AGENDA
Wednesday, August 27, 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
REPORT ON CLOSED SESSION (IF ANY)
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 the Rotary Public Safety Officers of the Year 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
1. 2.
3. 4.
5. 6.
6.1 6.2
Medical Services (EMS) presented by French Camp Fire Department RANK Public Safety Report Page 6
RANK recommends that the City Council receive this report on recent RANK incidents, emergency responses, and department activities.
Police Services Public Safety Report Page 8
Recommendation:
Police Services recommends that the City Council receive this report on recent Police Services incidents, emergency responses, and department activities.
Mountain House Fire Department Page 11
Fire recommends that the City Council receive this report on recent Fire Department incidents, emergency responses, and department activities.
Presentation from the California Department of Water Resources on the Delta Conveyance Project Community Benefits Program, which provides funding for local projects that improve water reliability, community resilience, and environmental benefits.
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 August 13, 2025. Page 18
Response to the 2025 Grand Jury Report: “Eyes on San Joaquin County Growth...City of Mountain House San Joaquin County‘s Newest City“
Recommendation:
It is recommended that the City Council approve the responses to the 2025 Grand Jury Report and authorize the City Clerk to send the response letter to the Presiding Judge of the Superior Court of San Joaquin County on behalf of the City Council.
List of Recent Contracts under the City Manager Signing Authority Page 51 Recommendation:
There is no action required for an informational item.
CITY COUNCIL POLICY AND ACTION ITEMS
6.2.1 6.2.2
6.2.3 6.3
7. 7.1
7.2 7.3
8. City Council Meeting Agenda Wednesday, August 27, 2025 Mountain House Page 2 of 621
Amended and Restated Fire Protection and Emergency Medical Services Agreement.
Recommendation:
Staff recommends that the City Council adopt the resolution approving an amended and restated agreement for Fire Protection and Emergency Medical Services with the French Camp McKinley Fire District (FCFD). This amendment will extend the agreement to June 30, 2030.
Aquifer Storage and Recovery Well Design, Grant, and Construction Engineering Services
Recommendation:
It is recommended that the City Council adopt a resolution to:
1. Authorize the City Manager to execute Agreement A-2526-35 with Woodard & Curran in the amount of $4,810,911, plus a 10% contingency of $481,091.10, for a total not-toexceed amount of $5,292,002.10, to provide grant funding support, environmental clearance, engineering design, land acquisition support, project management, and construction of test wells and associated monitoring wells for the Aquifer Storage and Recovery Well Project.
2. Approve a budget adjustment totaling $1,850,000, transferring Capital Improvement Program project funds, including $950,000 from the Orion Endpoint Installation Project and $900,000 from the Alternative Water Supply Project to the Aquifer Storage and Recovery Project.
3. Authorize the City Manager to take all actions necessary to implement the purpose and intent of this resolution.
Approve Water Treatment Plant Filter Media Replacement Project Page 323 Recommendation:
It is recommended that the City Council adopt a resolution to:
1. Authorize the City Manager to execute Agreement A-2526-31 with Calgon Carbon Corporation in the amount of $1,108,636 for the removal of filter bed carbon and sand media as part of the Water Treatment Plant Filter Media Replacement Project.
2. Authorize the City Manager to execute Agreement A-2526-30 with ERS Industrial Services Inc. in the amount of $249,380 for the replacement of filter bed underdrain nozzles as part of the same project.
3. Approve an exception to the competitive procurement process in accordance with Section 200, Purchasing, of the Financial Management Manual.
4. Approve a budget adjustment of $800,000 from the Capital Improvement Program – Facility Repairs Project (Account No. 502-5000-7415) to the Water Operations Fund (Account No. 501-1510-6225).
5. Authorize the City Manager to take all actions necessary to implement the purpose and intent of this resolution.
8.1 8.2
8.3 City Council Meeting Agenda Wednesday, August 27, 2025 Mountain House Page 3 of 621
Approve Town Hall Tenant Improvements Project - Office Space Build Out Page 370 Recommendation:
It is recommended that the City Council adopt a resolution to:
1. Authorize the City Manager to execute Agreement A-2526-33 with Diede Construction in the amount of $858,000, which includes a contingency of $100,000.
2. Approve a budget adjustment of $593,800 between Capital Improvement Program funds, from the Corporation Yard Improvements Project (Account No. 606-5000-7438) to the Town Hall & Library Improvements Project (Account No. 606-5000-7407).
3. Authorize the City Manager to take all actions necessary to implement the purpose and intent of this resolution.
Adopt a Resolution Authorizing the City Manager to Execute Agreements for State and Federal Legislative and Funding Advocacy Services
Recommendation:
Staff recommends that the City Council adopt a resolution:
1. Authorizing the City Manager to execute Agreement A-2526-36 with California Public Policy Group (CPPG) for State legislative and funding advocacy services, through June 30, 2028, in an amount not-to-exceed $202,000, with an optional two-year extension through June 30, 2030, in an additional amount not-to-exceed $142,000, for a total contract amount of $344,000.
2. Authorizing the City Manager to execute Agreement A-2526-37 with Foley & Lardner LLP for Federal legislative and funding advocacy services, through June 30, 2028, in an amount not-to-exceed $363,000, with an optional two-year extension through June 30, 2030, in an additional amount not-to-exceed $256,000, for a total contract amount of $619,000.
3. Authorizing the City Manager to take all appropriate and necessary actions to carry out the purpose and intent of these recommendations.
Reschedule the Regular City Council Meeting of September 24, 2025. Page 599 Recommendation:
Staff recommends that the City Council adopt a Resolution approving the rescheduling of the regular City Council meeting originally scheduled for Wednesday, September 24, 2025, to Thursday, September 25, 2025, at 7:00 P.M.
The City Council may also select an alternate date if September 25 does not accommodate Council Member schedules.
Voting Delegate for the 2025 League of California Cities Page 602 Recommendation:
Staff Recommends that the City Council take the following actions:
1. Select one of its members to serve as the Voting Delegate for the 2025 League of California Cities Annual Conference and Expo, and, if desired, select up to two Alternate Voting Delegates.
8.4 8.5
8.6 8.7
City Council Meeting Agenda Wednesday, August 27, 2025
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2. Adopt a Resolution designating the selected Council Member as the Voting Delegate (and alternates, if applicable).
3. Direct the City Clerk to transmit the Resolution and submit the official designation through the Cal Cities online submission portal no later than September 24, 2025.
CITY COUNCIL DISCUSSION ITEMS
Discussion of Potential Community Storage Program Page 609 Recommendation:
Staff recommends that the City Council receive and discuss this report regarding the development of a potential Community Storage Program to support community-serving organizations through the use of City-owned storage containers located at the Wastewater Treatment Plant.
City Manager‘s Update Page 613
FUTURE AGENDA ITEMS
Report of Future Agenda Items and Long-Range Calendar Page 618
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 22, 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. 9.1
9.2 10.
10.1 11.
12. 13.
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Public Safety
Staff Report
TITLE: RANK Public Safety Report
MEETING DATE: August 27, 2025
PREPARED BY: Anthony De Frenchi Captain
SUBJECT: RANK Update on Recent Incidents and Initiatives RECOMMENDATION:
RANK recommends that the City Council receive this report on recent RANK incidents, emergency responses, and department activities.
EXECUTIVE SUMMARY:
This report provides an update on key security activities within the city of Mountain House. Our security officers have either discovered or were dispatched to over 144 specific incidents. In addition to those duties, we continue to provide security for specific Mountain House facilities and villages.
We continue to support the Mountain House Police Services in non-law enforcement activities and the Mountain House Fire Department. Public Safety officers have been doing extra patrols in the area of Bethany creek and our sports complex’s area in an effort to locate, identify and educate kids on the electric motorcycles.
ANALYSIS:
Officer Activity Log – July 15 to August 15
• Specific Incident Documentation: 144
• Suspicious Person: 4
• Suspicious vehicle: 8
• Occupied vehicle welfare check: 7
• Grand Theft: 1 (to Police)
• Trespassing: 6
• Alarm Assist Calls: 9
• Fire Assist calls: 6
• Medical Assist calls: 16
• Town Hall checks: 28
Item 6.2.1
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2 • Citizen Assist: 3
• Daylighting Violation Warning: 14
• Traffic Control for Police Services or Fire Department: 2 • Assist with school crossing: 26
• Vandalism: 1
• Security checks: 525
• Vacation checks: 14
• Park Hours: 4
• Security activity log: 832
Equipment and Facility Updates
• Two new patrol vehicles are in service, bringing our Mountain House fleet to 7. (Five Patrol Cars, 1 Supervisor, 1 Motorcycle.
PUBLIC SAFETY INITIATIVES:
Community Outreach:
● Public Safety Security provided security for city organized events to include the Movie in the Park and Music in the park.
● Public Safety Security meets with all Public Safety Team members (Police, Fire, Community Preservation) and the Recreation Department on a month basis. ● Public Safety officers are stationed in the community to assist with safe routes to schools. Public Safety officers are continually monitoring vehicle traffic to help ensure the safety of pedestrians traveling to and from school.
Camera Monitoring:
Public Safety Security dispatch continues to monitor the Mountain House strategically placed security cameras 24/7. Incidents are reported directly to the Mountain House Police Services or to Mountain House Security officers.
Item 6.2.1
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Public Safety
Staff Report
TITLE: Police Services Public Safety Report
MEETING DATE: August 27, 2025
PREPARED BY: Lieutenant A. Izaguirre
SUBJECT: Police Services Update on Recent Incidents and Initiatives RECOMMENDATION:
Police Services recommends that the City Council receive this report on recent Police Services incidents, emergency responses, and department activities.
EXECUTIVE SUMMARY:
This report provides an update on key Mountain House Police Services activities. **Reminder to lock ALL doors, both vehicles and homes and take valuables out of the vehicles and into your homes**
**Reminder for all on bicycles, e-bikes, and electrical scooters to follow the rules of the road and obey all traffic signals/signs**
**Reminder that unregistered motor/dirt bikes are not permitted on city streets & subject to citations and towing**
ANALYSIS:
Incident Reports
• Total MH Police Services Incidents: 863 calls for service (801 Previous month) • Property Crimes: 9 Incidents (15 incidents previous month) • Violent Crimes: 4 Incidents (0 Previous Month)
• Other Assaults: 6 (6 Previous Month)
• Traffic Stops: 87 Traffic Stops (167 Previous month)
• Traffic Citations issued: 103 Traffic Citations Issued (19 Stop Sign) & (119 Citations Issued the previous month)
• Parking Citations Issued: 20 Citations Issued (15 issued previous month) • Vehicle Accidents: 9 (18 Previous month)
• DUI Arrest: 2 Incidents (2 DUI arrests previous month) • Outside Agency Assist: 20 (14 assists previous month) Item 6.2.2
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2 • Helmet Citations: 2 Citations (0 citations previous month) • Significant Incidents for July 2025:
• 25-13194; (V) walking on Wilshire Ave, when robbery occurred, and loss was a gold necklace.
Deputies and Detectives were able to identify the suspects who committed similar robberies throughout the region and are following up.
• Rash of SCAM phone calls to private citizens & business stating SJSO & Federal Agents require gift cards or credit card numbers to avoid being arrested. SJSO, State or Federal Agencies will NEVER request money/gift cards in lieu of any prosecution or arrest. Call SJSO immediately to investigate.
• 25-14481; Deputy Briceno responded to an alarm call north of Byron. Upon arriving on scene, he located a car in the area. The vehicle and driver were found to have taken numerous items from the construction sites. He was arrested on various theft-related charges. • Arrests: 7 Physical Arrests (13 Fresh Charges)
• Reports Taken: 176 Documented Reports
Recruitment/Personnel
• Deputy Thomas Price & Brianna Alire will be attending collision investigation later this month and LIDAR / RADAR training the following month.
Equipment and Facility Updates
• New Equipment: e-Citation software: We will be starting the initial testing phase within the next 2 weeks, along with the collision software.
• 1 Chevy Truck, 2 Chevy Tahoes purchased by the city have arrived and are awaiting equipment purchases to begin the outfitting process.
• Facility Improvements: NA
PUBLIC SAFETY INITIATIVES:
Community Outreach:
• The Mountain House Police Services Motor Competition is in the planning stages for this Fall (September 27) in Manteca, due to the large number of participants being expected.
Prevention Programs:
• 8/20/25; Pedestrian Op was conducted: Approximately 30 citations were issued (26 crosswalk violations, two stop sign violations, one failure to yield to a crossing guard, one speeding) ATTACHMENTS:
A. Traffic Citations Issued during the current fiscal year (monthly) Item 6.2.2
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Citations Issued Monthly
July 2024: 182 Citations (52 Stop Signs)
August 2024: 70 Traffic Citations (19 Stop Signs)
September 2024: 78 Traffic Citations (21 Stop Signs)
October 2024: 133 Traffic Citations (81 Stop Signs)
November 2024: 70 Traffic Citations (24 Stop Signs)
December 2024: 84 Traffic Citations (7 Stop Signs)
January 2025: 161 Traffic Citations; Updated to 188 (65 Stop Signs) February 2025: 133 Traffic Citations; Updated to 178 (51 Stop Signs) March 2025: 146 Traffic Citations; Updated to 188 (45 Stop Signs) April 2025: 169 Traffic Citations; Updated to 270 (39 Stop Signs) May 2025: 90 Traffic Citations; Updated to 128 (27 Stop Signs) June 2025: 87 Traffic Citations; Updated to 119 (7 Stop Signs) July 2025: 103 Traffic Citations
*** Citations are hand-entered by Records Staff and can take up to 3 weeks to be processed and entered into RMS, may not reflect true and accurate numbers ***
Item 6.2.2
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Public Safety
Staff Report
TITLE: Mountain House Fire Department
MEETING DATE: August 27, 2025
PREPARED BY: Marty Cornilsen, Fire Chief
SUBJECT: Public Safety Report
RECOMMENDATION:
Fire recommends that the City Council receive this report on recent Fire Department incidents, emergency responses, and department activities.
EXECUTIVE SUMMARY:
Mountain House Fire Department was active in the month of July. The fire service handed at total of 96 calls for service. This month we also provided the council with a breakdown of our response times for July. As always, we were involved in several community events to including the State of City and the Fourth of July Parade.
ANALYSIS:
July 2025 - Total Calls – 96 June 2025 - Totals Calls- 84 July 2024 - Total Calls - 93
EMS – 52 EMS - 50 EMS - 55
Fires -17 Fires - 5 Fires - 13
Service Calls – 9 Service Calls - 11 Service Calls - 5
False Alarms – 10 False Alarms - 7 False Alarms - 13
Mutual Aid – 5 Mutual Aid - 5 Mutual Aid - 2
Traffic Accident – 3 Traffic Accidents – 4 Traffic Accident - 5 Water Rescue – 0 Water Rescue – 2 Water Rescue - 0
•
PUBLIC SAFETY INITIATIVES:
The Fire Department will begin to work with our schools on fire safety and prevention for school age kids. “Stop Drop & Roll”
We continue to remind everyone that while it is hot, rivers, lakes & canals look inviting however they can be dangerous. We encourage the use of personal life saving devices and use common sense. Remember it is illegal and deadly to swim in our irrigation canals.
Item 6.2.3
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2 PUBLIC SAFETY INITIATIVES:
ATTACHMENTS:
A. Photos (4th of July, Annual Scholarship, Water Days at School) B. Mountain House Fire Statistics
Item 6.2.3
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Item 6.2.3
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Item 6.2.3
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Item 6.2.3
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Mountain House Fire Department
July 2025 June 2025 July 2024
Total Calls – 96 Totals Calls- 84 Total Calls - 93
EMS – 52 EMS - 50 EMS - 55
Fires -17 Fires - 5 Fires - 13
Service Calls – 9 Service Calls - 11 Service Calls - 5
False Alarms – 10 False Alarms - 7 False Alarms - 13
Mutual Aid – 5 Mutual Aid - 5 Mutual Aid - 2
Traffic Accident – 3 Traffic Accidents – 4 Traffic Accident - 5 Water Rescue – 0 Water Rescue – 2 Water Rescue - 0
Overlapping Calls – 11 Overlapping Calls - 11 Overlapping Calls - 10 Turnout Times
EMS
54%
Fires
18%
Traffic Accident
3%
Service Call
9%
Mutual Aid
5%
False Alarm
11%
Water Rescue
0%
EMS Fires Traffic Accident Service Call
Mutual Aid False Alarm Water Rescue
July-25
Fire & Special OPS
90th Percentile - Fastest Units:
00:02:15
90th Percentile - All Units:
00:02:15
EMS
90th Percentile - Fastest Units:
00:02:15
90th Percentile - All Units:
00:02:14
Item 6.2.3
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Mountain House Fire Department
Hot Spots
Response Time Compliance – July 2025
82% under compliance response time of 429 seconds
Response Time Compliance – June 2025
82% under compliance response time of 429 seconds
Response Time Compliance – July 2024
81% under compliance response time of 429 seconds
July 2025 Training Hours – 256 / June 2025 – 256 /July 2024 - 224 Training consists of EMS, Fire Suppression (structural & wildland), auto extrication, officer development and technical rescue.
EMS
38%
FIRE
38%
TECH RESCUE
7%
OFFICER
DEVELOPMEN
T
EMS FIRE TECH RESCUE OFFICER DEVELOPMENT
Training Hours
Item 6.2.3
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CITY COUNCIL
MINUTES
Wednesday, August 13, 2025
1. CALL TO ORDER AND ROLL CALL
Mayor Su called the meeting to order at 7:00 PM
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 to Approve the Agenda, with Agenda Item 6.2 being moved prior to Public Comment. Roll call vote found Council Members Disko, Green, Harrison, Vice Mayor Tingle and Mayor Su in favor. Motion carried unanimously.
5. PUBLIC COMMENTS
Central Valley Marathi Mandal, CVMM invited the City Council to the Ganesh Chaturthi Celebration, on August 30th.
Igor Kiselev, resident and volunteer crossing guard, spoke regarding the need for an adjustment to the required amount of time needed to be a crossing guard.
Shuvam Kuman Das, Project Green, presented an overview of their project to clean up waste in the City to the City Council.
Aryan Agarwal, resident, spoke regarding his Eagle Scout project, which included hosting a First Aid Drive and Education Seminar for residents in June. He presented the leftover kits to the City Council.
6. RECOGNITION, ANNOUNCEMENTS, OR PRESENTATIONS
6.1 Recognition of Aanya Adda for the writing and publication of her first book 'ROBOBUDDY'.
Mayor Su and the City Council recognized Aanya Adda on the publication of her first book.
6.2 Youth Action Committee Update.
Vice Mayor Tingle introduced a member of the Youth Action Committee who provided a report to the City Council.
Item 7.1
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6.3 Lammersville Unified School District Update.
Stephanie Olsen provided a report on Lammersville Unified School District and the first day of school and on sports activities that are underway.
7. CITY COUNCIL CONSENT ITEMS
Motion: Vice Mayor Tingle
Second: Council Member Harrison
Approve the Consent Calendar as recommended by staff.
It was moved/seconded by Tingle/Harrison to adopt Consent Calendar 7.1 – 7.5 as recommended by staff.
Roll call vote found Council Members Disko, Green, Harrison, Vice Mayor Tingle and Mayor Su in favor.
Motion carried unanimously.
7.1 Minutes of July 23, 2025.
7.2 Investment Portfolio
Received and filed the quarterly investment report.
7.3 Monthly Financial Reportsfor April 2025 and May 2025.
7.4 Shea Homes Annexation Fees for Tentative Tract Map 3506 Adopted resolution 2025-48 establishing the annexation fee for Tentative Tract Map 3506 (known as the Rivani Property) for Shea Homes.
7.5 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 Adopted resolution 2025-49 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.
8. CITY COUNCIL POLICY AND ACTION ITEMS
8.1 Strategic Plan Update – Fiscal Years 2025/2026 through 2026/2027 Receive and file the Strategic Plan progress update for fiscal years 2025/2026 through 2026/2027.
Steven J. Pinkerton, City Manager, presented the staff report. Mayor Su opened the public comment period, there being no one wishing to speak it was closed. The City Council received and filed the Strategic Plan Update.
8.2 Adopt a Resolution to Approve Budget Appropriation and Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc.
Jodi Almassy, Deputy City Manager, presented the staff report. Mayor Su opened the public comment period, there being no one wishing to speak, it was closed.
It was moved/seconded byHarrison/Green to approve staff'srecommendation. Roll call vote found Council Members Disko, Green, Harrison, Vice Mayor Tingle and Mayor Su in favor. Motion carried unanimously.
Item 7.1
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Motion: Council Member Harrison
Second: Council Member Green
The City Council adopted resolution 2025-50:
1. Approved 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
2. Authorized 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 asthe City continues to grow.
3. Authorized the City Manager to take all necessary and appropriate actions to carry out the purpose and intent of these recommendations.
8.3 Approval of Agreement with Joe Kriskovich for Human Resources and Risk Management Services Sarah Ragsdale, Administrative Services Director, presented the staff report. Mayor Su opened the public comment period, there being no one wishing to speak, it was closed.
It was moved/seconded by Disko/Tingle to approve 8.3 in the amount of $968,517 for a five-year term with the agreement that provides a two-year extension at the City Council's discretion for a scope of the work and price to be negotiated at the City Manager, under the stipulation that a majority of the work hours are completed at Town Hall. Roll call vote found Council Members Disko, Harrison, Vice Mayor Tingle and Mayor Su in favor; and Council Member Green abstained. Motion carried with four in favor and one abstention.
Motion: Council Member Disko
Second: Vice Mayor Tingle
Approved the 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 Council's discretion for a scope of work and price to be negotiated by the City Manager; under the stipulation that a majority of the work hours are completed at Town Hall.
9. CITY COUNCIL DISCUSSION ITEMS
9.1 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
Laura Johnston, Parks and Recreation Manager, presented the staff report to the City Council.
9.2 Public Information Signage for New Development
Jodi Almassy, Deputy City Manager, presented the staffreport to the City Council. The City Council directed staff to move forward with signage on projects when grading begins. Response to the 2025 Grand Jury Report: “Eyes on San Joaquin County Growth...City of Mountain House San Joaquin County’s Newest City” John Bakker, City Attorney, provided a report on the draftresponse letter. Following City Council discussion, the City Council directed staff to bring the final letter to the City Council for approval.
9.3 Neighborhood Parks Restroom Facilities Discussion
Item 7.1
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Navjo Sidhu, Olden Henson, and a group of residents spoke regarding the item and stated support for the standard plumbed toilet with a single door and encouraged Council to do all four parks at the same time, they further thanked staff for their work on the agenda item.
A resident spoke and expressed support for the construction of an event center in each park in addition to the restrooms.
The City Council directed staff to proceed with a project for standard plumbed single door toilets in all four parks at the same time.
9.4 City Manager Update
Steven Pinkerton, City Manager, presented an update to the City Council.
10. FUTURE AGENDA ITEMS
10.1 Report of Future Agenda Items and Long-Range Calendar Steven Pinkerton, City Manager, presented the long range calendar and reported on future agenda items.
11. COUNCIL COMMENTS
Vice Mayor Tingle requested additional information as it relates to the Grand Jury Response Letter. She requested additional options to support staff's recommendations that are included on staff reports.
Council Member Harrison clarified statements related to the Grand Jury Report timing.
Council Member Disko thanked staff for their work.
Mayor Su thanked staff for their work.
12. CITY ATTORNEY COMMENTS
None
13. CITY MANAGER COMMENTS
None.
14. ADJOURNMENT
Mayor Su adjourned the meeting at 10:48 p.m.
Item 7.1
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TITLE: Response to the 2025 Grand Jury Report: “Eyes on San Joaquin County Growth...City of Mountain House San Joaquin County‘s Newest City“ MEETING DATE: August 27, 2025
PREPARED BY: Margaret Wimberly, City Clerk
RECOMMENDATION
It is recommended that the City Council approve the responses to the 2025 Grand Jury Report and authorize the City Clerk to send the response letter to the Presiding Judge of the Superior Court of San Joaquin County on behalf of the City Council.
BACKGROUND
California’s civil grand jury system dates back to the 1850s and was established as a constitutional mechanism for citizen oversight and investigations of local government. The civil grand Jury investigates the functions of various government offices, departments, and agencies. (See Cal. Pen. Code, § 925a.) State law requires each California county to impanel a Civil Grand Jury annually.
Following the receipt of the final report by a grand jury, the “governing body of the public agency shall comment to the presiding judge of the superior court on the findings and recommendations pertaining to matters under the control of the governing body. . . .” within 90 days. (Cal. Pen. Code, § 933(c).)
DISCUSSION
On August 13, 2025, the City Council discussed and provided direction and feedback to the draft Grand Jury Response Letter and directed staff to return with a revised letter for final City Council approval at the August 27, 2025, City Council meeting.
On June 27, 2025, the 2024–2025 San Joaquin County Civil Grand Jury published a report on the incorporation of the City of Mountain House titled “Eyes on San Joaquin County, Growth . . . City of Mountain House San Joaquin County’s Newest City.” (Attachment A.) The report presents six findings and seven recommendations to the City Council, each requiring a response. The framework for responding pursuant to the California Penal Code, along with the findings and recommendations follow. The City’s proposed response is attached as Attachment B. The response must be transmitted to the Presiding Judge of the San Joaquin County Superior Court no later than August 31, 2025.
Item 7.2
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On August 13, 2025, the City Council reviewed the proposed response and directed staff to return for final approval tonight.
Grand Jury Findings
Pursuant to Penal Code section 933.05(a)(1)-(a)(2), as to each finding, the City Council must indicate one of the following:
1. The City agrees with the finding.
2. The City disagrees wholly or partially with the finding, in which case the response shall specify the portion of the finding that is disputed and shall include an explanation of the reasons.
3. A summary of these findings and recommendations follows, along with the statutory response obligations.
The six findings are as follows:
F1: Mountain House continues to be a “bedroom community” as the Valley Link Project offers only future benefits that rely on ongoing regional coordination and State and Federal funding/investment.
F2: Mountain House remains an isolated community due to a lack of local transit options.
F3: The incorporation of Mountain House has allowed the city to retain a greater share of revenue and to make local land decisions.
F4: Mountain House's high-performing schools and rapid population growth present opportunities and challenges for infrastructure.
F5: Mountain House continues to pursue retail and commercial opportunities to offer essential services and retail options for its residents.
F6: Mountain House continues to promote economic growth to increase employment opportunities within the city’s boundaries.
Grand Jury Recommendations
Pursuant to Penal Code section 933.05 (b)(1)–(b)(4), the City Council must indicate one of the following actions regarding each of the grand jury recommendations:
1. The recommendation has been implemented, with a summary regarding the implemented action.
2. The recommendation has not yet been implemented, but will be implemented in the future, with a timeframe for implementation.
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3. The recommendation requires further analysis, with an explanation and the scope and parameters of an analysis or study, and a timeframe for the matter to be prepared for discussion by the officer or head of the agency or department being investigated or reviewed, including the governing body of the public agency when applicable. This timeframe shall not exceed six months from the date of publication of the grand jury report.
4. The recommendation will not be implemented because it is not warranted or is not reasonable, with an explanation therefor.
The seven recommendations are as follows:
R1: By October 1, 2025, the City Council should pursue regional and state partnerships to advance transportation projects such as Valley Link.
R2: By October 1, 2025, the City Council should explore partnering with the City of Tracy or another entity to improve connectivity to the local Tracy area, ACE, and BART transit systems, as well as within its city limits.
R3: By October 1, 2025, the City Council should continue to evaluate law enforcement and public safety staffing needs, along with infrastructure requirements, as the city’s population increases.
R4: By October 1, 2025, the City Council should engage in proactive planning and funding for K-8 schools and Mountain House High School construction and educational programs to accommodate the expected student growth.
R5: By October 1, 2025, the Lammersville Unified School District Board of Governors and City Council should maintain proactive planning and funding from K-8 schools and the construction and educational programs of Mountain House High School to meet the expected student growth.
R6: By October 1, 2025, the City Council should identify additional funding opportunities to support the future growth of Mountain House High School.
R7: By October 1, 2025, the City Council should prioritize retail and commercial development to increase tax revenues and create employment opportunities within its city limits.
FISCAL IMPACT
No direct fiscal impact.
STRATEGIC PLAN
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Not applicable.
CEQA
Not applicable.
ACTION FOLLOWING CITY COUNCIL APPROVAL
If approved, the City Clerk will transmit the City Council’s response to the Presiding Judge of the San Joaquin County Superior Court and to the Staff Secretary to the Civil Grand Jury no later than August 31, 2025.
ATTACHMENTS
A. 2024-2025 San Joaquin County Civil Grand Jury Report: “Eyes on San Joaquin County Growth...City of Mountain House San Joaquin County‘s Newest City“
B. City of Mountain House Response to the San Joaquin County Civil Grand Jury Report Item 7.2
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Eyes on San Joaquin County
Growth ...
City of Mountain House
San Joaquin County's Newest City
On March 5, 2024, the citizens of the Community Service District (CSD) of Mountain House (MH) overwhelmingly approved cityhood, with 90.81% voting in favor. This milestone occurred 28 years after the CSD was first established. MH became the 483' 0 city in California and the first newly incorporated city since Jurupa Valley in 2011. It is now the eighth incorporated city within San Joaquin County (SJC). The City of Mountain House celebrated its first day of cityhood on July 1, 2024.
The 2024-2025 San Joaquin County Civil Grand Jury believed the city's rapid growth warranted public attention. This report discusses how MH evolved into an incorporated city and examines the key areas defining its development.
During the 2008 recession, MH was labeled the most "underwater" community in America, with 90% of homeowners owing more on their mortgages than their homes were worth.
Average home values plummeted from $550,000 in 2007 to a low of $285,000 in 2009. 119
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MH has made a remarkable recovery. As of November 2024, some home values in zip code 95391 have surpassed $1 million, reflecting an increase of nearly 70% since February 2020, according to Zillow. This marks the largest nse in home valuos of any zip code in Northern Cat1fornia. While prices remain lowe1 than those in the Bay Area, this increase signifies a substantial recovery and lias ignited new construction and commercial investment.
This report will focus on the fo\\owing key areas:
• Tlie Mountain House Master Plan
• City Government
• Community Demographics
• Education
• Transportation
• Law Enforcement
• Business Growth
Glossary
ACE-Altamont Corridor Express
AP-Advanced Placement courses
BART - Bay Area Rapid Transit
BOS- San Joaquin County Board of Supervisors
CFA- Comprehensive Financial Analysis
CSD- Community Service District
CTE- Career Technical Education
K-8 - Kindergarten• 8th grade
LAFCo - Local Agency Formation Commission
LUSD - LammersviHe Unified School District
MH - Mountain House
MHHS- Mountain House High School
Rail Authority - Tri-Valley San Joaquin Valley Regional Rail Authority RTO- Rapid Transit District
SJC - San Joaquin County
Background: The 1994 Mountain House Master Plan
Mountain House is a planned development spanning over 4,600 acres located m the Altamont corridor on the outskirts of San Joaquin County, next to Alameda County. Initially
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envisioned in 1994 as a self-sufficient master-planned community, MH aims to provide employment, services, and recreation accessible via local and regional transit. It consists of 12 neighborhoods, each featuring a kindergarten through eighth-grade (K-8) school that feeds into one community high school, alongside small commercial areas organized around a neighborhood center.
Mountain House's Master Plan revolves around a fundamental framework consisting of:
• As of 2025, the Mountain House Master Plan is projected to have 30,000 residents, with a full community build-out of 45,000 residents expected within tlJe rest of the decade.
• At full community build-out, the primary goal is to create 16,815 jobs, allowing individuals from all economic levels to live and work within its boundaries.
With the goal of creating a lifestyle that relies less on automobiles, MH intends to offer activities within the local community and the surrounding 12 neighborhoods. This will be accomplished through local and regional transit, emphasizing a bicycle and pedestrianfriendly environment with an urban center that fosters community activities and supports high-density retail, commercial, civic, office, and residential development.
For more information on the Mountain House Master Plan, see hllps://www.mountainhouseca.gov/departments/planning
City Government and Incorporation
Two measures shaped Mountain House's path fo cityhood:
• Measure D established Mountain House as an independent, self-governing city.
With Measure D's approval, control of tax revenues shifted from San Joaquin County to Mountain House, which was then incorporated as a city to cover the cost of city services.
• Measure E established an at-large election process for the City Council, allowing all residents to vote tor every council member.
121
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Measu(e E: Council Election Method
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CITY COUNCIL ELECTIONS
Mountain House operates under a Council-City Manager governing system. The mayor serves as the chief executive, while the council constitutes the legislative body. The City Manager is responsible tor overseeing day-to-day operations. Council members are limited to two consecutive terms.
