District’s sole discretion, to:
x Reject any or all proposals.
x Reissue an RFP.
x Extend the time frame for submission of the proposals by notification to all parties who have registered an interest in this RFP with the District. x Request more information from any or all applicants.
x Waive any immaterial defect or informality.
x Decline to go forward with the RFP. The District expressly reserves the right not to proceed to contract under this RPP.
x Reject any Subcontractor or Contractor proposed by the Proposer. x Accept whichever proposal(s) that may be in the best interest of the District.

5. All services shall be provided in accordance with Exhibit A, the District's Professional Services Agreement. The District’s policy is that the Agreement be accepted as is. By submitting a Proposal in response to this RFP, the Proposer is deemed to have provided its approval of the Agreement and assurance that it is able to meet the requirements contained therein. If a Proposer seeks limited modification of any aspect of the Agreement, then the Proposer must identify the proposed changes in their Proposal. However, changes or qualifications to the Agreement may be weighed in the evaluation of the Proposal and, at the District’s discretion, may cause rejection of the Proposal as non-responsive.

6. This RFP, or any part of it, and the Proposer’s submission, may be incorporated into and made a part of the Agreement. The District reserves the right to further negotiate and/or modify the terms and conditions of the Agreement. Final terms of any agreement will be established during negotiations. Negotiations may be terminated by the District for failure to reach mutually acceptable terms and the District may award the Agreement to the next qualified Proposer.












  

ATTACHMENT A AGENDA ITEM 8.2
17 7. Proposals become the property of the District and information contained therein shall become public documents subject to disclosure laws after the contract is awarded. (Government Code Section 6250 et seq.). The District reserves the right to make use of any information or idea contained in the Proposal. Proposer must notify the District in advance of any proprietary or confidential materials contained in the Proposal and provide justification for not making such material public. The District will have the sole discretion to disclose or not disclose such material subject to state law. All materials, ideas, and formats submitted in response to this RFP will become the property of the District upon receipt.

8. The selected Proposer will be required to provide evidence of liability insurance pursuant to District requirements prior to Agreement execution (see Attachment 1 for insurance requirements). The District will require certificates of insurance and additional insured endorsements, as specified in Exhibit A of the Sample Agreement.

9. Consultant shall obtain a District Business Registration prior to commencing any work.

10. The selected Proposer will maintain any required professional licenses and registrations during the life of the contract with the District.

11. The Proposer may utilize the services of subcontractors on those parts of the work which, under normal contracting practices, are performed by specialty subcontractors. Unless a specific subcontractor is listed by the Proposer, Proposer is representing to District that Proposer has all appropriate licenses, certifications, and registrations to perform the work hereunder. After submission of the proposal, the Proposer shall not award work to any unlisted subcontractor without prior written approval of the District. The proposer shall be fully responsible to the District for the performance of his/her subcontractors, and of persons either directly or indirectly employed by them. Nothing contained herein shall create any contractual relation between any subcontractor and the District.

12. Proposers are responsible for making all necessary investigations and examination of records related to this RFP. Failure to do so will not act to relieve any condition of a potential Agreement or the requirements set out in this RFP. It is mutually understood and agreed that the submission of a proposal shall be considered evidence that the Proposer has made such examinations and investigations. No request for modification of proposal shall be considered after its submission on the grounds that the Proposer was not fully informed as to any fact or condition.

13. Proposers are responsible for reviewing all portions of this RFP. Proposers are to promptly notify the District, in writing, if the proposer discovers any ambiguity, discrepancy, omission or other error in the RFP. Any such notification should be directed to the District promptly after discovery, but in no event later than the deadline for clarifications or corrections stipulated in this RFP.

Protests of the contract award must be made, no later than five (5) working days after the aggrieved party knows or should have known of the facts giving rise to the protest.

14. The District may, from time to time, issue Addenda to the RFP. Proposers are responsible for ensuring that they have received any and all Addenda. Each Proposer is responsible for verifying 











  

ATTACHMENT A AGENDA ITEM 8.2
18 that it has received all Addenda issued, if any. Proposers must acknowledge receipt of all Addenda, if any, in their proposals. Failure to acknowledge receipt of all Addenda may cause a Proposal to be deemed incomplete and non-responsive.

15. The District reserves the right to contract with other firms during the contract term or to issue multiple contracts for individual aspects of the project as may deemed in the best interests of the District.

16. The District’s payment terms are 30 (thirty) days from the receipt of an original invoice and District acceptance of the quantity and quality of the services being billed. District reserves the right to delay any post-termination payment until completion or confirmed abandonment of the project, as may be determined in the District’s sole discretion, so as to permit a full and complete accounting of costs.












  

ATTACHMENT A AGENDA ITEM 8.2

 




 



  







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ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 1 dĂďůĞŽĨŽŶƚĞŶƚƐ
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ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 930 Fresno Street, Newman, CA 95360
ƉŚŽŶĞ 209.862.9511 | ĨĂdž 209.862.1079 | www.csgengr.com ŽǀĞƌ>ĞƚƚĞƌ
March 29, 2024
David James
Community Development Director
Mountain House Community Services District
251 E Main St.

Mountain House, CA 95391
ZĞ͗Z&WĨŽƌWƌŽĨĞƐƐŝŽŶĂůŽŶƐƵůƚŝŶŐ^ĞƌǀŝĐĞƐĨŽƌƵŝůĚŝŶŐΘ^ĂĨĞƚLJ^ĞƌǀŝĐĞƐ;Z&WϮϰϬϭͿ Dear Mr. James,
Thank you for the opportunity for ^'ŽŶƐƵůƚĂŶƚƐ͕/ŶĐ͘;^'Ϳ to submit our proposal to the Mountain House Community Services District (Mountain House) for Professional Consulting Services for Building and Safety Services. We have carefully assembled a talented and experienced team that possesses the necessary expertise to operate a successful and efficient division during Mountain House’s anticipated transition to Cityhood.

As one of the fastest growing areas in California, Mountain House’s buildout population projection of 50,000 residents signals significant development potential—coupled with a 6.52% growth projection that is markedly higher than other communities in the region. To support this rapid expansion, CSG has carefully selected personnel with experience staffing full-service building departments for agencies that include:
 ŝƚLJŽĨ>ŽƐĂŶŽƐ͗ &ŽƌƚŚĞŝƚLJ͕^'ƉƌŽǀŝĚĞƐĂƵŝůĚŝŶŐKĨĨŝĐŝĂů͕ĞƉƵƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂů͕WůĂŶ ZĞǀŝĞǁĞƌƐ͕WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶƐ͕ĂŶĚ/ŶƐƉĞĐƚŽƌƐ͘
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ůŬ'ƌŽǀĞ͗ &ŽƌƚŚĞŝƚLJ͕^'ƉƌŽǀŝĚĞƐĂƵŝůĚŝŶŐKĨĨŝĐŝĂů͕ĞƉƵƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂů͕ƵŝůĚŝŶŐWůĂŶ ZĞǀŝĞǁĞƌƐ͕WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶƐ͕ĂŶĚ/ŶƐƉĞĐƚŽƌƐ͘
 ŝƚLJŽĨWĂƚƚĞƌƐŽŶ͗ For the City, CSG provides a Building Official, Building & Fire Plan Reviewers, and Building & Fire Inspectors
 ŝƚLJŽĨ^ĂĐƌĂŵĞŶƚŽ͗ &ŽƌƚŚĞŝƚLJ͕^'ƉƌŽǀŝĚĞƐƵŝůĚŝŶŐKĨĨŝĐŝĂů^ĞƌǀŝĐĞƐ͕ƵŝůĚŝŶŐĂŶĚ&ŝƌĞWůĂŶ ZĞǀŝĞǁĞƌƐ͕ĂƐǁĞůůĂƐ&ŝĞůĚ/ŶƐƉĞĐƚŽƌƐ͘
Through this experience, CSG staff have gained invaluable insights into how to efficiently and effectively staff a full-service building department in a variety of situations unique to each jurisdiction. Founded in 1991, CSG has an established track record of success and currently furnishes planning, environmental, sustainability, building and safety, fire prevention, code enforcement, public works, and a host of adĚŝƟŽŶĂůƐervices to over 250 municipal clients throughout California. Additionally, considering our existing relationship with the County of San Joaquin, CSG has a unique understanding of the work required to finalize any outstanding permits that are still in process and excels in facilitating these transitions.

Crickett Brinkman will serve as the primary contact and Regional Operations Manager, ensuring that all services will be provided in a timely and efficient manner. ƌŝĐŬĞƚƚƌŝŶŬŵĂŶ | ZĞŐŝŽŶĂůKƉĞƌĂƚŝŽŶƐ DĂŶĂŐĞƌ
209.862.9511 ŽĨĨŝĐĞ | 209.595.7103 ĐĞůů| [email protected] ĞŵĂŝů Please feel free to contact Ms. Brinkman with any questions or comments you may have regarding our proposal. This proposal will remain valid for a 90-day period and CSG affirms that we can comply with the contract provisions as outlined in the Mountain House sample agreement and insurance requirements. We are truly excited about the prospect of providing this service to Mountain House during its transition to Cityhood.

Sincerely,
Cyrus Kianpour, PE, PLS
WƌĞƐŝĚĞŶƚ, CSG Consultants, Inc.
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ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 3 YƵĂůŝĨŝĐĂƚŝŽŶƐΘ
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CSG Consultants, Inc. (CSG) is an employee-owned, California company with its local office in EĞǁŵĂŶ and headquarters in &ŽƐƚĞƌ ŝƚLJ. Additional support is available from our other offices in &ƌĞƐŶŽ, ^ĂĐƌĂŵĞŶƚŽ, WůĞĂƐĂŶƚŽŶ, WĂƐŽZŽďůĞƐ͕ ^ĂŶ :ŽƐĞ, and KƌĂŶŐĞ. CSG provides a wide range of services to community development and public works departments, often serving as a seamless extension of agency staff. The majority of the 350+ individuals within our firm have provided public agency services throughout their entire careers. Our talented personnel having held positions within communities facing similar development opportunities as Mountain House bring a wealth of ideas, experience, and solutions. CSG’s proposed staff is well-versed in mixed staff/consultant environments and thrive at fostering positive working relationships with all parties involved.

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809 9th Street, Suite 2A, WĂƐŽZŽďůĞƐ, CA 93446
3707 W. Garden Grove Boulevard, KƌĂŶŐĞ, CA 92868
5151 North Palm Avenue, Suite 530, &ƌĞƐŶŽ, CA 93704
1303 J Street, Suite 270, ^ĂĐƌĂŵĞŶƚŽ͕ CA 95814

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ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 4 KƌŐĂŶŝnjĂƚŝŽŶΘ^ƚĂĨĨŝŶŐ
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ƌŝĐŬĞƚƚƌŝŶŬŵĂŶ will serve as the primary point of contact and the Project Manager for this contract— overseeing all proposed staff indicated below; allocating appropriate levels of plan review, counter operations, and/or inspection resources to this contract; and ensuring that work is comprehensive, thorough, and meets deadlines. EŽƐƵďĐŽŶƐƵůƚĂŶƚƐǁŝůůďĞƵƐĞĚŽŶƚŚŝƐĐŽŶƚƌĂĐƚ͘ Detailed resumes have been provided in the appendix.
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ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 5 ƉƉƌŽĂĐŚƚŽ^ĐŽƉĞŽĨ^ĞƌǀŝĐĞƐ
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CSG’s Building Officials are certified and have extensive building industry experience. They have the proven skills, technical knowledge and a well-rounded approach to performing Building Division administration and providing management oversight and direction to plan reviewers, inspectors, and permit technicians. Our Building Officials are well-known for their consummate customer service skills and successful identification of solutions through innovative problem solving. They can be available full-time or part-time as needed.

CSG’s Building Officials have expertise in providing the following services and can easily adapt to other requests as needed:
 ƵŝůĚŝŶŐKĨĨŝĐŝĂůĚŵŝŶŝƐƚƌĂƚŝŽŶ͕ŝŶĐůƵĚŝŶŐĂĚĚƌĞƐƐŝŶŐĐŽŵƉůĞdžƵŝůĚŝŶŐŽĚĞŝƐƐƵĞƐ͕ĐŽĚĞ ŝŶƚĞƌƉƌĞƚĂƚŝŽŶ͕ĂŶĚƌĞƐŽůƵƚŝŽŶŽĨŝŶƋƵŝƌŝĞƐĂŶĚĐŽŵƉůĂŝŶƚƐ  ZĂƉŝĚůLJĨĂŵŝůŝĂƌŝnjŝŶŐƚŚĞŵƐĞůǀĞƐǁŝƚŚůŽĐĂůĐŽĚĞĂŵĞŶĚŵĞŶƚƐ  ƉƉůLJŝŶŐŬŶŽǁůĞĚŐĞŽĨĂůůĂƐƉĞĐƚƐŽĨƚŚĞĂůŝĨŽƌŶŝĂƵŝůĚŝŶŐŽĚĞƐĂŶĚůŽĐĂůĂŵĞŶĚŵĞŶƚƐ  DĂŬŝŶŐĚĞƚĞƌŵŝŶĂƚŝŽŶƐŽŶƚŚĞĂƉƉƌŽǀĂůĂŶĚƵƐĞŽĨĂůƚĞƌŶĂƚŝǀĞŵĂƚĞƌŝĂůƐĂŶĚŵĞƚŚŽĚƐ  ^ƚĂLJŝŶŐĂďƌĞĂƐƚŽĨŽŶŐŽŝŶŐĐŚĂŶŐĞƐƚŽĂƉƉůŝĐĂďůĞƐƚĂƚĞĂŶĚĨĞĚĞƌĂůůĂǁƐƚŚƌŽƵŐŚůŽŶŐͲƐƚĂŶĚŝŶŐ ŝŶĚƵƐƚƌLJƌĞůĂƚŝŽŶƐŚŝƉƐĂŶĚĂƐƐŽĐŝĂƚŝŽŶƐ
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CSG’s team of professionals is ready to assist in all aspects of plan review and to focus on the special needs and requirements of each of our clients. We pledge thorough and accurate reviews and prompt turnaround times, and offer proven digital plan review services and comprehensive online status reports. CSG serves as an active partner, working as a seamless extension of our public agency clients in performing the requested services and working closely with the development community and public as directed. ŽŵƉůŝĂŶĐĞ^ƚĂŶĚĂƌĚƐ
Our engineers and plan reviewers carefully review all plans and documents for compliance with building codes, fire codes, energy conservation standards, and accessibility regulations adopted by the State of California, and all local policies and ordinances including but not limited to:
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 ĂůŝĨŽƌŶŝĂ
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 ĂůŝĨŽƌŶŝĂ,ĞĂůƚŚĂŶĚ^ĂĨĞƚLJŽĚĞ
 EĂƚŝŽŶĂů&ŝƌĞWƌŽƚĞĐƚŝŽŶƐƐŽĐŝĂƚŝŽŶ;E&WͿ^ƚĂŶĚĂƌĚƐĂƐĂĚŽƉƚĞĚĂŶĚƌĞĨĞƌĞŶĐĞĚďLJƚŚĞ^ƚĂƚĞŽĨĂůŝĨŽƌŶŝĂ ;ĂůŝĨŽƌŶŝĂŽĚĞŽĨZĞŐƵůĂƚŝŽŶƐ͕dŝƚůĞͲϭϵͿ
 ^ƚĂƚĞ,ŝƐƚŽƌŝĐĂůƵŝůĚŝŶŐŽĚĞ
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ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 6 ŝŐŝƚĂůWůĂŶZĞǀŝĞǁ
CSG has been providing digital plan
review services for over 20 years,
leading the consultant field with this
ground-breaking service. All paper plans
submitted to CSG for building and fire
plan review are immediately scanned
into digital files and stored on CSG’s
servers for quick and easy access by both our clients and our plan reviewers.

Our plan reviewers furnish electronic versions of their plan comments conforming to each client’s established correction list templates. Any additional forms utilized by the agency will be incorporated into the correction comments and returned with the appropriate recommendations. Plan check comments can be delivered electronically by email or other agency-approved means, enabling staff to immediately modify CSG’s checklist for incorporation with other department comments. We provide convenient, environmentally friendly digital storage of all construction-related documents, and on request, can provide clients with a set of digitally scanned plans (for a reasonable administrative fee).

In addition, for jurisdictions requesting a pure digital plan review workflow, we can enable an applicant to submit digital files—ǁŝƚŚŶŽƐŝnjĞůŝŵŝƚĂƚŝŽŶƐ— directly to CSG via our web-based application. Our application includes an online portal for the applicant/jurisdiction to retrieve comments and markedup digital plans including redlines. Importantly, this service tracks the status of all submittals and re-submittals until the plans have been approved.

Key features of our digital plan review service include:
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ĨĨŝĐŝĞŶƚ͘ WůĂŶƐĂƌĞƉƵƐŚĞĚƚŽƉůĂŶƌĞǀŝĞǁƐƚĂĨĨƚŚĞƐĂŵĞĚĂLJƚŚĞLJĂƌĞ ƌĞĐĞŝǀĞĚ͘
 hƐĞƌͲĨƌŝĞŶĚůLJ͘ ^'ĚĞǀĞůŽƉĞĚŝƚƐŽǁŶŽŶůŝŶĞƉŽƌƚĂůƐƉĞĐŝĨŝĐĂůůLJƚŽ ŵĂŶĂŐĞƚŚĞĞůĞĐƚƌŽŶŝĐĨŝůĞƐƵďŵŝƚƚĂůƉƌŽĐĞƐƐ͘dŚƌŽƵŐŚƵƐĞŽĨƚŚŝƐ ŝŶƚĞƌĨĂĐĞ͕ƚŚĞĂƉƉůŝĐĂŶƚŝƐŶŽůŽŶŐĞƌĨĂĐĞĚǁŝƚŚƐŝnjĞƌĞƐƚƌŝĐƚŝŽŶƐŽŶĞŵĂŝů ĂƚƚĂĐŚŵĞŶƚƐŽƌƌĞƋƵŝƌĞĚƚŽůĞĂƌŶĐŽŵƉůĞdžĨŝůĞƚƌĂŶƐĨĞƌƐĞƚƚŝŶŐƐ͘  WƌŽǀĞŶ͘ tĞŚĂǀĞƉƌŽǀŝĚĞĚĂĚŝŐŝƚĂůƉůĂŶƌĞǀŝĞǁŽƉƚŝŽŶƚŽŽƵƌĐůŝĞŶƚƐĨŽƌ ŽǀĞƌϮϬLJĞĂƌƐ͘
 EŽŶͲWƌŽƉƌŝĞƚĂƌLJ͘ ^'͛ƐĞůĞĐƚƌŽŶŝĐƌĞǀŝĞǁƉƌŽĐĞƐƐŝƐϭϬϬйW&ͲďĂƐĞĚ ǁŝƚŚŶŽĂĚĚŝƚŝŽŶĂůƐŽĨƚǁĂƌĞƌĞƋƵŝƌĞĚƚŽǀŝĞǁƌĞĚůŝŶĞƐ͘
KŶůŝŶĞWůĂŶŚĞĐŬ^ƚĂƚƵƐ
CSG offers a convenient service allowing clients to
check plan review status and comments online. By
accessing our secure Plan Check Status website,
agency staff as well as authorized applicants can
view their project documents and plans and
communicate with the specific plan checker via email. Staff and authorized applicants can download comments upon completion of the plan check. dŚĞƌĞŝƐŶŽĂĚĚŝƚŝŽŶĂůĐŽƐƚĨŽƌƚŚŝƐƐĞƌǀŝĐĞ͘ WůĂŶƐWŝĐŬƵƉĂŶĚĞůŝǀĞƌLJ
CSG will coordinate pickup and delivery of plans and other materials from/to the agency via CSG personnel or an approved alternative service.
'ƌĞĞŶƵŝůĚŝŶŐĂŶĚ>

ĐĐƌĞĚŝƚĂƚŝŽŶ
Our Building Division team is experienced in plan review and inspection for compliance with CALGreen and local green building ordinances and includes LEED Accredited Professionals. In addition, CSG Consultants has the qualifications necessary to assist with both the development of policy and the implementation of green ůůƉĂƉĞƌƉůĂŶƐ
ƐƵďŵŝƚƚĞĚƚŽ^'ĂƌĞ
ŝŵŵĞĚŝĂƚĞůLJƐĐĂŶŶĞĚ
ŝŶƚŽĚŝŐŝƚĂůĨŝůĞƐĨŽƌ
ƋƵŝĐŬĂŶĚĞĂƐLJĂĐĐĞƐƐ
ďLJŽƵƌĐůŝĞŶƚƐĂŶĚ
ƉůĂŶƌĞǀŝĞǁĞƌƐ͘
>ĞĂĚŝŶŐƚŚĞĨŝĞůĚŝŶ
ĚŝŐŝƚĂůƉůĂŶƌĞǀŝĞǁ
ƐĞƌǀŝĐĞƐĨŽƌŽǀĞƌϮϬ
LJĞĂƌƐ͘












  

ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 7 and sustainable building practices. CSG’s Sustainability Programs division can assist, for example, with construction and demolition debris recycling programs and public outreach to the building industry. ^ƉZĞǀŝĞǁ^ĞƌǀŝĐĞƐ
We understand California Building Departments are required to have CASp certified staff in place and available for technical questions and interpretations. Our CASp certified team members are knowledgeable of state and federal accessibility laws and regulations and possess the expertise necessary to promote access to facilities for persons with disabilities. When requested and in accordance with current regulations, CSG can provide CASp certified professionals to review plans for accessibility and to facilitate compliance with regulations.

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Our professional engineers and certified plans examiners are well-versed in the differences between CBC and OSHPD 3 facilities and have successfully completed OSHPD 3 plan reviews for multiple client agencies. dŚŝƌĚͲWĂƌƚLJWůĂŶZĞǀŝĞǁ^ĞƌǀŝĐĞƐ
Subject to the Building Official’s approval, CSG can offer comprehensive, cost-effective third-party plan review services to our public agency clients on projects for which applicants may be seeking plan review turnaround times that cannot be readily accommodated by building department staff. Under such third-party agreements, and the agency’s approval, CSG negotiates plan review fees and review schedules directly with the permit applicant, with CSG’s fees paid by the applicant.

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CSG strives to provide the highest quality and most timely service in the industry. We take pride in maintaining the requested plan review times for all our clients—even delivering faster than our own deadlines. Our goal is to approve code-complying projects and to move work quickly and successfully through jurisdictional processes. CSG will ensure that all building and safety duties and follow-up actions will be performed in a timely and responsive manner.

The following are CSG’s proposed plan check turnaround times:
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Residential New Construction 10 5
Residential Additions 10 5
Small Residential Remodels 10 5
Commercial New Construction & Large/Complex Projects1 10 5 Commercial Additions 10 5
Small Commercial Remodels/Tenant Improvements 10 5
Expedited 5 5
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dƵƌŶĂƌŽƵŶĚƚŝŵĞŵĂLJǀĂƌLJǁŝƚŚƚŚĞĐŽŵƉůĞdžŝƚLJĂŶĚŵĂŐŶŝƚƵĚĞŽĨƚŚĞƉƌŽũĞĐƚ͘/ĨĂƌĞǀŝĞǁŝƐĂŶƚŝĐŝƉĂƚĞĚƚŽ ƚĂŬĞůŽŶŐĞƌƚŚĂŶƚŚĞŵĂdžŝŵƵŵƚƵƌŶĂƌŽƵŶĚƚŝŵĞ͕^'ǁŝůůŶŽƚŝĨLJDŽƵŶƚĂŝŶ,ŽƵƐĞ͛ƐƌĞƉƌĞƐĞŶƚĂƚŝǀĞĂŶĚ ŶĞŐŽƚŝĂƚĞĂĚĚŝƚŝŽŶĂůƚŝŵĞƌĞƋƵŝƌĞĚƚŽĞŶƐƵƌĞĂŶĂƉƉƌŽƉƌŝĂƚĞůĞǀĞůŽĨƌĞǀŝĞǁ͘ ϮdŚĞŶƵŵďĞƌŽĨǁŽƌŬŝŶŐĚĂLJƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĞƉůĂŶĐŚĞĐŬƚƵƌŶĂƌŽƵŶĚƚŝŵĞŝƐďĂƐĞĚŽŶƚŝŵĞŽĨƉƌŽũĞĐƚ ƐƵďŵŝƚƚĂů͘dŚĞĨŝƌƐƚǁŽƌŬŝŶŐĚĂLJǁŝůůďĞƚŚĞĚĂLJƚŚĞƉƌŽũĞĐƚŝƐƌĞĐĞŝǀĞĚďLJ^'ŝĨƐƵďŵŝƚƚĞĚďLJϭϮ͗ϬϬWD͘&ŽƌĂ ƉƌŽũĞĐƚƚŚĂƚŝƐƌĞĐĞŝǀĞĚďLJ^'ĂĨƚĞƌϭϮ͗ϬϬWD͕ƚŚĞĨŝƌƐƚǁŽƌŬŝŶŐĚĂLJǁŝůůďĞƚŚĞŶĞdžƚďƵƐŝŶĞƐƐĚĂLJ͘

džƉĞĚŝƚĞĚWůĂŶŚĞĐŬ^ĞƌǀŝĐĞƐ
At Mountain House’s request, we can perform plan check services on an accelerated schedule based on the fees indicated in our fee schedule.












  

ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 8 W
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CSG has highly qualified staff available to provide Permit Technician services.

These frontline, first-response services are vital to the success of the entire building and safety permit process as they often set the tone for the applicant whether a homeowner, contractor, or design professional. CSG handpicks exceptionally qualified personnel who can function as seamless extensions of the agency’s team, understand the importance of exemplary customer service, and have knowledge of the inner workings of building departments and thorough familiarity with the building application and permit process.

CSG's permit processing staff is trained in customer service and helping to facilitate and expedite the permit process. Our staff members can perform quick assessments of each customer’s needs and ensure that they are served appropriately. They are familiar with State Contractors License Law and ensure that permits are issued to properly licensed contractors. CSG’s permit technicians are also familiar with multiple permit software systems and will quickly gain proficiency with the software that has been customized for the City.

Our staff is knowledgeable and experienced with permit processing functions including:
 WƌŽǀŝĚŝŶŐƚŚĞƉƵďůŝĐǁŝƚŚĂƉƉƌŽƉƌŝĂƚĞĨŽƌŵƐĂŶĚŚĂŶĚŽƵƚƐ  WƌŽĐĞƐƐŝŶŐƉĞƌŵŝƚĂƉƉůŝĐĂƚŝŽŶƐĂŶĚŝƐƐƵŝŶŐƉĞƌŵŝƚƐƵƐŝŶŐƚŚĞŝƚLJ͛Ɛ ƐŽĨƚǁĂƌĞ  ĐĐĞƉƚŝŶŐƉůĂŶƐ͕ĚŽĐƵŵĞŶƚƐ͕ƐƚƌƵĐƚƵƌĂůĐĂůĐƵůĂƚŝŽŶƐĂŶĚĞŶĞƌŐLJƌĞƉŽƌƚƐĨŽƌƉĞƌŵŝƚƉƌŽĐĞƐƐŝŶŐ  ZŽƵƚŝŶŐƉůĂŶƐƚŽďƵŝůĚŝŶŐĂŶĚŽƚŚĞƌĚĞƉĂƌƚŵĞŶƚƐĂŶĚĂŐĞŶĐŝĞƐ  WĞƌĨŽƌŵŝŶŐĚŽĐƵŵĞŶƚĐŽŶƚƌŽů͕ĞŶƐƵƌŝŶŐƉĞƌŵŝƚĨŝůĞŝŶƚĞŐƌŝƚLJ͕ĂŶĚŵĂŝŶƚĂŝŶŝŶŐƐƚĂƚƵƐŽĨƉůĂŶƐĂŶĚ ĚŽĐƵŵĞŶƚƐĚƵƌŝŶŐƚŚĞƉĞƌŵŝƚƉƌŽĐĞƐƐ͘
 WƌĞƉĂƌŝŶŐƉůĂŶĐŚĞĐŬůĞƚƚĞƌƐƚŽďĞƐĞŶƚƚŽĂƉƉůŝĐĂŶƚƐ  ƐƐŝƐƚŝŶŐƚŚĞƉƵďůŝĐǁŝƚŚĐŽŵƉůĞƚŝŶŐĂƉƉůŝĐĂƚŝŽŶƐĂŶĚŽƚŚĞƌƌĞƋƵŝƌĞĚĨŽƌŵƐ  WƌĞƉĂƌŝŶŐĚŽĐƵŵĞŶƚƐĂŶĚƌĞƉŽƌƚƐ͖ƉƌŽǀŝĚŝŶŐƉĞƌŵŝƚƌĞĐŽƌĚŵĂƚĞƌŝĂůƐƌĞƋƵĞƐƚĞĚĨƌŽŵƚŚĞƉƵďůŝĐ͖ ƌĞƐĞĂƌĐŚŝŶŐĂŶĚĐŽŵƉŝůŝŶŐĚŽĐƵŵĞŶƚƐĨŽƌĐŽŵƉůŝĂŶĐĞǁŝƚŚWƵďůŝĐZĞĐŽƌĚƐĐƚ;WZͿƌĞƋƵĞƐƚƐ͘ h/>/E'/E^W
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ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ^ĞƌǀŝĐĞƐ
CSG provides fully integrated, multidisciplined building inspection services for residential, commercial, and
industrial projects. Our inspection
personnel have an outstanding
mixture of technical expertise and
experience in all construction types.

We provide experienced, ICC certified
inspectors who work with a team
approach to ensure compliance with
applicable codes and requirements and provide solutions to mitigate potential risks and safety hazards. Using well-honed customer service and communication skills our inspectors excel at educating stakeholders to keep projects moving forward. Our inspectors also utilize current technologies and equipment to view plans and documents, research related code requirements, document field conditions and progress, and share that information with stakeholders while in the field. Key services include but are not limited to the following:
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ŵĂŝŶƚĞŶĂŶĐĞ͕ ĂŶĚ
ŽƚŚĞƌĞƋƵŝƉŵĞŶƚ
ŶĞĐĞƐƐĂƌLJĨŽƌ
ŝŶƐƉĞĐƚŽƌƐƚŽĐĂƌƌLJ
ŽƵƚĚƵƚŝĞƐ͕ǁŝƚŚŶŽ
ĂĚĚŝƚŝŽŶĂůĐŚĂƌŐĞƐ͘












  

ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 9  WƌŽǀŝĚŝŶŐŝŶƐƉĞĐƚŝŽŶƐĞƌǀŝĐĞƐƚŽĞŶƐƵƌĞ ƉƌŽũĞĐƚĐŽŵƉůŝĂŶĐĞǁŝƚŚ^ƚĂƚĞ ĂĚŽƉƚĞĚĐŽĚĞƐĂŶĚůŽĐĂůĂŵĞŶĚŵĞŶƚƐŝŶĐůƵĚŝŶŐďƵŝůĚŝŶŐ͕ĞůĞĐƚƌŝĐĂů͕ ŵĞĐŚĂŶŝĐĂůĂŶĚƉůƵŵďŝŶŐĐŽĚĞƐ
 KĨĨĞƌŝŶŐ ĐŽĚĞŝŶƚĞƌƉƌĞƚĂƚŝŽŶ ĂŶĚĞĚƵĐĂƚŝŽŶ
 ^ĞĂŵůĞƐƐůLJ ŝŶƚĞŐƌĂƚŝŶŐ ŝŶƚŽĐůŝĞŶƚŽƌŐĂŶŝnjĂƚŝŽŶƐ ĂŶĚĐŽŶƐŝƐƚĞŶƚůLJ ĞŶĨŽƌĐŝŶŐƉŽůŝĐŝĞƐĂŶĚƉƌŽĐĞĚƵƌĞƐ
 ĚĚƌĞƐƐŝŶŐĂŶĚƌĞƐŽůǀŝŶŐŝŶƋƵŝƌŝĞƐ
 DĂŝŶƚĂŝŶŝŶŐƌĞĐŽƌĚƐĂŶĚĨŝůĞƐ
 WƌŽǀŝĚŝŶŐĂůůǀĞŚŝĐůĞƐ͕ĨƵĞů͕ŵĂŝŶƚĞŶĂŶĐĞĂŶĚŽƚŚĞƌĞƋƵŝƉŵĞŶƚ ŶĞĐĞƐƐĂƌLJĨŽƌŝŶƐƉĞĐƚŽƌƐƚŽĐĂƌƌLJŽƵƚĚƵƚŝĞƐ͘
^Ɖ/ŶƐƉĞĐƚŝŽŶ^ĞƌǀŝĐĞƐ
To facilitate Mountain House’s compliance with current rules and regulations, CSG will provide a CASp certified professional for technical questions and interpretations and to perform accessibility compliance inspections upon request.
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We clearly understand the importance of our role in the success of Mountain House during this transition to Cityhood and commit to providing project stakeholders staff with the highest level of service while functioning as a seamless extension Mountain House. We believe effective communication, responsiveness and an intense focus on customer service are essential to developing and continuing a successful working relationship between staff, project stakeholders and CSG’s team members.

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CSG plan checkers are available for inquiries anytime during normal business hours via phone or email, Monday through Friday. Our plan checkers can typically respond to all questions or requests generated during any plan review on the same day, but no later than the following day a request is received. To assist Mountain House, we can also meet in-person with staff and project stakeholders or can utilize video conferencing with all parties involved. Additionally, we recognize the value of pre-design consultation with prospective applicants and are available to provide this service. Our designated Project Manager and/or technical staff will be available inperson for consultation and meetings with a reasonable lead time. /ŶƐƉĞĐƚŝŽŶ
CSG inspectors can be ready to provide services upon request to CSG’s designated project manager. We are flexible and can alter our hours to meet Mountain House’s needs. Evening and weekend inspections for special construction needs can be accommodated with sufficient notice. CSG staff can typically respond to all questions or requests generated during field inspections on the same day, but no later than the following day a request is received.
^'ŽĨĨĞƌƐǀŝƌƚƵĂů
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dĞĂŵƐŽƌŽƚŚĞƌ
ĂŐĞŶĐLJͲƉƌĞĨĞƌƌĞĚ
ƉůĂƚĨŽƌŵ͘












  

ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 10 ^
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CSG’s proposed approach for the new Building and Safety Division starts well in advance of July 1, 2024. ^ĞƚƵƉWŚĂƐĞ: Beginning in mid-May, we propose to work together with key City staff to establish the Building Department by creating the necessary forms, documents, software implementation (GreenVue), fee development (in conjunction with the City’s fee consultant), development of policies and procedures (working with the City and City Attorney), and assist with the setting up of the Building Department in the provided City space (TBD).

This would also include working with the City’s IT staff to guide them with the development of the City’s new Building Department website. Our proposal outlines a budget cost for this phase of the project which can be flexible depending on the City’s needs. This effort will include on-site participation by the Project Manager, Building Official, and Permit Technician and other CSG and City resources to make this transition smoother. ^ĞƚhƉWŚĂƐĞ
WƌŽũĞĐƚDĂŶĂŐĞƌ(CSG Consultants)
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WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ(CSG Consultants)
ƐͲEĞĞĚĞĚ^ƵƉƉŽƌƚ^ƚĂĨĨ(CSG Consultants)
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CSG acknowledges that the City will provide office space and support services for normal office operations between 8:00 a.m. and 5:00 p.m. on each City workday at no additional charge. We acknowledge the District’s terms for an Office Space agreement, which entails CSG operating out of the Mountain House Town Hall free of charge.












  

ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 11 ZĞĨĞƌĞŶĐĞƐ
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CSG currently provides municipal services to over 250 public agency clients throughout California and Nevada. Provided below is a small sampling of client agencies for which CSG has performed services similar to those requested.
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ƵŝůĚŝŶŐKĨĨŝĐŝĂů͕ĞƉƵƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂů͕ƵŝůĚŝŶŐWůĂŶZĞǀŝĞǁ͕WĞƌŵŝƚŽƵŶƚĞƌ͕/ŶƐƉĞĐƚŝŽŶ CSG provides a full-service Building Department to the City of Los Banos. This includes a Building Official who oversees the operations of plan reviewers, permit technicians, and inspectors. Depending on workload, CSG has provided various support staff to supplement the Building Official, including a Deputy Building Official, field inspectors, and permit technicians. Plan review for small projects is conducted on-site by the Deputy Building Official and qualified CSG staff. All other plan review is performed off-site by CSG’s experienced team of plan reviewers.
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ƵŝůĚŝŶŐKĨĨŝĐŝĂů͕ĞƉƵƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂů͕ƵŝůĚŝŶŐWůĂŶZĞǀŝĞǁ͕WĞƌŵŝƚŽƵŶƚĞƌ͕/ŶƐƉĞĐƚŝŽŶ CSG staffs a full-service Building Department for the City of Elk Grove, which includes a Building Official on-site 5-days per week to perform administration and management of plan review, permit counter, and field inspections. CSG’s staff provides coordination with the CMO, CDD, Public Works, Engineering, Fire, Code Enforcement, Planning, and Economic Development. Additional Building Department personnel and/or services CSG provides to the City include:
 ĞƉƵƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂů͗ On-site 5-days per week, responsible for the day-to-day field inspection assignments, customer inquiries at the counter/via email, and light plan review.  WůĂŶZĞǀŝĞǁ͗ On-site one day per week, with full-time offsite plan review of all projects.  WƵďůŝĐŽƵŶƚĞƌWĞƌŵŝƚ^ĞƌǀŝĐĞƐ͗ On-site 5 days per week, CSG staff processes all building applications and issues all permits. Additionally, CSG staff provide customer service at the counter and coordinate with applicants and developers via phone and email.  &ŝĞůĚ/ŶƐƉĞĐƚŝŽŶ͗ CSG staff provide field inspections for all residential and commercial permits (5 days per week).
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CSG provided all on-site building and fire inspections for this complex that includes a 510,000 sq. ft., 6-story, 500-room hotel, in addition to a 45,000 sq. ft. family entertainment center, and a massive water park that consists of multiple 6- story water slides. The water slides start in the interior of the building, extend to the exterior, and then return to the interior.

CSG’s project manager provided on-site oversight as well as all RFI reviews for this 20-month project. Depending on the project’s needs, CSG provided 2-4 full-time building and fire inspectors whose services included providing daily and weekly inspection reports. ^
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ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 12 WK>/
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CSG provided building and fire plan review for the Los Banos Police Station, a 28,000 sq. ft. facility that is expected to be completed in Fall 2023. The new headquarters will include a dispatch center, community outreach/meeting space, and house divisions that include the police department, code enforcement, and detectives. Additional space within the facility includes a briefing room, evidence storage area, locker rooms, a training room, sleeping headquarters and multiple conference rooms. CSG is also providing building and fire plan review for deferred submittals that include a radio tower, impound building, light gauge metal stud framing, and sprinkler systems.
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CSG is providing building plan review for the CORE Recreation Center, a twostory, 54,000 sq. ft. recreation and fitness facility. The project is located on 3-acres of undeveloped land within Morse Community Park in Elk Grove, CA, with construction expected to begin in 2023. The facility features Type IIB construction and will primarily serve occupancy groups A-3 and B.

Construction costs have been estimated at $26.6 million and the recreation center is expected to open to the public in late 2024.
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CSG is providing building plan review for the LBA Logistics Park, a 1,006,700 sq. ft. industrial shell building located within Patterson’s Arambel Business Park. The Class A distribution and/or fulfillment space began construction in 2022 and was completed in late 2023. ^&
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CSG performed building plan review a new Safeway store located in the Mountain House Town Center Retail Plaza.

The 55,530 sq. ft. structure includes a pharmacy, offices, walk-in coolers/freezers, a Starbucks, a bakery, truck docks, covered outdoor seating, and an electrical yard with a generator. The project featured Type III-B construction and will serve occupancy types A2, B, M and S2.
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CSG is providing building and fire plan review for Juno mixed use development, a 346,864 sq. ft. podium building that features one level dedicated to underground parking, one level for retail, one level for parking and five levels of residential space (multi-family housing). This 7-story structure also has amenity terraces and a pool, and will provide a total of 198 apartment units. The construction type for this project was Type III-A for residential levels 3 to 7, and Type I-A for the basement to level 2 podium below.












  

ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 13 Z
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Our track record of success with our clients is outstanding and we encourage you to contact our references with any questions or clarification you might require. The following is a partial list of agency references for which CSG has provided similar services as those requested. ŝƚLJŽĨEĞǁŵĂŶ
DŝĐŚĂĞů,ŽůůĂŶĚ
City Manager
1162 Main Street
Newman, CA 95360
(209) 862-3725
[email protected]
ŽŵƉůĞƚĞƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚ^ĞƌǀŝĐĞƐ
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Community/Economic Development Director
545 J Street
Los Banos, CA 93635
(209) 827-2433
[email protected]
ƵŝůĚŝŶŐΘ&ŝƌĞWůĂŶZĞǀŝĞǁ͕/ŶƐƉĞĐƚŝŽŶ͕^ƚĂĨĨƵŐ͘
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ŝƚLJŽĨWĂƚƚĞƌƐŽŶ
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City Manager
1 Plaza
Patterson, CA 95363
(209) 895-8033
[email protected]
ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ͕ƵŝůĚŝŶŐKĨĨŝĐŝĂů͕
WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ
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ĂƌƌĞŶtŝůƐŽŶ
Development Services Director
8401 Laguna Palms Way
Elk Grove, CA 95758
(916) 627-3446
[email protected]
&ƵůůͲ^ĞƌǀŝĐĞƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚ͗ƵŝůĚŝŶŐKĨĨŝĐŝĂů͕
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Associate Architect
5730 24th St, Building #4
Sacramento, CA 95822
(916) 808-5877
[email protected]
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Deputy Director – Building/Life
Safety
345 N. El Dorado St.