122
Mountain House 2024 City Council Election Results
Mou,nain Hou~e 2024 C,ty Cou1lC1I flect,oo Results
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Community Demographics
On July 1, 2024, Mountain House had an estimated population of 28,825, with a median age of 34.1 years.
Racial and Ethnic Composition
Black or African Arnerlcan
Other Race~
Native American "'-
0.2%
ITWo or more races
8.6% 5.8%
.7%
55.7%
26.0%
/White
Mountain House has one of the most highly educated and income-earning populations in the County.
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Education
Lammersville Unified School District (LUSD), began in 1876 as a single rural school and has expanded dramatically since the launch of the Mountain House Master Plan. The first new school opened in the Wicklund neighborhood in 2004, followed by Bethany, Questa, and then the Altamont K-8 schools. To accommodate continued growth, the district became unified, allowing it to establish Mountain House High School (MHHS).
Lammersville Unified's educational philosophy is: We believe that learning should be based on mastery of content and that personalization of learning should be a priority.
Mountain House currently has eight elementary schools, with three more K-8 schools anticipated because of the construction of Neighborhoods I, J, and K, each designed to accommodate 900 students. The total student enrollment for 2024-2025 is projected to be 8,038 (5,613 in grades K-8 and 2,425 in grades 9-12).
LUSD Funding Sources
State 83% $90,839,052.00
Federal 2% $1,891,280.00
Local Revenue 9% $9,693,824.00
Other Local 6% $6,738,245.00
Total 100% $109,162,401.00 -
The LUSD schools have consistently performed above average within the county and state.
The district provides its students with many award-winning programs from the Early College Pathway Program to Project Lead the Way, Science Olympiad, Mock Trial, Speech and Debate, Health Occupations Students of America (HOSA), Visual and Performing Arts (VAPA). and Career and Technical Education (GTE) Pathways: Biomedical, Engineering, Computer Science, Culinary Arts, as well as an award-winning competitive sports program. There are currently over 100 active clubs at MHHS. 124
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In 2024-25, LUSD expanded its music curriculum to include string instruments, accelerated math programs, and school sports teams at K-8 Schools.
The California Assessment of Student Performance and Progress (CAASPP) serves as the benchmark for state academic performance. The 2024 scores reveal that LUSD schools are top performers in the county and state across all academic areas: English language arts/literacy (ELA), math, and science. Students in LUSD perform at levels comparable to high-performing school districts in the East Bay'. For the 2023-2024 school year MHHS students had a 99% graduation rate.
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In contrast to the declining enrollments in many districts across the state, LUSD anticipates steady growth. Enrollment for the 2025-2026 school year has exceeded the projected 8,000 students, with approximately 2,450 attending MHHS. Each K-8 school can accommodate up to 900 students.
1 East B~y schools: Alameda, Dublin, Fremont, Livermore Valley, Pleasanton, and San Ramon Valley. 125
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To support this growth, construction IS underway at MHHS to add 15 new classrooms, administrative offices, and two science \abs (biology and chemistry) by August 2025. These improvements will enable the district to support a seven-period school day, allowing students to pursue additional electives, career technical education (GTE), and Advanced Placement (AP) courses. Approximately 70% of high school students currently take advantage of these extended !earning opportunities.
The construction of MHHS was accomplished through a two-phase funding strategy involving developer loans (currently being repaid) and a state public bond measure.
Mountain House continues to experience significant growth with the expansion in the North Byron Road area {Neighborhoods J, I, and K), where more than 4,000 residences are projected during the 2030s.
The original Mountain House Master Plan anticipated a high school that would accommodate a maximum of 2.400 students. Currently. Mountain House High School has an enrollment of 2,425. With the development of three K-8 schools north of Byron Highway, LUSD expects approximately another 675 high school students 1n the upcoming years. At that point, MHHS could reach or exceed its manageable facility capacity.
Neigllborhood L was originally designated as a 1,480-home senior-living community without n K-8 school. Willi the conversion of 61 o home-site units to market-rnte units, Neighborhood LIS now projected !O havo 400 K-8 students Without a school 1n this neighborhood. Ne1ghborho0ll L does not have any designated bond lunds available to build a K-8 school; the 400 ~tudents will attend school m either Neighborhood J or K.
As a result of converting the Neighborhood L homesite, LUSD received 19 additional acres for use by the MHHS. !tis likely that further construction may be necessary to accommodate students in Neighborhoods J, I, and K.
ATTACHMENT A
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Delta College - South Campus: Mountain House
San Joaquin Delta College opened the South Campus in Mountain House in 2009, moving from a smaller facility in the City of Tracy. The campus grew from six to nineteen classrooms on a 126-acre site. Initial enrollment increased from 2, 1 oo to 2,700 students each semester.
Gender Distribution (Total: 3,061) Ethnicity Distribution Whltf)/C."'luca,.ian
58.4%
The college provides access to general education and workforce training programs. supporting traditional, on line, and adult learners. The college also offers two programs that allow MHHS students to take college courses before graduation. The Dual Enrollment Program enables high school students to take college courses at their high school while earning college credits. The college's Early Start program offers transferable college credit courses at Delta College's campus. Students do not pay tuition or fees for either program.
Transportation and Regional Connectivity
Mountain House is situated along the Altamont corridor, where commuting between the Northern San Joaquin Valley and the Bay Area is common. Approximately 100,000 Bay Area workers travel daily through this corridor, many commuting more than 90 minutes each way. These long-distance travelers, often called "super-commuters," are drawn by more affordable housing in communities like Mountain House, despite jobs being concentrated 127
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in the higher-cost Bay Area. This trend is expected to increase as cities in Northern SJC continue to grow; traffic over the Altamont Pass is projected to increase by 60% by 2040.
To address the increasing traffic burden, the Tri-Valley San Joaquin Valley Regional Rail Authority (Rail Authority) was established in 2017 through California Assembly Bill 758. The Rail Authority includes representatives from 15 local governments and agencies. Mountain House is represented on this board by a City Councilmember.
The Rail Authority is responsible for developing the Valley Link Project, which connects the Dublin/Pleasanton BART station and the Altamont Corridor Express (ACE) train. This project includes 42 miles of track and seven stations, with one located in Mountain House.
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The Valley Link project is envisioned as a model for sustainability. It will feature zeroemission, hydrogen-powered trains and an on-site hydrogen production facility that could also support regional transit fleets and commercial vehicles. The project's objective is to reduce vehicle travel by over 141 million miles each year. 128
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At a recent Board of Directors meeting, those leading the project development informed the Rail Authority that there are expected delays of years, ii not decades. lllltlally, the project was p1ojected to cost an estimated $1.9 billion; however, costs are now projected to exceed $4 billion, marking an illcrease of 40% in capital construction costs.
Additionally, the time!ine tor the start of construction has been extended, with the first phase not beginllillg until 2028.
Fixed-route public transit is \tmited. Curror11ty, Mour1tair1 House's ollly public transportation is Rapid Transit District {RTD)-Van Go! This shuttle service is an ondemalld ride-shme service that provides one-way transportation within lour designated zones: Lodi-Lockeford, Stockton-Lir1den, Tracy/Mountain House-Lathrop, and MantecaRipon-Esca!on. Van Go! operates on both weekdays and weekends, similar to other rideshare services that offer one-way 1rar1sporrntion. Past services (e.g., from Wicklund ELemantary) connected MH with Tracy. Due to low ridership, these services were discontillued, which included transprntation to Tracy's commuter bus station and connectivity to the Dublin BART station.
There is no direct bus service batwoon MH and Tracy. The City of Tracy opmatos the TRACER bus service, a public transportation system that seives the local Tracy ere a with 11 bus lines. The proximity ol tlie two cities, which are less than 1 o miles apa1t, presents an opportunity for MH to grow beyond its "bedroom community" footprint. Improved public transprntation remains essential.
On February 27, 2025, Mountaill House was awarded $1,372,251 in Congast1on Mitigation and Air Quality grant funds from the San Joaquin Council of Governments (SJCOG) for all Electric Veh1cla Charging Station Project at Towll Hall. This project includes 10 high" capacity EV chargers and two solar cai prnts with battery storage. The City is currently securing the necessary approvals to allocate these fur1ds and begin implementation.
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Financial Structure and Revenue
When the BOS approved MH as a mastor-planned community in 1994, it stipulated that the County would neither finance nor subsidize infrastructure construction. Under the MH Master Plan. developers were required to construct essential ut1l1ty infrastructureincluding water, sewer, and stormwaterfaci\ities-before any building permits could be issued. To fund these improvements, the Mountain House Community Services District established agreements with the developers, allowing them to be reimbursed for their investments. These reimbursements arn collected through utility bills, identified as "debt services."
Before its incorporation. Mountain House operated as a Community Services District (CSD) governed by San Joaquin County. The County made \and use decisions and collected most tax revenues, including the city's share of the sales tax. Mountain House was responsible for public safety, parks, community facilities, and 18 other functions but lacked autonomy over essential planning and financial matters.
To qualify for incorporation, !he San Joaquin Lo cat Agency Formation Commission (LAFCo) conducted a Comprehensive Financial Analysis (CFA) to determina if MH could sustain city operations with its own revenue base. In September 2023, the LAFCo Board formally approved incorporation by adopting Resolution 23-1S26.
Upon its incorporation on July 1, 2024, MH gained full control of budgeting, land use, and city planning. It now receives a direct share ol sales and property tax revenue and qualifies for funding streams that are only available to incorporated cities.
Mountain House previously received 15.7% to 17.6% 01 tho countywida 1% tax rate.
Under e new agreement with the County, the city's share increases by 3.795%, raising it to
19.53% - 21.43%. Mountain House also receives:
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• A guaranteed shaie of San Joaquin County's Measure K sales tax is allocated for road maintenance.
• A full 1% share of local sales tax.
• State funding only available to cities.
• To ensure financial sustainability, the city also relies on folll voter"approved special taxes, enacted in 1996:
o Roads and transportation
o Public safety services
o Parks, recreation, and communitytacilities
o Public works
For residential prope1ties, the tax rate is based on the living area and parcel size. Non• residential rates are assessed using the total building area. Rates increase each year due to inftation, capped at lour percent.
Cityhood has enabled Mountain House to retain and reinvest a greate1 prntion of its locally generated revenue. It now independently funds essential services, manages growth, and makes strategic decisions about the community's future.
That one percent tax is distributed as follows:
County General
County Library
LammersviUe Unified Schools
S.J. Delta Comm. College
County Office of Education
Tracy Cemetery
SJC Flood Control
SJC Mosquito Abatement
Byron-Bethany Irrigation
Mountain House CSD2
ERAF - Educational Revenue Augmentation
At present, MH has three primary revenue sources:
20.2%
1.6%
19.2%
3.6%
1.5%
0.5%
0.2%
0.7%
10.7%
15.7%
26.1%
• Special Tax Assessments: An annual special tax of just under one dollar per square loot on all buildings, including residential and commercial properties. This tax represnnts two.thirds of the city's annual tax revenue. 'The CSD st;\l ex.sls to manage the Master Restrictions {,ules for the commumty),
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• Property taxes: The benefits arise from substantial property tax revenues, given the median home value of $726,000.
• Enterprise Funds: These funds primarily come from utility fees and are expected to increase by $6.2 million (35%) over the next five years, due to utility rate adjustments and further residential growth.
Mountain House anticipates a $12.2 million increase over the next five years, due to the following:
• Residential Growth: Approximately 1,500 to 2,000 new residential units will contribute to both property tax and special assessment revenues. • Utility Rate Adjustments: Annual inflation adjustments to utility fees will contribute to revenue growth.
h_ltps :/ /www. mountain hou sec a .goy_/ govenme n lit i na nee/bud get-documents Public Safety
Mountain House has a contract with the San Joaquin County Sheriff's Office for law enforcement services at an annual cost of $3,304,825 for the period of 2024-2025. The contract ensures support from the department's full range of resources. A total of 11 fulltime officers are directly assigned to MH, including seven Deputy Sheriffs, one Motor Deputy, one School Resource Officer, a Sergeant, and a Lieutenant. The current contract period runs from July 1, 2024, to June 30, 2029. Additionally, the City has contracted tor 21 License Plate Reading FLOCK Cameras, which are installed at the community's entrances and exits, with 16 cameras currently operational. These tools are available to law enforcement to assist in community policing.
This arrangement has been in place since Mountain House was a CSD. Given the significant costs related to establishing an independent police department, it is unlikely that the city will pursue a standalone department in the near future. Crime data is available at:
https://www.mountainl1ouseca.gov/residents/pub1ic-safety-slleritf-and-fire 132
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Business Growth
The MBster Plan erwisioned 12 neighborhoods. each centered around parks, schools, and small commercial areas. lt also included a cent1allylocated Town Center, a designated commercial center, office spaces, and industrial parks, which are expected to generate app1oximately 16,000 jobs. Currently, lower than 1,500 jobs are available within the city limits. With that vision in mind, MH has been focused on enhancing business development.
Since tr1e opening of a Safeway grocery strne in 2022, which acts as an anchor for other small businesses and restaurants in the City Market retail center, there have been additional areas of business growth.
Two major developments have been approved and are under construction or in developmental stages. The Mustang Square shopping center, located at the intersection of Grant Line and Mountain House Parkway, includes an Arco gas station, a car wash, an AM/PM convenience store, and a 7,000 square-foot building that will include a sit-down restaurant and additional businesses, along with two drive-through restaurants. The Wicklund Crossing neighborhood commercial site was approved ln January 2025 and will house a sports and retail building.
Beginning in fiscal year 2025-2026, the c11ywill launch an economic development program, with proposed funding to initiate its first Economic Development Strategic Plan, which wit! serve as a guide to attract commercial, retail, and employment-generating businesses. Tile city's intent is to enhance the local economy to provide essential services to its residents while creating residential employment opportunities. In the interim, the City is working with the San Joaquin Partne1ship, a regional nonprnfit economic development organi,ation, to begin community outreach and enhance the city's visibility in the regional area.
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The City has partnered with the Mountain House Chamber of Commerce to collaborate on local business growth, support community networking, and city events. www.mounlainhousechamber.corn
Method of Investigation
The San Joaquin County Civil Grand Jury compiled information for this report through public document research, local government meetings, interviews, and presentations by City and County officials.
Materials Reviewed
Board of Supervisors Office: t1ttps://www.sjgov.org/
City of Mountain House: https://www.mounlainhouseca.gov/ City of Mountain House Master Plan
City of Mountain House Financial Transparency: February 10, 2025 City of Mountain House: 2024 Environmental Document & Notice Determination Lammersville United School District: l::11nmersvillesct1ooldistrict.net General Plan Amendment, Master Plan Amendment, February 2025 - MacKey & Somps Mountain House New Town: Sch#1990020776
Mountain House Housing Review- Minter Harnish Hansford Consultants Final Report Mountain House Matters: https://mhmatters.net/
NY Times: nytimes.com
San Joaquin Community College District: htlps://www.dellacotlege.edu/ San Joaquin County: https://www.sjgov.org/
San Joaquin LAFCo: https://www.sjlafco.org/
San Joaquin County: 2015-2023 Housing Element Public Hearing Draft Nov 2025 San Joaquin Regional Transit District: https://sanjoaquinrtd.com/ The Record: https://www.recordnet.com/
Tracy Press: https://www.ttownmedia.com/
Tri-Valley San Joaquin Valley Regional Rail Authority: valleylinkrail.com Tri-Valley San Joaquin: Board of Supervisors Meeting Packet, May 14, 2025 Valley Link Rail: valleylinkrail.com
Zillow.com
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Findings
F1: Mountain House continues to be a "bedroom community" as the Valley Link Project offers only future benefits that rely on ongoing regional coordination and State and Federal funding/investment.
F2: Mountain Hou so remains an isolated community due to a lack of local transit options.
F3: The incorporation of Mountain House has allowed the city to retain a greater share of revenue and to make local lartd decisions.
F4: Mountain House's high-performing schools and rapid population growth present opportunities and challenges for infrastructure.
F5: Mountain House continues to pursue retail and commercial opportunities to offer essential services and retail options for its residents.
F6: Mountain House continues to promote economic growth to increase employment opportunities within the city's boundaries.
Recommendations
R1: By October 1, 2025, the City Council should pursue regional and state partnerships to advance transportation proJects such as Valley Link.
R2: By October 1, 2025, the City Council should explore partnering with the City of Tracy or another entity to improve connectivity to the local Tracy area, ACE, ancl BART transit systems, as well as within its city limits.
R3: By October 1, 2025, tlie City Council should continue to evaluate law enforcement and public safety staffing needs, along with mfrastructure roquiremems, as the city's population increases.
R4: By October 1, 2025, the City Council should engage in proactive planning and funding for K-8 schools and Mountain House High School construction nnd cducntionnl programs to accommodate the expected student growth.
RS: By October 1, 2025, tlie LammersviHe Unified School Dist11ct Board of Governors and City Council should mamtain proactive planning and funding frn K-8 schools and the construction and educational p1ograms of Mountain House High School to meet the expected student growth.
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R6: By October 1, 2025, the City Council should identify additional funding opportunities to support the future growth of Mountain House High School.
R7: By October 1, 2025, the City Council should prioritize retail and commercial development to increase tax revenues and create employment opportunities within its city limits.
Disclaimer
Civil Grand Jury reports are based on documentary evidence and the testimony of sworn or admonished witnesses, not on conjecture or opinion. However, the Civil Grand Jury is precluded by law from disclosing such evidence except upon the specific approval of the Presiding Judge of the Superior Court or another judge appointed by the Presiding Judge (Penal Code Sections 911, 924.1 (a), and 929). Similarly, the Civil Grand Jury is precluded by law from disclosing the identity of witnesses except upon an order of the court for narrowly defined purposes (Penal Code Sections 924.2 and 929).
RequestforResponses
California Penal Code Sections 933 and 933.05 require that specific responses to all findings and recommendations contained in this report be submitted to the Presiding Judge of the San Joaquin County Superior Court within 90 days of receipt of the report.
Note: If the responder is an elected official, the response must be sent within 60 days of receipt.
Mail or hand deliver a hard copy of the response to:
Honorable Gus C. Barrera II, Presiding Judge
San Joaquin County Superior Court
180 E Weber Ave, Suite 1306J
Stockton, California 95202
Also, please email a copy of the response to Mr. Irving Jimenez, Staff Secretary to the Civil Grand Jury, at [email protected].
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Mountain House Page 44 of 621
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Mountain House Page 45 of 621
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Mountain House Page 46 of 621
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Mountain House Page 47 of 621
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Mountain House Page 48 of 621
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Mountain House Page 49 of 621
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Item 7.2
Mountain House Page 50 of 621
TITLE: List of Recent Contracts under the City Manager Signing Authority MEETING DATE: August 27, 2025
PREPARED BY: Simrann Sidhu, Management Analyst
RECOMMENDATION
There is no action required for an informational item.
DISCUSSION
To maintain alignment with past practices, staff is bringing forward the report of any contracts signed under the City Manager’s spending authority.
Attached is a list of contracts signed by the City Manager, or designee, under the Purchasing Agent authority, during the month of July 2025.
FISCAL IMPACT
There is no adverse fiscal impact to the Fiscal Year 2025-2026 adopted budget.
ATTACHMENTS
A. Attachment A: List of Recent Contracts
c: City Attorney
Item 7.3
Mountain House Page 51 of 621
CONSENT ITEM 7.3
ATTACHMENT A
A-2526-01 CVPR Special Event Staging FY 2526 880 88,255.72 $ A-2526-02 Primetime Entertainment Special Event AV Services FY2526 882 23,100.00 $ A-2526-03 Robertson-Bryan, Inc. NPDES Compliance 891 41,324.00 $ A-2526-12 Nomad Transit LLC Traffic Improvement - 59,950.00 $ A-2526-13 Berkson Associates MSR Update, Property Tax Exchange 871 27,500.00 $ A-2526-15 CBG Technical support for PLEP - 27,000.00 $
A-2526-18 Kosmont Financial Services Continuing Disclosure - 35,000.00 $ A-2526-19 Kosmont Companies Economic Development and Real Estate Advisory - 45,000.00 $ ` A-2526-20 Lawson SSP Group, LLC HVAC Maintenance and on-call services - $ 36,289.59 A-2526-22 Joe Kriskovich HR and Risk Management Services for July & Aug 904 $ 41,666.00 A-2526-23 Crystals Flooring Flooring Installation 890 9,872.32 $ A-2526-24 GR Martin Solutions Executive Training 901 49,500.00 $ A-2526-25 Environmental Innovations Inc SB1383 Compliance 888 17,020.00 $ A-2526-26 Bartle Wells Associates Prop 218 Study 899 $ 88,255.00 - Collins Accountancy Accounting Services 25/26 903 $ 50,000.00 Scope of Service PO
City of Mountain House 2025-2026 Consultant/Contractor Agreements Under City Manager's Signing Authority
Agreement # Contractor/Consultant Total Contract
Amount
8/22/2025
Item 7.3
Mountain House Page 52 of 621
TITLE: Amended and Restated Fire Protection and Emergency Medical Services Agreement.
MEETING DATE: August 27, 2025
PREPARED BY: Rex Osborn, Public Safety Consultant
RECOMMENDATION
Staff recommends that the City Council adopt the resolution approving an amended and restated agreement for Fire Protection and Emergency Medical Services with the French Camp McKinley Fire District (FCFD). This amendment will extend the agreement to June 30, 2030.
BACKGROUND
The Board of Directors of the Mountain House Community Services District (District) approved an agreement with French Camp McKinley Fire District (FCFD) for fire protection and emergency medical services on May 20, 2015. Subsequently, the Board approved first and second amendments to that agreement in July 2020 and August 2021, respectively.
Since 2015, FCFD has provided timely responses, excellent service, and a steadfast commitment to the community. The City of Mountain House has maintained a strong and effective partnership with FCFD, ensuring high-quality fire protection and emergency medical services for our residents.
DISCUSSION
With the incorporation of Mountain House on July 1, 2024, the responsibility for fire and emergency medical services transitioned from the Mountain House Community Services District to the City. This amended and restated agreement extends our partnership with FCFD through June 30, 2030, with two (2) optional 5-year extensions at the mutual agreement of the parties.
The agreement also includes minor non-substantive updates while preserving the exceptional level of service that our community has come to rely upon.
The only substantive change to the amended and restated agreement is in the Scope of Services.
Language has been added to take into account the opening of Fire Station 2. The updated agreement requires the addition of an engine company with two personnel per shift, who are assigned to the new Station 2. This increases the minimum number of personnel per shift from five to seven.
Item 8.1
Mountain House Page 53 of 621
FINANCIAL IMPACT
In accordance with the current and proposed Amended and Restated Agreement, FCFD submits a proposed budget to provide services in February for the following fiscal year (June – July). The FCFD budget for fiscal year 2025/2026 is $4,967,120, an increase of 44% over the previous year.
The increase is due mainly to the addition of six (6) additional personnel (two per shift) and the planned operation and maintenance costs for Station No. 2. Sufficient funds have been included to provide funding for this agreement in the fiscal year 2025-2026 budget.
This agreement reinforces the City’s long-term commitment to public safety and aligns with the City Council’s Strategic Plan for Public Safety, which prioritizes:
Ensuring rapid emergency response times through strong local control emergency services and partnerships.
Enhancing community well-being by maintaining high standards of fire protection and emergency medical services.
Providing long-term stability in emergency response services through strategic, forwardthinking agreements.
ACTION FOLLOWING CITY COUNCIL APPROVAL
The City Manager will execute the Amended and Restated Fire Protection and Emergency Medical Services Agreement with FCFD and manage the agreement on behalf of the City until June 30, 2030. Sufficient funds have been included in the budget for fiscal year 2025/2026 for the cost of these services.
ATTACHMENTS
Attachment A: Amended and Restated Fire Protection and Emergency Medical Services Agreement between the City of Mountain House and French Camp McKinley Fire District
Attachment B: Resolution Approving Amended and Restated Agreement with French Camp McKinley Fire District
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AMENDED AND RESTATED FIRE PROTECTION AND EMERGENCY
MEDICAL SERVICES AGREEMENT BETWEEN THE CITY OF
MOUNTAIN HOUSE AND FRENCH CAMP-MCKINLEY RURAL FIRE
PROTECTION DISTRICT
THIS FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES
AGREEMENT (hereinafter referred to as “Agreement”) is made and entered into by and between the City of Mountain House, a California municipal corporation (hereinafter referred to as “City”), and the French Camp-McKinley Rural Fire Protection District, a California Rural Fire Protection District (hereinafter referred to as “FCFD”). The City and the FCFD may be collectively referred to as “Parties.”
RECITALS
A. The Mountain House Community Services District (hereinafter referred to as “MHCSD”) and FCFD entered into a Fire Protection and Emergency Medical Service Agreement, effective September 15, 2015, that the parties amended on July 22, 2020, and again on August 10, 2021 (hereinafter referred to as the “Previous Agreement”).
B. On July 1, 2024, the City of Mountain House was incorporated, and the responsibility for fire and emergency response was transferred from MHCSD to the City. As a result of the incorporation, MHCSD, in effect, assigned the Previous Agreement to the City, and the City assumed it.
C. The City and FCFD now desire to amend and restate the Previous Agreement to extend the term through June 30, 2030, and to make various non-substantive amendments to reflect the current state of the Parties’ affairs.
AGREEMENT
In consideration of the mutual promises contained herein, the Parties agree, superseding the Prior Agreement in all respects, as follows:
Section 1. Recitals.
The Recitals are true and correct.
Section 2. Definitions.
The following terms as used in this Agreement are defined as follows:
a. “Annual Fee” means the total fee for services paid by the City to FCFD for performing the terms of this Agreement for each Contract Year, prorated for the initial year for the period September 15, 2015, through June 30, 2016. b. “City” means the City of Mountain House.
c. “City Manager” means the City Manager of the City of Mountain House.
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d. “Contract Year” means the period of July 1 of each year through June 30 of the following year.
e. “FCFD” means the French Camp McKinley Rural Fire Protection District. f. “Fire Chief” means the chief executive officer of FCFD. g. “Fire Station 1” means the Fire Station located at 911 Tradition Street at the corner of Tradition Street and Mustang Way in Mountain House.
h. “Fire Station 2” means the Fire Station located at 1448 Diapreet Drive at the corner of Diapreet Drive and Central Parkway in Mountain House.
i. “Service Level Criteria” means the criteria set forth in Attachment A.
Section 3. Term.
This Agreement shall commence on September 15, 2015, and continue through June 30, 2030, with subsequent five (5) year terms with the mutual agreement of the parties, unless terminated on an earlier date in accordance with this Agreement. Renewal discussions shall begin at the beginning of the fourth year of the term.
Section 4. Compensation
a. Annual Fee. The City shall pay FCFD an Annual Fee for the services provided pursuant to this Agreement each Contract Year.
b. Initial Annual Fee. The Annual Fee for the initial Contract Year (which commenced September 15, 2015) shall be One Million Eight Hundred Forty-two Thousand Dollars ($1,842,000.00) (“Contract Fee”), which shall be prorated for the 289 days of the first year to One Million Four Hundred Forty-four Thousand One Hundred Twenty-eight Dollars ($1,444,128.00) (“Initial Prorated Fee”). For all purposes in computing Subsequent Annual Fees, only the Contract Fee for the initial Contract Year shall be used, not the Initial Prorated Fee.
c. Subsequent Annual Fees. Each Annual Fee following the initial Contract Year shall be determined as follows:
1. FCFD shall submit a proposed budget (“Budget”) to provide services under the Agreement setting forth the total Annual Fee requested for the next Contract Year, which may include an administrative fee in the amount of six percent (6%) of the proposed personnel, operations, and maintenance costs, and which the Parties agree shall be the only costs owed by the City for general overhead expenses of FCFD. FCFD shall submit its proposed Budget to the City Manager by no later than February 28. The City Manager and Fire Chief shall meet to review and approve a final Budget and negotiate the Annual Fee for the upcoming Contract Year prior to March 31.
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2. In the event the Parties are unable to negotiate an Annual Fee for the upcoming Contract Year by April 30 (“Fee Deadline”), then the Parties agree that the Annual Fee for the upcoming Contract Year shall be equal to the current Contract Year Annual Fee increased by three percent (3%) and any other costs authorized by this Agreement.
Notwithstanding the foregoing, the City and FCFD shall share annual adjusted costs associated with Payroll Cost based on daily staffing levels and at a costsharing ratio of sixty-five percent (65%) by the City and thirty-five percent (35%) by FCFD.
Notwithstanding the foregoing, effective upon the hiring of the personnel needed for the opening of Fire Station 2, the City and FCFD shall share annual adjusted costs associated with Payroll Cost based on daily staffing levels and at a costsharing ratio as determined by Section 4.c.3. “Payroll Cost” shall mean the employer’s cost for salary and employer-paid benefits, which include but are not limited to employee earnings, employer’s cost for health, dental, and vision insurance premiums, workers’ compensation, Federal Insurance Contributions Act (“FICA”), and Medicare, retirement contributions, unemployment insurance, and life insurance.
FCFD shall provide a Payroll Cost Report to the City within thirty (30) days of billing the monthly installment as set forth in Section (4)(d) of this Agreement. “Payroll Cost Report” shall mean the document(s), report(s), and/or billing statement(s) produced at the close of each pay period that provides the following information: employee’s job code, ID, name, earnings code, hours, earnings, and retirement base; as well as employer’s contributions for FICA, Medicare, unemployment insurance, worker’s compensation coverage, retirement, medical, dental, and vision insurance premium, and life insurance. FCFD shall retain copies of the records required by this subdivision for at least thirty-six (36) months after the end of the subject pay period.
3. The payroll cost-sharing percentage shall be determined annually upon approval of the Mountain House Fire Department Budget. The percentage shall be determined by dividing the total of the top-step salary (including add pays) of those positions assigned to Mountain House by the total of the top-step salary (including add pays) of all line positions of French Camp Fire District.
Line positions include but are not limited to Fire Captain/Duty Officer, Fire Lieutenant, Firefighter Engineer, and Firefighter.
4. Within ninety (90) days of the end of the Contract Year, FCFD shall provide the City with a year-end statement showing the total cost of the services provided under this Agreement. The portion of an Annual Fee that is not expended in a Contract Year for approved budgeted items or offset for financial demands resulting from bona fide emergencies or insurance shall carry over as a credit to Docusign Envelope ID: 849B7C0D-90C7-4A46-A98A-6360D20FFCE3 Item 8.1
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the following Contract Year Annual Fee, and any deficit incurred by FCFD in any Contract Year for financial demands resulting from bona fide emergencies or insurance shall be reimbursed by the City within thirty (30) days of billing by FCFD. FCFD shall retain relevant documents and records associated with the year-end statements for at least thirty-six (36) months after the completion of the Agreement.
d. Payment requirements. The City shall pay FCFD the Annual Fee in monthly installments equal to one-twelfth (1/12) of the Annual Fee by the fifteenth (15) of each month (“Due Date”) during the term of this Agreement. However, for the initial Contract Year, the payment of the Initial Prorated Fee shall be paid to FCFD in monthly installments equal to one-tenth (1/10) of the Initial Prorated Fee by the fifteenth (15) of each month commencing October 15, 2015. Payments received sixty (60) days after the Due Date shall include interest on the outstanding balance at three percent (3%) simple interest occurring as of the sixtieth (60) day.
Section 5. Scope of Services
a. Incident Response Area. FCFD shall provide all services identified below to all areas within the jurisdictional boundaries of the City.
1. Planning, Coordination, Service Agreement, and Boundary Change. i. The Parties agree to cooperate in good faith and participate in all planning as it relates to the provision of fire and emergency medical services that affect the City, including meeting and conferring in the planning and pre-application phases.
ii. The City shall notify FCFD of all City ordinance changes concerning, related to, or affecting FCFD’s provision of services under this Agreement. b. Station Location/Staffing. The response configuration for the City is based on one (1) station with two (2) fire apparatus. Effective upon the opening of Fire Station 2, the response configuration shall be based upon two (2) stations, with an Engine and Truck Company assigned to Fire Station 1 and an Engine assigned to Fire Station 2.
FCFD shall use the Fire Stations, as set forth in this Agreement, as the primary location for all staff and equipment during FCFD’s performance of fire services as set forth in the Agreement.
FCFD shall provide fire protection and emergency medical services in a manner consistent with the Agreement and within the staffing response guidelines established in the jointly adopted Service Level Criteria as set forth in Attachment A, including the use of both Parties’ vehicles, equipment, apparatus, and sufficient personnel to operate the vehicles, equipment, and apparatus, subject to the dual conditions that (1) reasonably sufficient vehicles, equipment, apparatus, and (2) personnel shall remain within the City to assure adequate fire protection and emergency medical services to Docusign Envelope ID: 849B7C0D-90C7-4A46-A98A-6360D20FFCE3 Item 8.1
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the City, subject to the response configuration and minimum staffing levels specified in this Agreement. In the event the demands of the City exceed the response configuration and minimum staffing resources upon which this Agreement is structured, FCFD agrees to use mutual and automatic aid agreements as may be necessary to supplement fire protection and emergency medical services. FCFD shall maintain continuous twenty-four (24) hours per day, seven (7) days per week, uninterrupted fire protection and emergency medical services consistent with the Service Level Criteria but subject to the response configuration and minimum staffing specified in this Agreement.
Upon the opening of Fire Station 2, within the City boundaries, FCFD shall maintain a minimum staffing level of seven (7) personnel: one (1) three-person company, two (2) two-person companies, and one (1) Duty Officer per shift. Each company shall consist of a Company Officer and one (1) Firefighter. In the absence of ranked positions, personnel working “out-of-class” (acting) will be used.
1. Fire Station 1. The first-out engine shall be staffed with three (3) personnel. The second unit shall be staffed with two (2) personnel.
Fire Station 2. Upon the opening of Fire Station 2, The first-out engine shall be staffed with two (2) personnel, increasing to three (3) as is fiscally reasonable.
In the event that engine companies stationed in the City leave the boundary of the City for any reason, FCFD will arrange for appropriate backup coverage to ensure that the City has adequate response capability in the event of an incident.
The Parties shall review the minimum staffing level and response configuration on an annual basis. Any proposal by FCFD to increase the minimum staffing level and/or response configuration shall be submitted to the City at the same time as the proposed annual Budget set forth in Section 4, subdivision (c)(1) of this Agreement. The response configuration or minimum staffing specified in this Agreement shall only be changed upon mutual agreement of the Parties. c. Equipment Requirements. During its performance of this Agreement, FCFD shall maintain the equipment levels set forth in Policy F216, a copy of which is contained in Attachment B. In the event that an emergency extends beyond the mutually agreed extended commitment time, FCFD shall obtain approval from the City Manager or his/her designee beyond the two-hour (2-hour) period in those instances outside of pre-existing agreements (pre-existing agreements include Master Mutual Aid, California Fire Assistance Agreement, Assistance for Hire (California Department of Forestry, and the Bureau of Land Management)).
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agreements with fire protection providers that are contiguous with the City and establish and maintain automatic aid agreements in areas where service might be improved by such agreements so long as it is in the best interests of all parties to do so. FCFD may enter into such agreements on behalf of the City only with the consent of the City Manager, which consent shall be timely and not unreasonably withheld. f. Basic Life Support. FCFD will maintain, at a minimum, the level of Basic Life Support (BLS) response.
g. Hazardous Materials Response. FCFD will provide First Response Operational Level (FRO) trained staff available to respond to Hazmat incidents, but as the City is contracted with San Joaquin County Environmental Health Department (EHD) for Hazmat services, FCFD will support EHD on all incidents within the City boundaries. h. Rescue Services. FCFD will provide technical rescue services such as technical rope rescue, vehicle extrication, and low angle rescue and will support the San Joaquin County Joint Urban Search and Rescue (USAR) Team in any required team response within the City.
i. Community Education. FCFD shall develop, implement, and maintain fire prevention and public education programs within the City, including materials for using and disseminating this information.
j. Fire Prevention/Inspections/Investigations. FCFD shall develop and submit for approval a fire prevention plan for the City to the City Manager. FCFD shall also be responsible for the investigation of all fires, including cause and origin, within the City and, upon request of the City, review and propose fire codes, cost recovery, and ordinances for adoption by the City. FCFD shall administer and enforce all adopted fire codes, City ordinances, and other applicable State and Federal Codes and regulations.
k. Other Fire Services. FCFD shall provide the following services during the term of this Agreement:
1. Maintain adequate records of activities as may be required by the Insurance Services Office and the California Office of the State Fire Marshal and develop a plan to obtain an ISO rating lower than the current rating.
2. The Parties shall take all reasonable steps, consistent with the obligations of each under this Agreement, to maintain all of the City’s facilities, apparatus, equipment, and its entire system in a good state of repair, and each at all times shall conduct its operations and perform its obligations under this Agreement in a safe and professional manner. Any changes or upgrades in equipment, apparatus, or facilities shall be subject to the mutual approval of the Parties.
3. Participate in the City’s emergency management planning through the Fire Chief or designee and commit command staff (Lieutenant level and above) to the Docusign Envelope ID: 849B7C0D-90C7-4A46-A98A-6360D20FFCE3 Item 8.1
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emergency operations center when activated. Such participation shall include cooperation in emergency preparedness exercises at least annually to exercise the City’s emergency management plan. In addition, FCFD shall provide training as needed to support the emergency operations plan and the mission of the Emergency Operating Procedures (EOP).
4. The Fire Chief or designee shall attend meetings of the City Council, not exceeding twelve (12) per Contract Year.
5. FCFD agrees to provide the City with regular reports and evaluations of the fire protection and emergency medical response services on a monthly basis and in a format agreed upon by both entities. This report shall be completed before the fifteenth (15) day of the following month.
6. FCFD shall provide the City financial reports on at least a quarterly basis. The financial reports will detail expenses for the City Fire Station and grouped by personnel services, materials and services, and capital expenses.
7. The Parties shall keep each other informed of all new developments, issues, or concerns related to the efficient delivery of services provided pursuant to the Agreement.
8. The Parties shall participate and coordinate efforts to obtain all available grants, reimbursements, and related programs to enhance funding for the City.
Section 6. Administration
a. Fire Chief Designation. The Fire Chief of FCFD is hereby designated as the Fire Chief of the City and shall have and possess such authority as the City’s Ordinances and State/Federal law provide for the Fire Chief.
b. Liaison to the City. FCFD designates the Fire Chief or his/her designee (at no time below the rank of Captain) as the direct liaison to the City Manager.
1. Liaison responsibilities shall include but are not limited to:
i. Meetings as arranged between the Fire Chief and City Manager to discuss budget, operational or other issues which may arise.
2. The Liaison shall promptly notify the City Manager of the following events occurring within the City:
i. Any fire in excess of two alarms;
ii. Any fire fatality;
iii. Major hazardous materials response;
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iv. Serious response-related injury to any firefighter responding to service within the City; and,
v. Any incident resulting in the closure of a business, evacuation of large numbers of citizens, or the displacement of persons from their home for more than twenty-four (24) hours.
3. The Fire Chief shall designate a person (at no time below the rank of Captain) who shall be responsible for on-site management of the day-to-day operation of the City Fire Station, including personnel scheduling and maintain regular office hours at the station or other location.
c. Fire System Planning.
1. The Parties shall plan and coordinate the provision of fire protection and emergency medical services within the City. The Parties will jointly coordinate with other fire and emergency medical service providers.
2. The Parties shall manage and administer fire protection and emergency medical services, current and future facility needs, and any changes to the boundary or service area. Both Parties mutually agree to meet and confer on all future expansion and changes in fire protection services (i.e., based on population/density, life safety, calls for service, future development, and especially fiscal ability to pay for these services by the City.)
3. If the City requires additional contract services to provide fire and emergency services to areas not currently served by the City through its contract with FCFD, the Fire Chief and City Manager will negotiate a mutually acceptable amendment to this Agreement to provide such services, which shall become effective upon approval by the governing bodies of FCFD and the City and the expenses for which will augment the Annual Fee in the Contract Year in which the amendment is approved.
4. This subsection shall not apply to those services provided under mutual aid, automatic, and/or other interagency response agreements. d. Fees/Revenues collection.
1. FCFD will assist the City in the development of an appropriate fee schedule for fire services rendered in the City by FCFD. FCFD will provide all documentation necessary to support the imposition of fees by the City.
2. All fees and other revenues attributable to the provision of services rendered by resources funded by this Agreement shall be the property of the City.
3. All fees and other revenues described in the paragraph above shall be collected by the City with the assistance of FCFD when necessary.
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e. Local Identity. Facilities owned and located inside the City shall have signage that includes the City marking and corporate seal. Vehicles owned by the City shall display a City seal, as approved by the City Manager in consultation with the Fire Chief. FCFD shall identify it serves the City in all promotional and educational materials concerning the City.
f. Reports and Records.
1. Records related to providing services to the City under the terms of this Agreement shall be the property of both FCFD and the City, except such records privileged or confidential by law.
2. FCFD will maintain sufficient records to enable the City to meet its reporting obligations and needs as they relate to the provision of services as provided for in this Agreement and as such services relate to performance obligations which are provided for in other agreements which the City has or may enter into (e.g., EMS First Responder Agreement). FCFD will submit, on the City’s behalf, all information required by requesting authorities (such as NFIRS, OSHA Industrial Injuries, etc.).
3. FCFD will maintain sufficient financial records related to the performance of services under this contract to enable the City to seek financial reimbursement for disaster response, hazardous material, and other incident response for which the City may be eligible for reimbursement.
4. The Parties will provide each other with all financial and other reports reasonably related to the performance of their obligations under this Agreement as requested by the other Party.
5. Upon reasonable request by the City Manager, FCFD will make available its records for audit and inspection by the City Manager or his/her designated representative.
6. The City or its agent, at its sole expense, shall have access to any books, documents, and records of FCFD which are pertinent to its performance of this Agreement for the purposes of making an audit or examination. All books, records, and supporting details shall be retained for a period of five (5) years after the term of this contract. The Parties agree that in the event audit exceptions are determined by appropriate audit agencies, compliance shall be the responsibility of the Party responsible for the exception.
g. Fire Complaints and Requests for Service.
1. FCFD shall inform the City Manager of any and all complaints regarding the provision of services to the City by FCFD.
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community, if available to do so consistent with the provision of fire protection and emergency medical services and maintenance obligations pursuant to this Agreement.
Section 7. Facilities
a. Buildings/Real Property.
1. Use of the City Fire Stations. The City will provide FCFD use of the Fire Station 1, located at 911 Tradition Street at the corner of Tradition Street and Mustang Way, and Fire Station 2, located at 1448 Diapreet Drive at the corner of Central Parkway and Diapreet Drive, to perform services to the City under the terms of this Agreement. The City will provide the use of these facilities at no cost to FCFD. Responsibility for maintenance of the building and grounds are as set forth below. None of the provisions of this Agreement shall be construed to create for FCFD any right, interest, or ownership in any real property of the City during this Agreement.
2. City Responsibility. The City will be responsible for all structural, roof, electrical, plumbing, HVAC, and other major building equipment, fenestration, landscape maintenance, and other capital and facility maintenance, except as specified for accomplishment by FCFD below. The City will also be responsible for paying utilities provided by the City, including water, garbage, and sewage service fees.
The City Manager shall coordinate with the Fire Chief any City maintenance and repairs. The level of maintenance of the Fire Station will be consistent with the level of maintenance provided by the City to other City-owned facilities.
3. FCFD Responsibility. During the term of this Agreement, FCFD shall maintain the City facilities in a state of good repair, reasonable wear and tear excepted.
FCFD shall be responsible for routine maintenance including, but not limited to, day-to-day cleaning (e.g., vacuuming, trash pickup, mopping, etc.) and light maintenance and repairs (e.g., light bulb replacement, routine landscaping, etc.) of the facilities utilized by FCFD in the execution of this agreement at no additional cost to the City. The Parties shall establish a fixed maintenance schedule and related budgetary line item account for fire facilities and apparatus maintenance in the annual Budget. Additionally, the Parties shall keep track of all maintenance and repairs and make this information available to each other upon request.
Damage caused by the negligent or intentional conduct of either Party or its employees shall be the responsibility of such Party at no additional cost to the other Party. The cost for operating and maintaining utilities in the Fire Station and any other City facilities used by FCFD will be the responsibility of FCFD, including charges for electricity, gas, telephone, janitorial, and any related expenses provided to the facilities. FCFD will include these costs as an element of the annual proposed Budget it provides to the City Manager set forth in Section
4.c.l of this Agreement.
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4. Return upon termination. Upon termination of this Agreement, FCFD will vacate the Fire Stations and any other City facility used by FCFD and shall remove all FCFD materials and equipment. Damage caused by the use of the facilities by FCFD or the removal of materials, equipment, or improvements will be repaired by FCFD. Reasonable wear and tear and any improvements previously approved by the City Manager will be excluded from this requirement. b. Apparatus/Equipment/Personal Property.
1. Use of Equipment. The City will provide FCFD use of City-owned apparatus and equipment and acquired by the City or its predecessor since the commencement of this Agreement (the “City Equipment”) for the performance of services to the City under the terms of this Agreement. The City may purchase new equipment and apparatus, as necessary, to maintain adequate service levels and to ensure safe working conditions. The City Equipment owned by the City and used by FCFD during the term of this Agreement shall be used for the sole benefit of and housed within the City absent agreement by the City Manager. The City Equipment may be used by FCFD outside of the City in accordance with mutual and automatic aid agreements. None of the provisions in this Agreement shall be construed to create for FCFD any right, interest, or ownership in any City Equipment during this Agreement. However, in the event the City elects to sell any City Equipment during the term of this Agreement, subject to any applicable City Ordinances and State or Federal laws, including, but not limited to, surplus property liquidation requirements, FCFD shall have a right of first refusal of said equipment.
2. FCFD will maintain an inventory of all apparatus and equipment owned by the city and used by FCFD for the performance of services to the City under the terms of this agreement.
3. City’s Responsibility. The City agrees to be responsible for all major apparatus and equipment repairs and/or replacements of City Equipment. In order to achieve economies of scale, the City may authorize the FCFD to purchase equipment, apparatus and supplies on behalf of the City at the exclusive expense of the City.
Recognizing that fire and emergency medical equipment, apparatus, and supplies are specialized for these functions, the City agrees to coordinate with FCFD specifications when City Equipment is purchased.
4. FCFD’s Responsibility. During the term of this Agreement, FCFD shall maintain the City Equipment in a state of good repair and perform, reasonable wear and tear excepted, all routine maintenance and repairs, not exceeding the amount in the “MAINTENANCE – EQUIPMENT – Apparatus Maintenance” account. With prior approval of the City Manager, the City will pay for all other equipment maintenance and repairs, including equipment replacement. The Parties shall establish a fixed maintenance schedule and related budgetary line item account for fire equipment maintenance in the annual proposed Budget set forth in Section
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regularly maintain, in accordance with routine and manufacturer’s recommendations, all City Fire Station apparatus and equipment.
FCFD shall pay for subscription and dispatch costs related to fire and emergency medical service communications. FCFD will include these costs as an element of the compensation paid by the City.
5. Return upon termination. Upon termination of this Agreement, FCFD will deliver to the City all City owned equipment and apparatus forthwith in good and serviceable condition, reasonable wear and tear excepted.
6. Capital Replacement Program. The City, in consultation with FCFD, shall develop a long-term capital and fixed asset replacement schedule/program for facilities, apparatus, and equipment owned by the City. c. Personnel.
1. All employees providing services on behalf of FCFD will be employees of FCFD.
The City is not liable for compensating FCFD employees. The City shall not be liable for the direct payment of any salary, wages, or other compensation to FCFD personnel performing services hereunder for the City or any liability other than that provided in this Agreement. The City shall not be directly liable for compensation or indemnity to any FCFD employee for injury or sickness arising from his/her employment.
Section 8. Indemnification
a. City Indemnification, Hold Harmless, and Defense. To the fullest extent permitted by law, FCFD shall indemnify, hold harmless, and defend the City, its directors, officers, employees, agents, and authorized volunteers, and each of them (collectively referred to as “City 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 City’s property (each a “Liability” and collectively “Liabilities”), arising out of FCFD’s alleged negligence, or wrongful acts related to or in connection with FCFD’s performance of duties under the terms and conditions of this Agreement, except to the extent such claims arise out of the sole negligence or willful misconduct of the City or City Indemnified Parties. However, if a final judgment of any action to which this indemnity applies allocates a Liability or Liabilities by determining that any portion of the Liability or Liabilities is/are attributable to a wrongful or active negligent act, error or omission of the City, the City shall pay those allocated portions of Liabilities and of defense costs. b. Exceptions to Indemnification. Notwithstanding the above, the parties agree that indemnification shall not apply to the extent prohibited by California law. In particular, but not limited to:
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1. Each Party shall not be required to indemnify the other for damages or claims arising out of the indemnifying party’s sole negligence or willful misconduct.
2. If either party’s conduct constitutes an act that is protected under Government Code section 814 et seq.
c. No Waiver of Immunity. Nothing in this Section shall be construed as a waiver of any immunity or protect afforded to either Party under applicable law. The Parties acknowledge that FCFD and the City are both public entities entitled to immunities under California law.
d. Force Majeure. It is agreed that neither Party shall be responsible for delays in or failure to perform this Agreement 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 Party. e. Indemnification Obligations Survive Termination. The obligations created by Section
8.a and 8.b shall survive the expiration or termination of this Agreement as to activities occurring or being carried out during the term of this Agreement in the performance of this Agreement.
Section 9. Insurance
a. General and Auto Liability. FCFD shall maintain general and auto liability insurance, including bodily injury and property damage, with a single combined liability limit of not less than Three Million Dollars ($3,000,000.00) per occurrence, Five Million Dollars ($5,000,000.00) in the aggregate, insuring all liability of FCFD, including its authorized representatives arising out of and in connection with the provision of service by FCFD under this Agreement, including the use and/or occupancy of the City-owned equipment, apparatus, real property and premises.
The City, its officers, agents, and employees shall be named as additional insured, and the policy shall contain cross-liability endorsements. An endorsement shall be provided that states that FCFD coverage is the primary insurance and that no other insurance affected by the City will be called upon to contribute to a loss under this coverage. FCFD shall furnish the City with original certificates and amendatory endorsements affecting coverage required by this clause. The endorsements should be on forms provided by the City or other forms provided those endorsements conform to the City requirements. All certificates and endorsements are to be received and approved by the City Manager. The City reserves the right to require complete certified copies of all required insurance policies, including endorsements affecting the coverage required by this Agreement, at any time. All policies shall not be canceled except after thirty (30) days’ written notice to the City or ten (10) days’ notice if cancellation is due to nonpayment of premium. b. Property Liability. FCFD shall maintain property insurance at the replacement value of the City-owned licensed and non-licensed vehicles, equipment, and apparatus Docusign Envelope ID: 849B7C0D-90C7-4A46-A98A-6360D20FFCE3 Item 8.1
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FCFD uses for property damage arising out of and in connection with the provision of service by FCFD under this Agreement. FCFD shall not be responsible or liable for the City-owned licensed and non-licensed vehicles, equipment, and apparatus damages attributable to “acts of nature,” manufacturer’s defective design and/or construction, general wear and tear, or inadequate maintenance by the City in accordance with the manufacturer’s specifications.
FCFD will not maintain any insurance for the City-owned real property and buildings or the contents of the City-owned buildings (unless otherwise specified in this Agreement), including but not limited to the City-owned Fire Stations.
FCFD shall furnish the City with original certificates affecting coverage required by this Agreement. Any irregularity regarding such certificates shall be resolved by the City Manager, Fire Chief, and FCFD’s insurance broker or company. The City reserves the right to require complete certified copies of all required insurance policies, including endorsements affecting the coverage required by this Agreement, at any time.
c. Worker’s Compensation. FCFD shall maintain Worker’s Compensation Insurance as required by the State of California and Employer’s Liability Insurance. Employer’s Liability Insurance shall have limits of no less than Five Million Dollars ($5,000,000.00) per accident for bodily injury or disease.
FCFD shall provide an endorsement from its Workers’ Compensation carrier waiving all rights of subrogation against the City, its officers, officials, employees, and volunteers.
d. Alternative Methods of Satisfying Insurance Requirements. The insurance requirements set forth in this Agreement may be satisfied by commercial insurance, self-insurance, or participation in a risk-sharing pool, provided that the coverage limits and scope of coverage are at least equivalent to those required by this Agreement. If FCFD satisfies the insurance requirements by means other than commercial insurance, it shall provide evidence that such coverage satisfies the requirements to the City Manager for approval.
e. Waiver of Subrogation. FCFD shall obtain endorsements from its insurers waiving all rights of subrogation against the City, its officers, officials, employees, and volunteers for losses arising from the performance of this Agreement. This waiver shall apply regardless of whether such losses are caused in part by a party indemnified hereunder.
Section 10. Miscellaneous.
a. Except for the City’s obligation to pay for certain mutual or automatic aid as specifically provided elsewhere in this Agreement, neither the City nor the District shall be liable for the costs of any services provided by any third party for the benefit of the other Party, including but not limited to the cost of any mutual aid, disaster Docusign Envelope ID: 849B7C0D-90C7-4A46-A98A-6360D20FFCE3 Item 8.1
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relief, or emergency responses provided by any agency of the federal government, the State of California, San Joaquin County, or any other local agency or private party.
Each Party shall hold the other harmless from and against any and all costs or claims of such third parties for services provided for the benefit of that Party. b. City and District are each an independent public agencies. Nothing in this Agreement shall be construed to create a separate entity, joint venture, partnership, or agency relationship between the Parties. Each Party shall, at all times, remain solely responsible for the acts and omissions of its officers, employees, agents, and volunteers.
c. Termination
1. Termination at Any Time.
i. Either party may terminate this agreement at any time during the term of this agreement upon three hundred sixty-five (365) days’ written notice. Should the City provide fire and EMS service itself following such termination, FCFD members shall have the first right to employment as City fire personnel at their current rank.
ii. Future Fire Services; Personnel. The City recognizes that the employees that serve our community are the greatest asset to the organization. Further, the City wishes to offer those employees increased stability in their employment. To that extent, in the event that the City does not contract with FCFD for future fire services, the City agrees to make a good-faith effort to include in the contract with any new contracting agency that the new contracting agency will hire all FCFD personnel assigned to Mountain House that meet the minimum qualifications of the new agency.
2. Transition of Service upon Termination. Upon receiving notice of termination of this agreement, a transition plan shall be developed and agreed to between the City and FCFD. The transition plan shall be initiated within three (3) months of its approval.
3. Notification of Intention. On or before three hundred sixty-five (365) days prior to the end of the term of this Agreement, each Party shall submit written notification to the other Party stating the submitting Party’s intention to terminate, extend, or renegotiate the contract.
d. Notices. All notices, reports, or demands required to be given in writing under this Agreement shall be deemed to be given when delivered personally to the person designated below, or their successor, or when five (5) days have elapsed after it is deposited in the United States mail in a sealed envelope, with registered or certified mail postage prepaid, or on the next addressed business day if sent by express mail or overnight air courier to the Party to which the notice is being given, as follows:
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For the City
Mayor
251 E. Main Street
Mountain House, CA 95391
For FCFD
Chairman, Board of Directors
310 E. French Camp Road
French Camp, CA 95231
Either party may change its address by giving the other party notice as provided in this section.
e. Interpretation. All Parties have been represented by counsel in the preparation of this Agreement, and no presumption or rule that ambiguity shall be construed against a drafting Party shall apply to interpretation or enforcement hereof. Captions on sections and subsections are provided for convenience only and shall not be deemed to limit, amend, or affect the meaning of the provision to which they pertain. When consistent with the context of the Agreement, words used in the present tense include the future tense, words in the plural number include the singular number, and words in the singular number include the plural number. The paragraph captions and headings in this Agreement are for convenience and reference purposes only and shall not affect in any way the meaning or interpretation of this Agreement. f. Dispute Resolution. In the event of any dispute, claim, or controversy arising out of or relating to this Agreement, the Parties agree that the matter shall be resolved in a court of competent jurisdiction in the State of California. g. Forum Law. The Laws of the State of California shall govern this Agreement. The venue shall be in San Joaquin County. The provision of this paragraph shall survive expiration or other termination of this Agreement regardless of the cause of such termination.
h. Amendments of Agreement. 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, signed by both Parties, and approved by the respective Parties’ legislative bodies. i. Counterpart Execution. This Agreement may be executed in any number of counterparts and shall be deemed duly executed when each party has executed such a counterpart.
j. Severability. If any provision of this Agreement is held invalid, void, or unenforceable but the remainder of this Agreement can be enforced without failure of material consideration to any party, then such remaining provision of this Agreement shall not be affected, and it shall remain in full force and effect unless amended by mutual consent of the Parties.
k. Further Assurances. Each party shall execute and deliver to the other party or parties all such other further instruments and documents and take all such further actions as Docusign Envelope ID: 849B7C0D-90C7-4A46-A98A-6360D20FFCE3 Item 8.1
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may be reasonably necessary to carry out the Agreement and to provide and secure to the other party or parties the full and complete enjoyment of its rights and privileges hereunder.
l. Time. Time is of the essence of each and every provision hereof.
IN WITNESS WHEREOF, the undersigned has caused this Agreement to be executed by authorized representatives of the respective parties.
CITY OF MOUNTAIN HOUSE,
a California municipal corporation
By: ________________________
Name: Steven J. Pinkerton
Title: City Manager
Date:
Approve as to Form:
________________________
Name: John Bakker
Title: City Attorney
FRENCH CAMP MCKINLEY RURAL FIRE PROTECTION DISTRICT
a California Rural Fire Protection District
By: ________________________
Name: Phillip George
Title: Board Chair
Date:
_______________________
Name: Marty Cornilsen
Title: Fire Chief
Date:
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LIST OF ATTACHMENTS
Attachment A: Service Level Criteria
Attachment B: Policy F216
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RESOLUTION NO. 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE APPROVING
THE AMENDED AND RESTATED FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES AGREEMENT BETWEEN THE CITY OF MOUNTAIN HOUSE AND FRENCH CAMPMCKINLEY RURAL FIRE PROTECTION DISTRICT WHEREAS, The Mountain House Community Services District (MHCSD) entered into a Fire Protection and Emergency Medical Services Agreement with the French Camp-McKinley Rural Fire Protection District on May 22, 2015, which was subsequently amended in July 2020 and August 2021; and WHEREAS, since 2015, French Camp-McKinley Rural Fire Protection District has provided timely responses, high-quality service, and a consistent commitment to the Mountain House community; and WHEREAS, upon the incorporation of the City of Mountain House on July 1, 2024, the responsibility for fire protection and emergency medical services transitioned from MHCSD to the City; and
WHEREAS, the City and French Camp-McKinley Rural Fire Protection District have negotiated an Amended and Restated Fire Protection and Emergency Medical Services Agreement extending the partnership through June 30, 2030, with optional five-year extensions, and including minor nonsubstantive updates while preserving service levels; and WHEREAS, the budget for Fiscal Year 2025/2026 is $4,967,120, an increase of 44% over the previous year, due primarily to the addition of six personnel and the planned operation and maintenance of Fire Station 2; and
WHEREAS, sufficient funds have been included in the Fiscal Year 2025/2026 budget to fund this agreement; and
WHEREAS, this agreement aligns with the City Council’s Strategic Plan for Public Safety by ensuring rapid emergency response times, maintaining high service standards, and providing long-term service stability.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Mountain House hereby approves the Amended and Restated Fire Protection and Emergency Medical Services Agreement between the City of Mountain House and the French Camp-McKinley Rural Fire Protection District, in the form attached hereto and incorporated herein by reference, and authorizes the City Manager to execute the agreement and manage its implementation through June 30, 2030.
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PASSED, APPROVED, AND ADOPTED, by the City Council of the City of Mountain House, California at a meeting thereof held on this the 27th day of August 2025, by the following vote:
AYES:
NOES:
ABSENT:
______________________________
ANDY SU
MAYOR
ATTEST:
___________________________
MARGARET WIMBERLY
CITY CLERK
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TITLE: Aquifer Storage and Recovery Well Design, Grant, and Construction Engineering Services
MEETING DATE: August 27, 2025
PREPARED BY: Karen Morgan, Utility Manager
Jodi Almassy, Deputy City Manager
RECOMMENDATION
It is recommended that the City Council adopt a resolution to:
1. Authorize the City Manager to execute Agreement A-2526-35 with Woodard & Curran in the amount of $4,810,911, plus a 10% contingency of $481,091.10, for a total not-to-exceed amount of $5,292,002.10, to provide grant funding support, environmental clearance, engineering design, land acquisition support, project management, and construction of test wells and associated monitoring wells for the Aquifer Storage and Recovery Well Project.
2. Approve a budget adjustment totaling $1,850,000, transferring Capital Improvement Program project funds, including $950,000 from the Orion Endpoint Installation Project and $900,000 from the Alternative Water Supply Project to the Aquifer Storage and Recovery Project.
3. Authorize the City Manager to take all actions necessary to implement the purpose and intent of this resolution.
BACKGROUND
The City of Mountain House (City) currently receives its drinking water supply exclusively from Byron Bethany Irrigation District (BBID). While this supply has been reliable, a compliance order requires the City to diversify water sources to ensure long-term reliability and resiliency.
In 2018, the City commissioned GEI Consulting Engineers and Scientists – Evaluation of Emergency Water Supply Options and Recommended Groundwater Exploration Program (Attachment B), which identified an Aquifer Storage and Recovery (ASR) Well program as a viable alternative supply.
An ASR Well allows the City to store water underground during cooler months when demand is low and recover that water during peak demand or drought conditions. The ultimate objective is to establish up to a six-month supply, approximately 3,200 acre-feet of stored water, requiring multiple wells to achieve full capacity. The current project represents the first phase in this long-term program.
DISCUSSION
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On January 13, 2025, the City issued a Request for Proposals (RFP) for qualified engineering firms to provide services for grant funding support (identification, application, and administration), environmental clearance, engineering design, land acquisition support, project management, and construction of test wells and associated monitoring wells for the Aquifer Storage and Recovery Well Project. This phase of work includes construction of test wells and monitoring wells to confirm site conditions before drilling and equipping the final production well.
The City received two proposals on March 17, 2025, and conducted interviews on March 31, 2025.
Proposals were evaluated based on project understanding, qualifications and technical expertise, relevant experience, team availability, and familiarity with Mountain House. Woodard & Curran was selected as the most qualified firm, demonstrating strong experience in recently completed ASR projects, environmental compliance, and grant funding support.
Staff recommends approval of Agreement A-2526-35 with Woodard & Curran in the amount of $4,810,911, plus a 10% contingency of $481,091.10, for a total not-to-exceed amount of $5,292,002.10.
The drilling and equipping of the final ASR well, anticipated to cost approximately $8 million, will be contracted separately following completion of this initial phase.
FISCAL IMPACT
The total cost of this phase of the Aquifer Storage and Recovery (ASR) Well Project is approximately $5,290,000. Expenditures in the current fiscal year are projected at approximately $3,800,000, with the remaining balance to be appropriated through the next budget cycle.
Of the current fiscal year requirement, approximately $2,300,000 is already available within the approved budget. To fully fund the project through year-end, staff recommends the following budget adjustments:
• Transfer $950,000
From: Orion Endpoint Installation Project – CIP (Account No. 502-5000-7417) To: Aquifer Storage and Recovery Project – CIP (Account No. 502-5000-7416) • Transfer $900,000
From: Alternative Water Supply Project – CIP (Account No. 502-5000-7421) To: Aquifer Storage and Recovery Project – CIP (Account No. 502-5000-7416) These transfers, totaling $1,850,000, will provide sufficient appropriations for the ASR Well Project in the current fiscal year. Approval of this item will authorize the necessary budget adjustments, ensuring the project proceeds without delay.
STRATEGIC PLAN
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This project supports the City’s Strategic Plan by:
• Enhancing water supply reliability through development of an Aquifer Storage and Recovery Well to diversify the City’s sole water source.
• Protecting public health and safety by securing a sustainable backup supply to mitigate drought and curtailment risks.
• Supporting community resilience by ensuring reliable infrastructure for current and future residents.
CEQA
Compliance with the California Environmental Quality Act (CEQA) and all related permitting requirements will be managed by Woodard & Curran as part of the project scope.
ACTION FOLLOWING CITY COUNCIL APPROVAL
Upon approval, the City Manager will execute Agreement A-2526-35 with Woodard & Curran, and staff will process the approved $1,850,000 budget transfers to the Aquifer Storage and Recovery Project.
Staff will then coordinate initiation of project tasks and return to Council at a later date with recommendations for the final drilling and equipping of the final ASR well.