Stockton, CA 95202
(209) 937-8561
[email protected]
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ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 14 &ĞĞ^ĐŚĞĚƵůĞ
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Per Mountain House’s request, the cost proposal has been submitted separately via email. ^
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ATTACHMENT A AGENDA ITEM 8.2

CSG PROPOSAL TO THE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT

FOR PROFESSIONAL CONSULTING SERVICES FOR BUILDING AND SAFETY 15 ƉƉĞŶĚŝdž
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The requested signature sheet and resumes for key staff have been provided on the following pages. ^
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ATTACHMENT A AGENDA ITEM 8.2












  

ATTACHMENT A AGENDA ITEM 8.2
16 Crickett
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Business Degree
Santa Barbara Business College | Santa
Barbara, CA
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ICC Yosemite Chapter Board of
Directors
CBOAC Board of Directors & Treasurers
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As CSG’s Regional Operations Manager for the Central Valley, Ms. Brinkman excels at planning, directing and coordinating nontechnical functions of local offices, with a primary objective of improving customer experience through operational efficiencies.

She is responsible for ensuring and improving the performance, productivity, and efficiency of local office operations through the provision of effective methods and strategies.
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Ms. Brinkman serves as the Regional Operations Manager (Central Valley) for CSG, her duties include the following:
 ŽŽƌĚŝŶĂƚŝŽŶΘ^ƵƉĞƌǀŝƐŝŽŶ͗ Coordinates, manages and monitors the workings of various departments such as DRT, local HR, customer proposals, office administration and building department administration.  ĞƐƚWƌĂĐƚŝĐĞƐ͗ Improves processes and policies. Formulates and implements policies and procedures. Monitors compliance with adopted policies and procedures.
 ,ƵŵĂŶZĞƐŽƵƌĐĞƐ͗ Participates in planning and coordinating staff resources.

Organizes local recruiting and placement of required staff. Ensures performance of new employee onboarding process. Delegates tasks and accountabilities. Monitors and evaluates performance, creation of welcoming employees with new hire HR Boxes
 WƌŽĚƵĐƚŝŽŶ͗ Coordinates and monitors various departments. Monitors performance and implements improvements. Supervises staff, schedules employees and helps employees improve their performance. Ensures effective maintenance of office fixtures and equipment.  ŽŵŵƵŶŝĐĂƚŝŽŶ͗ Monitors, manages and improves the efficiency of local services such as IT, HR, DRT and BLD. Coordinates communications between functions.
 ^ĂůĞƐ͕DĂƌŬĞƚŝŶŐΘƵƐƚŽŵĞƌ^ĞƌǀŝĐĞ͗ Manages customer support and provides support to sales and marketing efforts as needed. Additional responsiblities include swag research/ordering, coordination of employee gifts/ ordering, shirt orders for marketing, brochures, marketing display development/ ordering, work marketing booth for sever events for building services, working with Foster City Marketing team for other events and career days.
 ^ƚƌĂƚĞŐŝĐ/ŶƉƵƚ͗ Participates in management planning meetings and implements and manages operational plans.












  

ATTACHMENT A AGENDA ITEM 8.2
17 Jeff
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Certified Building Official
Certified Fire Marshal
Certified Building Plans Examiner
Certified Residential Building Inspector
Certified Building Code Specialist
Certified Building Inspector
Certified Commercial Building Inspector
Spray Applied Fire Proofing Special
Inspector
| ICC 5012845
Firestopping CLA
Swimming Pools & Spas CLA

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Master of Science, Ecological Design
San Francisco Institute of Architecture |
San Francisco, CA
Bachelor of Science, Architecture
San Francisco Institute of Architecture |
San Francisco, CA
Associate in Science, Architecture
Fresno City College
| Fresno, CA
Special Studies Design Program
Harvard University
| Boston, MA
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Building Official of the Year, County
Building Officials Association, CA 2015
California Building Officials, Past Executive
Board Member & Past President
County Building Officials Association of
CA, Past President
Yosemite and San Joaquin Chapter of ICC
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Mr. Janes is a highly experienced ICC Certified Building Official with extensive building department administration and management experience. He is experienced in supervision and coordination of the activities, operations of jurisdictional building and safety divisions, including the University of California, Merced expansion project. In addition, Mr.

Janes serves as the Regional Manager for the Fresno Office which includes the Central Valley to the Central Coast. Specific skills include budget strategy, preparation and oversight, and implementation of best practices across multiple departments. Mr. Janes is knowledgeable in enforcing compliance and minimum standards to safeguard life, limb, health, property and public welfare.

Mr. Janes has also successfully guided department staff with inspection and plan review for all phases of complex construction projects. He is experienced utilizing building department permit tracking software and managing all common building department responsibilities, including plan review, multi-discipline inspections, plan review and inspection scheduling, field supervision, regulatory compliance, code interpretation, and project acceptance. Mr. Janes also makes a difference to our clients and those he works with through his skills in complaint resolution, problem solving, damage assessment and team building.

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Mr. Janes currently serves as a Building Official for CSG clients.

ZĞŐŝŽŶĂůDĂŶĂŐĞƌͬƵŝůĚŝŶŐKĨĨŝĐŝĂůͮ/ŶƚĞƌǁĞƐƚŽŶƐƵůƚŝŶŐ'ƌŽƵƉ Mr. Janes served as a Building Official for clients throughout California included UC Merced 2020 Project – a $1.4 billion-dollar major campus expansion project which includes site preparation and construction of multiple state of the art educational facilities.
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Mr. Janes managed four units in the Development Services Division (plan check, inspection, zoning, and code enforcement). He streamlined the triage process for plan check submittals, created an e-blast network of design professionals for code updating and internal processing procedures. Mr. Janes also established a free public code training update class with other jurisdictions, coordinated joint bulletins with surrounding jurisdictions and improved initial code enforcement communication processes. ŽƵŶƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂůͮŽƵŶƚLJŽĨDĂĚĞƌĂ͕
Mr. Janes managed and applied the principles of supervision, organizational and operation of a modern building department to the County of Madera. He reviewed and examined construction documents for residential, commercial and industrial building construction and alterations; ensured plans, structural calculations and specifications complied with building and related codes and regulations. He recommended necessary changes for compliance with applicable codes and regulations while routing applicants to appropriate divisions, implemented staff training for building inspectors, standardized public information handouts and information as well as successfully worked with other agencies, departments, officials, employees, contractors and the general public.

KƚŚĞƌƉƌŽũĞĐƚƐĐŽŵƉůĞƚĞĚĂƐƚŚĞĂĐƚŝŶŐWƌŽũĞĐƚDĂŶĂŐĞƌĂŶĚͬŽƌƵŝůĚŝŶŐKĨĨŝĐŝĂů  ŝƚLJŽĨ<ĞƌŵĂŶ
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ATTACHMENT A AGENDA ITEM 8.2
Mike
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DSA Certified Access Specialist
(CASp) 071
Master Code Professional
Certified Building Official
Building Plans Examiner
Residential Plans Examiner
Building Inspector, UBC
Plans Examiner, UBC
Plumbing Inspector, UPC
Mechanical Inspector UMC
Residential Electrical Inspector
Commercial Electrical Inspector
Combination Inspector Uniform Codes
Residential Energy Inspector
Plans Examination
Commercial Energy Plans Examination
Commercial Energy Inspector
Accessibility Inspector/ Plans Examiner
Building Inspector
Combination Inspector
Residential Combination Inspector
Fire Inspector 1
| ICC 5230795
Safety Assessment Program
| SAPC61387
FEMA IS-00700 National Incident
Management Systems
IACET First Responder Awareness
(Association of Bay Area Governments)
CA State Contractors License
| C-61D-28 688121
Structural Welder Certification Class
|E7018

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Associate of Arts Degree
General Education
Chabot College | Hayward, CA
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CALBO Member of the Board of
Directors
Past President, ICC Yosemite Chapter
Education Chairman
ICC Yosemite Chapter
Member, IAEI Yosemite Division
Treasure, ICC Region 1
Founding Member, Certified Access
Specialist Institute – CASI
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Mr. Brinkman is highly certified in multiple disciplines as a DSA Certified Access Specialist, a Certified Building Official and Master Code Professional. He has demonstrated his dexterity in enforcing a full range of state codes as well as specifications and standards. As a Master Code Professional, Mr.

Brinkman has attained the highest level for certification standards within the International Code Council (ICC).

His work as a CASp professional involves many years of ensuring compliance with accessibility requirements in the California Building Code Title 24 and Americans with Disabilities Act. Mr. Brinkman provides expertise to public agencies, homeowners, architects, developers and contractors in the development of plans, and reviews and comments on site-specific issues related to accessibility.

Mr. Brinkman is highly knowledgeable of complex residential and commercial buildings and structures and all stages of construction. As a project manager, he expertly advises all stakeholders on design, coordination and construction of projects, working with jurisdictional staff, engineers, architects, and homeowners to quickly move through the necessary processes and procedures to achieve successful completion. His extensive knowledge in enforcement of building, plumbing, electrical, mechanical and other codes as well as his keen understanding of necessary ordinances ensures proper construction and successful project delivery.

Mr. Brinkman is responsible for all building operations for many municipal building departments— planning, directing, supervising and coordinating all building department activities while maintaining customer service levels and positive public relations. He is active as a manager, trainer and instructor for personnel working in residential and commercial construction, plan reading and code interpretation.

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Mr. Brinkman currently provides contract building official, building inspection, and plan check services for CSG to the following jurisdictions:
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ƵŝůĚŝŶŐKĨĨŝĐŝĂůͬƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌͬƵŝůĚŝŶŐWůĂŶŚĞĐŬ ŶŐŝŶĞĞƌͮDƵůƚŝƉůĞ:ƵƌŝƐĚŝĐƚŝŽŶƐ
Prior to working with CSG, Mr. Brinkman provided contract building official, building inspection and plan check services for the following jurisdictions:
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 ŝƚLJŽĨtĂƚƐŽŶǀŝůůĞ
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 dǁŽͲƚĞƌŵƉĂƐƚWƌĞƐŝĚĞŶƚĂŶĚĐƵƌƌĞŶƚdƌĞĂƐƵƌĞƌŽĨƚŚĞzŽƐĞŵŝƚĞŚĂƉƚĞƌŽĨ/  &ŽƵŶĚŝŶŐdƌĞĂƐƵƌĞƌŽĨ/ZĞŐŝŽŶ/
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ATTACHMENT A AGENDA ITEM 8.2
Bryan
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Registered Professional Engineer:

CA, #C46854
DSA Certified Access Specialist:

CASp #092
ICC Certified: Plans Examiner

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B.S., Architectural Engineering
California Polytechnic State University,
San Luis Obispo, CA
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California Building Officials (CALBO)
Structural Code Committee 2023-Present
Member
California Building Officials (CALBO) 2017-
2022 Director
CALBO Emergency Preparedness
Committee, 2019-Present &Liaison
CALBO Access Committee, 2017- 2018
Vice Chair/Liaison
International Code Council (ICC)
Central Coast Chapter ICC
2015 President
Current Member
County Building Officials Association of
California (CBAOC)
Past Board Member
Structural Engineers Association of
Southern California (SEAOSC)
Past Member
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Mr. Spain has more than 35 years of experience, including working as a Regional Manager and Vice President prior to joining CSG. Mr. Spain is the Regional Operations Manager of the Central Coast and supervises CSG’s Paso Robles Office. He is keenly aware of the need for superior customer service and timely plan reviews that are consistent, responsive, and cost effective. He works closely with government agency staff to enhance our Building & Fire Life Safety, Code Enforcement, and Planning Services.

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ŶŐŝŶĞĞƌͮƵƌĞĂƵsĞƌŝƚĂƐ͕^ĂŶ>ƵŝƐKďŝƐƉŽ͕
Mr. Spain provided nearly 22 years of service to Bureau Veritas North America (BVNA), as a Regional Manager and Vice President of California Code Check, Inc. prior to its acquisition in 2017 by BVNA. In this role, he supervised the Central Coast Office, managing staff and operations. He built relationships with architects, engineers, contractors, owners and agency staff to facilitate resolution of complex structural/life safety issues.

Mr. Spain served as a consulting Building Official for the City of Solvang from 2005 to 2019. He consulted with agency staff to enhance Building Division operations and to determine methods to enhance and streamline services and improve efficiencies of customer services and project budgets. He checked and provided quality control reviews of plan reviews performed by plan checkers of residential and commercial projects for compliance with California and local jurisdiction ordinances for Building, Plumbing, Mechanical, Electrical, Green Building Codes and Title 24 regulations (energy, disabled access and noise).
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Mr. Spain checked architectural and structural plans for commercial and residential buildings, tenant improvements, swimming pools, signs and other structures. He provided field training for inspection/plan check staff, and responded to architectural, structural and disabled access code queries. In addition, he developed policies and hand-outs, and utilized “Sierra-Permits Plus” to issue building permits.

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ŶŐŝŶĞĞƌŝŶŐ
Mr. Spain’s projects included the seismic retrofit of the First Bank of Italy building in Lompoc, CA; seismic retrofit/strengthening of a precast concrete industrial building and an un-reinforced structure; rehabilitation of a steel tower, structural evaluation of the Old Powerhouse Building and remodel of El Corral Bookstore on the Cal Poly San Luis Obispo campus. He contributed to the designs/inspections of sea walls and stairways to beaches along the California Coast as well as multiple timber structures.












  

ATTACHMENT A AGENDA ITEM 8.2
Miroslav
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Structural Engineer
State of California | SE 3572
Civil Engineer
State of California | PE 40880
Building Official Certificate |BO, 2014
Building Plans Examiner Certificate
| B3, 2007
Commercial Building Inspector
Certificate
| B2, 2015

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MPA Degree, CSU Northridge (2015)
| Northridge, CA
BS, Engineering, CSU Northridge (1982)
| Northridge, CA
Certificate of Completion: Building Plan
Review, Electrical Inspection,
Mechanical Inspection
|Orange Coast College/Coastline
College
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Current Member of ICC and ICC Los
Angeles Basin Chapter
SEAOSC Member of Board of Directors
(2007/2008)
Member of SEAOSC Quality Assurance
Committee (2007-2009)
Member of ICC Los Angeles Basin
Structural Committee
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CSI and EnerGov Permit Software
BlueBeam and Adobe PDF
MS Office, Risa, CMD 19, EnerCalc,
RetainPro, Notability, Good Notes
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Mr. Lhotsky brings expertise to CSG and its client agencies gained from more than 40 years of municipal building department and private sector experience. Most recently, Mr. Lhotsky served the City of Glendale Building and Safety division as Deputy Building Official, filling a crucial role after the unforeseen retirement of the existing Building Official during the COVID19 pandemic. Other notable agency experience includes inspection and plan review services with the Cities of Newport Beach and Santa Clarita. In addition to his public agency experience, he has also been highly successful in the private sector, having launched a successful career in structural engineering and building code compliance.

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ĞƉƵƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂůͮŝƚLJŽĨ'ůĞŶĚĂůĞ͕
Under the direct supervision of Building Official, Mr. Lhotsky performed direct supervision and management of the plan check group that consisted of eight staff members. This included monitoring production, quality, and consistency of plan review—in addition to training, mentoring, and evaluating staff. In this role, Mr. Lhotsky’s functions also included:
 ŽŵƉůĞdžĐŽĚĞŝŶƚĞƌƉƌĞƚĂƚŝŽŶƐ͕ƌĞǀŝĞǁĂŶĚĂƉƉƌŽǀĂůŽĨďƵŝůĚŝŶŐĐŽĚĞŵŽĚŝĨŝĐĂƚŝŽŶƐ͘  ƐƐŝƐƚŝŶŐƐƚĂĨĨǁŝƚŚĐŚĂůůĞŶŐŝŶŐƉůĂŶƌĞǀŝĞǁƐ͕ƌĞƐŽůǀŝŶŐĐŽŶĨůŝĐƚƐďĞƚǁĞĞŶĐƵƐƚŽŵĞƌƐ ĂŶĚŝƚLJƐƚĂĨĨ͘
 ĐƚĞĚĂƐĂůŝĂŝƐŽŶƌĞŐĂƌĚŝŶŐƉŽůŝĐŝĞƐĂŶĚƌĞƋƵŝƌĞŵĞŶƚƐǁŝƚŚŽƚŚĞƌĚĞƉĂƌƚŵĞŶƚƐƚŽ ŵĂŝŶƚĂŝŶĂƐŵŽŽƚŚĨůŽǁŽĨƵŝůĚŝŶŐΘ^ĂĨĞƚLJŽƉĞƌĂƚŝŽŶƐ
 DŽŶŝƚŽƌĞĚƚŚĞĐƌĞĂƚŝŽŶĂŶĚĚĞǀĞůŽƉŵĞŶƚŽĨŶĞǁƵŝůĚŝŶŐΘ^ĂĨĞƚLJŝŶĨŽƌŵĂƚŝŽŶ ďƵůůĞƚŝŶƐ͕ƐƚĂŶĚĂƌĚƉůĂŶĐŚĞĐŬůŝƐƚƐ͕ĂŶĚƉŽůŝĐLJŵĞŵŽƌĂŶĚƵŵƐ͘ ĐƚŝŶŐƵŝůĚŝŶŐKĨĨŝĐŝĂůͮŝƚLJŽĨ'ůĞŶĚĂůĞ͕
After an unforeseen retirement by the existing Building Official during the COVID-19 pandemic, Mr. Lhotsky assumed the role of Acting Building Official and was instrumental in maintaining division operations. Working under the direction of the division head and Permit Services Administrator, Mr. Lhotsky’s duties included the following:
 ŝƌĞĐƚůLJƐƵƉĞƌǀŝƐĞĚƉůĂŶĐŚĞĐŬŐƌŽƵƉĂŶĚŝŶĚŝƌĞĐƚůLJƐƵƉĞƌǀŝƐĞĚƉĞƌŵŝƚƚĞĐŚŶŝĐŝĂŶĂŶĚ ŝŶƐƉĞĐƚŝŽŶŐƌŽƵƉƐ
 ƐƐŝƐƚĞĚŝƚLJƚƚŽƌŶĞLJ͛ƐŽĨĨŝĐĞǁŝƚŚŝƚLJĐŽĚĞĞŶĨŽƌĐĞŵĞŶƚĐĂƐĞƐĂŶĚƌĞƉƌĞƐĞŶƚĞĚƚŚĞ ŝƚLJ ĂƚĚĞƉŽƐŝƚŝŽŶƐĂŶĚŝŶĐŽƵƌƚĂƐĂŶĞdžƉĞƌƚǁŝƚŶĞƐƐ
 ƐƐŝƐƚĞĚŝƚLJƚƚŽƌŶĞLJ͛ƐŽĨĨŝĐĞĂŶĚWůĂŶŶŝŶŐŝǀŝƐŝŽŶǁŝƚŚƉƌĞƉĂƌĂƚŝŽŶŽĨŝƚLJ ŽƌĚŝŶĂŶĐĞƐĨŽƌŝƚLJŽƵŶĐŝů͛ƐƌĞǀŝĞǁĂŶĚĂƉƉƌŽǀĞĚŝŵƉůĞŵĞŶƚĂƚŝŽŶƐŽĨƉŽůŝĐŝĞƐƌĞůĂƚĞĚ ƚŽ^ϵ;ůŽƚƐƉůŝƚƐ͕hŽƌĚŝŶĂŶĐĞƐĂŶĚĂƉƉƌŽǀĂůƉƌŽĐĞƐƐͿ͕ s^ƉŽůŝĐLJŽŶĨĂƐƚͲƚƌĂĐŬ
ĂƉƉƌŽǀĂů͕ĂŶĚ^ϭϯƌĞƋƵĞƐƚĞĚĚĞůĂLJŝŶĞŶĨŽƌĐĞŵĞŶƚ͘
 ŽůůĂďŽƌĂƚĞĚǁŝƚŚ^ƵƐƚĂŝŶĂďŝůŝƚLJŽŵŵŝƐƐŝŽŶĂŶĚŝƚLJƚƚŽƌŶĞLJ͛ƐŽĨĨŝĐĞƚŽĐƌĞĂƚĞƚŚĞ ŝƚLJ͛ƐĨŝƌƐƚƌĞĂĐŚĐŽĚĞƌĞƋƵŝƌĞŵĞŶƚĨŽƌĂůůŶĞǁďƵŝůĚŝŶŐƐ;ŝŶĐůƵĚŝŶŐĂůůĞůĞĐƚƌŝĨŝĐĂƚŝŽŶ͕ ŝŶĐƌĞĂƐĞŝŶ
s^ĨĂĐŝůŝƚŝĞƐĂŶĚƌĞƋƵŝƌĞĚƉŚŽƚŽǀŽůƚĂŝĐƐLJƐƚĞŵƐŽŶĂůůŶĞǁĐŽŵŵĞƌĐŝĂů ĂŶĚŵƵůƚŝĨĂŵŝůLJďƵŝůĚŝŶŐƐͿ͘
 ^ƵƉĞƌǀŝƐŝŶŐƉĂƌƚŝĐŝƉĂŶƚŝŶŝƚLJ͛ƐƚĞĂŵĨŽƌƚŚĞŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨĂŶĞǁůĂŶĚ ŵĂŶĂŐĞŵĞŶƚƐŽĨƚǁĂƌĞ;
ŶƚĞƌ'ŽǀͿ͕ĂŶĚƚŚĞŝŶƚĞŐƌĂƚŝŽŶŽĨŬĞLJŝƚLJĚĞƉĂƌƚŵĞŶƚƐƚŽ ĞƐƚĂďůŝƐŚƚŚĞŝƚLJ͛ƐĨŝƌƐƚǀŝƌƚƵĂůƉĞƌŵŝƚƐĞƌǀŝĐĞƐĐĞŶƚĞƌ͘ WƌŝŶĐŝƉĂůƵŝůĚŝŶŐŽĚĞ^ƉĞĐŝĂůŝƐƚͮŝƚLJŽĨ'ůĞŶĚĂůĞ͕ In this role, Mr. Lhotsky served as plan check supervisor and was responsible for front counter plan check operations that included four staff members. He also assigned projects, mentored/trained staff, resolved conflicts/disagreements, and monitored production/quality of plan checks and staff interactions.
ƐƐŝƐƚĂŶƚWůĂŶŚĞĐŬ
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As Assistant Plan Check Engineer, Mr. Lhotsky was responsible for the review of fire and life safety, accessibility, energy, and structural design compliance to the 2007 California Title 24 Codes, City ordinances, and policies.