ATTACHMENTS
A. Proposed Resolution
o Exhibit 1 – Agreement A-2526-35 with Woodard & Curran o Exhibit 2 – Budget Adjustment Form
B. GEI Consulting Engineers and Scientists – Evaluation of Emergency Water Supply Options and Recommended Groundwater Exploration Program
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ATTACHMENT A
RESOLUTION NO. 2025-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE APPROVING AGREEMENT A2526-35 WITH WOODARD & CURRAN FOR ENGINEERING AND RELATED SERVICES FOR THE AQUIFER
STORAGE AND RECOVERY WELL PROJECT, APPROVING BUDGET ADJUSTMENTS, AND AUTHORIZING
THE CITY MANAGER TO IMPLEMENT THE PURPOSE AND INTENT OF THIS RESOLUTION WHEREAS, the City of Mountain House (City) is required to diversify its water supply to comply with state regulatory orders and ensure long-term water reliability; and WHEREAS, an Aquifer Storage and Recovery (ASR) Well Project was identified in the 2018 Evaluation of Emergency Water Supply Options and Recommended Groundwater Exploration Program prepared by GEI Consulting Engineers and Scientists as a viable alternative water supply option; and WHEREAS, the City issued a Request for Proposals on January 13, 2025, for qualified engineering consultants to provide professional services including grant support, environmental clearance, engineering design, land acquisition assistance, project management, and construction of test wells and monitoring wells for the ASR Project; and
WHEREAS, after review of proposals and interviews, Woodard & Curran was determined to be the most qualified firm based on their experience, technical expertise, and knowledge of Mountain House; and
WHEREAS, staff recommends execution of Agreement A-2526-35 with Woodard & Curran in the amount of $4,810,911, plus a 10% contingency of $481,091.10, for a total not-to-exceed amount of $5,292,002.10; and
WHEREAS, to fully fund this phase of the ASR Project, budget transfers totaling $1,850,000 are necessary from the Orion Endpoint Installation Project ($950,000) and the Alternative Water Supply Project ($900,000) to the Aquifer Storage and Recovery Project fund.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mountain House as follows:
1. The City Council hereby approves Agreement A-2526-35 with Woodard & Curran in the amount of $4,810,911, plus a 10% contingency of $481,091.10, for a total not-to-exceed amount of $5,292,002.10, for professional services related to the Aquifer Storage and Recovery Well Project, attached to this Resolution as Exhibit 1.
2. The City Council hereby approves a budget adjustment totaling $1,850,000, attached to this Resolution as Exhibit 2, transferring Capital Improvement Program project funds as follows:
o $950,000 from the Orion Endpoint Installation Project to the Aquifer Storage and Recovery Project; and
o $900,000 from the Alternative Water Supply Project to the Aquifer Storage and Recovery Project.
3. The City Manager is authorized to take all actions necessary to implement the purpose and intent of this resolution.
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1 CONTRACTOR SERVICES AGREEMENT
BETWEEN THE CITY OF MOUNTAIN HOUSE AND
WOODARD AND CURRAN, INC.
Contract ID # A-2526-35
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:
A. Applicable Federal and State of California statutes and regulations, this Agreement and its exhibits.
B. Consultant’s Proposal dated March 17, 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 Aquifer Storage, Recovery Well Design, Grant & Construct Engineering 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, 2028 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 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 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 shall provide the same warranties or guarantees that it receives from any original equipment manufacturers to the City of Mountain House and such pass-through warranties or guarantees shall be Consultant’s exclusive obligation with respect to the provision of any warranties or guarantees to the City of Mountain House. No warranty, express or implied, is made or applicable to the Consultant’s Services, which shall be performed consistent with the industry standard of care.
EXHIBIT 1
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2 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 Five million, two hundred ninety-two thousand, two dollars and ten cents ($ 5,292,002.10) notwithstanding any contrary indications that may be contained in Consultant’s proposal 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 EXHIBIT 1
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3 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 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. Reserved.
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 EXHIBIT 1
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4 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.
Consultant shall maintain adequate logs and timesheets to verify costs incurred to that date.
3.10Authorization 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 EXHIBIT 1
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5 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 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.
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6 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.
5.8 Subsurface Risks. City of Mountain House recognizes that special risks occur whenever engineering or related disciplines are applied to identify subsurface conditions. Consultant will exercise reasonable and professional care in seeking to locate subterranean structures in the vicinity of proposed subsurface explorations at the Project site. Consultant will contact public utilities and review plans and information, if any, provided by public utilities, public agencies and City of Mountain House. So long as Consultant observes such standard of care, Consultant will not be responsible for any unavoidable damage, injury, or interference with any subterranean structures, pipe, tank, cable or any other element or condition if not called to Consultant’s attention prior to commencement of services or which is not shown, or accurately located, on plans furnished to Consultant by City of Mountain House or by any other party, or which could not have been reasonably identified by Consultant.
5.9 Hazardous Substances. City of Mountain House acknowledges that Consultant has neither created nor contributed to the creation of any hazardous waste, hazardous substance, radioactive material, toxic pollutant, asbestos, or otherwise dangerous substance (collectively referred to as “Hazardous Substance”), or dangerous condition at the Project site. Consultant shall not, in any circumstance, assume title to any such Hazardous Substances, and is only an agent and is not a generator of any waste materials. Consequently, City of Mountain House agrees to defend, indemnify and hold Consultant harmless from and against any and all claims, damages, losses, fines, suits or causes of action relating to personal injury, property damage, non-compliance or liability arising under environmental laws including, but not limited to, RCRA, CERCLA or similar federal or state laws, to the extent that such claims are based on or arise from the existence or release of any Hazardous Substances.
5.10 Where the scope of Services, including but not limited to those added via Amendment or Change Order, includes the performance of any Services during the construction phase of the Project, it is understood that the purpose of any such services (including any visits to the Project site) will be to enable Consultant to better perform the duties and responsibilities assigned to and undertaken by it as an experienced and qualified design professional, and to provide the City of Mountain House with a greater degree of confidence that the completed work of City of Mountain House’s construction contractor(s) (“Contractor”) will conform generally to the contract documents and has been implemented and preserved by Contractor(s). Consultant shall not, during such visits or as a result of any observations of construction, supervise, direct or have control over Contractor’s(s’) work nor shall Consultant have authority over or responsibility for the means, methods, techniques, sequences or procedures of construction selected by the Contractor(s).
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7 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, 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. Consultant is a design professional, and California Civil Code 2782.8 is expressly incorporated herein and modifies this indemnity provision as required by law.
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 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.
The total liability, in the aggregate, of Consultant for any and all injuries, claims, losses, expenses, or damages whatsoever arising out of or in any way related to Consultant’s Work, the Project or this Agreement, from any cause or causes whatsoever shall not exceed the total insurance proceeds paid on behalf of or to Consultant by Consultant’s insurers in settlement or satisfaction of City’s claims under Consultant’s applicable insurance policies subject to the minimum stated policy limits set forth herein.
Neither Party shall be responsible or held liable to the other for special, punitive, exemplary, indirect, incidental or consequential damages.
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 reasonably 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 EXHIBIT 1
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8 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 applicable 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.
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:
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9 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 or Consultant shall be personally liable in the event of any default or breach by City of Mountain House or Consultant or for any amount that may become due 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 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 sub¬ Consultant 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. Notwithstanding any other provision to the contrary, Consultant will retain all right, title and interest, including without limitation all intellectual property rights in and to (a) Consultant’s designs, tools, methodologies, programs, proprietary software, software frameworks, source code, specifications; and (b) third-party works or products that Consultant has acquired the rights to use or derivative works or modifications to the same.
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10 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, tariffs, 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*
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11 IN WITNESS WHEREOF, City of Mountain House and Consultant have executed this Agreement on the day and year first written above.
Woodard and Curran, Inc. City of Mountain House
State of California
By: ____________________________
Michael Matson
Project Engineer & Project
Manager
By: ___________________________
Steven J. Pinkerton
City Manager
Date: _________________________ Date: _________________________ Approved as to Form:
By: ___________________________
John Bakker
City Attorney
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12 EXHIBIT A
SCOPE OF
SERVICES
[Attached]
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AQUIFER STORAGE and RECOVERY WELL –
DESIGN, GRANT and CONSTRUCT ENGINEERING SERVICES
RFP PW2025-3
REQUEST FOR PROPOSALS
Proposals must be submitted to the City of Mountain House by:
4:00 p.m. Pacific Standard Time on Monday, February 17, 2025 The City of Mountain House will reject any proposals received after the date and time noted above.
Proposals will be evaluated by the Selection Committee for review following the criteria set forth within this RFP.
INQUIRIES REGARDING THIS RFP: Do not contact City personnel other than the person(s) indicated below. If needed, please send a single email inquiry if there are multiple questions concerning the scope of professional services required.
Karen Morgan, Utilities Manager: [email protected] | (209) 831-5648 EXHIBIT 1
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HOW TO RESPOND TO THIS RFP: To appropriately respond to this RFP, please submit four hard copies and one digital copy of the proposal to the following address:
City of Mountain House Town Hall
Attn: Karen Morgan, Utilities Manager
251 E. Main St.
Mountain House CA. 95391
Submit electronic copy to Karen Morgan at [email protected] DUE DATE: This proposal is due February 17, 2025. Proposers are solely responsible for ensuring timely receipt of proposals and responses received after the due date will not be considered. Postmark date will not constitute timely delivery. The proposal must arrive at the address noted above before 4:00 p.m.
Pacific Time on the closing date listed below.
The RFP timeline for selection is as follows:
Distribution of RFP January 13, 2025
Due date for response to RFP February 17, 2025
Complete Evaluation of Proposals February 25, 2025
Interviews, if needed (tentative) March 3-4 2025
City Council Consideration/Approval (tentative) March 27, 2025 Agreement Effective Date March27, 2025
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1. THE CITY OF MOUNTAIN HOUSE .................................................................................................... 3
2. Introduction........................................................................................................................... 4
3. Description of Procurement Process...................................................................................... 4
3.1 Designated Contact ............................................................................................... 4
3.3 Questions and Inquiries ......................................................................................... 5
3.4 Procurement Process and Schedule ....................................................................... 5
3.5 Interviews ............................................................................................................. 6
3.6 City’s Rights and Options....................................................................................... 6
3.7 Responsibilities of the Contractor.......................................................................... 6
3.8 Conditions for Proposal Acceptance ...................................................................... 7
4. Background............................................................................................................................ 8
5. Project Overview.................................................................................................................... 9 6 Scope of Services ................................................................................................................. 10
7. Organization and Content of Proposal ................................................................................. 15
8. Evaluation And Selection Criteria ......................................................................................... 19
9. Attachment A - Example Agreement ................................................................................... 21
CONTENTS
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City of Mountain House Aquifer Storage and Recovery
Well
RFP PW2503
City of Mountain House is an all-inclusive, family-oriented community that serves today's vibrant and exhilarating lifestyle. Mountain House is a Master Planned community located in San Joaquin County. The population of Mountain House is approximately 28,000, with an ultimate planned buildout of 44,000.
The government agency of Mountain House was formed in 1996. The Mountain House community reached 1,000 registered voters, which prompted a vote for independence in the Spring of 2008 and an independent local Board of Directors in the Fall of 2008. The MHCSD Board of Directors set policies, ordinances, and regulations to benefit Mountain House residents. The MHCSD Board of Directors appointed the MHCSD General Manager.
The General Manager was responsible for administering all government activities for the Mountain House community and appoints the Department heads. The MHCSD is one of the few public agencies that enforce Master Restrictions, similar to Conditions, Covenants & Restrictions (CC&Rs).
In unincorporated areas, basic services like water, sewer, security, and fire protection are usually provided by the county. Because counties often consist of large and diverse geographical areas, providing a consistent and adequate service level across all areas can be difficult. Consequently, the Community Services District Law (Government Code §61000- 61850) was created to provide an alternate method of providing services in unincorporated areas. The law allows residents of an unincorporated area to initiate the formation of a community services district (also referred to as “CSD”). A CSD is authorized to provide a wide variety of services, including water, garbage collection, wastewater management, security, fire protection, public recreation, street lighting, mosquito abatement, conversion of overhead utilities to underground, library services, ambulance services, and graffiti abatement. A CSD may span unincorporated areas of multiple cities and/or counties. A CSD may issue bonds or form an improvement district to issue bonds, as any City or County might do. Any bond issuance or other long-term debt will require a 2/3rds majority approval of registered voters residing within the CSD. Mountain House successfully transitioned from a Community Service District to an incorporated city on July 1, 2024.
1. THE CITY OF MOUNTAIN HOUSE
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City of Mountain House Aquifer Storage and Recovery
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RFP PW2503
3. DESCRIPTION OF PROCUREMENT PROCESS
The City of Mountain House (City) is requesting proposals from a qualified engineering consultant to provide engineering services (predesign, environmental documentation, grant acquisition, grant management, permitting, final design, construction bidding, and construction engineering support services during construction for the City’s Aquifer Storage and Recovery (ASR) Well Project.
The RFP identifies the general project scope and procedures for consultant services.
Responding consultants and subcontractors shall have relevant experience and expertise to provide the services.
Please carefully review the requirements of this Request for Proposal (RFP), including all attachments, and provide a detailed proposal outlining your qualifications and experience, approach and a proposed fee for all services and deliverables.
The proposals submitted in response to this RFP will be used as a basis for selecting the consultant team to provide engineering and construction services for the ASR Well Project.
The consultant’s proposal will be evaluated and ranked according to the criteria provided in this RFP.
3.1 Designated Contact
The designated contact for all inquiriesregarding thissolicitation is:
Karen Morgan - Utilities Manager
City of Mountain House
251 E. Main Street
Mountain House, CA 95391
209.831.5648
[email protected]
All communications must be directed to Ms. Morgan, with no exceptions.
2. INTRODUCTION
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3.2 Additional Information
Requests for additional information shall be directed to the designated contact. If the City agrees to provide additional information, Proposers will be notified by addendum. Some information may be available in a different format, and Proposers will need to make arrangements to view the materials.
3.3 Questions and Inquiries
Questions concerning this RFP should be submitted via email to the designated contact by 4:00 p.m. Monday, February 3, 2025. Responses will be emailed to all as quickly as possible, with a deadline for all questions that will be answered by Monday, February 3, 2025.
3.4 Procurement Process and Schedule
A summary procurement schedule of the major activities associated with this solicitation process is presented below.
Activity Date
Questions Due Monday February 3, 2025
Questions answered Monday, February 10, 2025
Proposals Due Monday, February 17, 2025
Potential Interviews Monday – Tuesday March 3-4, 2025
Notification of Selection Monday, March 12, 2025
Anticipated Contract Award March 26, 2025
Anticipated Start Date March 26, 2025
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3.5 Interviews
The City reserves the right to interview all or some of the firms that submit a proposal for this RFP. Interviews may be conducted in person at the City’s offices.
3.6 City’s Rights and Options
The City, at itssole discretion, reservesthe following rights:
• To supplement, add to, delete from, and/or change this solicitation document. • To determine which Proposer(s), if any, should be selected for interviews and negotiations.
• To reject any or all proposals, delay orsuspend the procurement, re-advertise, or cancel the procurement.
In the interest of the City or the public, the City may take action:
• To supplement, amend, substitute, or otherwise modify this RFP at any time. • To provide clarifications and help clarify any ambiguities. • To request additional data or information after the submittal date, if such data or information is considered pertinent, in the City’s sole view, to aid the review and selection process.
• To conduct investigations concerning the qualifications and experience of each Proposer.
• To require one or more Proposers to supplement, clarify, or provide additional information for the City to evaluate the proposals received. • To waive any informality, minor defect, or technicality in any proposal received. • To negotiate a final contract in the City's and the public's best interest.
3.7 Responsibilities of the Contractor
The City shall not be liable for any expenses incurred by potential Contractors (Proposers) in preparing orsubmitting their proposals. Pre-contractual expenses are not to be included in the Proposer’s pricing sheet. Pre-contractual expenses are defined as, including but not limited to, expenses incurred by Proposer in
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RFP PW2503
a. preparing a proposal in response to this RFP;
b. submitting the proposal to the City;
c. negotiating with the City any matter related to the proposal; and, d. Any other expenses incurred by the Proposer before the date of the award and execution of the contract, if any; and any expense after the award that is not directly related to the services provided and is not to the benefit of the City.
3.8 Conditions for Proposal Acceptance
This RFP does not commit the City to award a contract or to pay any costs the Contractor incurred for any services. At its sole discretion, the City reserves the right to accept or reject any or all proposals received as a result of this RFP, negotiate with any qualified source(s), or cancel this RFP in part or in its entirety. The City may waive any irregularity in any proposal. Proposals that appear unrealistic in terms of technical commitments, lack technical competence or are indicative of a failure to comprehend the complexity and extent of this contract may be rejected. All materials submitted will become the property of the City. If any proprietary information is contained in the proposal, itshould be identified as such and submitted separately.
Upon recommendation of contract award, the selected Proposer will be required to submit the following documents within ten (10) days of notification, unless otherwise specified in the solicitation:
• Certificates of Insurance - Coverage as specified in the sample contract • W-9 – Current signed form W-9 (Taxpayer Identification Number & Certification) which includes Contractor’s legal business name(s)
• Business License – Copy of business license from proposer's place of business EXHIBIT 1
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City of Mountain House Aquifer Storage and Recovery
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RFP PW2503
The City of Mountain House owns and operates a Water Treatment Plant (WTP) located at 18045 Kelso Rd., Mountain House that currently provides potable water services to a population of almost 30,000 which is projected to grow to 50,000 at buildout in approximately 2040. The WTP currently obtains all of its raw water supply from the Byron Bethany Irrigation District (BBID) Pump Station The raw water is pumped through the WTP headworks where a combination of chemical additives and conventional filters are used to treat the water.
BBID diverts water originating in the Sacramento - San Joaquin Rivers Delta from the California Aqueduct between Clifton Court Forebay and the Harvey Banks Pumping Plant.
BBID’s watersupply isfounded on a pre-1914 water right. In 1996, BBID entered into a Water Services Agreement with the MHCSD (the City of Mountain House predecessor agency) to provide Mountain House with 9,413 af/yr of raw water. Thisisthe quantity of water that was historically conveyed to, distributed, and consumed within the MHCSD project area from 1976 to 1991 for agricultural purposes. The agreement sought to ensure a reliable yearround water supply that is not subject to hydrological conditions based upon BBID’s agreement with DWR. In October 2008, the MHCSD contracted for an additional 400 af/yr from BBID for a total of 9,813 af/yr.
In recent years, BBID has suspended pumping to the MHCSD for a period of several days during the summer due to the State’s scheduled application of aquatic herbicides to the Clifton Court Forebay. During this period, BBID could not supply water to the City; this situation is expected to continue into the foreseeable future. Section 4.3 Emergency Supply Alternatives discusses the impact of this shutdown on the City.
The City of Mountain House is under Compliance Order No. 01_10_15R_005 dated July 28, 2015 for Violation of California Health and Safety Code Section 116555(a)(3) for Mountain House Community Services District Water System No. 3910027 (see July 28, 2015 letter “State Water Resources Control Board Transmittal Of Compliance Order No. 01_10_15r_005) and state mandate (See December 22, 2022 letter “Approval Of Diversions Pursuant To Water Right Id S021256 Of Byron-Bethany Irrigation District During Periods Of Curtailment”) to diversify its water supply to ensure water security for its community. Currently, Mountain House relies elusively on BBID’s existing pump station and pipeline to deliver raw water to its water treatment plant from the state aqueduct, a single source of water supply conveyed via one pipeline. The primary purpose of the ASR Well is to build water security into the water
4. BACKGROUND
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5. PROJECT OVERVIEW
supply portfolio for the City by providing critical infrastructure to increase storage and water availability to a rapidly growing community soon to reach 50,000 people.
The need for additional water storage is outlined in the 2020 Water Master Plan.
In 2016, a preliminary siting evaluation for an aquifer storage and recovery (ASR) Well near the City was completed during the City’s Water Master Plan and Urban Water Management Plan updates. The ASR Well would allow the City to supply the community with water during a future water supply curtailment or emergency in which BBID surface water supplies may be restricted. The 2016 study concluded that the City’s emergency water supply need was approximately 2,000 gallons per minute (gpm), about 9 acre-feet per day (AFD), for a 3- to 5-month period (WYA, 2015) at buildout based on current water demand factors. Based on discussions between GEI and City staff, it was agreed that for this current planning phase, an emergency supply for up to one year or 3,200 AF, was appropriate.
The Document Room will house relevant documents such as:
1. Mountain House Community Service District (City of Mountain House as of July 1, 2024) Urban Water Management Plan
2. Mountain House Community Service District (City of Mountain House as of July 1, 2024) Water Master Plan
3. Evaluation of Emergency Water Supply Options and Recommended Groundwater Exploration Program
4. DWR Monitoring Well Logs
The ASR Well Project engineering services team will use information from previous studies and reports to guide in selecting the location of an ASR Well, the preparation of all environmental documents and all required regulatory and construction permit applications, assistance with obtaining grant funding and managing the grant, all required permits, preparation of an engineering pre- design report (including technical memoranda), final design and construction bid documents, and performing engineering services during construction, including the preparation of operations and maintenance (O&M) manuals for the improvements.
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City of Mountain House Aquifer Storage and Recovery
Well
RFP PW2503
This section describes the nature and scope of consulting services requested for grant acquisition and management, predesign, design, environmental services, permitting, bid services, and services during construction, including testing and startup services, preparation of operations and maintenance manuals, and training of City staff (or designee).
Provide a project approach narrative for the following services expected for the project.
Include any issues that you believe will require special consideration for this project. Also identify any unique approaches for design or construction of this project. Discuss the strengths that your firm may have related to the expected services for this project.
1. PROJECT MANAGEMENT
Consultant is expected to provide project management, oversight, and general consultation services to the City for the duration of the project.
Additionally, Consultant is expected to attend at least two (2) meeting with regulators as- needed, potentially including the Regional Water Quality Control Board (RWQCB), State Water Resources Control Board (SWRCB), and/or DWR. For any meetings Consultant shall be responsible for preparing and distributing meeting notices, agendas, and minutes.
2. GRANT WRITING AND MANAGEMENT SERVICES
Consultant is expected to acquire grant funding and provide grant management services for the City as part of the project management services.
3. PREDESIGN
Prepare predesign report thatshall include, but isn’t limited to, details about the following topics as a minimum:
a) Review of previous studies attached herein and others the City has developed
b) Provide a list of properties best suited for ASR
c) Provide a list of necessary permits required for construction and operation of the project
6 SCOPE OF SERVICES
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d) Determination of any potential tort regarding water rights utilizing existing water rights and water purchasing agreements
e) Determination if a pilot ASR Study is needed
f) Conduct hydraulic modeling to determine the flow and pressure impacts and to determine points of connection
g) Determination for Notice of Applicability being required from the Regional Water Quality Control Board (RWQCB)
h) Conceptual level plan/approach for the ASR Well location, system, and how the WTP and distribution system will be impacted based on existing knowledge/resources
i) Construction Cost Estimates
j) Feasibility Study that completesthe following:
• Modeling and confirmation of technical specifications for the ASR system that complies with any regulations established by the United States Environmental Protection Agency (EPA), the California State Water Resources Control Board (SWRCB) and any other required State or Federal regulations.
• Prepare and distribute utility coordination letters to all known utility companies within the Project area for
notification and to identify potential conflicts. Consultant will discuss any conflicts with the respective utility and design relocations and realignments to address the conflicts.
A Technical Memorandum (TM) shall be prepared that outlines the design criteria. The City will then provide written direction to proceed with detailed design.
4. ENVIRONMENTAL SERVICES
The Consultantshall prepare all necessary regulatory compliance documents and obtain necessary permits.
Once the level of environmental documentation has been determined by the Consultant and City staff, the Consultant shall prepare necessary CEQA/NEPA compliance documentation as necessary upon the direction of the City.
The Consultant shall complete all necessary permit applications and coordinate regulatory compliance with designated City staff. If the environmental studies are needed to complete the permit application(s) EXHIBIT 1
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they shall be included under this task. The City will be responsible for the associated fees.
5. DESIGN AND DOCUMENT PREPARATION
The design shall be based on consultation with City staff, predesign work products, and environmental and permitting requirements. The construction sequence shall be established in sufficient detail and meet the WTP’s ability to plan for any required shutdowns or other adverse effects to its 24/7 operations.
Geotechnical/Geological Evaluation - The evaluation shall identify if an ASR Well is feasible, the best location for an ASR Well, storage capacity, and injection/withdraw rates of the well and aquifer. The evaluation shall also discuss the geotechnical impacts and identify aquifer boundaries and characteristics. A geotechnical/geological evaluation report shall be produced in preparation of the design.
Civil Design – Prepare required site layout, and piping, paving, grading, drainage, and other miscellaneous site development work associated with the project, including geotechnical review, taking into consideration previous WTP construction plans and field verification of potential interferences as well as future WTP expansions. Any required survey work shall be provided by the Consultant; if required the Consultant will establish a land-based benchmark.
Structural Design – Meet all applicable structural needs and seismic design requirements. Design shall include miscellaneous structures, tanks, foundations, handrails, and platforms as needed.
Mechanical Design – Include field verification, process schematics, design, layout of mechanical equipment, mechanical equipment appurtenances, piping and other related systems. Upon consultation with City staff design around selected equipment to continue existing standards.
Electrical and Instrumentation Design – Include determination of power requirements, backup generator sizing requirements, cable and conduit (if needed) sizing, MCC layout, MCC modifications or additions, control, alarm, and area lighting. Existing conditions shall be field verified.
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Well
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Design shall be compatible with any existing SCADA and PLC systems and expected to be compatible with any future SCADA and PLC systems. Where appropriate, control shall utilize local PLC with back-up control via existing SCADA system. Automation of system control shall be used where most appropriate. Alarm and statusshall be supplied to the SCADA system. SCADA modification implementation will be completed by the City. Consult with City staff in order to continue standards that have been established or to modify the existing standards.
The Consultant shall prepare and provide 60%, 90%, and 100% plans, specifications, and bid documents using the City’sstandard Public Works Bid and Contract Documents with pertinent amendment to provide project specific details. The Consultant shall develop an “Engineer’s Estimate of Probable Construction Cost”. Additionally, Consultant shall list the detailed technical specification sections including but not limited to handling and characteristics of drilling fluid, loss of circulation, sanitary seal requirements, sediment sampling, geophysical logging, and zone sampling, etc. a) Well Drilling Permit through the San Joaquin County Department of Environmental Health Services
b) Permitregistration with the Environmental Protection Agency forthe ASR System
c) Domestic Water Supply Permit Amendment from Division of Drinking Water (DDW) for new municipal well
d) Drinking Water Source Assessment from DDW
6. BID SERVICES
Consultant is to prepare full-sized digital copy of final contract plans and specifications in PDF format. A Document Room will be used to distribute plans, specifications, and addenda to potential bidders. Prepare Addenda as required. If significant changes are made via addenda, the construction cost estimate shall be revised one week prior to bid date. The consultant shall attend and chair the pre-bid conference and provide assistance in bid evaluation.
Consultant will provide full services during the bidding phase including but not limited to:
• assist the City in the bidding process including coordinate with plan clearing houses for printing and distribution of project information EXHIBIT 1
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• conduct pre-bid meeting and field visit(s) with prospective contractors and coordinate with the City on the date, location, and topics discussed forthe meeting, and respond to all bidder’sinquiries • prepare RFIs addenda per City’s direction and will coordinate with plan rooms
• provide a set of conformed plans and specifications following the bid open, and review the submitted bids for completeness and responsiveness, and
• provide the City an Engineer’s Recommendation for Award
7. SERVICES DURING CONSTRUCTION
Review all submittals in sufficient detail to determine that the submitted item conforms to the intent of plans and specifications. Review and respond to all Requests for Information (RFI’s). Respond to the submittals and RFI’s in a timely manner and in sufficient detail to be transmitted directly to the Contractor.
Provide engineering services as required to correct errors, omissions, or conflicts, or clarify design intent including cost estimates with every response during construction. Prepare change order engineering services as required. Prepared final project record drawings within 120 days of the substantial completion in PDF and AutoCAD format.
8. TESTING, START-UP AND TRAINING
Conduct appropriate testing of the injection and extraction abilities of the ASR Well to demonstrate and confirm expected flow rates. The purpose of thistesting isto ensure that the installed system meetsthe design intent and is acceptable to the DDW. Provide training to the operations and maintenance staff prior to start-up. Training shall consist of design intent, hands on operational control, coordination with existing facilities, and operational limitations. Provide overallsystem training, while the Contractor provides individual component training.
If the expected injection capabilities of the ASR Well are not obtained, describe methodology and approach to achieve the required approvals from DDW for an ASR Well.
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Well
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7. ORGANIZATION AND CONTENT OF PROPOSAL
Prepare a Test Report and Memorandum suitable for distribution to the DDW demonstrating Project outcomes.
9. OPERATIONS AND MAINTENANCE MANUALS
Prepare project O&M manuals. The intent is that these manuals be standalone documentsthat include all aspects of the system including operational criteria and limitations. The O&M manuals shall include all the information needed to successfully operate and maintain the new facilities under varying conditions.
10. CONSTRUCTIONMANAGEMENT SERVICES
Construction Management and Inspection Services will be tasked to a third party. These services will include documentation and tracking of the Consultant’s costs, changes, and construction progress, as well as verify that construction activities are in compliance with all required standards and permits. The services will also include Inspection Services for the City to ensure all requirements are met.
11. BASIS FOR COMPENSATION
The professional and engineering services described above and agreed to by the Consultant and City shall be compensated on an hourly fee basis with a not-to-exceed price. Each major task shall have individual budgets and may be authorized as the Project moves through Pre-design, Design, and Construction phases. Provide not to exceed costs for individual tasks and total project. Monthly invoices shall be in sufficient detail to track costs and time associated with each task and staff associated with each task.
A. INTRODUCTORY LETTER
The introductory letter shall be addressed to: Karen Morgan, City of Mountain House, 251 E. Main St. Mountain House, CA 95351.
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B. Project Overview
Provide a narrative description of the project based on the scope of work and Consultant’s proposed schedule. City will assess a firm’s understanding of all aspects of the project based on the overview. Five (5) 8.5” x 11” page limit.
C. CONSULTANT INFORMATION
Provide a complete description of the mission statement and characteristics of the consultant. Include in the description of how the project aligns with the Consultant‘s mission statement. Two (2) 8.5” 11” page limit.
D. PROJECT TEAM
Provide an organization chart that identifies the Principal in Charge, Project Engineer and other key team members including subconsultants. For all teamed proposals a lead consultant firm shall be identified. The percentage of time devoted to this project for these key personnel shall be identified and guaranteed. All key personnel are required to stay assigned to the Project until the contract is deemed complete, or City has approved of the reassignment. A resume of each key team member shall be included in an appendix. Experience of key ASR Well design team members shall clearly identify similar ASR projects, date of ASR project,scope of responsibility on similar project, and client. Contact information shall be provided for at least three ASR projects completed in fifteen (15) years.
Team members responsible for permitting and environmental review shall also demonstrate experience with similar ASR Well construction projects. These team members shall clearly identify projects requiring similar permitting and environmental review and include date of project, scope of responsibility, and client. Contact information shall be provided for at least three similar complex projects completed in last fifteen (15) years.
Due to the unique nature of this project, key design team members may be located outside of the northern California area. If key ASR Well team members are not located in northern California a description of the project management techniques shall be included. Six (6) pages (including up to one 11” x 17” page) EXHIBIT 1
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maximum. Please note that resumes are included in the appendix and the appendix does not have a maximum page limit.
E. DETAILED PROJECT APPROACH
Provide a detailed description of the proposed approach to the project. The description should include a summary of the consultant’s understanding of the issues confronting local jurisdictions implementing ASR Well projects, including potential issues which may arise based upon the consultant’s work and experience in other jurisdictions on similar scopes of work. The consultant should emphasize demonstrated and proven knowledge of the site characteristics, including the natural environment, geology, topography, hydrology, and utility infrastructure. The consultant should also demonstrate an understanding of the potential environmental concerns, permitting process and timeline, construction challenges, and operations/maintenance decision points, along with proposed concepts for mitigating these concerns/challenges. This section shall include information as to consultant’s approach in the event the expected injection and extraction abilities aren’t permitted by DDW.
The description shall include enough details, such as a list of tasks about the engineering services, to be included as a scope of work in a professionalservices agreement. Include a list of anticipated drawings and total number of drawings as an attachment in an appendix (not included in page count). Actual scope may change after predesign. Twelve (12) page 8.5” x 11” (including up to two 11” x 17” pages).
F. PROJECT SCHEDULE
A schedule for completion of the project shall be submitted with the proposal.
Schedule to include anticipated permits with appropriate governmental agency review time. All permits, environmental document approval, major deliverables, meetings, and construction milestones shall be included on the schedule. Four (4) pages (including up to two 11 x 17 pages) maximum.
G. CONFLICTS OF INTEREST
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Any actual, apparent, direct or indirect, or potential conflicts of interest that may exist with respect to the firm, sub-contractors, employees or other persons relative to provided services must be disclosed. State if there are no conflicts of interest. Page limit as required.
H. PROPRIETARY INFORMATION AND PROFESSIONAL SERVICES AGREEMENT Consultants submitting proposals must provide a statement that nothing contained in the proposal will be proprietary. Consultant shall identify any requested modifications to the City Sample Professional Services Agreement (Attachment A). Page limit as required.
I. INSURANCE
Provide a summary of insurance coverage including public liability, property damage, workers compensation, automobile, and professional liability. Insurance must meet City’s insurance requirements for the Professional Services Agreement (Attachment A).
J. STAFFHOURS ESTIMATE AND COST INFORMATION
Provide estimate of consultant and subconsultant time for each task to permit a determination of level of detail and number of management, engineering, technical, drafting, and support personnel hours envisioned for each task. Hours for each classification shall be provided for each task. Estimate shall be prepared in a tabular format – include separate electronic copy of estimate. Page limit as required.
The top ranked consultant will be asked to provide an hourly rate schedule for those job classifications to be billed to the project and identify all other costs to be billed to the project, including travel and other expenses, in order to attempt to negotiate a contract.
Provide a description as to how annual hourly rate adjustments are to be implemented.
Page limit as required. If negotiations with the top-ranked consultant are not successful, the City will terminate negotiations with that consultant and attempt to negotiate a contract with the next highest ranked consultant.
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Well
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A selection panel, composed of City staff and external experts, will evaluate, and rate each proposal on the following items:
• Understanding of the project and work involved
• Team and organization of the proposed project team
• Staff qualifications and technical ability
• Experience with similar work
• Schedule and availability
• City of Mountain House past experience and knowledge
A final recommendation will be made by the selection panel upon technical review. The Utility Manager or designee will negotiate the scope and cost of the proposed contract. Consultant selection, scope and cost may be presented to City Council for final approval.
8. EVALUATION AND SELECTION CRITERIA
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RFP PW2503
TABLE 1
Rating of Proposals
CRITERIA Max Points
Understanding of Project and Work 20
Team and Organization 10
Staff Qualifications and Technical
Ability
20 Experience with Similar Work 20
Schedule and Availability 20
City of Mountain House Experience and Knowledge 10
TOTAL (100 Max points)
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ASR Well Project
Scope of Work 1 July , 2025
SCOPE OF WORK
The following is a restated and modified scope of work based on our proposal scope (submitted on March 17, 2025) and modified to meet City of Mountain House (City) objectives for the project initially communicated to Woodard & Curran (W&C) on May 29, 2025. This scope of work will be completed by Woodard & Curran with the support of key project partners, LRE Water and Consor, and additional subconsultants and vendors for specific tasks.
TASK 1. PROJECT MANAGEMENT
Woodard & Curran will coordinate with the City and manage its project team, subconsultants, and vendors in executing this scope of work.
Task 1.1 Contract Management & Progress Reporting
Woodard & Curran will enter into agreements with its subconsultants and administer and manage the execution of this scope with the City and with our subcontractors. Woodard & Curran will prepare a Project Management Plan (PMP) that will guide our execution of the work. Included in the PMP will be the Quality Assurance Plan (QAP). Woodard & Curran will prepare monthly invoices and progress reports summarizing status of ongoing activities, level of completion against the project scope, schedule and budget and identifying potential challenges or schedule impacts.
Task 1.2 - Regular Check-In Meetings
Woodard & Curran will convene regular progress meetings with the team and the City to review work accomplished and coordinate the upcoming work; and start the project with a Kickoff Meeting to set the tone of collaboration. These regular check-in meetings will also be used to review information needs and discuss and track project issues needing resolution and collaborative problem-solving. Progress meetings will be held monthly during initial planning phases and biweekly meetings during active exploration, design, and construction phases to maintain momentum. Each meeting will have structured agendas and documented action items to ensure accountability. An action item status log will be developed and reviewed at these meetings.
Task 1.3 - Quality Assurance and Quality Control
Woodard & Curran will execute the project in compliance with our QAP prepared under Task 1.1. An internal kickoff workshop will be held with senior technical staff to review the approach and identify issues for the project team to investigate and resolve. Deliverables will be reviewed by senior subject matter experts and comments will be addressed prior to deliverable submittal to the City.
Task 1 Assumptions:
- Project duration no more than 27 months
- Invoices and progress reports using Woodard & Curran project templates - City will attend regular check-in meetings to facilitate resolution of issues and decision making - City will make key staff available for project meetings and workshops based on agendized discussion topics.
Task 1 Deliverables:
- Project Management Plan & Quality Assurance Plan
- Meeting Agendas & Minutes
- Monthly Invoice and Progress Reports
- Project Action and Decision Log
TASK 2. FUNDING SUPPORT
Task 2.1 Grant Opportunities TM and Support
Woodard & Curran will review funding opportunities that are aligned with the City’s ASR project and identify potential opportunities for targeting. A memo will be prepared describing potential funding opportunities applicable to the City’s project, including evaluation criteria and application deadlines, and EXHIBIT 1
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Scope of Work 2 July , 2025
level of effort for completing applications. Since funding applications vary in complexity, we will scope applications outside of this contract and provide support and coordination through the evaluation and award process.
Following grant award (two awards assumed), Woodard & Curran will provide grant administration support to the City and its funding consultant(s) as requested.
Task 2 Assumptions:
- Level of effort is limited to the authorized hours in the fee estimate -
Task 2 Deliverables:
- Grant Opportunities Memo describing targeted potential opportunities TASK 3. PREDESIGN
This task will include identifying and evaluating potential ASR sites based on a desktop review of available hydrogeologic and land use information, developing and performing an exploratory well program and preparing a preliminary design for the recommended ASR system facilities.
Task 3.1 Review Previous Studie
Woodard & Curran will collect available data and confirm that Mountain House has provided our Team with all existing studies and reports related to the ASR project. Woodard & Curran will create a list of information obtained and used in developing the preliminary design.
Task 3.2 Site Assessment
Woodard & Curran will conduct a property evaluation for ASR implementation. The site identification will be based on the following activities:
Desktop Hydrogeologic Review: The site identification process begins with a desktop review and evaluation of available hydrogeologic data to identify feasible ASR areas within reasonable proximity to the water treatment plant and the Mountain House distribution system to minimize conveyance infrastructure. This will include areas around the water treatment plant location as well as areas east of Mountain House Parkway, south of Byron Road and north of Von Sosten Road. The objective will be to identify sites overlying areas suitable for ASR operations below the Corcoran Clay aquiclude. Data to be reviewed include:
• Boring log data for wells deeper than the Corcoran Clay, as available from DWR’s WCR Map Application, building upon the USGS CVHM2 texture model • Geophysical data for oil and gas wells, as available from CalGEM’s Well Finder • AEM data, as available from DWR’s AEM Data Viewer or Natural Resources Agency’s Open Data Portal
• Interpreted geologic data from the GSP, groundwater model documentation, or other readily available sources, which may include formations or depth to base of freshwater.
The data will be summarized in a brief technical memorandum, including recommendations on the suitability of subsurface conditions for ASR and spatial variability in suitability, to the extent supported by the data.
ASR Well to Distribution System Hydraulic Modeling: Woodard & Curran will use the City’s existing water distribution system hydraulic model to analyze conveyance requirements for injection water source from the system to the ASR sites and extraction water from the ASR sites to the distribution system to understand sizing of the inlet/outlet pipeline and the ability of the distribution system to supply the EXHIBIT 1
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Scope of Work 3 July , 2025
required injection flow and absorb the expected extraction flow. The results will provide a comparison of conveyance infrastructure needs for the identified potential ASR sites. Up to three connection locations, and up to two demand conditions for each location, are assumed.
ASR Well Site Area Constraints Assessment: Woodard & Curran will assess the ASR potential site area to determine constraints that might suggest that the area be reduced to a more optimal sub area with fewer constraints. The considerations will include:
• Location within the existing distribution system to enhance system water quality • Prioritize water resource storage and recovery strategies • Property land use consistency, based on input from the City • Future development planning based on input from the City • Environmental constraints
• Regulatory considerations
• Proximity to a flush water discharge location and power source • Construction access
Conduct ASR Well Siting Workshop: Woodard & Curran will present findings from the desktop hydrogeologic assessment, conveyance hydraulic evaluations, and constraints assessment in a Well Siting Workshop with City staff. The objective will be to narrow the potential ASR sites to those that best meet the City’s needs. The remaining potential sites will then be used in developing the exploratory well program, specifically to select the two exploratory well locations.
Develop Evaluation Criteria and Perform ASR Site Evaluation: Woodard & Curran will develop evaluation criteria for ASR site ranking that considers the City’s input from the ASR Well Siting Workshop, technical feasibility findings, and identified constraints, along with the evaluation approach and methodology. This will be used in evaluating up to three (3) potential ASR sites. The results of the site evaluation will be presented as a ranked list of properties (sites) best suited for ASR implementation with justification for each recommendation using the evaluation criteria.
Task 3.3 Exploratory Well Program
Develop Exploratory Well Program: After the ASR siting workshop, Woodard & Curran will develop a plan to construct and conduct testing on two exploratory test bores/wells to determine feasibility of ASR in the basin. The program plan will identify location of the two wells, the construction requirements, and the down-hole and laboratory testing plan.
Perform Exploratory Well Program: Woodard & Curran will issue a request for cost proposals to solicit bids for construction of two ASR test bores that will be outfitted to be monitoring wells for the City’s ASR program. The solicitation will be based on the technical specification developed during the program planning work. Woodard & Curran will review drilling contractor cost proposals with City and select a contractor. The Woodard & Curran team will oversee the drilling work. Test bore geophysical testing will be performed once the test bores are complete. After testing is complete, the drilling contractor will finish the test bores as monitoring wells.
Prepare ASR Feasibility Report: The results of the drilling and testing program (Tasks 3.3-3.4) will be summarized in an ASR Feasibility Report and will provide findings related to:
• Existing groundwater gradient
• Groundwater quality
• Aquifer properties
• Sustainable injection and extraction rates
• Storage capacity assessment with respect to regional pumping • Potential separation criteria for a multiple ASR well field • Laboratory test results of core samples for a geochemical analysis EXHIBIT 1
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• Recommendations related to where to best recharge and recover supplies within the City of Mountain House’s service area
• Definition of the number of ASR wells that will need to be drilled to meet Mountain House’s short-term and long-term goals
• Identification of potential clogging agents
• Design considerations related to the Corcoran Clay layer that separates the upper and lower aquifer systems in this basin.
Conduct ASR Feasibility Workshop: Upon completion of Tasks 3.1-3.4, Woodard & Curran will conduct a workshop with City to present findings and recommendations from the exploratory well program and discuss the preliminary ASR Site Evaluation results. The purpose of this workshop is to receive City input on the findings and recommendations and to discuss evaluation criteria for the site evaluation.
Task 3.4 Advanced Geochemical Analyses and Groundwater Modeling Woodard & Curran will analyze exploratory well core and groundwater samples and laboratory test data to characterize the groundwater and the injection source water and build a model to identify potential geochemical reactions that may influence water chemistry and impact injection and extraction rates.
A quantitative assessment of geochemical reactions between the recharge source water and groundwater will be conducted to understand how recharge may affect corrosivity, dissolved metal content, and mineral precipitation in the aquifer. This assessment consists of conducting additional characterization of the injection source water and groundwater during the exploratory drilling program, including:
1. Sampling the source water and groundwater for inorganic and organic constituents and parameters that are relevant to determine both corrosion, biofouling, leaching, and precipitation potential.
2. Sampling aquifer solids for geochemical characterization. Analyses will include:
a. X-ray diffraction to identify the major and minor mineral phases present in the aquifer b. Inductively-coupled mass spectrometry (ICP-MS) to characterize the major, minor, and trace element chemistry of the aquifer solids, including key metals such as chromium and arsenic
3. Conduct quantitative geochemical modeling to assess potential chemical reactions between the source recharge water, groundwater, and aquifer solids. Our Team will utilize PHREEQC, a stateof-the-art geochemical speciation and reaction-path model, to identify and assess reactions including:
a. Mobilization and immobilization into extracted water of redox-sensitive metals such as arsenic and chromium
b. Dissolution and precipitation of mineral phases such as iron oxides, hydroxides, and carbonates, that can reduce or increase aquifer porosity and corresponding injection and extraction rates
c. Equilibrium chemical characteristics of extracted water The geochemistry results will be presented in a Technical Memorandum that summarizes the sampling protocols and resulting analytical data, geochemical modeling methods and results, and recommendations on potential amendments or management approaches to mitigate potentially negative reactions and outcomes. The draft TM will be discussed at the ASR Feasibility Workshop.
Further, Woodard & Curran will conduct groundwater modeling to assess regional groundwater gradients and predict changes in groundwater flow to be expected after ASR well implementation. Available groundwater models, C2VSim, DeltaGW, and CVHM2, will be assessed for use in the effort, focusing on EXHIBIT 1
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Scope of Work 5 July , 2025
characterization of the Mountain House area in the model, the total depth of the model in the Mountain House area, and the ability to perform particle tracking analyses. A child model will be created for the study area (local extent to be determined after desktop hydrogeology review) and used to create four model scenarios, one with each of the identified ASR sites and one will the three sites operating simultaneously. The scenarios will all use a time series of injecting, holding, and extracting based on historical hydrology and input from the City on desired use.
The groundwater modeling results will be presented in a Technical Memorandum that summarizes the model selection, scenario development, modeling results, and recommendations on potential modifications or management approaches to mitigate potential issues or impacts. The draft TM will be discussed at the ASR Feasibility Workshop.
Task 3.5 Conduct Refined Conveyance Hydraulic Modeling
Hydraulic modeling will be conducted using the recommended ASR well sites to finalize the interconnections into the City's existing distribution system based on projected injection and extraction rates for both the initial and ultimate ASR well field configuration. Woodard & Curran will evaluate up to two operational scenarios to identify optimal connection points to the distribution system and quantify system impacts under the identified injection and extraction operation. Findings will be documented in a Technical Memorandum.
Task 3.6 Develop ASR Well System Definition
Woodard and Curran will define the overall ASR project based on the findings and recommendations of work under Task 3. The system development will include the initial ASR well and associated support system facilities (e.g., electrical, drainage, process (i.e., injection/extraction and chlorination/dichlorination) and the conveyance system from the ASR piping to the distribution system connection(s). This system definition will provide the basis for the CEQA project description and the completion of the preliminary design for the project.
Task 3.7 Conduct Design Field Investigations
Woodard & Curran will conduct design-level field investigations once the City has accepted the recommended ASR Well site and conveyance system configuration. The investigations are described below.
Survey and Mapping: After the well site has been confirmed by Mountain House, Woodard & Curran will conduct surveys of the site and conveyance corridors and prepare design-level topographic mapping that will provide background for the project design drawings. Surveying will include property boundary research, establishing control, verifying datums and compiling surface topographic and planimetric data in a 100-foot-wide corridor centered on conveyance pipelines (up to 2,000 lineal feet) and a 200-foot square ASR well site. Aerial photogrammetric methods will be used to collect data and supplemented by ground topographic surveys. Survey areas are defined assuming an existing all-weather roadway will be adjacent to the site and a long access road is not needed to access the site. Mapping will be compiled from the survey data and prepared at 1” = 40” full size drawing scale. Surface features will be identified by legend symbol and/or text description. Ground contours at 1-foot vertical intervals will be shown along with spot elevations at a 50-foot horizontal grid where ground is flat. Utility information will be compiled into the mapping files and all files will be suitable for Civil3D CAD platform.
Geotechnical Investigation: Woodard & Curran will conduct a geotechnical investigation of the ASR well site and conveyance pipeline corridor, including drilling exploratory soil borings. Samples will be taken from the borings for visual classification and documentation in the boring logs and for laboratory testing EXHIBIT 1
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Scope of Work 6 July , 2025
to determine soil physical and corrosivity properties. Boring and laboratory data will be analyzed, and design recommendations will be developed for design criteria for structure foundations and seismic design, trenching and pipe installation and site improvements.
Utility Research and Investigation: Woodard & Curran will conduct utility research for the conveyance pipeline corridors and ASR well site. Utility ‘A’ letters will be issued to utility owners in the vicinity depicting the project and schedule and requesting available utility information. Follow up ‘B’ letters will be issued requesting verification of the design depiction of existing utilities. ‘C’ letters will be issued with final design drawings for utility owner information and the overall construction schedule. Record information received from utilities will be compiled into the mapping CAD files. A pothole program will be developed based on the layout of proposed improvements and the utility information collected from utility companies. We will coordinate a utility location investigation to identify buried utilities that may conflict with the new ASR facility and pipelines. Utility potholing will occur during 60% design development.
Task 3.8 Develop Construction Cost Estimates
Woodard & Curran will prepare construction cost estimates for the ASR Well System improvements. The estimates will be modeled after the Association for the Advancement of Cost Engineering (AACE) Class 5 estimate. A basis of cost estimating technical memorandum will be prepared to present the estimates.
Task 3.9 Draft Preliminary Design Report
Woodard & Curran will prepare a draft Preliminary Design Report (PDR) summarizing the work under Task 3, including the early ASR feasibility investigation. The PDR will include description of the project, design criteria by design discipline including projected well injection and extraction capacity, screening interval depth targets, water quality considerations, and system integration requirements. Woodard & Curran will also prepare 30% design drawings for the ASR well site and preliminary plan layouts for the conveyance pipelines using GIS or available imagery as background. Other drawings will include general mechanical layout of the ASR well including, overall site plan, process flow diagrams for the ASR well and chemical storage and feed systems, and single-line electrical diagrams.
Woodard & Curran will address the following ASR well site elements in the PDR:
• ASR Well Head
• Injection and extraction piping and valving
• Flush to waste piping and valving
• Yard piping
• Hypochlorite bulk storage and feed system
• Dechlorination chemical bulk storage and feed system
• Electrical service entry, switchgear and utility transformer • Electrical building/enclosure
• Instrumentation and control systems
• SCADA systems, including communications block diagram and identification of SCADA central location
• Site improvements (e.g., paving, drainage, grading, security features, maintenance accommodations)
Following submittal of the draft PDR, Woodard & Curran will conduct a preliminary design review workshop with the City to present overall findings and recommendations and to receive input and comments from City staff. Discussion and decisions will be documented in a workshop summary memorandum.
Task 3.10 Final Preliminary Design Report
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City of Mountain House
ASR Well Project
Scope of Work 7 July , 2025
Woodard & Curran will revise the draft PDR to incorporate input and address comments from the City. A final PDR will be prepared documenting the agreed upon basis for final design of the ASR Project.
Task 3 Assumptions
- City has available desktop hydrogeologic information for project area to project suitable ASR sites for further consideration
- Mountain House distribution system is constructed mostly of PVC pipe and does not pose a water quality concern related to mixing of ASR extraction water and the potable water supply - City will be responsible for any water rights modification process through the SWRCB and verification through City legal counsel.
- Up to five potholes are included in the level of effort estimate - Up to four exploratory soil borings are included in the level of effort estimate - Conveyance and pump to waste pipeline length is assumed to be no more than 2,000 lineal feet - Preliminary pipeline drawings will be approximately scalable layouts on available background mapping
- Test Bore drilling contractor selection will be through a competitive request for cost proposal process. The City and Woodard & Curran will participate in selection of the drilling contractor based on qualifications and price. Woodard & Curran will contract with the drilling contractor. The City will be responsible for paying drilling contractor invoices based on the negotiated payment terms and conditions given the likelihood of a net thirty days payment requirement. - City will make construction water available to the drilling contractor during construction of the test bores
- City will coordinate and collaborate with Woodard & Curran in developing the plan for procuring and contracting the drilling contractor
- City will secure property access for test bore drilling operations and permanent easements or fee title right-of-way for permanent project facilities, including access thereto. - City will take on review of its current disinfection process at the water treatment plant and identify and implement necessary improvements to revert to disinfection by sodium hypochlorite. -
Task 3 Deliverables
- List of collected references and existing information - Draft and Final Hydraulic Model Results TM
- Draft and Final Geochemical Analysis TM
- Draft and Final Groundwater Modeling TM
- Basis of Cost Estimate TM
- Pothole Investigation Report
- Geotechnical Investigation Report, draft and final
- Draft and Final PDR
- Review workshop agenda and summary
- Draft PDR Comment Response Log
TASK 4. ENVIRONMENTAL SERVICES
Woodard & Curran will prepare the required environmental compliance documentation and regulatory permit applications for the City’s ASR Project.
Task 4.1 Permitting
Woodard & Curran will prepare permit applications in three phases. The first phase of permit preparation will include permits required for exploratory test bores and full-scale ASR well construction. These permits will include well construction permits from the San Joaquin County Environmental Health Department, EXHIBIT 1
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City of Mountain House
ASR Well Project
Scope of Work 8 July , 2025
coverage under the State General Permit for the discharge of low threat waters (for the discharge of waters associated with well development), and potentially grading permits necessary for site access. The second phase of permit applications will be for permits associated with the construction of above-grade infrastructure. These will include grading and building permits, permits from the San Joaquin Valley Air Pollution Control District, and depending on the size of the project site(s), coverage under the Statewide NPDES Construction Stormwater General Permit. Finally, the third phase of permit applications will be those associated with project operation. These will include filing a Notice of Intent for coverage under the General Waste Discharge Requirements for Aquifer Storage and Recovery Projects that Inject Drinking Water into Groundwater (Water Quality Order 2012-0010), a USEPA Underground Injection Control Permit, and an application to the State Board Division of Drinking Water for a Domestic Water Supply Permit Amendment (including the associated Technical, Managerial and Financial (TMF) Assessment and Drinking Water Source Assessment)
Woodard & Curran will proactively communicate with and schedule coordination meetings with regulatory agencies (Regional Water Quality Control Board, Division of Drinking Water and San Joaquin County) to identify and address regulatory requirements and concerns for the project. Woodard & Curran will prepare a Regulatory Coordination Plan that will guide engagement with the three regulators.
Task 4.2 Environmental Documentation
Initial Documentation & Special Studies
• Conduct environmental constraints analysis to determine appropriate California Environmental Quality Act (CEQA) documentation (anticipated to be IS/MND) • Prepare detailed project description based on Task 3 information • Complete special studies focusing on biological and cultural resources Administrative Draft IS/MND
Prepare comprehensive analysis addressing all CEQA Appendix G Checklist items, with detailed evaluation of key concerns:
• Air Quality/GHG: Model construction emissions using CalEEMod • Biological Resources: Identify significant impacts based on Biological Resources Report • Cultural/Tribal Resources: Summarize findings and include mitigation for potential discoveries • Energy: Estimate construction requirements and verify efficient resource use • Hazards/Materials: Evaluate potential for hazardous materials encounters • Hydrology/Water Quality: Address construction impacts and protection measures • Noise: Characterize sources and document distance to sensitive receptors • Population/Housing: Confirm project serves projected growth without encouraging additional expansion
Final Documentation
• Revise documents based on City feedback
• Prepare public notification materials
• Respond to public comments (up to 40 staff hours)
• Develop Mitigation Monitoring and Reporting Program (MMRP) Task 4 Assumptions
• City is responsible for permit submission, fees, and agency coordination • IS/MND is appropriate CEQA document level
• No protocol-level species surveys needed unless habitat identified • City will review draft permit applications and environmental documents within two weeks EXHIBIT 1
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City of Mountain House
ASR Well Project
Scope of Work 9 July , 2025
• Detailed analysis not included for aesthetics, agricultural resources, geology, land use, mineral resources, public services, recreation, transportation, utilities, or wildfire Task 4 Deliverables
• Permit applications (draft and final)
• Administrative, Screen Check, and Public Draft IS/MND • Notice of Intent documents
• Public comment response memo
• Final IS/MND and MMRP
• Regulatory Coordination Plan with up to three regulatory agency meetings TASK 5. DESIGN DOCUMENT PREPARATION
Woodard & Curran will develop detailed design documentation based on the findings and recommendations from Task 3.
Task 5.1 Prepare ASR Well Construction Design
Woodard & Curran will perform design of the bore, casing, screen, filter pack and well head for one ASR well. The design will include simple site plans showing the location of the well, well section, and details defining the well driller’s scope of work. A technical specification will be prepared to define the contract requirements for the well driller, including allowable drilling technologies, bore hole material requirements and well head appurtenances.
Draft ASR Well Design Package: A draft well drilling and construction package will be prepared for review by the City. This package will consist of site and general layout drawings, and a technical specification for well construction, logging, testing and development.
Final ASR Well Design Package: Woodard & Curran will respond to City comments on the draft design package submittal and prepare a final well drilling and construction package, ready for public bid advertising. Woodard & Curran will respond to comments in a comment response log.
Tasks 5.2-5.4 Develop 60%, 90%, and 100% Design Documents Woodard & Curran will perform design of the ASR Well outfitting, well site improvements and conveyance pipelines under three milestone subtasks:
• Subtask 5.2 – 60% Design Development
• Subtask 5.3 – 90% Design Development
• Subtask 5.4 – 100% Design Development and Bid Documents The design packages will include the applicable design disciplines and deliverables review summarized below:
Civil Site and Pipelines design will include layout and locating, both horizontally and vertically, of ASR facilities and off-site pipelines, design of site improvements, yard piping, piping appurtenances and connections to existing distribution system pipelines. Connection design will consider future ASR wells and integration with existing and planned infrastructure provided by the City. Pipelines will be designed with consideration of existing utilities, including both record information and direct pothole locating.
Structural design will include ASR wellhead pad, injection/extraction piping and valving pad, equipment and tank foundations, electrical building structure and foundation pad, and ancillary structures. Structural design will be based on the latest California Building Code and City amendments and design criteria developed through the geotechnical investigation.
Mechanical systems will be designed for reliability, efficiency, and operational flexibility. Woodard & Curran will consult closely with City staff to ensure compatibility with existing standards for equipment, systems, and maintenance practices. ASR well process mechanical will be designed for efficient operation EXHIBIT 1
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City of Mountain House
ASR Well Project
Scope of Work 10 July , 2025
in achieving the projected well injection and extraction capacities, with equipment selected and specified to achieve a high degree of automation. HVAC system design will be provided for enclosed spaces. Design will be based on State and City building codes and industry standards of practice.
Electrical systems design will include determining connected and duty loads for the ASR well facilities and site in support of the power service application to PG&E and design of utility service entrance, power distribution, grounding, lighting, HVAC, and related electrical system components.
Instrumentation and Controls systems design will focus on integration with the City’s existing SCADA and control systems. Woodard & Curran will design for operational redundancy, incorporating local PLC control with SCADA system backup. Instrumentation will be suitable for a high degree of automation in ASR well operation while maintaining remote and local operator oversight capability.
Cost Estimating will be provided at draft ASR well construction, 60%, 90%, and 100% completion levels, including updated construction cost estimates and cost basis TM updates.
Design Review Workshops will be conducted after each design deliverable submittal. Woodard & Curran will present an overview of the package and updates, and the City will provide initial comments and questions to resolve in the workshop to gather and incorporate City feedback.
Task 5 Assumptions
• ASR wellhead, chemicals, piping, and valves on concrete pads (open-air with sunshade for chemical systems)
• Weather-proof panel enclosure or small CMU block building for electrical equipment • Power available nearby; City applies for service; W&C provides technical information and designs infrastructure from property line to meter
• Assumes no electrical studies
• Includes up to 2,000 linear feet of pipeline for conveyance and pump-to-waste systems • ASR well pump design follows completion of well construction and testing • Final design will be based on the final preliminary design report • City has authority over building permits and design reviews • Fire protection limited to hydrant connection on conveyance pipeline • City responsible for control systems and SCADA integration • Specifications will use City's Public Works Bid and Contract Documents with W&C supplements • Drawings prepared using W&C AutoCAD standards (22" x 34" with standard border) • Construction permitting is described in Task 4.1
• ASR well drilling and construction takes place before ASR well equipping design. Field well construction support activities are listed within Construction Support Task 7.7.
Task 5 Deliverables
- Draft ASR well construction package and construction cost estimate - Final ASR well construction package ready for advertising - 60% Balance of Facilities design and construction cost estimate - 90% Balance of Facilities design and construction cost estimate - 100% Balance of Facilities design and construction cost estimate, ready for advertising - Review workshop agendas and meeting summaries
TASK 6. BID SERVICES
Bid services will support two bid phases, one for well construction and the second for the balance of improvements. Woodard & Curran will support the City during the two bid phases as described in the following subtasks.
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City of Mountain House
ASR Well Project
Scope of Work 11 July , 2025
Task 6.1 Prepare RFIs and Addenda
Woodard & Curran will prepare written responses to technical questions raised by bidders and provided by the City to Woodard & Curran. Woodard & Curran will prepare up to three addenda to modify the bid documents where Woodard & Curran and the City agree modifications are needed.
Task 6.2 Pre-Bid Conferences
Woodard & Curran will conduct up to two pre-bid conferences with prospective bidders to provide a comprehensive project overview and site familiarization. Woodard & Curran will prepare a summary presentation highlighting key project elements, potential challenges for consideration, and important contract requirements.
Task 6.3 Support City During Bid Phase
Woodard & Curran will provide support for the City during the bid phases including coordinating distribution of bid documents, addenda and RFIs to plan clearing houses identified by the City.
Task 6.4 Bid Evaluations and Recommendations for Award
Woodard & Curran will conduct a thorough evaluation of the bids received by the City. The evaluation will consider responsiveness to the bidding requirements, bidder qualifications with similar projects and pricing, including potential unbalanced bid items. Woodard & Curran will prepare a technical memorandum summarizing our findings from the evaluation and a recommendation for awarding the construction contract.
Task 6.5 Prepare Conformed Documents
Woodard & Curran will prepare conformed documents that are based on bid documents and bid addenda. The format of the conformed documents will highlight changes from addenda to the bid documents as a consolidated set of drawings and specifications for convenient use through construction.
Task 6 Assumptions
- Woodard & Curran will support up to two separate bid periods (ASR Well Construction and Balance of Improvements bid packages)
- City will manage and administer bid period activities, including issuing addenda and RFI responses to plan holders and City Document Room
- Woodard & Curran will provide services as-requested up to the authorized budget hours. - Bid documents will be provided under Task 5
- Up to three addenda are assumed for the level of effort estimate - One construction cost estimate update is assumed for the level of effort estimate - Conformed documents are for convenience during construction and will not be signed by the engineer(s) of record. The design documents of record are the signed and sealed bid documents and the signed and sealed addenda.
Task 6 Deliverables
- Written RFIs addressing Bidder inquiries
- Up to (3) written addenda in City format
- Pre-Bid Conference agenda and summary
- Conformed Drawings and Specifications
- Bid evaluation memorandum
TASK 7. SERVICES DURING CONSTRUCTION – Deferred until design reaches at least 90% complete Woodard & Curran will support the City during the construction phases of the two projects (ASR Well Construction and Balance of Improvements). Services will be provided under the following subtasks.
Task 7.1 Review Submittals
Task 7.2 Review RFIs
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City of Mountain House
ASR Well Project
Scope of Work 12 July , 2025
Task 7.3 Issue Design Clarifications
Task 7.4 Prepare Construction Change Orders
Task 7.5 Provide Construction Phase Support
Task 7.6 Prepare Record Drawings
Task 7.7 Well Construction Observations
Task 7 Assumptions
Task 7 Deliverables
TASK 8. TESTING, START-UP AND TRAINING – Deferred until design reaches at least 90% complete Woodard & Curran will support system testing, start-up and training as described below:
Task 8.1 ASR Well Development, Cycle Testing, and Operator Training ASR Well Development and Testing
Task 8 Assumptions
Task 8 Deliverables
TASK 9. OPERATIONS AND MAINTENANCE MANUALS– Deferred until design reaches at least 90% complete
Task 9.1 O&M Manual Development
Task 9 Assumptions
Task 9 Deliverables
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City of Mountain House
ASR Well Project
Scope of Work 13 July , 2025
Attachment A – PRELIMINARY DRAWING LIST
Mountain House ASR Well
Preliminary Drawing List –
Package 2
GENERAL Sheets
Cover Sheet, Vicinity and Location Map 1
Sheet Index and Pipe/Valve Schedules 1
General Notes 1
Legends, Symbols, Abbreviations 1
Process Flow Diagram and Hydraulic Profile 1
Site Survey and Boring Locations 1
Staging, Access and Sequencing 1
Subtotal General: 7
CIVIL
General Civil Notes 1
Well Site and Yard Piping 1
Pipe Profiles 2
Paving and Grading Plan 1
Cathodic protection details (City Standards) 2
Details 2
Typical Details 2
Subtotal Civil: 11
PLAN & PROFILE
Pipeline Plan and Profile (1"=40', 2000 LF
pipeline)
Inlet/Outlet + Wasting Line
3 Subtotal Plan & Profile: 3
STRUCTURAL
General Notes and Legend 1
Plans 1
Sections 1
Plans and Sections for Misc Structures 1
Shade Structure Design 2
Details 2
Subtotal Structural: 8
MECHANICAL
General Notes and Legend 1
Process Equipment Schedule and Piping
Schedule and Notes 1
Sheets
Valve Schedules and Notes 1
Wellhead Piping Plan and Notes 1
Wellhead Piping Section and Notes 1
Wellhead Details and Notes 1
Monitor Well Surface Completion Plan 1
Monitor Wellhead Enclosure 1
Chlorine Room Piping Plan 1
HVAC and Plumbing Plans 1
Typical Details 3
Subtotal Mechanical: 13
ELECTRICAL
Electrical Symbols and Abbreviations 1
Typical Control Panel Elevation and Backpan
Layout 1
Typical Control Panel Elementary Diagrams 2
I/O Termination 3
Electrical Site Plan 1
One Line Diagram 1
Structure Electrical Power Plan 1
Structure Electrical Lighting Plan 1
Structure Electrical Systems Plan 1
Lighting Fixture Schedule and Installation
Notes 1
Instrumentation and Systems Riser Diagrams 1
Well Pump VFD Elementary Diagram 1
Miscellaneous Elementary Diagrams 1
Typical Electrical Details 3
Conduit Schedule 1
Subtotal Electrical: 20
P&ID
Instrumentation Symbols and Abbreviations 1
ASR Well P&ID 1
Chemical Feed System P&ID 1
Auxiliary System P&ID 1
Subtotal P&ID: 4
TOTAL SHEETS 66
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AQUIFER STORAGE
AND RECOVERY WELL
Design, Grant & Construct Engineering Services
PROPOSAL FOR CITY OF MOUNTAIN HOUSE
RFP PW2025-3 March 17, 2025
~1200'
A SPHER S ENVIRONMENTAL COMPANY
A SPHER S ENVIRONMENTAL COMPANY
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Introductory Letter
A
Proposal for Aquifer Storage And Recovery Well –
Design, Grant and Construct Engineering Services
RFP PW2025-3
A. Introductory Letter
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2175 North California Boulevard
Suite 810
Walnut Creek, California 94596
www.woodardcurran.com
T 800.426.4262
T 925.627.4100
March 17, 2025
Karen Morgan
Utilities Manager, City of Mountain House
251 E. Main Street
Mountain House, CA 95391
RE: Engineering Services for Aquifer Storage and Recovery (ASR) Well Project - RFP PW2025-3 Dear Ms. Morgan:
The City of Mountain House is undertaking an urgent Aquifer Storage and Recovery (ASR) Well Project as part of the City's compliance with Order No. 01_10_15R_005 to develop a reliable emergency water supply alternative to its sole-source Byron Bethany Irrigation District connection and the importance of this project in building a long-term resilient water portfolio.