  

ATTACHMENT A AGENDA ITEM 8.2
Ali
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California Licensed
Professional Engineer (PE)-Civil
Certified Building Official (CBO)
Certified Fire Marshal (CFM)
Certified Building Code Specialist
Certified Building Inspector
Certified Building Plans Examiner
Certified Access Specialist (CASp)

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Bachelor of Science Degree,
Civil Engineering
Cal State University, Los Angeles
Palomar College, San Diego
Associate in Arts Degree
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Certified Access Specialist Institute
Principal Director of County Building
Officials Association of California
American Public Works Association
(APWA): Past President and currently
serving as an executive
Board Member, Local Chapter
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Mr. Annan‘s professional background consists of over 36 years of diversified experience in Building Department Services, Engineering, Code Compliance and Enforcement of California Code of Regulations, Title 24 (Building Codes). He was most recently serving as the Building Official for Kern County and Assistant Director of Public Works Department.

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Mr. Annan served in positions of increasing responsibility during his service to the County of Kern. ŚŝĞĨƵŝůĚŝŶŐKĨĨŝĐŝĂůĂŶĚƐƐŝƐƚĂŶƚŝƌĞĐƚŽƌ͗ Mr. Annan most recently served as Assistant Public Works Director and the Building Official for Kern County. This included overseeing/managing the operations of the Building and Code Division, which consists of the following Sections: Building Inspection and Plan Check, Code Enforcement, Flood Plain Management, Drainage, Grading, and County Service Areas. Mr. Annan also interpreted and enforced building codes, oversaw and provided guidance for building permits and field inspection activities, developed operating policies and procedures related to building and safety, provided timely response to complaints, and took necessary steps to resolve issues and code related violations. Additionally, he advised the public and designers on code related building and accessibility rules and regulations, attended Board of Supervisors hearings and other public meetings, conferred with Public Works Directors, members of the Board of Supervisors and others on issues relating to various code interpretation. Additional duties included participating in meetings with builders to gain feedback and provide information regarding plan review and code enforcement, issuing Certificates of Occupancy, as well as reviewing and updating the County’s Code of Building Regulations.

ŶŐŝŶĞĞƌŝŶŐDĂŶĂŐĞƌͲĨŽƌWƵďůŝĐtŽƌŬƐĞƉĂƌƚŵĞŶƚͬ
ŶŐŝŶĞĞƌŝŶŐ͕ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ͕^ƵƌǀĞLJŝŶŐ
ĂŶĚWĞƌŵŝƚ^ĞƌǀŝĐĞƐ͗ Mr. Annan served as an engineering manager in charge of day-to-day operations related to Building Inspection and Building Plan Check, Drainage & Grading Plan reviews, and Subdivision/Land Development Plan reviews.
^ƵƉĞƌǀŝƐŝŶŐ
ŶŐŝŶĞĞƌĨŽƌ
ŶŐŝŶĞĞƌŝŶŐĂŶĚ^ƵƌǀĞLJ^ĞƌǀŝĐĞƐĞƉĂƌƚŵĞŶƚ͕ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ ŝǀŝƐŝŽŶ͗ Mr. Annan served as a supervising engineer and the lead building plans examiner for residential, commercial and industrial buildings. In this role, he consulted with engineers, architects, inspectors, contractors, designers and the general public regarding matters such as design, engineering, codes, regulations, etc. Additionally, he also supervised Building Plans Examiners, Inspectors, and Building Plans Technicians, while providing training and building code interpretations to building inspectors and staff.

ŶŐŝŶĞĞƌ///ͲĨŽƌ
ŶŐŝŶĞĞƌŝŶŐĂŶĚ^ƵƌǀĞLJ^ĞƌǀŝĐĞƐĞƉĂƌƚŵĞŶƚ͗ Mr. Annan served as the County Service Areas Engineer, managing the work of several engineering consultants for various engineering and environmental projects. He designed flood control facilities, supervised construction inspection of major projects, and formed numerous county service areas and assessment districts.

Additionally, he checked subdivision improvement plans to ensure compliance with engineering principles and development standards/regulations.

ŶŐŝŶĞĞƌ//ĨŽƌƚŚĞWůĂŶŶŝŶŐĂŶĚĞǀĞůŽƉŵĞŶƚ^ĞƌǀŝĐĞƐĞƉĂƌƚŵĞŶƚ͕&ůŽŽĚWůĂŝŶ DĂŶĂŐĞŵĞŶƚŝǀŝƐŝŽŶ͗Mr. Annan performed land development improvement plans check and analysis. He checked drainage, flood and hydrology studies for land subdivisions, while participating in developing/updating hydrology and flood control standards. Additionally, he wrote technical reports and performed numerous drainage and flood control studies.

ŶŐŝŶĞĞƌ//ĨŽƌWƵďůŝĐtŽƌŬƐĞƉĂƌƚŵĞŶƚ͗ Mr. Annan prepared construction contracts and specifications and interacted with local and state agencies concerning environmental matters. He also performed subdivision plan reviews to assure compliance with Land Development Standards and ordinances.












  

ATTACHMENT A AGENDA ITEM 8.2
Christine
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California Professional Civil Engineer
|License No. 79594

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M.S., Civil Engineering
California State University, Sacramento
| Sacramento, CA
B.S., Civil Engineering
California State University, Sacramento
| Sacramento, CA
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American Society of Civil Engineers:

Member
SEAOCC: Member
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Ms. Jansen is a Principal Plan Check Engineer with over 17 years of engineering experience.

Ms. Jansen offers a wealth of California and Nevada Building Code knowledge and project management experience to CSG’s clients. To this role, she brings leadership experience, and excellent communication, time management, and customer service skills.

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ŽŶƐƵůƚĂŶƚWůĂŶZĞǀŝĞǁ
ŶŐŝŶĞĞƌͬWůĂŶZĞǀŝĞǁŽŽƌĚŝŶĂƚŽƌ
Ms. Jansen reviewed building plans for compliance with the California building codes and City ordinances for both public and private commercial and residential structures for permit issuance. She also provided structural plan check for projects ranging from small nonhabitable structures to complex multi-story commercial buildings. Additional responsibilities included structural plan review coordination and management throughout California and Nevada.
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Ms. Jansen provided building and structural plan check for public and private commercial and residential structures. She also served as an intern supervisor and her responsibilities included processing expedited requests and application extensions, providing over the counter structural plan review, and assisting applicants with code questions. ŝǀŝů
ŶŐŝŶĞĞƌͮƵƌĞĂƵŽĨZĞĐůĂŵĂƚŝŽŶ͕^ĂĐƌĂŵĞŶƚŽ͕
Ms. Jansen prepared and reviewed designs and specifications for projects relating to dams and waterway infrastructure in the Central Valley federal waterways. She was also responsible for completing budgets, construction schedules, and inspections for the dams and infrastructures. dĞŵƉŽƌĂƌLJWƌŽũĞĐƚ
ŶŐŝŶĞĞƌʹ^ŝŶŐůĞWƌŽũĞĐƚͮ^LJďůŽŶZĞŝĚ
ŶŐŝŶĞĞƌŝŶŐŽŶƚƌĂĐƚŽƌ
Ms. Jansen was responsible for general engineering, specification submittals, materials management, site management and oversight, sub-contractor organization, and payroll assistance for a 5-million-dollar project.
ƐƐŝƐƚĂŶƚ
ŶŐŝŶĞĞƌͮŽŬŬĞŶ
ŶŐŝŶĞĞƌŝŶŐ͕/ŶĐ͕͘&ŽůƐŽŵ͕
Ms. Jansen was responsible for the design, analysis, detailing, specifying, research, calculations, plan check, and planning studies of moderate to complex highway infrastructure assignments. /ŶƚĞƌŶ
ŶŐŝŶĞĞƌͮĂǀŝĚ
ǀĂŶƐĂŶĚƐƐŽĐŝĂƚĞƐ͕/ŶĐ͘
Ms. Jansen’s responsibilities included roadway modeling, quantities, estimating, creating project reports, utility coordination, public infrastructure design, and the design and analysis of highways and highway interchanges.
ƐƐŝƐƚĂŶƚ
ŶŐŝŶĞĞƌͮtŽŽĚZŽŐĞƌƐ͕/ŶĐ͘
Ms. Jansen’s tasks included project coordination, assisting with project and construction management, drafting, submittal processing, and cost estimations for subdivisions, major roadways, and parks.
/ŶƚĞƌŶ
ŶŐŝŶĞĞƌͮ&ƌĂLJũŝĞƐŝŐŶ'ƌŽƵƉ
Ms. Jansen’s tasks included grading improvement plans, subdivision improvement plans, cost estimations, site design, project coordination and forward planning. 











  

ATTACHMENT A AGENDA ITEM 8.2
Annette
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Zd/&/d/KE^
ICC Plans Examiner
ICC # 8018477
Engineer-In-Training
State of California
EIT# 130173
Certified Access Specialist
CASp-538

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BS, Civil Engineering
California State University
Fresno, CA
DĂLJĨŝĞůĚ
/d͕^Ɖ
^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌ
Ms. Mayfield is a Senior Plans Examiner for CSG with over fifteen years of experience serving multiple jurisdictions throughout the State of California. She approaches plan review with unique knowledge while balancing the delivery of timely and accurate reviews and remaining responsive to and approachable by the public.

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džĂŵŝŶĞƌͮ /ŶƚĞƌǁĞƐƚŽŶƐƵůƚŝŶŐ'ƌŽƵƉ
As a Plans Examiner for Interwest Consulting Group, Ms. Mayfield’s work included life safety reviews for high profile projects like the Sacramento Criminal Courthouse, Sacramento Republic Soccer Stadium, as well as the $1.3 billion-dollar 2020 UC Merced Campus Expansion.

WůĂŶƐ
džĂŵŝŶĞƌͮ E&&/ŶƚĞƌŶĂƚŝŽŶĂů
Ms. Mayfield has experience performing life-safety, architectural, mechanical, plumbing, electrical, accessibility and structural reviews in residential, multifamily, and commercial projects, including specialty reviews of OSHPD 3 licensed clinics, high-rise buildings, industrial facilities, hotel/motels and residential care facilities. This experience is also evident in working directly with applicants, designers, and jurisdictions, having successfully served numerous jurisdictions throughout the state of California.












  

ATTACHMENT A AGENDA ITEM 8.2
Ivan
>/
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^Θ
Zd/&/d/KE^
Certified Plans Examiner
| ICC B3

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Bachelor of Science, Civil Engineering
California State University, Northridge
| Northridge, CA
ZĂŵŝƌĞnj
ƐƐŽĐŝĂƚĞWůĂŶƐ
džĂŵŝŶĞƌ
Mr. Ramirez brings more than five years of plan review experience to CSG and its clients, having performed plan check in a variety of capacities. Through his experience with City Building Departments and civil engineering companies, Mr. Ramirez has developed an expertise in the plan review process and interpreting CA and international building, residential, mechanical, electrical, plumbing, energy, green building, and structural codes.

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ĂůŝĨŽƌŶŝĂŽĚĞŚĞĐŬƵƌĞĂƵsĞƌŝƚĂƐŽŵƉĂŶLJʹWůĂŶZĞǀŝĞǁ ŶŐŝŶĞĞƌͮdŚŽƵƐĂŶĚKĂŬƐĂŶĚ
ƚĂƐĐĂĚĞƌŽ͕
Mr. Ramirez reviewed and processed plan submittals from various jurisdictions ensuring that the proposed plans followed the most current and pertinent requirements, as set forth by the international and California building, residential, mechanical, electrical, plumbing , energy, green building and structural codes. He met with engineers, architects and developers with regards to structural, architectural and code compliant irregularities or inquiries to help mitigate and resolve building deficiencies. Onsite assignments with Jurisdictions included the Santa Rosa Fire Resilience Recovery Center where he distributed and delegated plan submittals to internal building department staff. He met with the Building Official and Various Council members on various matters ranging from Pre-Construction meetings with local professionals to forecasted projections of residential and commercial rebuilds. He established and maintained effective working relationships with property owners, architects, engineers, contractors, the general public, co-workers, other departments, supervisors and officials. ŝƚLJŽĨ^ĂŶ>ƵŝƐKďŝƐƉŽƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚ
Mr. Ramirez provided developmental plan review to determine compliance and efficacy of future subdivision and commercial projects. This included parcel map subdivision. He performed plan review of commercial, industrial and residential building construction projects to determine compliance with State and local building codes, laws, and ordinances.

Established and maintained effective working relationships with property owners, architects, engineers, contractors, the general public, co-workers, other departments, and supervisors.

He coordinated and monitored plan review accomplished by the City's consultants and other City departments. Mr. Ramirez also coordinated plan review by other departments to ensure transmittal of corrections in a complete and professional manner. He conducted training sessions as required for Division staff concerning code changes, code interpretations, compliance issues and procedural working methods. He maintained accurate records and prepared reports related to assignments. He also aided in the code enforcement function and supported the investigation of complaints of alleged code and ordinance violations and other unsafe conditions; provided technical guidance to identify and resolved building code violations.
ĂůŝĨŽƌŶŝĂŽĚĞŚĞĐŬͬƵƌĞĂƵsĞƌŝƚĂƐŽŵƉĂŶLJ/ŶƚĞƌŶƐŚŝƉͮdŚŽƵƐĂŶĚKĂŬƐ͕ Mr. Ramirez reviewed and processed plan submittals from various jurisdictions ensuring that the proposed plans followed the most current and pertinent requirements, as set plumbing, energy, green building and structural codes. He aided in the logging and approval process for permit completion.
,ĞĞƌLJ/ŶƚĞƌŶĂƚŝŽŶĂůͮ^ƵŶsĂůůĞLJ͕
Mr. Ramirez assisted civil engineers, architects and construction managers with the renovations, rehabilitation and development of the Los Angeles Unified School District 8 facilities. He worked on plan development, excel spreadsheets and PowerPoint presentations for the Engineers and Architects within the office. He also observed site inspections for the current projects of the time and was given the opportunity to sit in on several meetings with the construction teams of various campuses.












  

ATTACHMENT A AGENDA ITEM 8.2
Stuart
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^Θ
Zd/&/d/KE^
Certified Building Plan Examiner
Certified Commercial Building
Inspector
|ICC 5087331
Certified Access Specialist | CASp - 872

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Extensive Code, Structural, and
Accessibility training through ICC,
CALBO, IAEI, NFPA, PSMJ, Access
Services Plus, and Cal CASp, Inc.
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International Code Council (ICC)
Member of National Fire Protection
Association (NFPA)
International Association of Electrical
Inspectors (IAEI)
PSMJ Resources, Inc. – Project
Management

ŶŐůĂŶĚ^Ɖ
^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌ
Mr. England serves as a Senior Plans Examiner in the Plan Review Division of CSG Consultants.

He brings over 21 years of experience having served in various roles in the Building and Engineering Departments. With considerable experience as a designer, plan reviewer, and inspector, he has a broad and deep construction knowledge and is well-suited to adapt to the everchanging landscape of construction methods and technologies. To this role he brings great project management and customer service skills, and the ability to take on various tasks and responsibilities.

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^'^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌͮDƵůƚŝƉůĞ^'ůŝĞŶƚŐĞŶĐŝĞƐ
Mr. England performed residential, multi-family, commercial, medical, industrial, structural, and agricultural plan review for a variety of CSG client agencies throughout California including:
 ŝƚLJŽĨ
ůŬ'ƌŽǀĞ
 ŝƚLJŽĨ>ŝŶĐŽůŶ
 ŝƚLJŽĨ>ŽƐĂŶŽƐ
 ŝƚLJŽĨDĞƌĐĞĚ
 ŝƚLJŽĨDŽƵŶƚĂŝŶsŝĞǁ
 ŝƚLJŽĨWĂƚƚĞƌƐŽŶ
 ŝƚLJŽĨ^ĂŶĂƌůŽƐ
 ŽƵŶƚLJŽĨ&ƌĞƐŶŽ
 ŽƵŶƚLJŽĨ^ĂŶ:ŽĂƋƵŝŶ
 ŽƵŶƚLJŽĨ^ĂŶƚĂƌƵnj
 ŽƵŶƚLJŽĨdƵŽůƵŵŶĞ
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WƌŽũĞĐƚDĂŶĂŐĞƌͮŽŶƐƵůƚŝŶŐ&ŝƌŵ͕DĞƌĐĞĚ͕
Mr. England served as a project manager for commercial, multi-family, industrial, and agricultural projects. He performed quality control during the plan and construction phases.

He coordinated and communicated with consultants, utility companies, contractors, and clients. Additional responsibilities included plan check and site inspections for commercial, multi-family, industrial, and agricultural projects.

WůĂŶƐ
džĂŵŝŶĞƌͮŝƚLJŽĨDĞƌĐĞĚ͕
Mr. England performed plan review and inspection for complex commercial, industrial, OSHPD3, multi-family, and accessibility projects.

ŶŐŝŶĞĞƌŝŶŐdĞĐŚŶŝĐŝĂŶ/sͮŝƚLJŽĨDĞƌĐĞĚ͕
Mr. England performed plan review and inspection for all utility encroachments, general encroachments, and treatment plants. He also provided multi-jurisdictional inspections and inspection services for capital improvement projects.












  

ATTACHMENT A AGENDA ITEM 8.2
Don
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^ͬ
Zd/&/d/KE^
California Civil Engineer:
#19945
California Structural Engineer:
#1883

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M.S., Civil Engineering
University of Southern California
Los Angeles, CA
B.S., Engineering
California State University, Long Beach
Long Beach, CA
WƌŝĐĞ ^

^ƚƌƵĐƚƵƌĂů
ŶŐŝŶĞĞƌ
Mr. Price is a registered civil and structural engineer in the State of California, bringing more than 40 years of engineering and construction experience to CSG. He possesses both the technical and practical working knowledge in not only structural engineering— but mechanical, electrical, technology and architecture as well. Throughout his career, Mr. Price has performed civil and structural design/analysis and code reviews for a long list of projects across the state.

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^ƚƌƵĐƚƵƌĂů
ŶŐŝŶĞĞƌͬWůĂŶƐ
džĂŵŝŶĞƌ ͮ/ŶƚĞƌǁĞƐƚŽŶƐƵůƚŝŶŐ'ƌŽƵƉ
As a Structural Engineer and Plans Examiner for Interwest Consulting Group, Mr. Price performed structural plan review for clients throughout the state.

WƌŽũĞĐƚͬŽŶƐƚƌƵĐƚŝŽŶDĂŶĂŐĞƌ ͮsĂŶWĞůƚŽŶƐƚƌƵĐƚŝŽŶ^ĞƌǀŝĐĞƐΘŽŶƐŽůŝĚĂƚĞĚ ŽŶƐƚƌƵĐƚŝŽŶDĂŶĂŐĞŵĞŶƚ
For more than 20 years (1997-2019), Mr. Price performed project management and construction management for a variety of projects throughout California for Van Pelt Construction Services & Consolidated Construction Management. These projects included hospitals, community centers, port facilities, and university building projects. ŝǀŝůͬ^ƚƌƵĐƚƵƌĂů
ŶŐŝŶĞĞƌ ͮh͘^͘'ŽǀĞƌŶŵĞŶƚʹ ŝƚLJŽĨ>ŽƐŶŐĞůĞƐΘ^ŽƵƚŚĞƌŶ ĂůŝĨŽƌŶŝĂ
ĚŝƐŽŶ
As a Civil/Structural Engineer for more than 30 years (1967-1997), Mr. Price performed civil and structural design on a wide variety of projects in the Southern California region.

This work included design for roads, bridges, waterlines, canals, offshore facilities, medical buildings, power plants, reservoirs, dams, electrical facilities, petroleum tanks and fueling facilities.












  

ATTACHMENT A AGENDA ITEM 8.2
Kenneth
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Zd/&/d/KE^
CA Commercial Combination Inspector
CA Residential Combination Inspector
CA Commercial Building Inspector
CA Commercial Electrical Inspector
CA Commercial Mechanical Inspector
CA Commercial Plumbing Inspector
CA Residential Building Inspector
CA Residential Plumbing Inspector
CA Residential Electrical Inspector
CA Residential Mechanical Inspector
CALGreen Inspector/Plans Examiner
Residential Energy Inspector/Plans
Examiner
Residential Plans Examiner
Permit Technician
California Combination Inspector

hd/KE
Interdisciplinary Studies in Arts &
Humanities | Canada College
Welding Certification Classes |
Chabot College
ĂďƌĂů
^ĞŶŝŽƌƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
Mr. Cabral serves as a Senior Building Inspector for CSG. His strengths as an inspector include excellent customer service, organizational and prioritization skills. Mr. Cabral currently provides inspection services to the City of Los Banos, with additional experience in the Cities of Mountain View and Brisbane. He has a complete understanding of the building department process and can assist customers in-person over the counter and on the phone. In addition, Mr. Cabral works well in the field with contractors and performs timely, consistent inspections.

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ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌͮ sĂƌŝŽƵƐ^'ŐĞŶĐŝĞƐ
Mr. Cabral has performed building inspections from the ground up for residential projects and light commercial throughout the jurisdictions in which he works. These CSG clients include:
 ŝƚLJŽĨDŽƵŶƚĂŝŶsŝĞǁ
 ŝƚLJŽĨ<ĞƌŵĂŶ
 ŝƚLJŽĨŽƐWĂůŽƐ
 ŝƚLJŽĨ>ŽƐĂŶŽƐ
 ŝƚLJŽĨƌŝƐďĂŶĞ
 ŝƚLJŽĨ&ŝƌĞďĂƵŐŚ
 ŽƵŶƚLJŽĨdƵŽůƵŵŶĞ
 ŝƚLJŽĨ^ĂŶŐĞƌ
^'ĐĂĚĞŵLJdƌĂŝŶŝŶŐͮ^'ŽŶƐƵůƚĂŶƚƐͶĞŶƚƌĂůsĂůůĞLJ͕ As a trainee, Mr. Cabral learned the sequence and procedure of building inspections and became familiar with the codes, concentrating on Chapter 3 of the CBC. He has shadowed and mentored CSG inspectors to develop field techniques, become familiar with the layout of plans and documents including “approved” job site plans, and developed a solid understanding of how building departments function. Additionally, he understands different city/county ordinances and how they relate to specific codes.

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DĂƚĞƌŝĂů,ĂŶĚůĞƌͬ>ĂďŽƌĞƌͮYƵŝĞƚZŽĐŬďLJWK'LJƉƐƵŵ͕EĞǁĂƌŬ͕ Mr. Cabral’s responsibilities included assembly line operation, production line efficiency, basic equipment repair, safety standards, quality controls, forklift operator, raw material production, shipping/packaging, and inventory control.












  

ATTACHMENT A AGENDA ITEM 8.2
Gabriela
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^Θ
Zd/&/d/KE^
Certified Plans Examiner
Certified Accessibility Plans
Examiner/Inspector
Certified Building Inspector
Certified California Building Inspector
Certified California Commercial Inspector
Certified California Residential Inspector
| ICC 1132495
Certified Green Building Professional
| Build It Green, Oakland, CA
Green Point Advisor Single-Family &
Multi-Family New Homes
| Build It Green, Oakland, CA

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Master of Science in Green Building
Science
| San Francisco Institute of Architecture
Architecture/Construction Management
| Fresno State University, Fresno, CA
Architecture
| Fresno City College, Fresno, CA
WZK&
^^/KE>&&/>/d/KE^
Past President & Member, San Joaquin
Valley ICC Chapter
Member, Yosemite ICC Chapter
Member, Build It Green
Member, United States Green Building
Council (USGBC) Central California
^ĐŽƚƚ
^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌ
Ms. Scott provides building plan check services on behalf of CSG Consultants. During her 26 years of experience in the industry, she has performed permit technician, building inspection, building plans examiner, and building official services as a city employee and a private consultant. Her plan review experience includes residential, commercial, industrial, and accessibility projects. As the Lead Permit Technician for Merced County, Ms. Scott trained all new permit technicians. Her extensive experience in building services and management make Ms. Scott an excellent addition to the CSG Team.

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^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌͮDƵůƚŝƉůĞ^'ůŝĞŶƚŐĞŶĐŝĞƐ
Ms. Scott provided plan review services for various CSG client agencies throughout California including:
 ŽƵŶƚLJŽĨ&ƌĞƐŶŽ
 ŝƚLJŽĨ^ŽŶŽƌĂ
 ŝƚLJŽĨDĞƌĐĞĚ
 ŝƚLJŽĨĂƌŵĞůͲďLJͲƚŚĞͲ^ĞĂ
 ŝƚLJŽĨWĂƐŽZŽďůĞƐ
 ŽƵŶƚLJŽĨ^ĂŶƚĂƌƵnj
 ŝƚLJŽĨ^ĂŶŐĞƌ
 ŝƚLJŽĨ>ŽƐĂŶŽƐ
 ŝƚLJŽĨtĂƚƐŽŶǀŝůůĞ
 ŝƚLJŽĨ&ŽƐƚĞƌŝƚLJ
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ŽŶƐƵůƚŝŶŐWůĂŶƐ
džĂŵŝŶĞƌͮ ŝƚŝĞƐŽĨ&ƌĞƐŶŽ͕WĂƐŽZŽďůĞƐ͕ĂŶĚ^ĂŶ>ƵŝƐKďŝƐƉŽ͕ Ms. Scott performed building plan check services for residential and commercial projects. ƵŝůĚŝŶŐKĨĨŝĐŝĂůͮ ŝƚLJŽĨ^ĂŶŐĞƌ͕
Ms. Scott performed building official duties for the City.

WůĂŶƐ
džĂŵŝŶĞƌͮDĂĚĞƌĂŽƵŶƚLJ͕
Ms. Scott performed building plan check services for residential and commercial projects. ŽŶƐƵůƚŝŶŐWůĂŶƐ
džĂŵŝŶĞƌͮŝƚLJŽĨ>ŝŶĐŽůŶĂŶĚŽƵŶƚŝĞƐŽĨWůĂĐĞƌ͘^ƵƚƚĞƌ͕ĂŶĚ ůŽƌĂĚŽ
Ms. Scott performed building plan check services for residential and commercial projects.

ZĞƐŝĚĞŶƚŝĂůWůĂŶƐ
džĂŵŝŶĞƌͮŝƚLJŽĨ&ƌĞƐŶŽ͕
Ms. Scott performed building plan check services for residential projects.

WůĂŶƐ
džĂŵŝŶĞƌͬWĞƌŵŝƚdĞĐŚŶŝĐŝĂŶͮDĞƌĐĞĚŽƵŶƚLJ͕
Ms. Scott performed building plan check services for residential and commercial projects. 











  

ATTACHMENT A AGENDA ITEM 8.2
Mark
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Zd/&/d/KE^
Building Plans Examiner
California Residential Building Inspector
| ICC 8020632
Cal OES Post Disaster
| 37607
OSFM Fire Inspector 1A & 1B

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Building Codes, General Studies
| Cuesta College, San Luis Obispo, CA
Building Codes, General Studies
| Alan Hancock College, Santa Maria, CA
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^^/KE>&&/>/d/KE^
Past President & Member, Central Coast
Chapter of the ICC
CALBO Class of 2023-24 for the BOLA
Program
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Bluebeam
Energov - Tyler Technologies
Accela
Project Dox
Citizen Serve
Microsoft Suite of Products
^ĂĚŽǁƐŬŝ
WƌŝŶĐŝƉĂů WůĂŶƐ
džĂŵŝŶĞƌ
Mr. Sadowski is a Principal Plans Examiner for CSG and brings over 24 years of experience in the building industry. He has served as a building maintenance worker, a building inspector and as the Building and Safety Supervisor for the City of San Luis Obispo. To this role, Mr. Sadowski brings excellent customer service and communication skills, with a focus on providing creative solutions to challenges that arise.
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ŽŶƚƌĂĐƚ /ŶƚĞƌŝŵ ƵŝůĚŝŶŐKĨĨŝĐŝĂůͮŝƚLJŽĨ ƌƌŽLJŽ'ƌĂŶĚĞ͕ Mr. Sadowski served at the City’s Contract Interim Building Official through CSG Consultants. He developed internal policies geared towards improving customer experiences, while directing plan review and inspection programs for the City. His strong focus on building relationships with the staff and local community has resulted in elevating the service provided to a level the City had long been seeking to restore. Mr. Sadowski also played an integral part in post-disaster responses, working with emergency personnel to ensure occupant safety, while demonstrating compassion for the residents affected by the events.

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ƵŝůĚŝŶŐĂŶĚ^ĂĨĞƚLJ^ƵƉĞƌǀŝƐŽƌͮŝƚLJŽĨ^ĂŶ>ƵŝƐKďŝƐƉŽ͕ Mr. Sadowski oversaw the City’s Building and Safety Division and provided supervision, training, and mentorship to the plan review and inspection staff. He reviewed, interpreted, and enforced provisions of adopted state and federal codes, and local ordinances. He also conducted plan review and served as the Division’s representative for the Development Review Team when processing planning applications. Additionally, Mr. Sadowski served as the building code technical advisor for code enforcement staff and code cases. ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌͮŝƚLJŽĨ^ĂŶ>ƵŝƐKďŝƐƉŽ͕
As a Building Inspector for the City, Mr. Sadowski conducted inspections during to ensure compliance with their respective approved plans, applicable building codes, and local ordinances. He assisted contractors, property owners, and residents in an effort to reach agreeable solutions to various code, zoning, and local ordinance violations. He also coordinated multi-department and multi-agency inspections.
ƵŝůĚŝŶŐDĂŝŶƚĞŶĂŶĐĞtŽƌŬĞƌ//ͮŝƚLJŽĨ^ĂŶ>ƵŝƐKďŝƐƉŽ͕ Mr. Sadowski performed specialized maintenance and repair of electrical, plumbing, and mechanical systems throughout City facilities. Additionally, he reviewed, investigated and completed work orders for City staff in all departments.

ůĞĐƚƌŝĐŝĂŶ ͮDƵůƚŝƉůĞŽŶƚƌĂĐƚŽƌƐ
Mr. Sadowski performed commercial and industrial electrical installations and troubleshooting, serving clients in the medical manufacturing, government defense contracting, aerospace engineering, Vandenberg SFB, federal correctional institution, hospitality industry, and large retail establishments. In this role, he also provided residential services for high-end custom homes, alterations and upgrades.












  

ATTACHMENT A AGENDA ITEM 8.2
Scott
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^Θ
Zd/&/d/KE^
California Registered
Civil Engineer #74993
ICC Building Plans Examiner
#5292671

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California Polytechnic State University
San Luis Obispo, CA
Graduated Cum Laude
Bachelor of Science,
Civil Engineering
Dean’s List Honors
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^^/KE> &&/>/d/KE^
International Code Council
ASCE
DĂƌƚŝŶŝ W

WƌŝŶĐŝƉĂů WůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌ
Mr. Martini is a Principal Plan Check Engineer with over 17 years of experience in building code enforcement and administration. His education included a broad range of Civil disciplines and he studied with concentration in Structural Engineering. He had specialized coursework in Seismic Design, Prestressed Concrete, and Lateral Support Systems. He exhibits superb writing and communication skills in preparing plan check corrections and in working with jurisdictional staff, project owners, designers, architects, and engineers.

He continues his training through attendance at seminars and conferences.

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WƌŝŶĐŝƉĂů WůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌͮDƵůƚŝƉůĞ^'ůŝĞŶƚƐ
Mr. Martini currently serves as a Principal Plan Check Engineer for CSG, providing comprehensive plan review services for numerous jurisdictions throughout California. His focus is on commercial plan review and larger projects with an emphasis on fire/life safety and structural review.

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ŽŶƐƵůƚŝŶŐWůĂŶƐZĞǀŝĞǁ
ŶŐŝŶĞĞƌ ͮƚĂƐĐĂĚĞƌŽ͕
Mr. Martini worked as a Senior Plan Check Engineer. He has extensive knowledge and experience in enforcement and administration of California Title 24 regulations including fire/life safety, structural safety, MEP, energy, green building, etc. He has worked on hundreds of projects, encompassing a large spectrum of project types such as low- and high- rise residential; large and small commercial/industrial; wind turbines; towers, tanks, and other structures.

Mr. Martini had many managerial duties directing and supervising staff and workflow. He served as plan check consultant for dozens of jurisdictions, including many of the cities and counties in California’s Central Coast area.
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Mr. Martini worked in Quality Control/Fulfillment. He performed quality control services for facility manufacturing various electronic components. He compared and tested samples of assembled products to plans and specifications provided by the client to ensure conformance. He worked under direct supervision of Professional Engineers. 











  

ATTACHMENT A AGENDA ITEM 8.2
Stuart
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Certified Building Plan Examiner
Certified Commercial Building
Inspector
|ICC 5087331
Certified Access Specialist | CASp - 872

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Extensive Code, Structural, and
Accessibility training through ICC,
CALBO, IAEI, NFPA, PSMJ, Access
Services Plus, and Cal CASp, Inc.
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International Code Council (ICC)
Member of National Fire Protection
Association (NFPA)
International Association of Electrical
Inspectors (IAEI)
PSMJ Resources, Inc. – Project
Management

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^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌ
Mr. England serves as a Senior Plans Examiner in the Plan Review Division of CSG Consultants.

He brings over 21 years of experience having served in various roles in the Building and Engineering Departments. With considerable experience as a designer, plan reviewer, and inspector, he has a broad and deep construction knowledge and is well-suited to adapt to the everchanging landscape of construction methods and technologies. To this role he brings great project management and customer service skills, and the ability to take on various tasks and responsibilities.

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^'^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌͮDƵůƚŝƉůĞ^'ůŝĞŶƚŐĞŶĐŝĞƐ
Mr. England performed residential, multi-family, commercial, medical, industrial, structural, and agricultural plan review for a variety of CSG client agencies throughout California including:
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 ŝƚLJŽĨ>ŽƐĂŶŽƐ
 ŝƚLJŽĨDĞƌĐĞĚ
 ŝƚLJŽĨDŽƵŶƚĂŝŶsŝĞǁ
 ŝƚLJŽĨWĂƚƚĞƌƐŽŶ
 ŝƚLJŽĨ^ĂŶĂƌůŽƐ
 ŽƵŶƚLJŽĨ&ƌĞƐŶŽ
 ŽƵŶƚLJŽĨ^ĂŶ:ŽĂƋƵŝŶ
 ŽƵŶƚLJŽĨ^ĂŶƚĂƌƵnj
 ŽƵŶƚLJŽĨdƵŽůƵŵŶĞ
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WƌŽũĞĐƚDĂŶĂŐĞƌͮŽŶƐƵůƚŝŶŐ&ŝƌŵ͕DĞƌĐĞĚ͕
Mr. England served as a project manager for commercial, multi-family, industrial, and agricultural projects. He performed quality control during the plan and construction phases.

He coordinated and communicated with consultants, utility companies, contractors, and clients. Additional responsibilities included plan check and site inspections for commercial, multi-family, industrial, and agricultural projects.

WůĂŶƐ
džĂŵŝŶĞƌͮŝƚLJŽĨDĞƌĐĞĚ͕
Mr. England performed plan review and inspection for complex commercial, industrial, OSHPD3, multi-family, and accessibility projects.

ŶŐŝŶĞĞƌŝŶŐdĞĐŚŶŝĐŝĂŶ/sͮŝƚLJŽĨDĞƌĐĞĚ͕
Mr. England performed plan review and inspection for all utility encroachments, general encroachments, and treatment plants. He also provided multi-jurisdictional inspections and inspection services for capital improvement projects.












  

ATTACHMENT A AGENDA ITEM 8.2
Lara
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ICC Certified Plans Examiner
ICC Certified Permit Technician
| ICC #8484098

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Bachelor of Science, Biology
San Diego Christian College
| San Diego, CA
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Ms. Huskey brings more than eight years of industry experience to CSG, having previously served as a Lead Permit Technician and Senior Permit Coordinator. In these roles, she has developed a thorough understanding of the critical front-line tasks related to customer service and construction development that help streamline projects for agencies CSG provides services for. Ms. Huskey excels at reviewing, distributing, processing, documenting, and maintaining departmental information such as reports, plans, permits and related inspections to establish guidelines.

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KĨĨŝĐĞDĂŶĂŐĞƌͮƵƌĞĂƵsĞƌŝƚĂƐEŽƌƚŚŵĞƌŝĐĂ
Ms. Huskey served as an Office Manager for Bureau Veritas North America, providing operational oversight and workplace coordination for more than four years. She organized meetings, travel, and events, while also performing administrative tasks such as preparing letters, presentations, and reports.

WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶͬĚŵŝŶŝƐƚƌĂƚŝǀĞ^ƵƉƉŽƌƚͮŝƚLJŽĨƚĂƐĐĂĚĞƌŽ͕ In this role, Ms. Huskey provided support to the Building Department for the City, facilitating the distribution of building permit applications for permit issuance. She reviewed blueprints, submissions and plans for completeness and compliance with basic code requirements. Additional responsibilities included responding to public inquiries regarding the status of submitted projects, over the counter plan review, creating reports and maintaining the building permit application log.
^ĞŶŝŽƌWĞƌŵŝƚŽŽƌĚŝŶĂƚŽƌͮ^ŽůĂƌŝƚLJͬdĞƐůĂ
As a Senior Permit Coordinator for Solar City/Tesla, Ms. Huskey worked with staff to ensure projects stayed on track by expediting the permit process for all parties. She helped the public obtain building permits and worked alongside experts in the solar industry to avoid costly delays in the review process. Additionally, she gained experience performing plan review for solar projects.












  

ATTACHMENT A AGENDA ITEM 8.2
Steven R.
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ICC Certified Building Official (CBO)
Certified Building Code Official (ICC)
Certified Fire Marshal (ICC)
Certified Fire Code Official (ICC)
Certified Fire Code Specialist (ICC)
Residential Building Inspector (ICC)
Commercial Building Inspector (ICC)
Certified Building Inspector (ICC)
Certified Commercial Mechanical
Inspector (ICC)
Certified Commercial Plumbing
Inspector (ICC)
Building Plans Examiner (ICC)
Mechanical Plans Examiner (ICC)
Plumbing Plans Examiner (ICC)
Fire Inspector I (ICC)
Fire Inspector II (ICC)
Fire Plans Examiner (ICC)
Accessibility Plans Examiner &
Inspector (ICC)
Certified Building Code Specialist (ICC)
Certified Energy Code Plan Reviewer &
Inspector (ICC)
ICC Number | 5312096

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B.S., Architectural/Environmental
Design | Miami University, Oxford, OH
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California Building Officials (CALBO)
Sacramento Valley Building Officials
Association (SVABO)
International Code Council Member
(ICC)
National Fire Protection Association |
Building Code Development National
Committee Member (NFPA-BCDC)
Fire Prevention, Advocacy, Resources
& Data Exchange, Former State CoChair (PARADE)
^ƚŽŬĞƐ
^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌ
Mr. Stokes brings more than 35 years of experience to CSG, having extensive experience in building plan review and building department management. He has previously served as Building Official or Assistant Building Official for agencies throughout California including the County of Amador, City of Rancho Cordova, and Town of Mammoth Lakes. He is well versed in design and construction administration, as well as state, county and local level building department management.