Our team's approach to this project focused on your critical concerns:
• The co-equal goals of a reliable 6-month emergency water supply and a long-term water storage alternative at full buildout (approximately 3,200 AF) • The importance of technical success, considering aquifer capacity, water quality, and geological conditions, and employing innovative well design and development techniques • The need for a streamlined and efficient project approach to achieve project completion as soon as possible
• The need for remote automated operations and system versatility to operate with either pressure zone in your distribution system and the importance of a sophisticated distribution system analysis to understand water quality impacts
Benefits of working with the Woodard & Curran team
1. Operations-driven design approach means the ASR well will work as intended: Our team includes experts who have operated ASR systems, not just designed them. As you noted, "ASR wells have personalities" requiring careful operation. Our designs incorporate practical operational considerations from day one, ensuring your staff receives comprehensive training.
One of our team’s differentiators is specialized expertise of Gary Gin, who brings hands-on ASR operations experience (8,000+ operational hours), understanding the practical realities of system management.
2. ASR experts experienced in your basin will save time: Our core team brings specialized ASR experience from successful implementations in Arizona, Southern California, and critically, within your local hydrogeological basin. You'll work directly with seasoned ASR professionals who already understand the historical data, previous studies, and local regulations.
3. Comprehensive hydrogeological expertise will make sure the ASR well is in the best location: We combine field exploration techniques coupled with extensive downhole geophysics and sophisticated groundwater modeling to determine the optimal location for your ASR system. Our approach will address concerns about aquifer capacity, potential salinity issues, and geochemical compatibility. We also understand the concerns about regional groundwater gradients and will model impacts from regional pumping to site the ASR well (and subsequent wellfield).
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City of Mountain House 2 Woodard & Curran, Inc.
Engineering Services for Aquifer Storage and Recovery (ASR) Well Project March 17, 2025
4. Integrative management will achieve the needed water quality outcomes: We implement advanced water quality monitoring and management protocols that address the potential for biological clogging, pH and conductivity control, and geochemical interactions between injected and native groundwater. Our treatment expertise will aid in making the recharge source compatible with groundwater and the aquifer sediments.
5. Distribution system optimization provides flexibility: We will utilize your existing hydraulic model to ensure seamless integration between your ASR facilities and distribution system, including versatility to operate with either pressure zone. When we are conducting hydraulic modeling, we are focused on making sure the integration between the ASR well and distribution system is evenly balanced so that both assets are unified in operations. We are also wanting to make sure there are no costly modifications to the distribution system in order for the ASR well to operate. Lastly, we will consider scaling the ASR well-field to identify future CIP upgrades if necessary.
6. Funding expertise to access additional financial resources: Our team understands the financial aspects of water infrastructure and can help identify funding opportunities to offset project costs while meeting your aggressive implementation timeline.
Our proposed project team is structured for clear accountability and efficient project delivery. As project manager, I will serve as your primary point of contact, supported by specialized technical leads who bring extensive ASR implementation experience directly relevant to your needs. While we have assembled experts from partnering firms to provide specialized expertise, Woodard & Curran will maintain full responsibility for project delivery and quality. We are operating under a “one team collaborative approach” each team member with clearly defined expertise and tasks, working simultaneously with routine communications to streamline project delivery and ensure project success.
We are excited about the opportunity to support Mountain House in developing this critical water resilience project. We understand the importance of moving quickly while ensuring technical success, and we are prepared to begin immediately upon notice to proceed.
Please feel free to contact me at (925) 627-4120 or [email protected] if you have any questions about our approach or qualifications.
Sincerely,
WOODARD & CURRAN, INC.
Mike Matson, PE
Project Engineer and Project Manager
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“To Provide Responsive Service to Our Growing Community That Exceeds Expectations at a Fair Value”
Date:
Subject:
Re:
January 28, 2025
Addendum #1
RFP PW2503 – Aquifer Storage and Recovery Well
To all Prospective Proposers;
The following is an Addendum (Addendum No. 1) to the Aquifer Storage and Recovery Well Request for Proposal and will be a material addition to the contract documents. All Proposers who submit a Proposal must sign the acknowledgement form and include this form with their proposals.
251 E. Main St., Mountain House, CA 95391
Tel (209)831-2300 - Fax (209)831-5610
www.mountainhouseca.gov
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ADDENDUM ACKNOWLEDGEMENT FORM
Aquifer Storage and Recovery Well
No. PW2503
This form is an acknowledgement that I have reviewed and acknowledge the receipt of the following Addendums for the subject Contract:
Addendum No. ___1_________________________________________________________ Proposer_________________________________________________________________ Name ____________________________________________________________________ Title______________________________________________________________________ Signature __________________________________________________________________ Date ______________________________________________________________________ When issued, Addendum shall automatically become a part of the proposal documents, and shall supersede any previous specification(s) and/or provision(s) in conflict with the Addendum. It is the responsibility of each prospective Proposer to obtain all Addendum associated with this solicitation. By submitting a response to this solicitation, the proposer shall be deemed to have received all Addendum and will incorporated into their proposal.
Woodard & Curran, Inc,
Mike Matson, PE
Project Engineer and Project Manager
3/12/2025
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PW2503 - ADDENDUM #1 - Changes are as follows:
Item #1 –
The RFP schedule has been revised, the schedule matrix for RFP PW2503 listed on page 1 and page 5, section 3.4 shall be replaced by the following schedule:
Item #2-
Replace page 5, section 3.3 Questions and Inquiries with:
Questions concerning this RFP should be submitted via email to the designated contact by 4:00 p.m. Monday, March 3, 2025. Responses will be emailed to all as quickly as possible, with a deadline for all questions that will be ansered by Tuesday, March 10, 2025.
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Proposal for Aquifer Storage And Recovery Well –
Design, Grant and Construct Engineering Services
RFP PW2025-3
B
Project Overview
B. Project Overview
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services B.1 B | PROJECT OVERVIEW
PROJECT OVERVIEW
The City of Mountain House is a master-planned community located in southwestern San Joaquin County, currently serving approximately 28,000 residents, with an ultimate planned buildout population of 44,000. The City’s sole water supply comes from surface water delivered by Byron Bethany Irrigation District (BBID), which diverts water from the Delta at a point located approximately three miles northwest of the City’s Water Treatment Plant (WTP). The City of Mountain House requires a comprehensive solution to diversify its water supply portfolio and enhance water security through the implementation of an Aquifer Storage and Recovery (ASR) well system.
Currently relying exclusively on BBID for water supply, the City faces vulnerability during drought conditions or maintenance periods when BBID must suspend deliveries, as experienced during the 2015 curtailment. Woodard & Curran understands that this ASR Well Project is not merely an infrastructure addition, but a critical resilience measure required under Compliance Order No. 01_10_15R_005 from the State Water Resources Control Board.
Project Purpose and Objectives
The primary purpose of the ASR Well Project is to build water security into Mountain House’s water supply portfolio by providing critical infrastructure to increase storage and water availability. Specifically, the project aims to:
1. Create an emergency water supply capable of providing approximately 2,000 gallons per minute (approximately 9 acre-feet per day) for a period of up to six months at full buildout (equivalent to approximately 3,200 acre-feet).
2. Maximize use of the City’s BBID allocation by establishing infrastructure to store treated BBID water underground during periods of availability for later extraction during emergencies or seasonal supply reductions.
3. Satisfy the SWRCB Compliance Order requiring diversification of water sources.
4. Develop a resilient water portfolio through operational integration of a system that can be expanded in the future as the City approaches buildout.
The target location for the ASR well (and potential future wellfield) is in the southeastern area of the City, where borings have indicated hydrogeological conditions are more favorable for groundwater production (location to be verified during feasibility stage). The project will include the ASR well along with conveyance infrastructure to connect with the City’s distribution system, allowing for versatile operation with either of the City’s two pressure zones.
The first phase of the program includes concurrent activities to accelerate the schedule.
Well Site Feasibility
Determination
Preliminary
Design Review
(2 packages)
users users
Siting
Workshop
Workshop
Exploratory Program
Two Boreholes
•Geophysics
•Water Quality / Geochemical
•GW / Aquifer Properties Modeling
Hydraulic Modeling Survey Geotechnical Utilities
Design Field Investigation
Conveyance
Modeling
Hydrogeology
+ GW Flow
Environmental
Constraints
Well Siting
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b | Project overview
Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services B.2 Key Issue CIRCLE-1 Hydrogeologic Feasibility – Getting Water In and Back Out Again THE ISSUE: The successful implementation of an ASR system requires favorable hydrogeological conditions that allow for efficient injection, storage, and recovery of water. Specific concerns include:
J Capacity in the aquifer to inject and extract water
J Predictable and sufficient extracted water quality
J Ensuring recovery of injected water
J Preventing well clogging and maintaining system integrity over time OUR APPROACH: We will conduct a comprehensive hydrogeological investigation of the aquifer system beneath the Corcoran Clay, focusing on areas in the southeastern portion of the City where conditions appear most favorable. This investigation will include the elements described on the next page.
1. Advanced Downhole Geophysics: While conventional methods in estimating aquifer productivity can lead to high uncertainty, we will employ Nuclear Magnetic Resonance (NMR) technology to directly measure aquifer hydraulic properties at the foot scale. This approach allows us to:
a. Measure mobile water molecules in unconsolidated sediments b. Compare results with other direct methods like falling head tests c. Refine aquifer productivity values and identify poor productivity zones d. Significantly reduce project costs by identifying optimal well screen intervals
2. Comprehensive Water Quality Management: We will develop a water quality compatibility strategy addressing:
a. Geochemical interactions between injected water and native groundwater using Piper and Stiff diagrams b. Potential corrosion, biofouling, chemical precipitation, or metal leaching through a quantitative assessment c. Disinfection requirements and chloramine management through pre/post-injection treatment, cycling strategy and system design
d. Water quality parameters during injection and extraction using monitoring systems
3. Innovative Well Design and Development: Our design will incorporate:
a. Stainless steel casing and screens to maximize longevity b. Engineered glass bead filter pack rather than conventional gravel pack for improved hydraulic performance
c. Advanced well development strategies specifically designed to break down drilling fluids
d. High-concentration chlorine treatment (1,000+ mg/L) to effectively break down resilient drilling polymers Proof of Success: Our team has real world experience with similar ASR projects where these approaches have yielded significant results:
» The use of NMR technology resulted in over $60 million in savings for the Chino Basin Program by optimizing well placement and design Our design will use glass bead filter pack rather
than conventional gravel pack for improved
hydraulic performance.
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b | Project overview
Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services B.3 » Our advanced well development approach successfully removed 96 cubic feet of residual drill muds from a previously clogged ASR well, enabling continuous recharge at 1,900 gpm » Glass bead filter packs installed in Phoenix’s ASR wells demonstrated improved hydraulics and reduced maintenance needs, with wells exceeding performance expectations without requiring maintenance or equipment replacement for over a decade
Our hydrogeological team has extensive experience in the western San Joaquin Valley, including direct knowledge of the Corcoran Clay aquitard that underlies the Mountain House area. We recognize the importance of properly designing wells to target the deeper aquifer zone below the Corcoran Clay while balancing aquifer permeability with groundwater quality needs.
Key Issue CIRCLE-2 System Reliability Needed Immediately THE ISSUE: Storage and supply reliability is needed immediately, making the timeline for implementation a critical concern. The City needs a realistic schedule that addresses all regulatory requirements while delivering the project as quickly as possible.
OUR APPROACH: Our scheduling approach focuses on identifying the critical path and pursuing parallel workflows whenever possible:
1. Streamlined Project Management: We have developed a project management system that significantly accelerates project delivery through:
a. Bi-weekly client engagement ensuring real-time decision-making b. Integrated spreadsheet system that serves as agenda, meeting minutes, and decision log c. Real-time questions to operations staff for immediate design feedback d. Seamless QA/QC integration as team members see updates as they happen e. Continuous communication that prevents gaps and quickly addresses scope changes
2. Accelerated Design Process: We will expedite the design phase by:
a. Implementing the ability to move directly from Preliminary Design Report/30% design to 90% design b. Involving Mountain House staff in design meetings for immediate feedback c. Utilizing our existing relationships with developers who own land in the project area
3. Proactive Permitting Strategy:
a. Engaging with agencies early to identify and address potential challenges b. Obtaining categorical exemptions for exploratory work to gather critical data without delaying the overall schedule
c. Pursuing permits simultaneously rather than sequentially when possible d. Building buffer periods into the schedule to accommodate potential delays without affecting the critical path e. Preparing comprehensive data packages for the Notice of Applicability under the State Water Board’s General Order for ASR projects
Proof of Success: Using our streamlined project management approach, we have successfully delivered well projects in as little as 11 weeks, including permitting. We are currently actively permitting wells in San Joaquin County, giving us up-to-date knowledge of local requirements and processes. Our team has successfully obtained NOAs for ASR-style projects under the State Board’s General Order, with a thorough understanding of the requirements for demonstrating adequate treatment of injected water and monitoring protocols.
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b | Project overview
Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services B.4 Our proposed schedule divides the project into logical phases while allowing for concurrent activities:
» Project Initiation through Exploratory Program (Months 1-10) » Predesign (Months 1-13)
» Environmental Documentation and Permitting (Months 4-14, overlaps with predesign) » Design (Months 14-26, overlapping with permitting)
» Bidding and Award (Months 16-18, 27-29)
» Construction and Implementation (Months 19-24, 30-39) » Training & Closeout (Months 39-42)
This schedule recognizes both the urgency of the project and the realities of permitting, design, and construction processes.
Key Issue CIRCLE-3 Expandability for Future Needs
THE ISSUE: While the immediate need is for a single ASR well, the long-term vision includes expanding to a wellfield as the City approaches buildout. The initial design must accommodate this growth while maintaining operational effectiveness.
OUR APPROACH: We will develop a forward-looking design that anticipates future expansion needs:
1. Hydraulic System Integration: We will utilize the City’s existing hydraulic model to:
a. Analyze impacts of introducing ASR water into the distribution system b. Evaluate pressure zone interactions and management strategies c. Design facilities that provide operational flexibility to work with either pressure zone d. Optimize pipeline routing and sizing for both current and future needs e. Model future wellfield scenarios to identify optimal placement and infrastructure requirements
2. Scalable Control Systems: We will integrate the ASR system with the City’s existing SCADA system to provide:
a. Real-time monitoring of well performance parameters
b. Automated control of injection and extraction operations c. Alert systems for water quality or operational anomalies d. Data logging for regulatory compliance and operational optimization e. Architecture that can readily accommodate additional wells and monitoring points
3. Strategic Site Selection: We will evaluate potential well locations not just for immediate constructability but also for:
a. Proximity to potential future well sites
b. Access to utility corridors for future expansion
c. Balanced distribution across the service area for system resilience Proof of Success: Our team has successfully designed and implemented expandable water supply systems for growing communities across California. For example:
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b | Project overview
Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services B.5 » We designed the initial phase of an ASR system for a Central Valley community that has since expanded from 2 to 7 wells while maintaining consistent performance across the wellfield. » Our SCADA integration approach has enabled seamless addition of new facilities without disruption to existing operations.
» Our hydraulic modeling has accurately predicted system behavior as new infrastructure is brought online, allowing for confident planning of future expansions.
By applying these proven approaches to Mountain House’s ASR system, we will deliver a solution that not only meets immediate emergency supply needs but also provides a foundation for the City’s long-term water security as it continues to grow.
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Proposal for Aquifer Storage And Recovery Well –
Design, Grant and Construct Engineering Services
RFP PW2025-3
C
Consultant Information
C. Consultant Information
EXHIBIT 1
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services C.1 C | CONSULTANT INFORMATION
Mountain House ASR Well Project Alignment with Our Mission As described in Section E of our proposal, Woodard & Curran’s approach to Mountain House’s Aquifer Storage and Recovery (ASR) Well Project incorporates technical rigor, collaborative problem-solving, and a focus on long-term community benefits. The project perfectly embodies our mission of delivering high-quality engineering services while prioritizing environmental stewardship and building a more sustainable future for Mountain House.
Highlights of how the project aligns with our mission, values, and characteristics include:
Community Resilience: This project directly supports our mission of delivering high-quality engineering services to the community.
By developing a reliable emergency water supply for Mountain House, we’re helping create water security for a growing community of 28,000 residents (anticipated to reach 44,000 at buildout).
Environmental Stewardship: The ASR system represents
responsible water resource management, allowing for the storage of available water during wet periods for use during droughts or emergencies. This approach holds “protection of the environment in a regard superior to all other interests” by promoting sustainable water use practices and reducing vulnerability to climate change impacts.
Technical Excellence and Innovation: The project requires sophisticated technical solutions involving hydrogeology, water quality management, and system integration. Our team’s expertise in these areas allows us to deliver innovative approaches while maintaining the highest standards of engineering excellence.
Collaborative Problem-Solving: Successfully implementing this project demands cross-disciplinary collaboration between hydrogeologists, civil engineers, water quality specialists, permitting experts, and construction professionals. This internal teamwork, coupled with external collaboration with regulatory agencies and stakeholders, demonstrates our “one team” approach.
Long–Term Thinking: The ASR Well Project exemplifies our commitment to sustainable solutions that address not just immediate needs but future challenges. Rather than pursuing short-term fixes, we’re designing a system that can expand as the community grows, creating lasting infrastructure resilience.
Characteristics of the Firm and Partners
Founded over 40 years ago, Woodard & Curran specializes in helping communities use, treat, and reuse water and California is a center of excellence for our groundwater and water resources management capabilities. A people-first philosophy has driven our growth and success for decades and continues to be at the heart of our corporate identity today. Our firm is characterized by the following:
CIRCLE-1 People-Centered Approach: We prioritize the wellbeing of our employees, creating a positive and safe work environment where work-life balance is supported through schedule flexibility whenever possible. We actively solicit feedback from our team members and implement changes based on their input.
OUR MISSION STATEMENT
Woodard & Curran’s mission is threefold,
reflecting our foundational principles and
commitments:
“To develop and perpetuate a safe, enjoyable,
gratifying, and fulfilling place to work with
the important objectives of growth, freedom,
challenge, recognition, and reward.”
“To deliver to our clients and the community
a continually expanding range of high-quality
consulting engineering, science, and operations
services, and...”
“In all endeavors of the company to act in a character of good faith and fairness, and at all times, hold protection of the environment in a regard
superior to that of all other interests.”
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c | Consultant Information
Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services C.2 CIRCLE-2 Integrity-Driven Operations: We stand by our principles because we believe our character is more important than financial outcomes. We demonstrate this through authentic and transparent interactions with clients, communities, and colleagues.
CIRCLE-3 Culture of Autonomy: We empower our team members to think creatively, act on their convictions, and take responsibility for their work. We encourage innovation and support career development through mentorship and professional growth opportunities.
CIRCLE-4 Collaborative Teamwork: We work as one team, sharing ideas, resources, and knowledge across the organization and among our teaming partners. We treat each other with respect regardless of title or position and actively seek diverse perspectives to develop optimal solutions.
CIRCLE-5 Long-Term Perspective: We act as owners, taking pride in our work and focusing on sustainable outcomes rather than short-term gains. We are committed to maintaining private ownership to control our future and making the firm better for future generations.
These same values are shared by our partner firms LRE Water and Consor Engineering, along with a focus on operations-based design to ensure your ASR system will work and operate as it should.
Characteristics of Local Work
In addition to our firm values, Woodard & Curran brings extensive hydrogeology and water engineering experience specific to San Joaquin County and the surrounding region. Our deep local knowledge provides immediate value to the Mountain House ASR project:
J Our CV2SIM groundwater model is currently being used by the Tracy Subbasin for the Groundwater Sustainability Plan update, giving us deep understanding of the exact hydrogeological conditions relevant to the Mountain House ASR project.
J We have served as the lead coordinators of the Westside Integrated Regional Management Plan, which kicked off local funding for the irrigation districts and agencies surrounding the City of Mountain House. This work has provided us with established relationships with neighboring water agencies and familiarity with regional water management priorities, along with established success in driving state grant money into local programs.
J We developed the Groundwater Sustainability Plans for the neighboring subbasins of East San Joaquin and Delta-Mendota, which share similar hydrogeology characteristics with the Mountain House area. This experience gives us direct knowledge of the aquifer systems, water quality considerations, and regulatory framework that will govern the ASR project.
Our extensive local hydrogeological experience means we begin this project with a comprehensive understanding of the subsurface conditions, regional water management context, and regulatory environment. There is no starting from scratch—we already understand the regional groundwater dynamics, potential water quality challenges, and optimal approaches for ASR implementation in this specific geological setting.
Woodard & Curran’s team brings established relationships with neighboring water agencies and familiarity with regional water management priorities.
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Proposal for Aquifer Storage And Recovery Well –
Design, Grant and Construct Engineering Services
RFP PW2025-3
D
Project Team
D. Project Team
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services D.1 D | PROJECT TEAM
Our team brings together world-class ASR specialists with proven success in increasing recharge rates well beyond initial projections, as demonstrated at Butler ASR where we achieved 940 gpm versus the original 400 gpm estimate. Combining our local, Central Valley groundwater expertise with nationally recognized ASR design and operations specialists, we deliver optimized systems that exceed performance targets while saving clients money through innovative design and operations approaches. Woodard & Curran is the consultant lead and provides overall management, facilities engineering, modeling, and strategic direction while implementing proven collaboration techniques for our distributed team of experts. Our approach integrates local hydrogeology and engineering expertise under Mike Matson (Project Manager) with specialized ASR knowledge from two industry leaders: Nathan Nutter (lead ASR designer with extensive California ASR well experience) and Gary Gin (ASR operations specialist).
Project Management Techniques
and Approach for Geographically
Distributed Expertise. To optimize
communication within and outside
of Northern California, we employ
weekly structured virtual team
meetings with standardized reporting protocols and a cloud-based project management platform
for real-time document sharing
and progress tracking. Deputy
Project Manager Lyndsey Bloxom
serves as the coordination hub
between technical specialists, while
scheduled in-person collaborative
workshops at project milestones
and dedicated technical coordination calls for specialized design components ensure seamless
information flow. This framework
ensures integration of expertise
regardless of geographic location,
maintaining accountability through
clear responsibility matrices and
decision-making protocols. Our
team has successfully implemented
this approach on multiple complex
water infrastructure projects with
distributed technical experts,
ensuring Mountain House receives
both local responsiveness and
world-class ASR expertise.
Project Engineer/PM
Project Team
Principal-in-Charge
Deputy Project Manager
🔑 Mike Matson, pe
🔑 Dave Richardson, pe
🔑 Lyndsey Bloxom
QA/QC & Technical Advisory
Tony Valdivia, pe
Christy Kennedy, pe, pg, chg
ASR Well Design Team
Lead Design Engineer
🔑 Nathan Nutter, pe*, pmp
Consor Engineers
Operations-Focused
Engineer
🔑 Gary Gin, rg*
LRE Water
Hydrogeology Task Leads
Local Hydrogeology
🔑 Jim Blanke, pe, pg, chg, pmp
Groundwater Modeling
Mesut Cayar, phd, pe
Dan Bryant, phd, pg
Field Operations
Jim Strandberg, pg, chg
Geophysics
Pacific Surveys, LLC
Drilling Contractor
Yellow Jacket Drilling
Services, LLC
Engineering Task Leads
Engineering
James Kohne, pe
Structural
Tom Scalese, pe
Electrical
Donna Rammell, pe
Mechanical
🔑 Mike Matson, pe
CAD
Stephen Jung
I&C
Kyle Tracy, pe
Hydraulic Modeling
Chris van Lienden, pe
Geotechnical
Ninyo & Moore
Survey
Calvada Surveying, Inc.
Specialized Task Leads
Environmental
🔑 Robin Cort, phd
Biological/Cultural
Applied Technology &
Science (ATS)
Permitting
🔑 Leslie Dumas, pe
Funding/Financing
🔑 Richard Harmon
Project Resources & Support
Engineering Support
Resources
E1-PE1 varies
Admin Support
Dede Thomas
Lead Firm: Woodard & Curran 🔑 Key Team Members *Licensed in certain jurisdictions EXHIBIT 1
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d | Project Team
Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services D.2 Key Team Members
Mike Matson, PE | Project
Engineer & Project Manager
Mike has 40 years of experience specializing in the planning, design, and construction of water infrastructure
projects, including aquifer storage and
recovery (ASR) systems. Notable projects include the
Civic Center Water Treatment Facility in Malibu (three
injection wells), the Carpinteria Advanced Purification Project (two injection wells), and the Pasadena
Groundwater Storage Project (three ASR wells). For
the Pasadena project, Mike managed preliminary
engineering and environmental documentation for a
conjunctive use program to store 66,000 acre-feet of
water in the Raymond Groundwater Basin. The project
included conceptual designs for three ASR wells, a
groundwater nitrate treatment facility, a new inter-system connection, a pipeline linking seven existing wells, and a centralized ammonia addition facility. He has also contributed to the design of over 200 miles of pipelines, 15 pump stations, and eight reservoirs.
Nathan Nutter, PE, PMP |
Lead Design Engineer
Nathan serves as Consor’s national
well technical services lead. He
has over 20 years of experience in
planning, design, permitting, and
construction administration of water and wastewater
supply, collection, and treatment systems. He specializes in well/well site design and well technology advancements, including well field development and
management, groundwater (potable) production wells,
aquifer storage and recovery (ASR) wells, injection wells, vadose zone wells, and well condition assessments.
Nathan has provided design, condition assessment,
construction management, or siting for over 200 wells
across the country.
Gary Gin, PE | OperationsFocused Engineer
Gary is LRE’s ASR Practice Leader and
has 26 years of extensive experience
in water resources planning and
economic studies associated with
recharge systems. With over 8,000+ operational hours
of ASR wells, Gary was instrumental in the initial
testing of glass beads as a filter pack media to optimize bi-directional flow for these systems. He uses advanced programming and automation technologies to optimize
recharge and backwashing operations. He is also leading the industry in well development, recharge cycle testing, and training city staff on how to operate and
maintain these recharge systems. Gary is now working
on bridging the water/power nexus with advancing
power generation during recharge operations. He is
currently serving as the Technical Program Manager
for several municipal large-scale Indirect Potable Reuse (IPR) aquifer replenishment well-fields (most notably
Chino Basin Program- CA) and is a Technical Advisor
on ASR well operations related to IPR for the National
Water Research Institute. Gary is the recipient of the
2013 NGWA Outstanding Groundwater Project of the
Year for Phoenix’s ASR Well-Field and is nominated for
the 2025 NGWA Outstanding Groundwater Project.
Lyndsey Bloxom | Deputy
Project Manager
Lyndsey is Woodard & Curran’s Water
Resources National Practice Leader.
She brings more than 16 years of experience to her role, leading multidisciplinary teams in developing innovative strategies that enhance water sustainability, optimize infrastructure,
and drive long-term resilience. In a previous role she
served as the Program Manager for numerous Water
Resources planning efforts at the Water Replenishment
District in Lakewood, CA. Lyndsey led programs aimed
at enabling the use of available groundwater storage
capacity in the Central and West Coast groundwater
basins through expanded groundwater replenishment
and extraction. These projects included feasibility
analyses to site injection/extraction wells based on
hydrogeology and property availability, development of
funding plans including management of grant applications and reporting, stakeholder engagement plans, and management of internal and external technical teams.
Dave Richardson, PE |
Principal-in-Charge
With 41 years of experience, Dave
provides a broad range of engineering
planning, design, and construction
expertise to project teams, making
sure Woodard & Curran’s projects are technically
sound and that client needs are met. He is skilled at
guiding participatory decision-making through work
on multi-stakeholder projects such as integrated water
management planning and wastewater and recycled
water master planning. Additionally, he has expertise
in managing large and complex infrastructure projects
and programs for public agencies where he has
demonstrated his ability to leverage agency expertise,
Education and registration details are provided in the resumes EXHIBIT 1
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d | Project Team
Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services D.3 break down complex activities into achievable tasks,
and balance competing demands to move a project
forward. Dave is currently the Program Manager for
the Harvest Water Program which is providing in-lieu
groundwater recharge of 32,500 AFY in the Delta region
south of Sacramento.
Leslie Dumas, PE | Permitting
Leslie is a Senior Technical Leader
with over 35 years of experience as
a hydrologist and water resource
engineer. She has extensive expertise in environmental permitting, particularly in San Joaquin County
where she has led the preparation and implementation
of Groundwater Sustainability Plans and conducted
technical work to address regulatory requirements.
Leslie has managed multi-disciplinary teams on various
projects, including injection and monitoring well siting, groundwater investigation, modeling, resource planning, and stormwater runoff planning. Her work in the East San Joaquin region includes facilitating technical direction for the Eastern San Joaquin Groundwater
Authority and supporting the preparation of periodic
evaluations and plan amendments to ensure compliance with state regulations Jim Blanke, PE, PG, CHG, PMP
| Local Hydrogeology
Jim is a senior hydrogeologist with
over 20 years of experience in
groundwater management across
California, including significant contributions on the Central Valley including the Eastern San Joaquin Groundwater Subbasin in San Joaquin County and Merced Groundwater
Subbasin. As a technical lead, he provided critical
guidance for the development and implementation of
the Eastern San Joaquin Groundwater Sustainability
Plan (GSP), and the Merced GSP, working with nearly
20 Groundwater Sustainability Agencies (GSAs) to
address severe overdraft conditions, complex salinity
challenges, and long-term water supply reliability in
the region. His work has supported San Joaquin County
and surrounding communities through advanced
hydrogeologic modeling, groundwater sustainability
planning, and stakeholder collaboration to develop
scientifically based, publicly supported water management strategies.
Robin Cort, PhD |
Environmental
Robin has 40 years of experience as
an environmental scientist and ecologist with expertise in compliance with National Environmental Policy Act
(NEPA) and California Environmental
Quality Act (CEQA) regulations. She has been a project
manager for EIRs and other environmental documents
prepared for industrial, residential, and public works
projects including for groundwater well, water, recycled water, wastewater, and power facilities. Robin specializes in water resources, water recycling, and wastewater and is experienced with facilities planning, alternatives development and analysis, permitting, and implementation and monitoring of mitigation programs.
Richard Harmon | Funding/
Financing
Richard Harmon is an experienced
leader in public agency funding and
advocacy, specializing in securing
state and federal financing for water,
infrastructure, and transportation
projects. With nearly 25 years of experience, he has
successfully managed grant and loan applications,
leveraging programs such as the Clean Water State
Revolving Fund (CWSRF), U.S. Bureau of Reclamation
Title XVI, and state bond measures to secure critical
funding for municipal and regional projects. Richard
has played a pivotal role in guiding agencies through
the complex funding landscape, including identifying
funding opportunities, ensuring compliance with
regulatory requirements, and developing long-term
financing strategies,
Key Personnel Commitment
On an ASR program depending on phase of work, the
team can flex on range of availability. Our key team
members are deeply committed to the success of
this project, guaranteeing a dedicated percentage of
their time and ensuring their full engagement through
completion or until an approved reassignment.