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ƵŝůĚŝŶŐKĨĨŝĐŝĂů ΘWůĂŶƐ
džĂŵŝŶĞƌ ͮ/ŶƚĞƌǁĞƐƚŽŶƐƵůƚŝŶŐ'ƌŽƵƉ
As the Building Official and Plans Examiner for Interwest Consulting Group, Mr. Stokes provided Building Official services for numerous jurisdictions throughout California. He has provided on-site and remote building plans examinations, and routinely fielded questions regarding Building Official code interpretations. Additionally, he provided services that included building fire and life safety, accessibility, mechanical code, electrical code, plumbing code, energy code, green code, fire code, existing building code, historical building code and residential structural reviews.
ƐƐŝƐƚĂŶƚƵŝůĚŝŶŐKĨĨŝĐŝĂů ͮŝƚLJŽĨZĂŶĐŚŽŽƌĚŽǀĂ͕ In this role, Mr. Stokes performed Building Official functions that included plan reviews, inspections and supervising Plan Reviewers, Inspectors and Permit Technicians. He was also instrumental in implementing new permit and plan review software, as well as policy and procedure updates. ŚŝĞĨƵŝůĚŝŶŐKĨĨŝĐŝĂůͮŽƵŶƚLJŽĨŵĂĚŽƌ͕
Mr. Stokes’ duties and responsibilities included typical Building Official functions—plan reviews, inspections, and supervision of staff.
ŚŝĞĨƵŝůĚŝŶŐKĨĨŝĐŝĂů ͮdŽǁŶŽĨDĂŵŵŽƚŚ>ĂŬĞƐ͕
Mr. Stokes’ duties and responsibilities included typical Building Official functions—plan reviews, inspections, and supervision of staff.
ŚŝĞĨƵŝůĚŝŶŐKĨĨŝĐŝĂů ͮŽůŽƌĂĚŽĞƉĂƌƚŵĞŶƚŽĨWƵďůŝĐ^ĂĨĞƚLJ As the Chief Building Official for the state of Colorado, Mr. Stokes served as the senior authority over several statewide programs. These included the Public School Construction Program, the Limited Gaming Program, the Fire Suppressions Program, the Hotel/Motel Program, the Waste Tire Facilities Program, the Third Party Inspector Certification Program, the Sprinkler Fitters Program, the Health Facilities Program, and related Advanced Technical Support Programs.

WƌĞƐŝĚĞŶƚΘWƌŽũĞĐƚƌĐŚŝƚĞĐƚ ͮ&͕/ŶĐ͘ƌĐŚŝƚĞĐƚƵƌĞ As owner, office manager and project manager, Mr. Stokes was responsible for architectural programming and design, client contact, code investigation, plans examination, building inspection, building codes, fire codes, fire protection systems, life safety systems and existing systems. He performed site investigations, measurements, surveying, and evaluations of existing conditions.

Additional duties in this role included computer aided drafting, construction estimates, bidding and other administrative duties as President.












  

ATTACHMENT A AGENDA ITEM 8.2
Ashkan
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CA Professional Civil Engineer
Approved by SE by CA Board for
Professional Engineers
Licensed Engineer in Tehran, Iran

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B.S., Civil Engineering
Iran University of Science and
Technology, Tehran, Iran
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^ĞŶŝŽƌWůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌ
Mr. Arya brings more than 15 years of industry experience to CSG, which includes more than five years of experience providing plan reviews for commercial, residential and industrial projects. He has worked as both a Structural Plan Check Engineer and Structural Design Engineer, and is well versed in both preparing structural plans and performing plan review for structures and projects.

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^ƚƌƵĐƚƵƌĂůĞƐŝŐŶ
ŶŐŝŶĞĞƌ ͮ^ĞůĨ
ŵƉůŽLJĞĚ
Prepared structural plans and calculations for a variety of residential and commercial projects. ^ƚƌƵĐƚƵƌĂůĞƐŝŐŶ
ŶŐŝŶĞĞƌ ͮ,t
ŶŐŝŶĞĞƌƐ
Mr. Arya prepared structural plans and calculations for new construction, including additions, remodels, seismic retrofits and retaining structures.
^ƚƌƵĐƚƵƌĂůĞƐŝŐŶ
ŶŐŝŶĞĞƌ ͮdĞŚƌĂŶ͕/ƌĂŶ
In this role, Mr. Arya prepared structural plans and calculations for a variety of building structures— primarily concrete and steel residential projects, parking, and commercial (up to 13-story). These projects featured a variety of building structural systems, including concrete and steel moment frames, concrete shear walls, steel bracing frames and numerous foundation types. 











  

ATTACHMENT A AGENDA ITEM 8.2
Joshua
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California Residential Building Inspector
Residential Electrical Inspection
California Residential Plumbing Inspector
California Commercial Plumbing Inspector
California Residential Electrical Inspector
California Commercial Mechanical
Inspector
California Residential Mechanical
Inspector
California Residential Combination
Inspector
Permit Technician
| ICC 8488174

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General Education
Fresno State University | Fresno, CA
Building Inspection on the Job Training
CSG Academy | Newman, CA
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^ĞŶŝŽƌƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
Mr. Laupua serves as a Senior Building Inspector for CSG Consultants. He brings excellent customer service skills, coupled with strong organizational and prioritization skills. Mr.

Laupua currently provides inspection services to multiple CSG client agencies throughout the Central Valley and beyond. He has extensive experience working within building departments and has developed the ability to adapt to specific agency processes. Mr.

Laupua is also skilled at assisting customers over the counter, and/or on the phone, as well as issuing building permits and performing small over-the-counter plan reviews.

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^ĞŶŝŽƌƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌͮ DƵůƚŝƉůĞ^'ŐĞŶĐŝĞƐ
Mr. Laupua has performed building inspections from the ground up for residential and light commercial projects for a variety of agencies CSG serves:
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 ŝƚLJŽĨDŽĚĞƐƚŽ
 ŝƚLJŽĨWĂƚƚĞƌƐŽŶ
 ŝƚLJŽĨ'ƵƐƚŝŶĞ
 ŝƚLJŽĨtĂƚĞƌĨŽƌĚ
 ŝƚLJŽĨ'ŝůƌŽLJ
 ŝƚLJŽĨŽĂůŝŶŐĂ
 ŝƚLJŽĨ&ŝƌĞďĂƵŐŚ
 ŽƵŶƚLJŽĨ^ƚĂŶŝƐůĂƵƐ
 ŝƚLJŽĨƚǁĂƚĞƌ
 ŝƚLJŽĨ>ŽƐĂŶŽƐ
 ŝƚLJŽĨKĂŬĚĂůĞ
 ŝƚLJŽĨEĞǁŵĂŶ
 ŝƚLJŽĨDĂŶƚĞĐĂ
 ŝƚLJŽĨŽƐWĂůŽƐ
 ŝƚLJŽĨ
ƐĐĂůŽŶ
^'ĐĂĚĞŵLJdƌĂŝŶŝŶŐͮ^'ŽŶƐƵůƚĂŶƚƐͶĞŶƚƌĂůsĂůůĞLJ͕ As a trainee, Mr. Laupua learned the sequence and procedures of building inspections and gained an important understanding of the building codes (concentrating on Chapter 3 of the CBC). He developed field techniques while shadowing and being mentored by CSG inspectors. He also became familiar with the layout of plans and documents including “approved” job site plans and developed a solid understanding of how building departments function. Additionally, his training included gaining familiarity with different city/county ordinances and their relationship to specific building codes. Mr. Laupua also received training on issuing permits through CSG’s GreenVue permitting system.

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Mr. Laupua performed a variety of farm facilities maintenance services for the following companies:
 ,ŝŐŚůĂŶĚ>ĂďƌĂĚŽƌƐ<ĞŶŶĞůƐ
 <ĞŐůĞƐƵƐƚŽŵ&ĂƌŵŝŶŐ
 EĞĞĚŵŽƌĞ&ĂƌŵƐ












  

ATTACHMENT A AGENDA ITEM 8.2

1 Kenneth
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CA Commercial Combination Inspector
CA Residential Combination Inspector
CA Commercial Building Inspector
CA Commercial Electrical Inspector
CA Commercial Mechanical Inspector
CA Commercial Plumbing Inspector
CA Residential Building Inspector
CA Residential Plumbing Inspector
CA Residential Electrical Inspector
CA Residential Mechanical Inspector
CALGreen Inspector/Plans Examiner
Residential Energy Inspector/Plans
Examiner
Residential Plans Examiner
Permit Technician
California Combination Inspector

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Interdisciplinary Studies in Arts &
Humanities | Canada College
Welding Certification Classes |
Chabot College
ĂďƌĂů
^ĞŶŝŽƌƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
Mr. Cabral serves as a Senior Building Inspector for CSG. His strengths as an inspector include excellent customer service, organizational and prioritization skills. Mr. Cabral currently provides inspection services to the City of Los Banos, with additional experience in the Cities of Mountain View and Brisbane. He has a complete understanding of the building department process and can assist customers in-person over the counter and on the phone. In addition, Mr. Cabral works well in the field with contractors and performs timely, consistent inspections.

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ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌͮ sĂƌŝŽƵƐ^'ŐĞŶĐŝĞƐ
Mr. Cabral has performed building inspections from the ground up for residential projects and light commercial throughout the jurisdictions in which he works. These CSG clients include:
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 ŝƚLJŽĨ<ĞƌŵĂŶ
 ŝƚLJŽĨŽƐWĂůŽƐ
 ŝƚLJŽĨ>ŽƐĂŶŽƐ
 ŝƚLJŽĨƌŝƐďĂŶĞ
 ŝƚLJŽĨ&ŝƌĞďĂƵŐŚ
 ŽƵŶƚLJŽĨdƵŽůƵŵŶĞ
 ŝƚLJŽĨ^ĂŶŐĞƌ

^'ĐĂĚĞŵLJdƌĂŝŶŝŶŐͮ^'ŽŶƐƵůƚĂŶƚƐͶĞŶƚƌĂůsĂůůĞLJ͕ As a trainee, Mr. Cabral learned the sequence and procedure of building inspections and became familiar with the codes, concentrating on Chapter 3 of the CBC. He has shadowed and mentored CSG inspectors to develop field techniques, become familiar with the layout of plans and documents including “approved” job site plans, and developed a solid understanding of how building departments function. Additionally, he understands different city/county ordinances and how they relate to specific codes.

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DĂƚĞƌŝĂů,ĂŶĚůĞƌͬ>ĂďŽƌĞƌͮYƵŝĞƚZŽĐŬďLJWK'LJƉƐƵŵ͕EĞǁĂƌŬ͕ Mr. Cabral’s responsibilities included assembly line operation, production line efficiency, basic equipment repair, safety standards, quality controls, forklift operator, raw material production, shipping/packaging, and inventory control.












  

ATTACHMENT A AGENDA ITEM 8.2
Theresa

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Vocational School | Bookkeeping
Pioneer High School | San Jose, CA
,ĂƌƚŵĂŶ
WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ
Ms. Hartman serves as a permit technician for CSG Consultants, performing building counter services – including assisting applicants, issuing permits, processing plans and documents, calculating fees and performing data entry. Ms. Hartman offers excellent organizational and interpersonal skills and is proficient at implementing policies and procedures. She has developed strong customer service skills gained through her prior work experience.

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WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶͮŝƚLJŽĨ>ŽƐĂŶŽƐ͕
As a CSG Permit Technician, Ms. Hartman often serves as the initial agency representative with whom customers interact in the City of Los Banos. She provides customer services, reviews and accepts building permits applications, processes permits, and works directly with other departments.

WĞƌŵŝƚdĞĐŚdƌĂŝŶĞĞͮŝƚLJŽĨ>ŽƐWĂƚƚĞƌƐŽŶ͕͘
As a Permit Tech Trainee, Ms. Hartman worked directly under the supervision of a Permit Technician. Her responsibilities included assisting the Building Department staff, calculating fees, issuing over the counter permits, routing plans and other clerical tasks. ĂǀŝĚ^ĂŶƚŽƐ&ĂƌŵŝŶŐͮ> Ž Ɛ   Ă Ŷ Ž Ɛ ͕   
Ms. Hartman’s responsibilities included customer service, timecard entry, accounts receivables and cash receipts and banking functions including month end reconciliation.

EƵŶĞƐDŽǁĞƌƐΘ
ƋƵŝƉŵĞŶƚͬEƵŶĞƐDĂŶƵĨĂĐƚƵƌŝŶŐͮD Ž Ě Ğ Ɛ ƚ Ž  Ă Ŷ Ě  W Ă ƚƚĞƌƐŽŶ͕ Ms. Hartman oversaw the accounts payables and receivables, purchasing, cash receipts and banking functions including month end reconciliation, payroll entry, inventory, shipping, and customer service.

DƵůƚŝ'ĞŶ/ŶĐŽƌƉŽƌĂƚĞĚͮ^ Ă Ŷ  : Ž Ɛ Ğ ͕   
Ms. Hartman responsibilities included accounts payables and receivables, assisting in month end General Ledger reconciliation and was also the backup receptionist. ŝWƵĐĐŝŽ͛Ɛ/ƚĂůŝĂŶZĞƐƚĂƵƌĂŶƚͮ^ Ă Ŷ  : Ž Ɛ Ğ ͕    Ms. Hartman executed multiple tasks such as hiring and training, scheduling, ordering of food, supplies and inventory, managing staff, and customer service. 











  

ATTACHMENT A AGENDA ITEM 8.2
Micayla
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Certified Permit Technician
| ICC 8892282

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Associate of Arts Degree, Sociology
Modesto Junior College | Modesto, CA
Bachelor of Arts Degree, Sociology
California State University, Monterey Bay
| Seaside, CA
DĂƌƚŝŶƐ
WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ
Ms. Martins serves as a permit technician for CSG Consultants. Through her experience, she has developed excellent multitasking capabilities, organizational skills, and interpersonal skills.

She excels at working independently and has a knack for understanding and implementing policies and procedures. Ms. Martins utilizes these skills in performing building counter services – including assisting applicants, issuing permits, processing plans and documents, calculating fees, and performing data entry.

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WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶͮŝƚŝĞƐŽĨ>ŽƐĂŶŽƐĂŶĚEĞǁŵĂŶ͕
As a CSG Permit Technician, Ms. Martins serves as one of the first points of contact for the public and their permitting needs in the City of Los Banos. She offers customer services, reviews and accepts building permit applications, processes permits, and works directly with other departments within the City. She provides both organizational and technical support to the Building Official and to all Building Department staff. Additionally, Ms. Martins prepares monthly reports to the assessor’s office and other entities. Previously, she also provided these Permit Technician services to the City of Newman.

WĞƌŵŝƚdĞĐŚdƌĂŝŶĞĞ ͮŝƚLJŽĨ>ŽƐĂŶŽƐ͕͘
As a Permit Tech Trainee, Ms. Martins worked directly under the supervision of a Permit Technician. Her responsibilities included assisting the Building Department staff, calculating fees, issuing over the counter permits, routing plans and other clerical tasks. ^'/ŶƚĞƌŶ ͮ^'EĞǁŵĂŶ KĨĨŝĐĞ͕
As a CSG Intern, Ms. Martins was responsible for scanning and organizing large blueprints and documents. Additionally, she provided excellent customer to all CSG clients both in person and on the phone.












  

ATTACHMENT A AGENDA ITEM 8.2
WWW.CSGENGR.COM
888.794.2016

C E N T R A L C O A S T
• Paso Robles •

S O U T H E R N C A L I F O R N I A
• Orange •

OFFICES

THROUGHOUT

CALIFORNIA

SAN FRANCISCO BAY AREA
• Foster City • San Jose • Pleasanton •

S A C R A M E N T O R E G I O N
• Sacramento •

C E N T R A L V A L L E Y
• Newman • Fresno •












  

ATTACHMENT A AGENDA ITEM 8.2
CONTRACT ID # A-2324-44
11 EXHIBIT B

COMPENSATION SCHEDULE & REIMBURSABLE EXPENSES
1) Compensation Schedule.
2) Reimbursable Expenses.

Reimbursable expenses for Consultants working for MHCSD shall follow the guidelines outlined below. An invoice and receipts, outlining travel expenses, shall be submitted to MHCSD after the travel has occurred.

Expense Type Reimbursement Policies Receipt Required
Airfare Actual cost of the least expensive class available. Business class and first class are not reimbursable.

Yes
Airline Baggage Fees Actual expense. Yes
Rental Car Reimbursement for rental cars will be for a standard size car or smaller and will be reimbursed for the actual expense.

Yes
Airport Shuttle Actual expense, including gratuity. Yes Taxi Actual expense, including gratuity. Yes
Meals & Incidentals Actual expense, including gratuity. Itemized receipts must be included for reimbursement. No alcohol.

Other incidentals per itemized receipt.

Yes
Hotel Lodging obtained will be reasonable and in line with the moderate priced hotels for the area. Reimbursement will be only for room charge, taxes, and parking (if applicable).

Itemized receipts must be included for reimbursement.

Yes
Privately Owned
Vehicle Mileage Rate
IRS allowable rate for the current year. No
Office Incidentals Actual expense.

Copies/printing, courier/express delivery fees, phone calls.

Yes












  

ATTACHMENT A AGENDA ITEM 8.2

CSG CONSULTANTS - FEE SCHEDULE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT CSG Consultants - Fee Schedule

SETUP PHASE
CSG’s rates and not-to-exceed cost for work to be performed during the setup phase are as follows:

PERSONNEL EST. HOURS HOURLY RATE TOTAL COST
Building Official 80 $170 $13,600
Project Manager 80 $150 $12,000
IT Support 80 $150 $12,000
Permit Technician 35 $95 $3,325
TOTAL NOT-TO-EXCEED $4Ϭ͕ϬϬϬ
CSG’S STANDARD HOURLY/PERCENTAGE RATES
CSG’s standard rates for proposed services are provided below:

PERSONNEL / REVIEW TYPE ALL INCLUSIVE FEE / HOURLY RATE Building Department and Building Plan Review Services by Percentage Full Building Plan Review by Percentage 65% of Agency’s Building Plan Check Fees Structural Only Plan Review by Percentage 50% of Agency’s Building Plan Check Fees Expedited Plan Review by Percentage 95% of Agency’s Building Plan Check Fees Minimum Per Plan Review (Except for Residential Solar) $250 Building Permit Services 65% of Agency’s Building Permit Fees Building Plan Review Services (Hourly Rates)
Building Plan Review $135
Building Plan Review – Structural Engineer $170
P/M/E Plan Review – Certified Plans Examiner $135
P/M/E Plan Review – Professional Engineer $150
Building Grading Plan Review $170
CASp Plan Review/Consultation $160
Residential Rooftop-Mounted Solar Energy Systems 1-Hour Minimum Residential Energy Storage Systems (ESS) 1-Hour Minimum Expedited Plan Review/Overtime (Hourly) 1.5 x Hourly Rate Holidays and Weekends 2.0 x Hourly Rate
Building Department Services
Permit Technician (On-Site) $95
Senior Permit Technician (On-Site) $110
CASp Inspection $160
Building Inspector $110
Combination Building Inspector $135
Deputy Building Official $150
Building Official $170
Building Department Special Projects $150
Administration/Plan Processing $80
(ROUNDED DOWN)












  

ATTACHMENT A AGENDA ITEM 8.2

CSG CONSULTANTS - FEE SCHEDULE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT Fire Prevention Services
Fire Marshal $175
Fire Plan Review and Inspection $145
Fire Protection Engineer $250
Planning Services
Planning Technician $110
Assistant Planner $130
Associate Planner $145
Senior Planner $165
Principal Planner $180
Planning Manager $205
Planning Director $220
Assistant Environmental Planner $135
Associate Environmental Planner $155
Senior Environmental Planner $170
Environmental Director $205
Sustainability Programs Analyst $140
Sustainability Programs Manager $190
Principal-in-Charge $225
Code Enforcement Services
Code Enforcement Manager $205
Senior Code Enforcement Officer $155
Code Enforcement Officer II $130
Code Enforcement Officer I $105

FEE SCHEDULE TERMS & CONDITIONS
x Plan review is based on a percentage of the agency’s plan check fees and includes the initial plan review and two subsequent reviews. Additional reviews, deferred submittals, revisions, and RFIs will be charged at the appropriate hourly rate below.
x RFIs for large developments will be performed at an hourly rate, and turnaround times will be agreed upon in advance with the agency.
x Depending on project size and scope, CSG’s percentage-based expedited plan review rate may be adjusted if mutually agreed upon between the Agency and CSG.
x All hourly rates include overhead costs including but not limited to salaries, benefits, workers’ compensation insurance, local travel, and miscellaneous office expenses. x Should the scope of work change or circumstances develop which necessitate special handling, CSG will notify the Agency prior to proceeding.
x Overtime services and services provided outside of normal business hours will be billed at 1.5x the applicable hourly rate.
x Hourly rates for publicly funded projects will be based on current prevailing wage rates. x On July 1 of each year following the contract start year, CSG will initiate an hourly rate increase based on change in CPI for the applicable region.
x CSG will mail/email an invoice every month for services rendered during the previous month. Unless otherwise agreed, payment terms are 30 days from receipt of invoice. x This fee proposal is valid for a period of 90 days from date of submittal. 











  

ATTACHMENT A AGENDA ITEM 8.2

CSG CONSULTANTS - FEE SCHEDULE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT x If plans are not submitted electronically, CSG will coordinate the pickup and return of all plans to CSG via CSG staff or a licensed courier service.
x Administration/Plan Processing fees are incurred for specific additional services requested by the agency beyond the normally provided CSG administrative services which typically include coordinating the pick-up and return of plans; performing scanning, collating, and tracking; and providing plan review status updates to the agency. Cost for additional services will be negotiated based on the type of request with a minimum fee based on 0.5 hours of service per project. Hourly rates for publicly funded projects will be based on current prevailing wage rates. x Building Department Special Projects may include developing and establishing the following: building department workflows and relationships with other agency departments, building permit code requirements, inspector and permit technician responsibilities, criteria for over-the-counter plan review and out-to-plan check projects, transmittals and routing processes, Building Department handouts for different project types; and may include other duties as assigned by the Agency.
x Building Grading Plan Review - This review is limited to on-site general grading and drainage within the boundary of the proposed site and the disturbed area. The review is within the scope of the building permit and excludes any off-site reviews or analysis outside the area covered by the building permit and the plan check submittal. x For hourly projects only, performance of plan review services utilizing the agency’s adopted plan review software (e.g., ProjectDox or Bluebeam Studios) to, for example, markup plans with corrections and redlines and/or coordinate with other internal agencies, may involve additional time being added to the plan review time at the associated plan review rate.

OFFICE-SPACE ACKNOWLEDGEMENT
CSG acknowledges that the City will provide office space and support services for normal office operations between 8:00 a.m. and 5:00 p.m. on each City workday at no additional charge. We acknowledge the District’s terms for an Office Space agreement, which entails CSG operating out of the Mountain House Town Hall free of charge.












  

ATTACHMENT A AGENDA ITEM 8.2
$150












  

ATTACHMENT A AGENDA ITEM 8.2
CONTRACT ID # A-2324-44
12 EXHIBIT C

INSURANCE REQUIREMENTS
1) Required Coverage. Consultant shall maintain all required insurance listed herein for the duration of this Agreement.

TYPE OF INSURANCE MINIMUM LIMITS
Commercial General Liability
Premises Liability; Products and
Completed Operations; Contractual
Liability; Personal Injury and Advertising
Liability
$1,000,000 per occurrence;
Bodily Injury and Property Damage
$2,000,00 in the aggregate; Commercial general
coverage shall be at least as broad as Insurance
Services Office Commercial General Liability
occurrence form CG 0001 (most recent edition)
covering comprehensive General Liability on an
“occurrence” basis
Commercial or Business Automobile
Liability
All owned vehicles, hired or leased
vehicles, non-owned, borrowed and
permissive uses. Personal Automobile
Liability is acceptable for individual
contractors with no transportation or
hauling related activities
$1,000,000 per occurrence;
Any Auto; Bodily Injury and Property Damage.

Automobile coverage shall be at least as broad as
Insurance Services Office Automobile Liability
form CA 0001 (most recent edition), Code 1 (any
auto). No endorsement shall be attached limiting
the coverage.

Workers’ Compensation (WC) and
Employers Liability (EL)
Required for all contractors with
employees
WC: Statutory Limits
EL: $100,000 per accident for bodily injury or
disease. Consultant may rely on a self-insurance
program to meet those requirements, but only if
the program of self-insurance complies fully with
the provisions of the California Labor Code. The
insurer shall waive all rights of subrogation
against MHCSD and its officers, officials,
employees, and volunteers for loss arising from
Work performed under this Agreement
Professional Liability/Errors &
Omissions
Required for all consultants performing
services with licensed professionals.

Includes endorsements of contractual
liability
$1,000,000 per occurrence
$2,000,000 policy aggregate; Any deductible or
self-insured retention shall not exceed $150,000
per claim












  

ATTACHMENT A AGENDA ITEM 8.2
CONTRACT ID # A-2324-44
13 2) Additional requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy:
a) Term. All required insurance shall be maintained during the entire term of the Agreement with the following exception: Insurance policies and coverage(s) written on a claims-made basis shall be maintained during the entire term of the Agreement and until three (3) years following termination and acceptance of all Work provided under the Agreement, with the retroactive date of said insurance (as may be applicable) concurrent with the commencement of activities pursuant to this Agreement. b) Additional Insured. All insurance required above with the exception of Professional Liability, Personal Automobile Liability, Workers’ Compensation and Employers Liability, shall be endorsed to name as additional insured: Mountain House Community Services District, its Board of Directors, and all MHCSD officers, agents, employees, volunteers and representatives.
c) Primary Insurance. For any claims related to this Agreement or the Work hereunder, the Consultant’s insurance covered shall be primary insurance as respects MHCSD, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by MHCSD, its officers, officials, employees, or volunteers shall be excess of the Consultant’s insurance and shall not contribute with it. d) Cancellation. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be canceled by either party, except after 30 days’ prior written notice has been provided to MHCSD.
e) Certificates of Insurance. Before commencing operations under this Agreement, Consultant shall provide Certificate(s) of Insurance and applicable insurance endorsements, in form and satisfactory to MHCSD, evidencing that all required insurance coverage is in effect. MHCSD reserves the rights to require the Consultant to provide complete, certified copies of all required insurance policies. f) Subcontractors. Consultant shall include all subcontractors as an insured (covered party) under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.
g) Claims-made limitations. The following provisions shall apply if the professional liability coverage is written on a claims-made form:
i) The retroactive date of the policy must be shown and must be before the date of the Agreement.
ii) Insurance must be maintained and evidence of insurance must be provided for at least five years after completion of the Agreement or the Work, so long as commercially available at reasonable rates.
iii) If coverage is canceled or not renewed and it is not replaced with another claimsmade policy form with a retroactive date that precedes the date of this Agreement, 











  

ATTACHMENT A AGENDA ITEM 8.2
CONTRACT ID # A-2324-44
14 Consultant must purchase an extended period coverage for a minimum of three (3) years after completion of Work under this Agreement. iv) A copy of the claim reporting requirements must be submitted to MHCSD for review prior to the commencement of any Work under this Agreement. 3) All Policies Requirements.
a) Acceptability of insurers. All insurance required by this section is to be placed with insurers with a Bests' rating of no less than A:VII. Insurance shall be maintained through an insurer with a minimum A.M. Best Rating of A- or better, with deductible amounts acceptable to MHCSD. Acceptance of Consultant’s insurance by MHCSD shall not relieve or decrease the liability of Consultant hereunder. Any deductible or self-insured retention amount or other similar obligation under the policies shall be the sole responsibility of the Consultant.
b) Deductibles and Self-Insured Retentions. Consultant shall disclose to and obtain the written approval of MHCSD for the self-insured retentions and deductibles before beginning any of Work called for by any term of this Agreement. At the option of MHCSD, either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects MHCSD, its officers, employees, and volunteers; or the Consultant shall provide a financial guarantee satisfactory to MHCSD guaranteeing payment of losses and related investigations, claim administration and defense expenses. c) Wasting Policies. No policy required by this Section 4 shall include a “wasting” policy limit (i.e. limit that is eroded by the cost of defense). d) Waiver of Subrogation. Consultant hereby agrees to waive subrogation which any insurer or contractor may require from vendor by virtue of the payment of any loss.

Consultant agrees to obtain any endorsements that may be necessary to affect this waiver of subrogation. The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the entity for all Work performed by the consultant, its employees, agents, and subcontractors.
4) Remedies. In addition to any other remedies MHCSD may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, MHCSD may, at its sole option exercise any of the following remedies, which are alternatives to other remedies MHCSD may have and are not the exclusive remedy for Consultant’s breach:
a) Obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement;
b) Order Consultant to stop work under this Agreement or withhold any payment that becomes due to Consultant hereunder, or both stop work and withhold any payment, until Consultant demonstrates compliance with the requirements hereof; and/or c) Terminate this Agreement.












  

ATTACHMENT A AGENDA ITEM 8.2

ATTACHMENT B
RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE APPROVING A BUDGET APPROPRIATION IN THE AMOUNT OF $620,000 FOR SERVICES PROVIDED BY CSG CONSULTANTS, INC. AND AUTHORIZING THE CITY MANAGER TO EXECUTE AMENDMENT NO. 1 TO AGREEMENT A-2324-44 TO INCREASE THE CONTRACT AMOUNT BY $1,200,000
WHEREAS, the City of Mountain House (“City”) entered into Agreement A-2324-44 with CSG Consultants, Inc. for building and safety services in the not-to-exceed amount of $4,240,000; and WHEREAS, following incorporation, the City has experienced increased development activity and additional responsibilities that have resulted in higher-than-anticipated demand for building and safety services; and
WHEREAS, to close Fiscal Year 2024-2025, the Builders Fund (Account No. 104-1420-6599) requires a supplemental appropriation of $620,000, supported by developer reimbursements and revenue, to cover costs for work performed during the fiscal year; and WHEREAS, an amendment to Agreement A-2324-44 is necessary to increase the total not-toexceed contract amount by $1,200,000 to support actual and anticipated service needs through the remainder of the agreement term; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mountain House as follows:

1. Approves a budget appropriation in the amount of $620,000 to the Builders Fund (Account No. 104-1420-6599) as shown in the “Adjustment, Additional Appropriation, Estimated Revenue, Transfer of Funds” form attached to this Resolution as Exhibit 1.

2. Authorizes the City Manager to execute Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc., increasing the total not-to-exceed contract amount by $1,200,000 for a revised total of $5,440,000 as shown in Exhibit 2.

3. Authorizes the City Manager to take all appropriate and necessary actions to carry out the intent of this resolution.

AGENDA ITEM 8.2

CITY OF MOUNTAIN HOUSE

ADJUSTMENT, ADDITIONAL APPROPRIATION, ESTIMATED REVENUE, TRANSFER OF FUNDS Fiscal Year 2024-2025 Resolution Number 2025-XX
Appropriations: Amount
Fund Department Account Project Increase Decrease
101 1350 5100 $620,000.00
104 1420 6599 $620,000.00
TOTAL $ 620,000.00 620,000.00 $
Revenue: Amount
Fund Department Account Project Increase Decrease
TOTAL $ - $ -
REASON FOR REQUEST: REQUESTED BY:

REVIEWED BY:

Date ASD Director
APPROVED BY:

Date City Manager

CITY COUNCIL
I HEREBY CERTIFY that the above order was passed and adopted on xx/xx/xxxx by the following vote of the City Council, to wit:

MOTION:

AYES:

NOES:

ABSENT:

BY

CITY CLERK
Appropriation of Funding for Building
and Safety Division Services
Performed in Fiscal Year 2024-2025
To provide funding for development services performed in FY 2024-2025 Matthew Gutierrez
Date: 8/7/2025










 






EXHIBIT 1 AGENDA ITEM 8.2
939733-1
1 FIRST AMENDMENT TO THE
CONSULTANT CONTRACT ID # A-2324-44
DATED JUNE 1, 2024 BETWEEN

THE CITY OF MOUNTAIN HOUSE

AND CSG CONSULTANTS
This First Amendment (“Amendment”) to the Consultant Contract ID #A-2324-44 dated June 1, 2024 (“Agreement”) is made and entered into on _________________by and between the City of Mountain House (“City”) and CSG Consultants (“Consultant”) (together “Parties”), and is effective as of the commencement date of this Amendment.

RECITALS
WHEREAS, on June 1, 2024, the Mountain House Community Services District (“MHCSD”) and Consultant entered into the Agreement.

WHEREAS, on July 1, 2024, MHSCD was incorporated as the City of Mountain House.

In accordance with San Joaquin County’s Local Agency Formation Commission Resolution 23- 1526 Section 13, the City is the successor to all contractual rights and obligations of MHCSD.

Therefore, the City shall complete its contractual obligations under the Agreement and enter into the Amendment.

WHEREAS, Section 3.1 of the Agreement provides Compensation.

WHEREAS, the Parties mutually desire to amend Section 3.1.

NOW THEREFORE, for good and valuable consideration, the sufficiency of which is hereby acknowledged, the Agreement is amended, effective ___________________, as follows:
“ 3.1 Compensation. MHCSD hereby agrees to pay Consultant a sum not to exceed five million, four hundred forty thousand dollars, ($5,440,000) notwithstanding any contrary indications that may be contained in Consultant’s proposal for services to be performed and reimbursable costs incurred under this Agreement. MHCSD shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from MHCSD to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to MHCSD in the manner specified herein. Except as specifically authorized by MHCSD in writing, Consultant shall not bill MHCSD for duplicate services performed by more than one person.

Consultant and MHCSD acknowledge and agree that compensation paid by MHCSD to Consultant under this Agreement is based upon Consultant’s estimated costs of providing the services required hereunder, including salaries and benefits of employees and subcontractors of Consultant. Consequently, the parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. MHCSD therefore has no responsibility for such contributions beyond compensation required under this Agreement.”
EXHIBIT 2 AGENDA ITEM 8.2
939733-1
2 Except as set forth above, every provision of the Agreement between the Parties shall remain in full force and effect.

IN WITNESS WHEREOF, the Parties hereto have caused this First Amendment to be executed as of ___________________.

CITY OF MOUNTAIN HOUSE CSG CONSULTANTS
By: _____________________________ By: _____________________________ Steven J. Pinkerton, City Manager Crickett Brinkman
Approved as to Form:

By: ___
John Bakker, City Attorney
EXHIBIT 2 AGENDA ITEM 8.2
TITLE:

MEETING DATE:

PREPARED BY:

Approval of Agreement with Joe Kriskovich for Human Resources and Risk Management Services
August 13, 2025
Sarah Ragsdale, Administrative Services Director

RECOMMENDATION
Staff recommends that the City Council approve an agreement with Joe Kriskovich for human resources and risk management consulting services, for a period beginning September 1, 2025 through June 30, 2030 in an amount not to exceed $968,517. The agreement also provides for two one-year extensions at the City’s discretion for a scope of work and price to be negotiated by the City Manager. Staff also recommends that the City Council authorize the City Manager to take all necessary and appropriate actions to carry out the intent of this recommendation.

BACKGROUND
The City’s human resources and risk management functions are assigned to the Administrative Services Department. Current staff includes one position assigned to human resources - the Human Resources Manager - and there is no position assigned specifically to risk management. As the City has grown, so has the activity in both areas. Staff anticipates that these functions will require expanded staffing in the future but in the meantime, contracting for additional support provides an opportunity to manage growth using a scaled approach while laying out a framework to meet current and future needs. Contracting also results in cost savings by not hiring additional employees at this time.

The City contracts for services for a variety of reasons. Contracting provides flexibility and scalability.

Contractors provide specialized skills that may be outside the expertise or capacity of staff. They can focus on specific tasks with time-sensitive deadlines. The City can quickly adjust resources based on current needs without the long-term commitment of full-time employees. Contracted services may provide cost savings compared to the ongoing costs for employees which consist of basic salaries plus approximately 60% for benefits, including health insurance, retirement, workers’ compensation, FICA and Medicare.

The City contracts for various services for the reasons listed above including:
· Fire and police protection
· Landscaping
· Planning and building inspection
· Operation of the water, sewer, and stormwater plants
· Preparation of planning documents, such as the Master Plan update, Municipal Services Review, and developers’ applications
AGENDA ITEM 8.3
· Calculation of annexation fees and reimbursements to developers · Legal services
· Janitorial services
· Information technology support
· Engineering services related to utility capacity, traffic studies · Tree and sidewalk evaluations and maintenance
· Economic development consulting
Staff is now requesting approval for human resources and risk management services for the period September 1, 2025 through June 30, 2030 in order to develop policies and provide instruction to staff for future development. Human resources and risk management are crucial to the operation of the City. Human resources is responsible for attracting and retaining skilled employees, fostering professional development and a healthy work environment, and ensuring compliance with state and federal regulations and labor agreements. The purpose of risk management is to identify, assess, and mitigate threats to the City, which would include employment and general liability issues. Current staff could develop human resources and risk management policies and strategies for current and long-term growth and provide training to staff, but to do so would redirect resources away from other pressing responsibilities and delay completion of projects.

Staff prepared a Request for Proposals (RFP) combining the human resources and risk management functions. The services were combined because of the many overlapping causes and mitigation methods of employment issues and general liability risks. Risk management is typically part of the human resources departments of municipalities. The City will benefit from the services of a single vendor who will consider and address the interactions between human resources and potential general liability issues.

The scope of work as outlined in the RFP included the following:

Human Resouces Consulting:
· Assessing the City’s human resources needs, talents, and optimal placement of staff · Providing quality position descriptions and performance evaluations · Assisting with recruiting, training, retaining and promoting staff · Building a quality workplace environment, treating employees fairly and consistently · Evaluating the quality of fringe benefit packages provided to staff and monitoring the marketplace for other options that may be more cost-effective and beneficial to employees · Providing direction on human resource policies and practices, union negotiations, and legal requirements
· Overseeing human resources record-keeping systems
· Advising managers and supervisors on employee evaluations, discipline options and actions, and performance improvement plans that will provide employees with clarity on improving their performance
· Reviewing and updating the City’s Personnel Policies and Procedures as deemed necessary · Serving as a key contributor and participant in negotiations with the labor union AGENDA ITEM 8.3
Risk Management Consulting:
· Identifying the City’s insurable exposures and recommending professional methods to reduce, assume, or transfer the risk loss
· Assisting all City departments by reviewing policies and practices to provide direction on how to address and mitigate potential exposures
· Recommending any additional coverages that the City should obtain · Assisting in the preparation of applications, renewals, statements of values as required by the City’s insurer and in the preparation of cost estimates for the City’s annual budget · Developing a process for documenting damages to City property, ensuring removal of hazards, creating a procedure for assigning responsibilities to various departments, and collecting damages when possible
· Developing a course of safety training classes and working with the Human Resource Manager to ensure completion
· Topics include:
· Injury and illness prevention
· Comprehensive ergonomics
· New employee safety orientation
· Citywide driver and vehicle use safety
· Public works risk management
· Volunteer risk management
· Workplace violence prevention
· Special events risk management
· Reviewing and providing direction on certificates of insurance submitted by contractors, vendors, professionals, and participants in recreational activities and rentals · Serving as the City’s representative at meetings of the Municipal Pooling Authority · Reviewing insurance requirement in the City’s contract templates for appropriate levels of coverage and providing comments on vendors’ requests for changes to standard templates
· Participating in development of inventories of City assets by recommending information needed to ensure adequate insurance coverage
RFPs were distributed on June 4, 2025 with a due date of June 27, 2025. The RFP was sent to seven potential vendors and posted on our website and social media. An additional vendor submitted a bid.

Vendor Bid
CPS HR Consulting No response
Sloan Sakai Young & Wong LLP No response
Jacob Green & Associates No response
Connor & Gallagher OneSource No response
AGENDA ITEM 8.3
Trupp No response
Thrive Consulting No response
Corban OneSource No response
ADP, Inc. Non-responsive; bid only on HR consulting
Joe Kriskovich $968,517
The City received two responses, one of which was unresponsive in that the vendor bid only on the human resources consulting portion of the work. The other response was submitted by Joe Kriskovich.

Mr. Kriskovich has provided consulting services including representing the City in labor negotiations, supporting and mentoring the Human Resources Manager, facilitating membership in the Municipal Pooling Authority, and serving as the Mountain House representative on its Board of Directors. Mr.

Kriskovich has many years of experience in both municipal and commercial settings. He is familiar with Mountain House staff, operations and processes and has been responsive to requests for direction and assistance. Finally, Mr. Kriskovich proposal for services was responsive to the scope listed in the RFP.

During fiscal year 2024/2025, the City contracted with Joe Kriskovich to provide assistance with a variety of tasks mostly related to the impacts of incorporation. The scope of services provided during fiscal year 2024/2025 included labor negotiations over the impacts of incorporation, investigating opportunities for employee health insurance and other benefits no longer provided by San Joaquin County, representing the City on the Board of Municipal Pooling Authority, and working to take advantage of programs that better meet the needs of a municipality. Initially the cost of these agreements were within the City Manager’s signature authority. When the need for services expanded, the cost for the proposed services would have exceeded the City Manager’s signature authority. As a result, at the February 12, 2025 City Council meeting, staff requested and the City Council approved an additional agreement. Ultimately the combined total of all agreements with Mr.

Kriskovich reached $185,000 for fiscal year 2024/2025.

In order to maintain necessary, continuous and consistent services, the City entered into a short-term agreement with Joe Kriskovich to cover the months of July and August. Mr. Kriskovich’s services were needed for several issues, such as union activities, ergonomic evaluations, various personnel issues, input for the implementation of an automated application program, and meetings with the risk management authority. The cost of that agreement is $41,667. When added to the cost of the requested proposal, the total of the two agreements through June 30, 2030 will be $1,010,184.

The cost for the proposed agreement ($968,517) plus the short-term agreement already approved ($41,667) is shown in the table below. The total of the two agreements through June 30, 2030 will be $1,010,184.

AGENDA ITEM 8.3
Contract Year Ending Human
Resources
Risk
Management
Miscellaneous
Costs Total
06/30/2026 $144,000 $96,000 $ 10,000 $ 250,000
06/30/2027 138,000 111,600 10,000 259,600
06/30/2028 129,792 129,792 10,000 269,584
06/30/2029 72,000 72,000 10,000 154,000
06/30/2030 36,000 36,000 5,000 77,000
Totals $537,792 $ 472,392 $ 45,000 $ 1,010,184

DISCUSSION
In five nearby agencies (Cities of Lathrop, Oakley, Tracy, Brentwood, and Manteca), an average of $350,000 in total compensation (salaries plus benefits) is paid for Human Resources Directors. As is customary for most cities, the risk management function is assigned to the human resources department.