J Mike Matson – Project Engineer & PM (25-40%)
J Nathan Nutter – Lead Design Engineer (15-40%)
J Gary Gin – Operations-Focused Engineer (30-35%)
J Lyndsey Bloxom – Deputy Project Manager (25-40%)
J Dave Richardson – Principal-in-Charge (5%)
J Leslie Dumas – Permitting (20%)
J Jim Blanke – Local Hydrogeology (20%)
J Robin Cort – Environmental (10-25%)
J Richard Harmon – Funding/Financing (20%)
Education and registration details are provided in the resumes EXHIBIT 1
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services D.4 Additional Subconsultants: Strategic Experts for Project Success Our team includes strategic partnerships with industry leaders to ensure project success. Calvada provides precision surveying expertise while Ninyo & Moore delivers specialized geotechnical analysis crucial for ASR implementation. For the technical core of the project, Pacific Surveys offers advanced down-hole geophysics that reveals critical aquifer characteristics essential for optimal well design and placement. Our certified laboratory partner conducts sophisticated water quality and geochemistry analytics to ensure long-term system performance. Yellow Jacket Drilling brings valuable experience from our ongoing ASR projects in the Chino Basin, with specific expertise in geological conditions similar to Mountain House. Environmental compliance is strengthened by Applied Technology & Science (ATS), whose biological and cultural resources specialists supplement our in-house environmental team.
ASR Well Design Experience
Butler ASR Well Design | City of Peoria, AZ | Dates: 2017-2023 PEOPLE-GROUP Team Members and Scope of Responsibility: Gary Gin (Project Manager), Nathan Nutter (Lead ASR Design Engineer, Project Manager for Well Equipping Design)
Awarded the ASU Sustainability Award and is nominated as the NGWA 2025 Outstanding Groundwater Project of Year.
Consor, in partnership with LRE Water, successfully designed and implemented the City of Peoria’s first ASR well for recharging advanced treated reclaimed water. The initial recharge estimate by another consultant was 400 gallons per minute (gpm), which fell short of the project’s 900 gpm objective. Our team’s assessment determined that 900 gpm was achievable, and we delivered exceptional results. Our team provided comprehensive services for this project, including designing all above-ground ASR well infrastructure and developing control narratives with operator interface systems. We implemented automated programming to enhance recharge operations while conducting thorough ASR well development to improve recharge efficiency. The project involved extensive cycle testing to establish optimal recharge and backwashing protocols. We also created detailed operational documentation, conducted staff training, and performed water quality compatibility assessments between the recharge source water and groundwater to ensure long-term system viability. The project has maintained a sustained recharge rate of 940 gpm (1.3 MGD) for five years, exceeding the target objectives. Our ASR expertise and programming knowledge saved Peoria $4.2 million by eliminating the need for a second ASR well.
CLIENT TESTIMONIAL: “Because we were constructing our first ASR well, we did not have the necessary background/experience to formulate an operation and monitoring program. LRE provided significant technical knowledge to our project team including how to operate ASR wells effectively, how to implement a long-term recharge strategy, and how to ensure the long-term health of the facility.” – Daniel Kiel, P.E., Planning and Engineering Manager, Water Services Department, City of Peoria
Client Contact: Daniel Kiel, Planning and Engineering Manager City of Peoria, 623-773-7982, [email protected] Chino Basin Program, Phase I – Injection Well Program | Inland Empire Utilities Agency | Dates: Phase 1 Injection Well Program: 2023- 2025; Phase 2 Well Siting and Drilling Injection Well: 2024-Present PEOPLE-GROUP Team Members and Scope of Responsibility: Gary Gin, Subject Matter Expert under the Program Management Team.
The IEUA Chino Basin Program in Southern California is the largest injection well-field that will be constructed in the next decade. IEUA’s goal is to recharge 15 million gallons per day of advanced purified waters into the underlying aquifers. LRE is the subject matter experts for the injection well-field and an integral part of the program management team. Phase I was an exploration drilling program to collect and analyze water quality and aquifer properties. Three exploration borings were drilled and EXHIBIT 1
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services D.5 three nest piezometers were constructed to measure aquifer properties and to sample water quality overtime.
The goals of the exploration program include confirming the underlying aquifer could accept 15 MGD of recharge; refining the injection well designs, number of wells to be drilled, and siting of future wells; documenting water quality variability; and conducting cursory compatibility assessments. The exploration program results indicate only 8 to 10 injection wells will need to be drilled instead of 16 as identified in the initial planning study because of the estimated high aquifer properties and the lateral continuity of the target aquifer. This reduces the overall injection well costs by over $60 million and lowers conveyance line costs significantly. Testing showed water quality was homogenous and did not exceed regulatory compliance limits. The results support updating cost and schedule projections and streamlining of project milestones and allow the project team to refine and identify best candidate well sites and define the conveyance piping alignments.
Client Contact: Andy Campbell, Deputy Manager of Water Facilities, IEUA, 909 993-1907, [email protected] ASR Recharge Operations Audit, Well Redesign and Optimization Analysis | City of Roseville, CA | Dates: 2019-2021
PEOPLE-GROUP Team Members and Scope of Responsibility: Gary Gin, Project Manager leading recharge operations for four ASR wells. Recharge audit and recharge optimization.
The LRE Team helped the City review their recharge operations from four ASR wells and implement backwashing strategies to optimize their recharge operations. Roseville had a planned recharge event where 1,000 acre-feet of treated surface water supplies had to recharged in two months. LRE worked on redesign of ASR wells by implementing ASR backwash trials in 2020 by modifying their programming on their most critical ASR Well (Well 8). LRE was able to remove clogging agents from Well 8 by implementing a series of backwash cycles followed by short intermittent injection slugs. In addition, an operational rotation schedule was developed, where other ASR wells would operate while Well 8 needed to be either backwashed or shut-down because the recharge mound in and around the well needed to recover back to static conditions. As a deliverable, LRE updated the City’s ASR Standard Operating Procedures (SOPs) which allowed managers and operators to work on their operational strategies on how these ASR wells should be backwashed, temporarily rested, and rotated to reduce well interference mounding. For the ASR well audit assessment, LRE evaluated their existing well infrastructure for well integrity and identified potential sources of clogging agents, updated programming, and recommended how ASR wells should be rotated to minimize recharge mound interference. Following well cleaning, chemical and mechanical redevelopment, and additional water quality analysis, the four Roseville ASR wells were cleared for ASR operation.
Client Contact: John Tadlock, Supervisor of Well-Field Operations, City of Roseville, 916 223-7763, jtadlock@ roseville.ca.us
Permitting & Environmental Review Experience
Injection Wells for Carpinteria’s Advanced Purification Project | Carpinteria Valley Water District | 2018 – Present; Construction Dates:
Q3-2025 (Bidding)
PEOPLE-GROUP Team Members and Scope of Responsibility: Mike Matson, Quality Control and senior oversight on technical aspects; Leslie Dumas, Technical Support for groundwater quality control, well design, and regulatory and permitting lead.
The Carpinteria Advanced Purification Project (CAPP) is a partnership between Carpinteria Valley Water District and Carpinteria Sanitary District and involves a 1.2 MGD advanced water purification facility (AWPF), operational storage, conveyance systems, and two injection wells. Our team conducted the feasibility study, prepared environmental documentation (including CEQA-Plus and the Environmental Impact Report), and completed both the preliminary and final designs for the AWPF, conveyance facilities, and injection wells to recharge the groundwater basin with purified water. As part of the regulatory and permitting process, EXHIBIT 1
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services D.6 we coordinated with the Division of Drinking Water (DDW), the Regional Water Quality Control Board (RWQCB), the City, and the Coastal Commission. Additionally, we worked closely with private property owners to secure the easements required to construct and operate the project, ensuring alignment with permitting and regulatory requirements. In addition to regulatory support, we assisted in preparing grant and financing applications, including opportunities from the U.S. Bureau of Reclamation. This $53 million project is slated for construction in 2025.
Client Contact: Bob McDonald, General Manager, Carpinteria Valley Water District, 805-684-2816 Ext. 123, [email protected]
Deep Aquifer Multi-completion Monitoring Well Installation | San Joaquin County | Dates: 2021-2024; Construction Dates: 2022-2024 PEOPLE-GROUP Team Members and Scope of Responsibility: Leslie Dumas, Project Manager, well siting, well design, well permitting; Jim Blanke data gaps, well locations, feasibility; Christy Kennedy, well siting and grant acquisition; Jim Strandberg, field support.
Using grant funding obtained by Woodard & Curran under a Proposition 68 Sustainable Groundwater Planning grant, Woodard & Curran oversaw the siting, design and construction of five shallow monitoring wells for interconnected surface water (ISW) monitoring; and a deep aquifer nested monitoring well in the Eastern San Joaquin Subbasin, adjacent to the Sacramento-San Joaquin Delta. Well siting needed to consider data gap locations identified in the 2020 Eastern San Joaquin GSP, the locations of properties owned by San Joaquin County, and the suitability of those properties for well construction (e.g., required overhead clearance). Work was completed in two phases, with the ISW wells constructed first and the deep aquifer Delta well constructed second. Each phase of work was implemented independent of the other and included well siting and clearance, preliminary design, environmental documentation preparation and permitting with the San Joaquin County Environmental Health Department, bid document preparation and bid support, well construction and development oversight, and post-construction reporting.
Client Contact: Brandon Nakagawa, Water Resources Coordinator, South San Joaquin Irrigation District, 209.249.4613, [email protected]
Civic Center Water Treatment Facility and Injection Wells | City of Malibu, CA | Dates: Phase 1: 2009-2015; Phase 2: 2019-Present; Construction Dates: Phase 1: 2016-2018
PEOPLE-GROUP Team Members and Scope of Responsibility: Mike Matson, QC and senior oversight on technical aspects; Robin Cort, Senior CEQA Technical Reviewer for EIR; Leslie Dumas, Project Engineer providing technical services in support of environmental documentation, permitting, injection well design and construction and start-up.
Woodard & Curran completed the design for the high visibility, multi-benefit 🔗Civic Center Water Treatment Facility (CCWTF) Project aimed at improving the water quality in the Malibu Creek, Malibu Lagoon, and Surfrider Beach. The CCWTF is a new membrane bioreactor wastewater treatment plant that produces Title 22 recycled water for irrigation and uses groundwater injection for excess recycled water. Woodard & Curran led the design of the CCWTF facilities, consisting primarily of an influent pump station, headworks, equalization basin, biological reactors, membrane reactors, UV disinfection, recycled water pump station, and a laboratory and operations building. We also prepared the plans and specifications for the final design, construction, and testing of three injection wells. We provided engineering services during construction. As part of the larger project, the Woodard & Curran team mapped the hydrogeology in the Malibu Valley Groundwater Basin, conducted geophysical surveys of both the near-shore and offshore environment, and completed water quality sampling. We performed injection testing using monitoring wells and analyzed the results in a MODFLOW groundwater model to determine the optimal locations for the injection wells and maximum injection volume.
Client Contact: Robert Duboux, Public Works Director/City Engineer, City of Malibu; 310.456.2489, ext. 339, [email protected]
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Proposal for Aquifer Storage And Recovery Well –
Design, Grant and Construct Engineering Services
RFP PW2025-3
E
Detailed Project Approach
E. Detailed Project Approach
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services E.1 E | DETAILED PROJECT APPROACH
Scope
The following is a restated and modified scope of work based on our approach described in Section B of the proposal and the scope provided in the Request for Proposals. This scope of work will be completed by Woodard & Curran with the support of key project partners, LRE Water and Consor, and by additional subconsultants and vendors for specific tasks.
TASK 1. PROJECT MANAGEMENT
Woodard & Curran will coordinate the City and manage its project team, subconsultants, and vendors in executing this scope of services.
Task 1.1 Contract Management & Progress Reporting
Woodard & Curran will enter into agreements with its subconsultants and administer and manage the execution of the Agreement with the City and with our subcontractors. Woodard & Curran will prepare a Project Management Plan (PMP) that will guide our execution of the work. Included in the PMP will be the Quality Assurance Plan (QAP). Woodard & Curran will prepare monthly invoices and progress reports summarizing status of ongoing activities, level of completion against the project scope, schedule and budget and identifying potential challenges or schedule impacts.
Task 1.2 - Regular Check-In Meetings
Woodard & Curran will convene regular progress meetings with the team and the City to review work accomplished and coordinate work upcoming; and start the project with a Kickoff Meeting to set the tone of collaboration. These regular check-in meetings will also be used to review information needs and discuss and track project issues needing resolution and collaborative problem-solving. Progress meetings will be held monthly during initial planning phases and biweekly meetings during active exploration, design, and construction phases to maintain momentum. Each meeting will have structured agendas and documented action items to ensure accountability.
An action item status log will be developed and reviewed at these meetings.
Task 1.3 - Quality Assurance and Quality Control
Woodard & Curran will execute the project in compliance with our Quality Assurance Plan prepared under Task
1.1. An internal kickoff workshop will be held with senior technical staff to review the approach and identify issues for the project team to investigate and resolve. Deliverables will be reviewed by senior subject matter experts and comments will be addressed prior to deliverable submittal to the City.
Task 1 Assumptions:
J Project duration no more than 42 months
J Invoices and progress reports using Woodard & Curran project templates J City will attend regular check in meetings to facilitate resolution of issues and decision making Task 1 Deliverables:
J Project Management Plan & QA/QC Plan
J Meeting Agendas & Minutes
J Monthly Invoice and Progress Reports
J Project Action and Decision Log
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services E.2 TASK 2. FUNDING SUPPORT
Task 2.1 Grant Administration, Writing, and Management Services Woodard & Curran will review funding opportunities that are aligned with the City’s ASR project and identify potential opportunities for targeting. A memo will be prepared describing potential funding opportunities applicable to the City’s project, including evaluation criteria and application deadlines, and level of effort for completing applications. Since funding applications vary in complexity, we will scope applications outside of this contract and provide support and coordination through the evaluation and award process.
Following grant award (two awards assumed), Woodard & Curran will provide grant administration services including quarterly reporting and invoicing, documentation management, and compliance monitoring.
Task 2 Assumptions:
J Up to two grant awards are assumed for level of effort estimate for administration J Grant reporting quarterly reports and reimbursement invoicing (draft and final) Task 2 Deliverables:
J Memo describing targeted potential opportunities
J Draft and final grant reports
TASK 3. PREDESIGN
This task will include identifying and evaluation potential ASR sites based on a desktop review of available hydrogeologic information, developing and performing an exploratory well program and preparing a preliminary design for the recommended ASR system facilities.
Task 3.1 Review Previous Studies
Woodard & Curran will collect available data and confirm that Mountain House has provided our Team with all existing studies and reports related to the ASR project. Woodard & Curran will create a list of information obtained and used in developing the preliminary design.
Task 3.2 Site Assessment
Woodard & Curran will conduct a property evaluation for ASR implementation. The site identification will be based on the following activities:
Desktop Hydrogeologic Review: The site identification process begins with a desktop review and evaluation of available hydrogeologic data to identify feasible ASR areas within an area east of Mountain House Parkway, south of Byron Road and south of Von Sosten Road. The objective will be to identify sites overlying areas suitable for ASR operations below the Corcoran Clay aquiclude.
ASR Well to Distribution System Hydraulic Modeling: Woodard & Curran will use the City’s existing water distribution system hydraulic model to analyze conveyance requirements for injection water from the system to the ASR sites and extraction water from the ASR sites to the distribution system to understand sizing of the inlet/outlet pipeline and the ability of the distribution system to supply the required injection flow and absorb the expected extraction flow. The results will provide a comparison of conveyance infrastructure needs for the identified potential ASR sites. Up to 3 connection locations, and up to 2 demand conditions for each location, are assumed.
ASR Well Site Area Constraints Assessment: Woodard & Curran will assess the ASR potential site area to determine constraints that might suggest that the area be reduced to a more optimal sub area with fewer constraints.
The considerations will include:
J Water quality and geochemical assessment (desktop
study)
J Location within the existing distribution system to
enhance water quality and water supply
J Prioritize water resource storage and recovery
strategies
J Property land use consistency
J Environmental constraints
J Regulatory considerations
J Proximity to a flush water discharge location and
power source
J Construction access
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services E.3 Conduct ASR Well Siting Workshop: Woodard & Curran will present findings from the desktop hydrogeologic assessment, conveyance hydraulic evaluations, and constraints assessment in a workshop with City staff. The objective will be to narrow the potential ASR sites to those that best meet the City’s needs. The remaining potential sites will then be used in developing the exploratory well program, specifically to select the two exploratory well locations.
Develop Evaluation Criteria and Perform ASR Site Evaluation: Woodard & Curran will develop evaluation criteria for ASR site ranking that considers the City’s input from the ASR Feasibility Workshop, technical feasibility findings, and identified constraints, along with the evaluation approach and methodology. This will be used in evaluating up to three (3) potential ASR sites. The results of the site evaluation will be presented as a ranked list of properties (sites) best suited for ASR implementation with justification for each recommendation using the evaluation criteria.
Task 3.3 Exploratory Well Program
Develop and Perform an Exploratory Well Program : After the ASR siting workshop, Woodard & Curran will develop and implement a plan to construct and conduct testing on two exploratory wells to determine feasibility of ASR in the basin. The program plan will identify location of the two wells, the construction requirements, the down-hole and laboratory testing plan. The results of the drilling and testing program will be summarized in an ASR Feasibility Report and will provide findings related to:
J Existing groundwater gradient
J Groundwater quality
J Aquifer properties
J Sustainable injection and extraction rates
J Storage capacity assessment with respect to
regional pumping
J Potential separation criteria for a multiple ASR well field
J Laboratory test results of core samples for a geochemical analysis J Recommendations related to where to best
recharge and recovery supplies within the City of
Mountain House’s service area
J Definition of the number of ASR wells that will need
to be drilled to meet Mountain House’s short-term
and long-term goals
J Identification of potential clogging agents
J Design considerations related to the Corcoran Clay
layer that separates the upper and lower aquifer
systems in this basin.
Conduct ASR Feasibility Workshop: Woodard & Curran will conduct a workshop with City to present findings and recommendations from the exploratory well program and discuss the preliminary ASR Site Evaluation results. The purpose of this workshop is to receive City input on the findings and recommendations and to discuss evaluation criteria for the site evaluation.
Task 3.4 Advanced Geochemical Analyses and Hydrogeologic Modeling Woodard & Curran will analyze exploratory well core and groundwater samples and laboratory test data to characterize the groundwater and the injection source water and build a model to identify potential geochemical reactions that may influence water chemistry and impact injection and extraction rates.
A quantitative assessment of geochemical reactions between the recharge source water and groundwater will be conducted to understand how recharge may affect corrosivity, dissolved metal content, and mineral precipitation in the aquifer. This assessment consists of conducting additional characterization of the recharge source and groundwater during the exploratory drilling program, including:
1. Sampling the source water and groundwater for inorganic and organic constituents and parameters that are relevant to determine both corrosion, biofouling, leaching, and precipitation potential.
2. Sampling aquifer solids for geochemical characterization. Analyses will include:
a. X-ray diffraction to identify the major and minor mineral phases present in the aquifer b. Inductively-coupled mass spectrometry (ICP-MS) to characterize the major, minor, and trace element chemistry of the aquifer solids, including key metals such as chromium and arsenic EXHIBIT 1
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services E.4
3. Conduct quantitative geochemical modeling to assess potential chemical reactions between the source recharge water, groundwater, and aquifer solids. Our Team will utilize PHREEQC, a state-of-the-art geochemical speciation and reaction-path model, to identify and assess reactions including:
a. Mobilization and immobilization into extracted water of redox-sensitive metals such as arsenic and chromium
b. Dissolution and precipitation of mineral phases such as iron oxides, hydroxides, and carbonates, that can reduce or increase aquifer porosity and corresponding injection and extraction rates c. Equilibrium chemical characteristics of extracted water
4. Conduct hydrogeologic modeling to assess regional groundwater gradients and predict changes in groundwater flow to be expected after ASR well implementation.
a. Groundwater modeling will be completed using a child model (local extent to be determined after desktop hydrogeology review) from the CV2SIM model used for regional groundwater basins.
The results will be presented in a Technical Memorandum that summarizes the sampling protocols and resulting analytical data, geochemical modeling methods and results, and recommendations on potential amendments or management approaches to mitigate potentially negative reactions and outcomes.
Task 3.5 Conduct Refined Conveyance Hydraulic Modeling
Hydraulic modeling will be conducted using the recommended ASR well sites to finalize the interconnections into the City’s existing distribution system based on projected injection and extraction rates for both the initial and ultimate ASR well field configuration. Woodard & Curran will evaluate up to two operational scenarios to identify optimal connection points to the distribution system and quantify system impacts under the identified injection and extraction operation. Findings will be documented in a Technical Memorandum.
Task 3.6 Develop ASR Well System Definition
Woodard and Curran will define the overall ASR project based on the findings and recommendations of work under Task 3. The system development will include the initial ASR well and associated support system facilities (e.g., electrical, drainage, process (i.e., injection/extraction and chlorination/dichlorination) and the conveyance system from the ASR piping to the distribution system connection(s). This system definition will provide the basis for the CEQA project description and the completion of the preliminary design for the project.
Task 3.7 Conduct Design Field Investigations
Woodard & Curran will conduct design-level field investigations once the City has accepted the recommended ASR Well site and conveyance system configuration. The investigations are described below.
Survey and Mapping: After the well site has been confirmed by Mountain House, Woodard & Curran will conduct surveys of the site and conveyance corridors and prepare design-level topographic mapping that will provide background for the project design drawings. Surveying will include property boundary research, establishing control, verifying datums and compiling surface topographic and planimetric data in a 200-foot-wide corridor centered on conveyance pipelines and a 200-foot square ASR well site. Aerial photogrammetric methods will be used to collect data and supplemented by ground topographic surveys. Survey areas are defined based on an existing all-weather roadway will be adjacent to the site and a long access road is not needed to access the site. Mapping will be compiled from the survey data and prepared at 1” = 40” full size drawing scale. Surface features will be identified by legend symbol and/or text description. Ground contours at 1-foot vertical intervals will be shown along with spot elevations at a 50-foot horizontal grid where ground is flat. Utility information will be compiled into the mapping files and all files will be suitable for Civil3D CAD platform.
Geotechnical Investigation: Woodard & Curran will conduct a geotechnical investigation of the ASR well site and conveyance pipeline corridor, including drilling up to 10 borings. Samples will be taken from the borings for visual classification and documentation in the boring logs and for laboratory testing to determine soil physical and corrosivity properties. Boring and laboratory data will be analyzed and design recommendations will be EXHIBIT 1
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services E.5 developed for design criteria for structure foundations and seismic design, trenching and pipe installation and site improvements.
Utility Research and Investigation: Woodard & Curran will conduct utility research for the conveyance pipeline corridors and ASR well site. Utility ‘A’ letters will be issued to utility owners in the vicinity depicting the project and schedule and requesting available utility information. Follow up ‘B’ letters will be issued requesting verification of the design depiction of existing utilities. Finally, ‘C’ letters will be issued with final design drawings for utility information and the overall construction schedule. Record information received from utilities will be compiled into the mapping CAD files. A pothole program will be developed based on layout of proposed improvements and the utility information collected from utility companies. We will coordinate a utility location investigation to identify buried utilities that may conflict with the new ASR facility and pipelines. Up to 10 potholes will be performed and documented.
Task 3.8 Develop Construction Cost Estimates
Woodard & Curran will prepare construction cost estimates for the ASR Well System improvements. The estimates will be modeled after the Association for the Advancement of Cost Engineering (AACE) Class 5 estimate. A basis of cost estimating technical memorandum will be prepared to present the estimates.
Task 3.9 Draft Feasibility Study and Preliminary Design TM Woodard & Curran will prepare a draft Preliminary Design Report (PDR) summarizing the work under Task 3, including the early ASR feasibility investigation. The PDR will include description of the project, design criteria by design discipline including projected well injection and extraction capacity, screening interval depth targets, water quality considerations, and system integration requirements. Our team will also evaluate water rights considerations based on existing rights and water purchasing agreements. Woodard & Curran will also prepare 30% design drawings for the ASR well site and preliminary plan layouts for the conveyance pipelines using GIS or available imagery as background. Other drawings will include general mechanical layout of the ASR well including, overall site plan, process flow diagrams for the ASR well and chemical storage and feed systems, and single-line electrical plans.
Woodard & Curran will address the following ASR well site elements in the PDR:
J ASR Well
J Injection and extraction piping and valving
J Flush to waste piping and valving
J Yard piping
J Hypochlorite bulk storage and feed system
J Dechlorination chemical bulk storage and feed
system
J Electrical service entry, switchgear and utility
transformer
J Electrical building
J Instrumentation and control systems
J SCADA systems, including communications block
diagram and identification of SCADA central location
J Site improvements (e.g., paving, drainage, grading,
security features, maintenance accommodations)
Following submittal of the draft PDR, Woodard & Curran will conduct a review workshop with the City to present overall findings and recommendations and to receive input and comments from City staff. Discussion and decisions will be documented in a workshop summary memorandum.
Task 3.10 Final Feasibility Study and Preliminary Design TM Woodard & Curran will revise the draft PDR to incorporate input and address comments from the City. A final PDR will be prepared documenting the agreed upon basis for final design of the ASR Project.
Task 3 Assumptions
J City has available desktop hydrogeologic information for project area to project suitable ASR sites for further consideration
J Mountain House distribution system is largely PVC pipe and does not pose a water quality concern related to mixing of ASR extraction water and surface water treatment supplies J City will be responsible for any water rights modification process through the SWRCB and verification through City legal counsel.
J Up to 15 potholes are included in the level of effort estimate EXHIBIT 1
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services E.6 J Up to 8 borings are included in the level of effort estimate J Conveyance and pump to waste pipeline length is assumed to be no more than 10,500 lineal feet J Pipeline drawings will be approximately scalable layouts on available background mapping Task 3 Deliverables
J List of collected references and existing information J Draft and Final Hydraulic Model Results TM
J Draft and Final Geochemical Analysis TM
J Basis of Cost Estimate TM
J Pothole Investigation Report
J Geotechnical Investigation Report, draft and final
J Draft and Final PDR
J Review workshop summary
J Draft PDR Comment Response Log
TASK 4. ENVIRONMENTAL SERVICES
Woodard & Curran will prepare required environmental compliance documentation and regulatory permit applications for the City’s ASR Project.
Task 4.1 Permitting
Woodard & Curran will prepare permit applications in three phases. The first phase of permit preparation will include permits required for exploratory and full-scale ASR well construction. These permits will include well construction permits from the San Joaquin County Environmental Health Department, coverage under the State General Permit for the discharge of low threat waters (for the discharge of waters associated with well development), and potentially grading permits necessary for site access. The second phase of permit applications will be for permits associated with construction of above-grade infrastructure. These will include grading and building permits, permits from the San Joaquin Valley Air Pollution Control District, and depending on the size of the project site(s), coverage under the Statewide NPDES Construction Stormwater General Permit. Finally, the third phase of permit applications will be those associated with project operation. These will include filing a Notice of Intent for coverage under the General Waste Discharge Requirements for Aquifer Storage and Recovery Projects that Inject Drinking Water into Groundwater (Water Quality Order 2012-0010), a USEPA Underground Injection Control Permit, and an application to the State Board Division of Drinking Water for a Domestic Water Supply Permit Amendment (including the associated Technical, Managerial and Financial (TMF) Assessment and Drinking Water Source Assessment). If DDW rejects the project related to water quality, we would conduct additional testing and analyses related to the addition of dechlorination of injectate and other treatment methods, along with creating an off-spec water mitigation plan.
Woodard & Curran will proactively communicate with and schedule coordination meetings with regulatory agencies (Regional Water Quality Control Board, Division of Drinking Water and San Joaquin County) to identify and address regulatory requirements and concerns for the project. Woodard & Curran will prepare a Regulatory Coordination Plan that will guide engagement with the three regulators.
Task 4.2 Environmental Documentation
Initial Documentation & Special Studies
J Conduct environmental constraints analysis to determine appropriate California Environmental Quality Act (CEQA) documentation (anticipated to be IS/MND)
J Prepare detailed project description based on Task 3 information J Complete special studies focusing on biological and cultural resources Administrative Draft IS/MND
Prepare comprehensive analysis addressing all CEQA Appendix G Checklist items, with detailed evaluation of key concerns:
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services E.7 J Air Quality/GHG: Model construction emissions using CalEEMod J Biological Resources: Identify significant impacts based on Biological Resources Report J Cultural/Tribal Resources: Summarize findings and include mitigation for potential discoveries J Energy: Estimate construction requirements and verify efficient resource use J Hazards/Materials: Evaluate potential for hazardous materials encounters J Hydrology/Water Quality: Address construction impacts and protection measures J Noise: Characterize sources and document distance to sensitive receptors J Population/Housing: Confirm project serves projected growth without encouraging additional expansion Final Documentation
J Revise documents based on City feedback
J Prepare public notification materials
J Respond to public comments (up to 40 staff hours)
J Develop Mitigation Monitoring and Reporting Program (MMRP) Task 4 Assumptions
J City responsible for permit submission, fees, and agency coordination J IS/MND is appropriate CEQA document level
J No protocol-level species surveys needed unless habitat identified J City will review drafts within two weeks
J Detailed analysis not included for aesthetics, agricultural resources, geology, land use, mineral resources, public services, recreation, transportation, utilities, or wildfire Task 4 Deliverables
J Permit applications (draft and final)
J Administrative, Screen Check, and Public Draft IS/MND J Notice of Intent documents
J Public comment response memo
J Final IS/MND and MMRP
J Regulatory Coordination Plan with up to 3 regulator meetings TASK 5. DESIGN DOCUMENT PREPARATION
Woodard & Curran will develop detailed design documentation based on the findings and recommendations from Task 3.
Task 5.1 ASR Well Installation Design
Woodard & Curran will perform design of the bore, casing, screen, filter pack and well head for one ASR well. The design will include simple site plans showing the location of the well, well section, and details defining the well driller’s scope of work. A technical specification will be prepared to define the contract requirements for the well driller, including allowable drilling technologies, bore hole material requirements and well head appurtenances.
Draft ASR Well Design Package: A draft well drilling and construction package will be prepared for review by the City. This package will consist of a few drawings, a technical specification for well construction, logging, testing and development.
Final ASR Well Design Package: Woodard & Curran will respond to City comments on the draft design package submittal and prepare a final well drilling and construction package, ready for public bid advertising. Woodard & Curran will respond to comments in a comment response log.
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services E.8 Tasks 5.2-5.4 Develop 60%, 90%, and 100% Design Documents Woodard & Curran will perform design of the ASR Well outfitting, well site improvements and conveyance pipelines under three milestone subtasks:
J Subtask 5.2 – 60% Design
Development
J Subtask 5.3 – 90% Design
Development
J Subtask 5.4 – 100% Design
Development and Bid
Documents
The design packages will include the applicable design disciplines and deliverables review summarized below:
Civil Site and Pipelines design will include layout and locating, both horizontally and vertically, of ASR facilities and off-site pipelines, design of site improvements, yard piping, piping appurtenances and connections to existing distribution system pipelines. Connection design will consider future ASR wells and integration with existing and planned infrastructure provided by the City. Pipelines will be designed with consideration of existing utilities, both record information and direct pothole locating.
Structural design will include ASR wellhead pad, injection/extraction piping and valving pad, equipment and tank foundations, electrical building structure and foundation pad, and ancillary structures. Structural design will be based on the latest California Building Code and City amendments and design criteria developed through the geotechnical investigation.
Mechanical systems will be designed for reliability, efficiency, and operational flexibility. Woodard & Curran will consult closely with City staff to ensure compatibility with existing standards for equipment, systems and maintenance practices. ASR well process mechanical will be designed for efficient operation in achieving the projected well injection and extraction capacities, with equipment selected and specified to achieve a high degree of automation. HVAC system design will be provided for enclosed spaces. Design will be based on State and City building codes and industry standards of practice.
Electrical systems design will include determining connected and duty loads for the ASR well facilities and site in support of the power service application to PG&E and design of utility service entrance, power distribution, grounding, lighting, HVAC, and related electrical system components.
Instrumentation and Controls systems design will focus on integration with the City’s existing SCADA and control systems. Woodard & Curran will design for operational redundancy, incorporating local PLC control with SCADA system backup. Instrumentation will be suitable for a high degree of automation in ASR well operation while maintaining remote and local operator oversight capability.
Cost Estimating will be provided at draft ASR well construction, 60%, 90%, and 100% completion levels, including updated construction cost estimates and basis of design narrative technical memorandum to document approach and assumptions.