In the City of Manteca salary alone for its Human Resources Director is $215,000 and their Human Resources Manager and Risk Analyst positions are each paid $150,000. The City of Tracy’s Human Resources Director is paid a salary of $243,000. The salary for the Human Resource Manager of Mountain House is $187,679.

The following information shows a comparison of human resources and risk management costs for the cities of Patterson, Lathrop, and Mountain House with the proposed agreement included.

Patterson and Lathrop were used for this comparison because the cities have populations similar to Mountain House. The cost information for contracted services is based on the proposed agreement plus the previously approved agreement.

City Population HR &
Risk
FTEs
Total Comp Contract -
Year 1
Totals Cost per
Capita
AGENDA ITEM 8.3
Patterson 25,889 4.0 $ 831,072 $ 831,072 $32.13
Lathrop 47,031 5.4 1,119,048 1,119,048 28.99
Mountain House 27,069 1.0 300,287 $250,000 550,287 20.33 As noted above in this report, current staff includes one position assigned to human resources - the Human Resources Manager - and there is no position assigned specifically to risk management. As the City has grown, so has the activity in both areas. Staff anticipates that these functions will require expanded staffing in the future but in the meantime, contracting for additional support provides an opportunity to manage growth using a scaled approach while laying out a framework to meet current and future needs, as shown in the per capita costs above. Taking advantage of services offered by with the proposed agreement could save the City $281,000 - $570,000 per year.

FISCAL IMPACT
As shown above, the average cost of these proposed services over the first three years (including the additional agreement for $441,667) is $260,000. The vendor is anticipating that the cost will decrease for the last two years to $154,000 and $77,000, respectively, due to the implementation of policies and practices developed during the first years of the agreement.

Sufficient funds are available in the recently adopted budget for fiscal year 2025/26 and funding will be requested in future budget proposals.

STRATEGIC PLAN
Approval of the agreement with Joe Kriskovich will help the City address the following mission statements:
· Human Resources: Manage recruitment and retention programs, assist employees with benefit and employment issues, provide opportunities for training, coordinate with risk management to minimize employment issues and litigation, and comply with professional standards and legal requirements.
· Risk Management: Manage City processes, policies, assets and infrastructure to minimize liability and loss.

CEQA
Not applicable.

AGENDA ITEM 8.3

ACTION FOLLOWING CITY COUNCIL APPROVAL
City Manager will execute agreement with Joe Kriskovich for human resources and risk management consulting services.

ATTACHMENTS
A. Agreement with Joe Kriskovich for human resources and risk management consulting services AGENDA ITEM 8.3
251 E MAIN STREET, MOUNTAIN HOUSE, CA 95391
(209) 831-2300 ● (209) 831-5610 FAX

CONSULTANT AGREEMENT
CONTRACT ID # A-2526-29
DATE: September 1, 2025
PARTIES: City of Mountain House: City of Mountain House 251 E. Main Street
Mountain House, CA 95391
CONSULTANT: Joseph Kriskovich
2171 Hillcrest Drive
Tracy, CA 95377
The Parties agree as follows:

1. Priority of Documents:

Each of the items listed below is hereby incorporated into this Agreement by this reference. In the event of an inconsistency in this Agreement, the inconsistency shall be resolved by giving precedence in the following order:

Α. Applicable Federal and State of California statutes and regulations, this Agreement and its exhibits.

B. Consultant’s Proposal dated June 20, 2025.

2. Terms of Services:

2.1 Scope of Services. Subject to the terms and conditions set forth in this Agreement, Consultant agrees to provide HR & Risk Management Services, as further described in Exhibit A, Scope of Service (the “Work”).

2.2 Term of Agreement. This Agreement shall commence on September 1, 2025 and continue until June 30, 2030. unless said Work is completed on a date prior thereto or unless terminated earlier as provided herein. Consultant shall complete the Work described in Exhibit A on or before that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to
AGENDA ITEM 8.3
CONTRACT ID # A-2526-29
2 Consultant to complete the services required by this Agreement shall not affect City of Mountain House’s right to terminate the Agreement, as referenced in Section 8.

2.3 Standard of Performance. Consultant shall perform all Work in a first-class manner in conformance with the standards of quality normally observed by a person practicing in Consultant’s profession.

2.4 Inspection. All Work performed and materials (if any) provided by Consultant shall be subject to inspection and approval by City of Mountain House.

2.5 Consultant’s Warranties and Guarantee. Consultant warrants to City of Mountain House that all materials and equipment furnished under this Agreement will be new unless City of Mountain House agrees otherwise in writing, and that all Work will be of good quality, free from faults and defects and in conformance with this Agreement. All Work not so conforming to these standards may be deemed defective by City of Mountain House. If required by City of Mountain House, the Consultant shall furnish to City of Mountain House satisfactory evidence as to the kind and quality of materials, equipment, and methods of installation by the Consultant or sub-Consultants.

Consultant shall guarantee the Work to be free of defects in material and workmanship for a period of one (1) year following City of Mountain House’s acceptance of the Work (“Consultant’s Guarantee”). As part of Consultant’s Guarantee, Consultant agrees to make, at Consultant’s sole cost and expense, all repairs or replacements made necessary by defects in material or workmanship which become evident within the one-year guarantee period.

2.6 Assignment of Personnel. Consultant shall assign only competent personnel to perform services pursuant to this Agreement. In the event that City of Mountain House, in its sole discretion and at any time during the term of this Agreement, desires the reassignment of any such persons, Consultant shall, immediately upon receiving notice from City of Mountain House of such desire of City of Mountain House, reassign such person or persons.

2.7 Time is of the Essence. The parties agree time is of the essence. Consultant shall devote such time to the performance of the Work as may be reasonably necessary to timely finish the Work, meet the standard of performance provided in Section 2.3 above, and satisfy Consultant’s obligations hereunder.

2.8 Public Works Requirements. Because the Work described in Exhibit A constitutes a public works within the definition of Section 1720(a)(1) of the Labor Code, Consultant is required to comply with the provisions of the Labor Code applicable to public works projects, as further described in Exhibit D. Consultant shall waive, indemnify, hold harmless, and defend City of Mountain House concerning any liability arising out of Labor Code Section 1720 et seq.

3. Terms of Payment.

3.1 Compensation. City of Mountain House hereby agrees to pay Consultant a sum not to exceed nine hundred sixty-eight thousand five hundred eighteen dollars, ($968,518.00) notwithstanding any contrary indications that may be contained in Consultant’s proposal AGENDA ITEM 8.3
CONTRACT ID # A-2526-29
3 for services to be performed and reimbursable costs incurred under this Agreement. City of Mountain House shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from City of Mountain House to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to City of Mountain House in the manner specified herein. Except as specifically authorized by City of Mountain House in writing, Consultant shall not bill City of Mountain House for duplicate services performed by more than one person.

Consultant and City of Mountain House acknowledge and agree that compensation paid by City of Mountain House to Consultant under this Agreement is based upon Consultant’s estimated costs of providing the services required hereunder, including salaries and benefits of employees and sub-Consultants of Consultant. Consequently, the parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and sub-Consultants may be eligible. City of Mountain House therefore has no responsibility for such contributions beyond compensation required under this Agreement.

3.2 Invoices. Consultant shall submit invoices not more often than once a month during the term of this Agreement based on the cost for services performed and reimbursable costs incurred prior to the invoice date via e-mail to [email protected]. Invoices delivered to any other e-mail address will be deemed undelivered and not paid.

Invoices shall contain the following information:
a. Contract ID number;
b. Federal Tax Payer Identification Number;
c. The beginning and ending dates of the billing period; d. A task summary containing the original contract amount, the amount of prior billings, the total due this period, the balance available under the Agreement, and the percentage of completion;
e. At City of Mountain House’s option, for each Work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the Work, the hours spent by each person, a brief description of the Work, and each reimbursable expense;
f. The total number of hours of Work performed under the Agreement by Consultant and each employee, agent, and sub-Consultant of Consultant performing services hereunder; and
g. The Consultant’s signature.

3.3 Monthly Payment. City of Mountain House shall make monthly payments, based on invoices received, for services satisfactorily performed and for authorized reimbursable AGENDA ITEM 8.3
CONTRACT ID # A-2526-29
4 costs incurred. City of Mountain House shall have thirty (30) days from the receipt of an invoice that complies with all of the requirements above to pay Consultant.

3.4 Final Payment; Retention Payment. If all services required have been satisfactorily performed, City of Mountain House shall pay the last five percent (5%) of the total sum due pursuant to this Agreement within sixty (60) days after completion and acceptance of the Work, or other applicable event under law, and submittal to City of Mountain House of a final invoice.

3.5 Total Payment.
a. City of Mountain House shall pay for the Work performed by Consultant pursuant to this Agreement. City of Mountain House shall make no payment for any extra, further, or additional service pursuant to this Agreement. b. In no event shall Consultant submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entire Agreement unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment. c. City of Mountain House shall not pay any invoice or otherwise provide compensation to Consultant in excess of the maximum amount of compensation provided herein unless the Agreement is modified prior to the performance of such Work or services. d. City of Mountain House shall not pay any invoice or otherwise provide compensation to Consultant for Work or services performed after the expiration or termination of this Agreement unless the Agreement is modified prior to the performance of such Work or services.

3.6 Hourly Rate/Fees. Unless the services provided are for a lump sum or flat fee, fees for Work performed by Consultant on an hourly basis shall not exceed the amounts shown on the compensation cost proposal attached hereto as Exhibit B and incorporated herein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit B, the Agreement shall prevail.

3.7 Reimbursable Expenses. Reimbursable expenses are specified in Exhibit B.

Reimbursable expenses not listed in Exhibit B are not chargeable to City of Mountain House. Reimbursable expenses shall not include a mark-up and shall be billed as a direct costs. In no event shall expenses be advanced by City of Mountain House to the Consultant. Reimbursable expenses are included in the total amount of compensation provided under this Agreement that shall not be exceeded.

3.8 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any similar federal or state taxes.

3.9 Payment upon Termination. In the event that City of Mountain House or Consultant terminates this Agreement pursuant to Section 8, City of Mountain House shall compensate the Consultant for all outstanding costs and reimbursable expenses incurred for Work satisfactorily completed as of the date of written notice of termination.

AGENDA ITEM 8.3
CONTRACT ID # A-2526-29
5 Consultant shall maintain adequate logs and timesheets to verify costs incurred to that date.

3.10 Authorization to Perform Services. The Consultant is not authorized to perform any services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator.

4. Consultant’s Status:

4.1 Independent Consultant. In the performance of the Work, duties, and other obligations imposed by this Agreement, the Consultant is at all times acting as an Independent Consultant practicing his or her profession and not as an employee of City of Mountain House. Consultant shall perform the Work in accordance with currently approved methods and standards of practice in the Consultant’s professional specialty. A copy of Consultant’s current business license shall be provided to City of Mountain House. The Consultant shall not have any claim under this Agreement or otherwise against City of Mountain House for vacation, sick leave, retirement benefits, social security or worker’s compensation benefits. The Consultant shall be responsible for federal and state payroll taxes such as social security and unemployment. San Joaquin County will issue a form 1099 at year-end on behalf of City of Mountain House for fees earned.

4.2 Consultant Not an Agent. Except as City of Mountain House may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City of Mountain House in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City of Mountain House to any obligation whatsoever.

4.3 Non-Exclusive Rights. This Agreement does not grant to Consultant any exclusive privileges or rights to provide services to City of Mountain House. Consultant may contract with other agencies, private companies, or individuals for similar services.

5. Legal Requirements.

5.1 Compliance. Consultant shall comply with all Federal, State and local laws, regulations and requirements necessary for performance of the Work. Consultant shall comply with all laws applicable to wages and hours of employment, occupational safety, and to fire safety, health and sanitation.

5.2 Licenses and Permits. Consultant represents and warrants to City of Mountain House that Consultant and its employees, agents, and any sub-Consultants have all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required for the performance of the Work. Consultant represents and warrants to City of Mountain House that Consultant and its employees, agents, and any sub-Consultants shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to perform the Work.

5.3 Conflict of Interest Statement. Consultant covenants that Consultant, its officers or employees or their immediate family, presently has no interest, including, but not limited to, other projects or independent contracts, and shall not acquire any such interest, direct or indirect, which would conflict in any manner or degree with the performance of the AGENDA ITEM 8.3
CONTRACT ID # A-2526-29
6 Work. Consultant further covenants that in the performance of this Agreement no person having any such interest shall be employed or retained by Consultant under this Agreement. Consultant shall not hire City of Mountain House’s employees to perform any portion of the Work, including secretarial, clerical, and similar incidental services, except upon the written approval of City of Mountain House. Performance of the Work by associates or employees of Consultant shall not relieve Consultant from any responsibility under this Agreement.

5.4 Nondiscrimination and Equal Opportunity. Consultant 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, gender identity, or sexual orientation against any employee, applicant for employment, sub-Consultant, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Consultant pursuant to this Agreement. Consultant shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of Consultant thereby.

5.5 Drug Free Workplace. Consultant shall comply with the provisions of Government Code Section 8350 et seq., otherwise known as the Drug-Free Workplace Act.

5.6 Form Law. The Laws of the State of California shall govern this Agreement. Venue is San Joaquin County. The provision of this paragraph shall survive expiration or other termination of this Agreement regardless of the cause of such termination.

5.7 Subcontracts. Consultant shall include the provisions of this Section 5 in any subcontract approved by the Contract Administrator or this Agreement.

6. Indemnification, Hold Harmless and Defense.

To the fullest extent permitted by law, Consultant shall indemnify, hold harmless and defend City of Mountain House, its directors, officers, employees, agents and authorized volunteers, and each of them, from and against any and all claims, demands, causes of action, damages, penalties, judgments, awards, decrees, costs, expenses, attorneys’ fees, losses or liabilities, in law or in equity, of every kind or nature, including but not limited to personal injury, bodily injury, wrongful death, and property damage including any damage to City of Mountain House’s property, arising out of Consultant’s alleged negligence, or wrongful acts related to or in connection with Consultant’s performance of duties under the terms and conditions of this Agreement.

To the fullest extent permitted by law, City of Mountain House shall indemnify, hold harmless and defend the Consultant, its directors, officers, employees, agents and each of them (collectively referred to as “Consultant Indemnified Parties”) from and against any and all claims, demands, causes of action, damages, penalties, judgments, awards, decrees, costs, expenses, attorneys’ fees, losses or liabilities, in law or in equity, of every kind or nature, including but not limited to personal injury, bodily injury, wrongful death, and property damage including any damage to the Consultant’s property, arising out of City of Mountain House’s AGENDA ITEM 8.3
CONTRACT ID # A-2526-29
7 alleged negligence, or wrongful acts related to or in connection with City of Mountain House’s performance of duties under the terms and conditions of this Agreement.

Notwithstanding the forgoing, to the extent this Agreement is a “construction contract” as defined by Civil Code Section 2782, as may be amended from time to time, such duties of Consultant to indemnify shall not apply when to do so would be prohibited by Civil Code Section 2782.

7. Insurance.

Before beginning any Work under this Agreement, Consultant, at its own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance described in Exhibit C, incorporated herein, against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the Work hereunder by the Consultant and its agents, representatives, employees, and sub-Consultants. Consistent with the following provisions, Consultant shall provide proof satisfactory to City of Mountain House of such insurance that meets the requirements of Exhibit C and under forms of insurance satisfactory in all respects, and that such insurance is in effect prior to beginning Work to City of Mountain House. Consultant shall maintain the insurance policies required by Exhibit C throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant’s proposal. Consultant shall not allow any sub-Consultant to commence Work on any subcontract until Consultant has obtained all insurance required by Exhibit C for the sub-Consultant(s) and provided evidence that such insurance is in effect to City of Mountain House. Verification of the required insurance shall be submitted and made part of this Agreement prior to execution.

8. Termination and Modification.

8.1 Termination. City of Mountain House may cancel this Agreement at any time and without cause upon written notification to Consultant. Consultant may cancel this Agreement upon sixty (60) days’ written notice to City of Mountain House and shall include in such notice the reasons for cancellation.

In the event of termination, Consultant shall be entitled to compensation for services performed to the effective date of termination; City of Mountain House, however, may condition payment of such compensation upon Consultant delivering to City of Mountain House any or all work product, including, but not limited to documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or City of Mountain House in connection with this Agreement.

8.2 Extension. City of Mountain House may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Section 2.2. Any such extension shall require a written amendment to this Agreement, as provided for herein. The City of Mountain House City Manager is hereby authorized to negotiate and execute such extension.

8.3 Amendments. The parties may amend this Agreement only by a writing signed by all the parties.

AGENDA ITEM 8.3
CONTRACT ID # A-2526-29
8 8.4 Assignment and Subcontracting. City of Mountain House and Consultant recognize and agree that this Agreement contemplates performance of specialized services by Consultant and is based upon a determination of Consultant’s unique competence, experience, and specialized knowledge. Consultant may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator.

Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the sub-Consultants noted in the proposal, without prior written approval of the Contract Administrator. Any such assignment, transfer, delegation or subcontract without the prior written consent shall be considered null and void.

8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between City of Mountain House and Consultant shall survive the termination of this Agreement.

8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, City of Mountain House’s remedies shall include, but not be limited to, the following:
a. Immediately terminate the Agreement;
b. Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement; c. Retain a different Consultant to complete the Work described in Exhibit A not finished by Consultant; or
d. Charge Consultant the difference between the cost to complete the Work described in Exhibit A that is unfinished at the time of breach and the amount that City of Mountain House would have paid Consultant pursuant to Section 3 if Consultant had completed the Work.

9. Miscellaneous.

9.1 Contract Administrator. The Consultant Administrator shall be designated, and may be changed, by the City of Mountain House City Manager in writing.

9.2 Notices. Any notice required to be given pursuant to the terms and provisions hereof shall be in writing and shall be effected by personal delivery or by first class mail, registered or certified, postage prepaid, return receipt requested. Unless otherwise designated by either party in writing, such notices shall be mailed as shown on the first page of this Agreement.

9.3 Non-Liability of Officials, Employees and Agents. No officer, official, employee or agent of City of Mountain House shall be personally liable to Consultant in the event of any default or breach by City of Mountain House or for any amount that may become due to Consultant pursuant to this Agreement.

9.4 Attorneys’ Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provisions of this Agreement, the prevailing AGENDA ITEM 8.3
CONTRACT ID # A-2526-29
9 party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which such party may be entitled.

9.5 Documents. All drawings, specifications, documents and other memoranda or writings relating to the Work hereunder, shall remain or become the property of City of Mountain House upon termination of this Agreement, whether executed by or for the Consultant for City of Mountain House, or otherwise, by or for the Consultant, or by or for a subConsultant operating under the Consultant’s supervision, or direction, and all such documents and copies thereof shall be returned or transmitted to City of Mountain House forthwith upon termination or completion of the Work under this Agreement. Prior to termination Consultant shall deliver to City of Mountain House any such records upon request.

9.6 Force Majeure. It is agreed that neither party shall be responsible for delays in delivery or acceptance of delivery or failure to perform when such delay or failure is attributable to Acts of God, war, strikes, riots, lockouts, accidents, rules or regulations of any governmental agencies or other matters or conditions beyond the control of either the seller/Consultant or the purchaser.

9.7 Waiver. 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. An extension of time for performance of any obligation or act shall not be deemed an extension of the time for performance of any other obligation or act, and no extension shall be valid unless in writing and executed by the waiving party.

9.8 No Third Party Beneficiaries. Nothing contained in this Agreement is intended to or shall be deemed to confer upon any person, other than the parties, any rights or remedies hereunder.

9.9 Headings. The headings of the sections and exhibits of this Agreement are inserted for convenience only. They do not constitute part of this Agreement and are not to be used in its construction.

9.10 Entire Agreement and Modification. This Agreement supersedes all previous Agreements either oral or in writing and constitutes the entire understanding of the parties hereto. No changes, amendments or alterations shall be effective unless in writing and signed by both parties.

9.11 Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement. *Signatures on following page*
AGENDA ITEM 8.3
CONTRACT ID # A-2526-29
10 IN WITNESS WHEREOF, City of Mountain House and Consultant have executed this Agreement on the day and year first written above.

Joseph Kriskovich City of Mountain House
State of California
By: ____________________________
Joseph Kriskovich
By: ___________________________
Steven J. Pinkerton
City Manager
Date: _________________________ Date: _________________________ Approved as to Form:

By: ___________________________
John Bakker
City Attorney
AGENDA ITEM 8.3
CONTRACT ID # A-2526-29
11 EXHIBIT A

SCOPE OF SERVICES
[Attached]
AGENDA ITEM 8.3