Design Review Workshops will be conducted after each design deliverable submittal. Woodard & Curran will present an overview of the package and updates, and the City will provide initial comments and questions to resolve in the workshop to gather and incorporate City feedback.
Task 5 Assumptions
J ASR wellhead, chemicals, piping, and valves on concrete pads (open-air with sunshade for chemical systems) J Weather-proof panel enclosure or small CMU block building for electrical equipment J Power available nearby; City applies for service; W&C provides technical information and designs infrastructure from property line to meter J Assumes no electrical studies
J Includes up to 10,500 linear feet of pipeline for conveyance and pump-to-waste systems J ASR well pump design follows completion of well construction and testing J Final design scope will be adjusted as preliminary design is developed with City input J City has jurisdiction for building permits and design reviews EXHIBIT 1
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services E.9 J Fire protection limited to hydrant connection on conveyance pipeline J City responsible for control systems and SCADA integration J Specifications will use City’s Public Works Bid and Contract Documents with W&C supplements J Drawings prepared using W&C AutoCAD standards (22” x 34” with standard border) J Construction permitting covered in Task 4.1
J Recommendation is that well drilling takes place before equipping design. To conform with RFP LOE for field drilling activities is listed within Construction Support is Task 7.7.
Task 5 Deliverables
J Draft ASR well construction package and construction cost estimate J Final ASR well construction package ready for advertising J 60% Balance of Facilities design and construction cost estimate J 90% Balance of Facilities design and construction cost estimate J 100% Balance of Facilities design and construction cost estimate, ready for advertising J Review workshop agendas and meeting summaries
TASK 6. BID SERVICES
Bid services will support two bid phases, one for well construction and the second for the balance of improvements. Woodard & Curran will support the City during the two bid phases as described in the following subtasks.
Task 6.1 Prepare RFIs and Addenda
Woodard & Curran will prepare written responses to technical questions raised by bidders and provided by the City to Woodard & Curran for written response. Woodard & Curran will prepare up to three addenda to modify the bid documents where Woodard & Curran and the City agree modifications are needed.
Task 6.2 Pre-Bid Conferences
Woodard & Curran will conduct up to two pre-bid conferences with prospective bidders to provide a comprehensive project overview and site familiarization. Woodard & Curran will prepare a summary presentation highlighting key project elements, potential challenges for consideration, and important contract requirements.
Task 6.3 Support City During Bid Phase
Woodard & Curran will provide general support the City during the bid phases including coordinating distribution of bid documents, addenda and RFIs to plan clearing houses identified by the City.
Task 6.4 Bid Evaluations and Recommendations for Award
Woodard & Curran will conduct a thorough evaluation of the bids received by the City. The evaluation will be considering responsiveness to the bidding requirements and bidder qualifications with similar projects and price, including potential unbalanced bid items. Woodard & Curran will prepare a technical memorandum summarizing our findings from the evaluation and a recommendation for award of the construction contract.
Task 6.5 Prepare Conformed Documents
Woodard & Curran will prepare conformed documents that are based on bid documents and bid addenda. The format of the conformed documents will highlight changes from addenda to the bid documents as a consolidated set of drawings and specifications for convenient use through construction.
Task 6 Assumptions
J Woodard & Curran will support up to two separate bid periods (ASR Well Construction and Balance of Improvements bid packages)
J City will manage and administer bid period activities, including issuing addenda and RFI responses to plan holders and City Document Room
J Woodard & Curran will provide its services in an as-requested manner up to the authorized budget hours.
J Bid documents will be provided under Task 5
J Up to three addenda are assumed for the level of effort estimate EXHIBIT 1
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services E.10 J One construction cost estimate update is assumed for the level of effort estimate J Conformed documents are for convenience during construction and will not be signed by the engineer(s) of record. The design documents of record are the signed and sealed bid documents and the signed and sealed addenda.
Task 6 Deliverables
J Written RFIs addressing Bidder inquiries
J Up to (3) written addenda in City format
J Pre-Bid Conference agenda and summary
J Conformed Drawings and Specifications
J Bid evaluation memorandum
TASK 7. SERVICES DURING CONSTRUCTION
Woodard & Curran will support the City during the construction phases of the two projects (ASR Well Construction and Balance of Improvements). Services will be provided under the following subtasks.
Task 7.1 Review Submittals
Woodard & Curran will review and respond to up to 30 submittals.
Task 7.2 Review RFIs
Woodard & Curran will review and respond to up to 15 RFIs.
Task 7.3 Issue Design Clarifications
Woodard & Curran prepare and issue up to 3 design clarifications.
Task 7.4 Prepare Construction Change Orders
Woodard & Curran will prepare up to 2 change order documentation packages.
Task 7.5 Provide Construction Phase Support
Woodard & Curran will provide additional construction phase support on an as-requested basis from City and up to the authorized level of effort hours. Support could include periodic site visits and attendance and participation at regular or special construction meetings.
Task 7.6 Prepare Record Drawings
Woodard & Curran will prepare record drawings based on the conformed documents and City-provided field red line as-built drawings kept by the construction contractor for each project. Woodard & Curran will digitize the contractor’s field as-builts without comment or verification. Record drawings will be issued without engineer of record stamp and signature.
Task 7.7 Well Construction Observations
Woodard & Curran will provide field well construction observations and engineering support during the ASR well construction project.
Task 7 Assumptions
J Woodard & Curran will provide engineering services during construction for two construction projects (ASR Well Construction and Balance of Improvements bid packages).
J The scope for Task 7 will be adjusted during the design phase to reflect the final project to be constructed J Estimate drilling, construction, and testing of the ASR well will be 3 months. Assume, drilling operations will be 24 hours a day throughout the entire well program.
J Construction oversight during the pilot borehole will be check ins with the driller daily.
J Assume 6 depth specific zonal intervals to be tested. Each zone should be constructed, sampled and tested (falling head) every 3 days. Woodard & Curran will partially oversee construction activities and will be present during water quality sampling and falling head testing.
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e | Detailed Project Approach
Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services E.11 J Reaming the borehole will be 24 hours per day and should be completed in 7 to 9 days. Woodard & Curran will check in with the driller every two days and there will be no oversight.
J Well construction phase will take 3-4 days for construction of the well and annular materials. Woodard & Curran will be conducting well construction administration services during the entire well construction phase.
J During well development, 220+ hours will be allotted for a 400-foot long well screen interval. Woodard & Curran will provide 60-70% oversight during well development. This is a critical step to ensure drilling fluids are properly removed.
J Pump and surge well development will be 12 hours, step-discharge test- 10 hours, and 24-hour constant rate testing. Woodard & Curran will provide 70-75% construction oversight. Pump testing will allow us to establish the backwashing rate (gpm), estimate injection rate (gpm), determine pump intake elevation (feet), and estimate drawdown.
J Expenses will include equipment rental (pressure transducer, sounder, and water quality sensor), hotel and rental car.
Task 7 Deliverables
J Written submittal review comments on Woodard & Curran standard submittal response template J Written RFI responses on Woodard & Curran standard RFI response template J Written design clarifications using Woodard & Curran standard Contract Document Clarification (CDC) template
J Written change order documentation
J Record drawings for ASR Well Construction
J Record drawings for Balance of Improvements project
J Woodard & Curran will provide a Well Completion Report for the ASR Well. The report will document well drilling activities, well construction details, lithologic log, downhole geophysics, summary of water quality data, photo log of construction activities, and pump testing analysis.
TASK 8. TESTING, START-UP AND TRAINING
Woodard & Curran will support system testing, start-up and training as described below:
Task 8.1 ASR Well Development, Cycle Testing, and Operator Training Testing and Startup Plan: Woodard & will develop a detailed testing program that progressively evaluates critical aspects of ASR system performance, including step-rate and constant-rate injection testing to determine optimal injection rates, storage period monitoring to assess aquifer response, and recovery testing to verify extraction capacity.
Water Quality and Testing: Woodard & Curran will coordinate collection and analysis of water quality samples to verify compliance with regulatory requirements and for adjusting operational parameters based on observed performance.
System Start-Up: Woodard & Curran will provide oversight and guidance for ASR well facility startup, which will be conducted in a phased manner, beginning with individual component testing and progressing to integrated system operation. Woodard & Curran will work with City operators to verify control system functionality, alarm response, and operational transitions between injection and extraction modes.
ASR Well Development and Testing
Training: Operator training will combine classroom instruction by Woodard & Curran with hands-on operational experience. Training sessions will cover system design intent, operational procedures, maintenance requirements, troubleshooting techniques, and regulatory compliance. Woodard & Curran will develop comprehensive training materials that serve as future reference resources for City operations staff.
Troubleshooting: If the expected injection capabilities of the ASR well are not achieved, Woodard & Curran will develop and implement a structured approach to identify causes and determine mitigation strategies. This may include additional well development, targeted rehabilitation techniques, or supplemental treatment options to achieve required regulatory approvals.
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e | Detailed Project Approach
Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services E.12 Task 8 Assumptions
J Test Report Memorandum will be prepared to suit SWRCB DDW review J Construction contractors are responsible for training on specific equipment and systems J Water quality sampling and testing will be the responsibility of the construction contractor and will be limited to parameters of compliance from regulatory agencies J Assume ASR Well Development activities will be completed in 5-6 days. Woodard & Curran will be onsite 8–10-hour days during ASR well development activities. Cycle testing will be 3 to 4-day recharge cycles.
Assume 4 to 5 repeated cycle tests to confirm repeatability and sustained performance. Mountain House Operator will conduct most of the cycle testing and Woodard & Curran will analyze the recharge data and provide operational guidance to the Operators at each recharge cycle test. For backwashing operations, Woodard & Curran will assist on the frequency and duration of pumping. Results/analysis of the backwash cycles will be provided to Mountain House Operators so that adjustments can be made for the next recharge cycle test.
Task 8 Deliverables
J Test Report (ASR Well Development) Memorandum that will summarize optimum recharge rate and duration. In addition, the frequency and duration of backwash cycles will be summarized.
J Training materials and syllabus
TASK 9. OPERATIONS AND MAINTENANCE MANUALS
Task 9.1 O&M Manual Development
Woodard & Curran will develop an operations and maintenance (O&M) manual that provides operating guidance and considerations for ASR well and specific instructions for each mode of operation contemplated, including injection, extraction and idle operations, for a range of conditions. The manual content will include complete coverage of system components and procedures.
The O&M manuals will address aspects of system operation, including operational criteria, limitations, and procedures for varying conditions. The manuals will be organized in a modular format allowing easy navigation and future updates as needed. Key elements of our O&M manuals include:
J System overview and operational theory
J Detailed operational procedures for normal, emergency, and seasonal conditions J Maintenance requirements and schedules
J Troubleshooting guides for common operational
issues
J Regulatory compliance requirements and reporting
procedures
J Equipment-specific information including manufacturer documentation J Record drawings and technical specificationsO&M
Manual content will include clear, concise instructions with appropriate use of graphics, flowcharts, and photographs to enhance understanding.
Technical content will be presented in accessible
language appropriate for operators with varying
experience levels.
Task 9 Assumptions
J O&M Manual will be separate from the construction contractor’s O&M manual, which is a compilation of various equipment and product OEM manuals.
Task 9 Deliverables
J O&M Manual in digital format
J ASR Well Operations Guidance Document. This document will be for Operators. This document will provide a stepwise description of the local the Operational Interface Terminal (OIT), detailing each program (recharge, backwashing, and development). This document will also provide guidance on when the ASR well should be subjected to well development strategies to prepare the well for longer term recharge operations.
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Proposal for Aquifer Storage And Recovery Well –
Design, Grant and Construct Engineering Services
RFP PW2025-3
Project Schedule
F
F. Project Schedule
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services F.1 F | PROJECT SCHEDULE
Woodard & Curran is prepared to begin work immediately upon receipt of a formal Notice to Proceed. We estimate that the work will take approximately 42 months in total. Our proposed schedule recognizes both the urgency of the project and the realities of permitting, design, and construction processes. We have structured the project schedule by phase of work; however tasks within each phase will occur concurrently as often as is feasible to streamline overall project delivery.
Project Flow and Key Milestones
The project begins with fundamental management activities that establish the foundation for all subsequent work. An initial kickoff workshop brings together key stakeholders to align expectations and establish communication protocols. This early collaboration sets the tone for the project and ensures all team members understand their roles and responsibilities. The team will develop quality assurance plans and establish grant administration procedures, as external funding appears to be supporting portions of this initiative.
Building upon previous water supply studies, the technical team will conduct a thorough site assessment to identify promising locations for the ASR well. This assessment transitions into an exploratory program—perhaps the most critical early technical activity on the schedule. During this phase, field investigations will evaluate subsurface conditions, water quality, and aquifer characteristics that will determine the viability of potential well sites. The findings from these investigations directly influence all subsequent design decisions.
Advanced geochemical analysis and groundwater modeling follow the field work. These technical exercises transform raw field data into engineering parameters that inform the feasibility study and preliminary design technical memorandum (TM). This TM represents a pivotal milestone, essentially determining whether the project proceeds to detailed design or requires reassessment.
The design process follows a traditional progression with increasingly refined deliverables at 60%, 90%, and 100% completion stages. Each design milestone incorporates more detailed specifications, drawings, and cost estimates. Concurrent with design development, the team pursues necessary permits and completes environmental documentation. This parallel processing approach helps maintain schedule efficiency while ensuring regulatory requirements are addressed before construction begins.
When design and environmental work concludes, the project shifts to contractor selection through a formal bidding process. The team will develop bid documents, address contractor questions, hold a pre-bid conference, and ultimately evaluate submissions to recommend a qualified contractor for award.
During construction, the engineering team transitions to a support role—reviewing contractor submittals, responding to requests for information, issuing design clarifications, and documenting any necessary changes through formal change orders. This technical oversight ensures the ASR well system is constructed according to design specifications.
As construction nears completion, the focus shifts to testing, startup, and training. The ASR well undergoes development and cycle testing to verify proper function and performance. Operators receive training on system operation to ensure the new asset can be properly managed. The final project deliverable is a comprehensive operations and maintenance manual, which documents all aspects of the system for long-term reference.
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f | Project Schedule
Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services F.2 Task Interrelationships
The schedule reveals thoughtful sequencing of interdependent activities. For example, the exploratory program directly informs the feasibility study, creating a critical link between field data and design direction. Similarly, the progressive design deliverables build upon one another, with each review cycle incorporating refinements and stakeholder feedback.
Strategic workshops appear at key decision points throughout the schedule. These collaborative sessions facilitate stakeholder input when it matters most—after the exploratory program results are available, during design development, and before finalizing construction documents.
Environmental and permitting activities run in parallel with design work, allowing information to flow between these workstreams. This integrated approach ensures regulatory requirements influence design decisions while maintaining schedule efficiency.
The transition from design to construction follows a clear handoff sequence: final design documents inform bid documents, contractor selection precedes construction, and construction support activities align with the contractor’s schedule. The final project stages follow a natural progression from physical completion to operational readiness through testing, training, and documentation.
This integrated schedule demonstrates Mountain House’s methodical approach to developing a critical water infrastructure asset that will enhance community resilience during water supply emergencies. The estimated 42 month timeline reflects both the technical complexity of groundwater development and the necessary regulatory processes to ensure sustainable resource management.
Permitting and Environmental Review Key Approval Windows The schedule includes sufficient time for preparation, submittal, and review of all necessary permits through exploration, construction, and project operation (Task 3). Key budgeted windows of time are indicated on the Project schedule to ensure permit approvals do not delay work, however permitting support and communications will be provided throughout the full project extent.
Permitting Phase Permits Anticipated
Permits Phase 1:
Exploratory Drilling/Testing and ASR
Well Construction
3-5 months total
» Well construction permit, San Joaquin County Environmental Health Dept (2 months review time)
» Discharge of low threat waters, Regional Water Quality Control Board (1 month review time)
» Grading Permits (Well construction), San Joaquin County (2 months review time)
Permits Phase 2:
Construction of Above-grade
infrastructure
3-4 months total
» Grading Building permits (above-grade infrastructure), San Joaquin County (2 months review time)
» Construction permit, San Joaquin Valley Air Pollution Control District (3 months review time)
» Statewide NPDES construction General Permit, CASWRCB (3 months review time)
Permits Phase 3:
Permits for Project Operation
3-5 months total
» Notice of Intent for coverage under General Waste Discharge Requirements for ASR Projects (Water Quality Order 2012-0010) (1 month review time)
» Underground Injection Control Permit, USEPA (1 month review time) » Domestic Water Supply Permit Amendment, DDW (3 months review time) Environmental Documentation
Schedule
11 months total
» Initial Study preparation: 6 months
» Public review period for IS/MND: 30 days
» Response to comments and adoption: 3 months
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f | Project Schedule
Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services F.3 TASK May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Jan-26 Feb-26 Mar-26 Apr-26 May-26 Jun-26 Jul-26 Aug-26 Sep-26 Oct-26 Nov-26 Dec-26 Jan-27 Feb-27 Mar-27 Apr-27 May-27 Jun-27 Jul-27 Aug-27 Sep-27 Oct-27 Nov-27 Dec-27 Jan-28 Feb-28 Mar-28 Apr-28 May 28 June 28 July 28 Aug 28 Sept 28 Oct 28
1.1 Contract Management & Progress Reporting
1.2 Regular Check-in Meetings
1.3 Quality Assurance and Quality Control
2.1 Grant Admin, Writing and Management Services
3.1 Review Previous Studies
3.2 Site Assessment
3.3 Exploratory Program
3.4 Advanced Geochemical Analyses and Modeling
3.5 Conduct Refined Conveyance Hydraulic Modeling
3.6 Develop ASR Well System Definition
3.7 Conduct Design Field Investigations
3.8 Develop Construction Cost Estimates
3.9 Draft Feasibility Study and Preliminary Design TM
3.10 Final Feasibility Study and Preliminary Design TM PDR
4.1 Permitting
4.2 Environmental Documentation Public
Review Adoption
5.1 ASR Well Installation Design & Drilling
5.2 60% Design Documents
5.3 90% Design Documents
5.4 100% Design Documents 100% Design
6.1 Prepare RFIs and Addenda
6.2 Pre-Bid Conferences
6.3 Support City During Bid Phase
6.4 Bid Evaluations and Recommendations for Award
6.5 Prepare Conformed Documents
7.1 Review Submittals
7.2 Review RFIs
7.3 Issue Design Clarifications
7.4 Prepare Construction Change Orders
7.5 Provide Construction Phase Support
7.6 Prepare Record Drawings
7.7 Provide Construction Phase Support
8.1 ASR Well Development, Cycle Testing and Operator Training
9.1 O&M Manual Development
Key Project Workshop
Task 1: Project Management
Task 2: Funding Support
Task 3: Predesign
Task 4: Environmental Services
Task 5: Design Document Preparation (Two Packages)
Task 7: Services During Construction
Task 8: Testing, Start-Up, and Training
Task 9: Operations and Maintenance Manuals
Monthly Bi-weekly Monthly
Task 6: Bid Services
Bi-weekly
Schedule is conservative as City could elect to construct pipeline ahead of ASR well site improvements. Balance of Improvements 90% design is shown as being completed following the well outfitting 60% design.
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Proposal for Aquifer Storage And Recovery Well –
Design, Grant and Construct Engineering Services
RFP PW2025-3
G
Conflicts of Interest
G. Conflicts of Interest
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services G.1 G | CONFLICTS OF INTEREST
There are no actual, apparent, direct, indirect, or potential conflicts of interest with respect to our firm, sub-contractors, employees, or other persons relative to the provided services for the City of Mountain House ASR Well Project.
Our firm is currently providing services related to the Sustainable Groundwater Management Act in nearby Central Valley groundwater basins including East San Joaquin and Delta-Mendota, and is also responsible for the development and updating of the CV2SIM groundwater model which is currently being used for groundwater modeling in the Tracy Subbasin. These activities involve technical support for groundwater sustainability planning and modeling, but do not involve any conflicting interests, competing water rights claims, or financial arrangements that would impact our ability to objectively serve the City of Mountain House. This work is complementary to the ASR Well Project and provides our team with valuable regional hydrogeological understanding that will benefit the City.
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Proposal for Aquifer Storage And Recovery Well –
Design, Grant and Construct Engineering Services
RFP PW2025-3
H
H. Proprietary Information and
Professional Services Agreement
Proprietary Information and
Professional Services Agreement
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services H.1 H | PROPRIETARY INFORMATION AND
PROFESSIONAL SERVICES AGREEMENT
Proprietary Information
Woodard & Curran has provided a detailed proposal for the City of Mountain House’s ASR Well Project. No information contained in this proposal is proprietary.
Professional Services Agreement
Woodard & Curran has reviewed the Sample Professional Services Agreement and generally accepts the City of Mountain House’s Agreement; provided, we would request an opportunity to revise certain risk-based allocation terms to be consistent with the provision of professional services, including but not limited to the standard of performance, indemnity, limitations of liability and related insurance provisions, among others.
Regarding the ESDC phase, it is understood that the purpose of any such services (including any visits to the Project site) will be to enable Woodard & Curran to better perform the duties and responsibilities assigned to and undertaken by it as an experienced and qualified design professional, and to provide the City with a greater degree of confidence that the completed work of City’s construction contractor(s) (“Contractor”) will conform generally to the contract documents and has been implemented and preserved by Contractor(s). Woodard & Curran shall not, during such visits or as a result of any observations of construction, supervise, direct or have control over Contractor’s(s’) work nor shall Woodard & Curran have authority over or responsibility for the means, methods, techniques, sequences or procedures of construction selected by the Contractor(s).
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Proposal for Aquifer Storage And Recovery Well –
Design, Grant and Construct Engineering Services
RFP PW2025-3
Insurance
I
I. Insurance
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services I.1 I | INSURANCE
Woodard & Curran maintains insurance in the types and amounts appropriate for the professional services it provides, and can comply with the insurance requirements of the City of Mountain House’s Consultant Agreement.
A sample Certificate of Insurance (COI) is included for us in Appendix C to provide a summary of insurance coverage including public liability, property damage, workers’ compensation, automobile and professional liability.
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Proposal for Aquifer Storage And Recovery Well –
Design, Grant and Construct Engineering Services
RFP PW2025-3
J
J. Staff Hours Estimate and
Cost Information
Staff Hours Estimate and
Cost Information
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Aquifer Storage and Recovery Well – Design, Grant and Construct Engineering Services J.1 J | STAFF HOURS ESTIMATE AND COST
INFORMATION
Per the RFP, the staff hours estimate and cost information are included as a separate electronic copy.
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Proposal for Aquifer Storage And Recovery Well –
Design, Grant and Construct Engineering Services
RFP PW2025-3
Resumes
APX A
Appendix A
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Michael Matson, pe
Project Engineer & Project Manager
Education
• Bachelors, Civil Engineering, University of
California-Berkeley
Registration
• Professional Engineer - CA 42546
Professional Associations
• American Water Works Association
• American Society of Civil Engineers
• Water Environment Federation
• Bay Area Water Works Association
• California Water Environment Association
Professional Profile
Mike has 40 years of experience specializing in the planning, design, and construction of water infrastructure projects, including aquifer storage and recovery (ASR) systems. Notable projects include the Civic Center Wastewater Water Treatment Facility in Malibu (three injection wells), the Carpinteria Advanced Purification Project (two ASR injection wells), and the Pasadena Groundwater Storage Project (three ASR wells). For the Pasadena project, Mike managed preliminary engineering and environmental documentation for a conjunctive use program to store 66,000 acre-feet of water in the Raymond Groundwater Basin. The project included conceptual designs for three ASR wells, a groundwater nitrate treatment facility, a new inter-system connection, a pipeline linking seven existing wells, and a centralized ammonia addition facility. He has also contributed to the design of over 200 miles of pipelines, 15 pump stations, and eight reservoirs.
Related Experience
Carpinteria Valley Water District & Carpinteria Sanitary District, CA – Carpinteria Advanced Purification Project. QA/QC and senior technical oversight for final design of the multi-discipline effort of the 1.2- MGD AWPF, conveyance system and two injection wells. Prior work has included development of 50% design drawings, easement support and finalizing the PDR and cost estimates. Current CAPP design effort will be completed by May for the $50M construction effort commencing in 2025. A key approach of the design effort is to utilize 100% of CSD’s secondary effluent.
Pasadena Water and Power, CA – Pasadena Groundwater Storage Project Pre-Design and EIR. Project Manager for preliminary engineering services and environmental documentation for the Pasadena Groundwater Storage Program, a joint program between Pasadena Water and Power and the Metropolitan Water District in cooperation with Foothill Municipal Water District and the Raymond Basin Management Board. The project involves preparing conceptual design and environmental documents for a conjunctive use program that will store 66,000 acre-feet of water in the Raymond Groundwater Basin to reduce dependence on imported water supply during drought or emergency conditions.
Mike and the Woodard & Curran team evaluated alternatives and preparing conceptual design for the groundwater nitrate treatment facility, three aquifer storage and recovery (ASR) wells, and a new inter-system connection between the Pasadena and Foothill Municipal Water District systems. A new pipeline to connect seven existing wells and a centralized ammonia addition facility was also included in the environmental analysis as a necessary part of the project.
City of Malibu, CA – Civic Center Water Treatment Facility. QA/QC and senior technical oversight for the design of a centralized wastewater collection and treatment system and recycled water distribution system for the City of Malibu. The project aimed to improve water quality in Malibu Creek, Malibu Lagoon, and Surfrider Beach and recharge the Malibu Valley Groundwater Basin. The project included a collection system to convey wastewater to a new membrane bioreactor wastewater treatment plant that produced Title 22 recycled water for irrigation purposes and groundwater injection.
Puente Basin Water Authority, CA – Six Basins Groundwater Project. Project Manager and mechanical lead for design of two flow control stations on the Walnut-Pomona-Roland Joint Water Pipeline to address low flow control deficiencies on the existing 60-inch diameter low pressure pipeline and to provide needed control for introduction of local groundwater into the pipeline without backflow into existing upstream turnouts. The flow control was EXHIBIT 1
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Resumes
Del Puerto Water District, CA – Del Puerto
Canyon Reservoir. As Facilities Lead, Mike helped
in leading development of the proposed Del Puerto
Canyon Reservoir and associated facilities including a
300 cfs diversion/outfall and pumping plant, an electrical substation, and approximately one mile of large-diameter transmission pipeline. The reservoir will create up to
85,000 acre-feet of locally controlled, south of Delta storage for the Del Puerto Water District and the San Joaquin River Exchange Contractors Water Authority. Woodard &
Curran’s services include completion of an Environmental Impact Report (EIR) and preliminary engineering, as well as program management and support of the Districts
as they pursue water rights and other regulatory and
institutional agreements necessary for project implementation. Involved examining various ways to efficiently pump a range of flows over a range of reservoir levels, but ultimately the decision was made to use a series of fixed speed pumps that provide adequate flexibility for our clients and avoids the cost of variable frequency
drive units. Developed a systems model in GoldSim to
simulate operational scenarios for the project within the context of the larger Central Valley Project operations.
The model informed environmental considerations for
the new facilities, and also ensured that the new facilities would work for a suite of future supply sources, demand scenarios, and operational needs.
California Public Utility Commission, CA –
Facilities Plan for Monterey Peninsula. Project
Manager for the facilities plan for a contingency water supply program for the Monterey Peninsula as a part of
the California Public Utility Commission’s responsibility under AB 1182 (Keeley). This project identifies a contingency (or Plan B) to the proposed Carmel River Dam and Reservoir project sponsored by the California-American
Water Service Company. The Plan B project comprises
several water supply components, including desalination, aquifer storage and recovery of excess Carmel River
winter flow in the Seaside basin aquifer, and recycled
water to offset potable water usage for irrigation. Mike was responsible for evaluating these components and
others, screening the components to the most feasible,
and preparing facilities plans for implementation of the components.
East Bay Municipal Utility District, CA – Water
Supply Management Plan. Leading the Conveyance
Operations and Engineering preparation of the Water
Supply Management Plan (WSMP) 2040, Mike was
involved in developing infrastructure alternatives to meet the supply shortfalls projected in the demand vs supply evaluation that we prepared for the WSMP. The key
water infrastructure components evaluated included up
country infrastructure to facilitate conjunctive use in San Joaquin and Sacramento, changes in the aqueducts to
better treat new Sacramento River supplies, and regional water recycling alternatives in the Bay Region.
South San Joaquin Irrigation District, CA –
Water Supply Feasibility Study. Project Engineer
for a scoping report for a proposed comprehensive water resources plan study for a group of Central Valley water purveyors. Mike established a detailed scope of work that would address a number of pressing water issues in the
Stanislaus River basin, including excessive groundwater withdrawals, deteriorating quality of current water
supplies and conflicting local water policies. The report was used as a basis for the eventual comprehensive
water resources study scope of work used by the client.
Mike also performed feasibility level engineering studies for conveyance facilities associated with a large water supply project in San Joaquin County, California. He was responsible for developing conceptual designs and performing preliminary hydraulics and facility sizing for raw water pipelines, intakes, pumping stations, and treated water pipelines and terminal storage reservoirs, including analyses of alternative construction materials and facility configuration alternatives. Mike was also responsible for developing budget level construction cost estimates for the water supply project.
City of Modesto, CA – NVRRWP, Del Puerto WD.
Lead Designer responsible for managing and providing
technical oversight for the preliminary design of all facilities, and for the design of 13 miles of 42-inch recycled water pipeline from Modesto to the Delta-Mendota Canal
(DMC), including discharge facilities. The DMC is federally owned facility that conveys irrigation water to agricultural users. The NVRRWP will deliver up to 59,000 AFY of
recycled water for agricultural use in the DPWD service area and for state and federal wildlife refuges in the San Joaquin Valley. This phase of the NVRRWP also included
permitting and grant administration services.
El Dorado Irrigation District, CA – Recycled
Water Seasonal Storage System. Technical
Reviewer, as part of a consultant team, for a Basis of
Design Report for a recycled water seasonal storage
system. The project included review and verification
of water supply and demand and land disposal area
assumptions; comparison of environmental constraints
for each site alternative; GIS mapping; preparation of
exhibits for and participation in public meetings; public outreach; researching funding alternatives; 30% design
including pump stations and conveyance, reservoir operations plan, post treatment and permitting requirements, with budgetary cost estimates and update continued
discharge verses recycled cost comparison.
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NATHAN NUTTER, PE, PMP
Nathan serves as Consor’s national well technical services lead. He has over 20 years of experience in planning, design, permitting, and construction administration of water supply, distribution, and groundwater treatment systems. He specializes in well/well site design and well technology advancements, including well field development and management, groundwater (potable) production wells, aquifer storage and recovery (ASR) wells, injection wells, vadose zone wells, and well condition assessment. Nathan also has experience designing recharge projects including basins and trenches, in addition to various types of injection wells. YEARS OF EXPERIENCE 23 years
EDUCATION
BS, Mechanical Engineering,
Stanford University
REGISTRATION
Professional Engineer CA
#80418
Professional Engineer NV
#024971
Professional Engineer AZ
#44720 (Civil)
Professional Engineer AZ
#52220 (Mechanical)
CERTIFICATIONS
Project Management
Professional, Project
Management Institute
KEY EXPERTISE
• Aquifer storage and
recovery
• Well rehabiliation
• Well facility design
and construction
administration services
KEY PROJECT EXPERIENCE
ASR WELL 281 (9A-WELL 300) DESIGN AND CONSTRUCTION ADMINISTRATION SERVICES PROJECT; CITY OF PHOENIX, AZ; Project Manager. Provided partial design and full construction management services for a new ASR well equipped with a downhole control valve, new site wall, installation and equipping of the well, new chemical feed systems, a pump-to-waste discharge line to the City’s sewer system, and an air dissipation system to remove entrained air from the pumped groundwater.
ASR WELL 84, SACRAMENTO SUBURBAN WATER DISTRICT, CA; Technical Advisor.
Provided technical assessment and offered troubleshooting suggestions for modifying an existing ASR well operational strategy from down-hole control to above ground control.
Based on ASR well application, these control methodologies have pros and cons which were conveyed to the client to help with decision-making.
ASR WELLS 29 AND 30 EQUIPPING DESIGN PROJECT, CITY OF WOODLAND, CA; Project Manager. The project involves design of two ASR facilities to take off-season treated water from the new regional surface water treatment plant and inject into the wells for extraction to meet peak summer demands. Design included two new CMU building, demolition of existing well/facilities, new 2,000 gpm ASR well pumps, multiple monitor wells, chlorine dosing systems, and strategic control metholdology for ASR well operation and performance. Beltz 8 and 12 ASR Well Design Project, City of Santa Cruz, CA; Owner’s Agent. Owener’s agent for assisting City staff in the understanding of ASR design basics, reviewing and providing guidance on the design Request for Proposal, coordinating with the City’s hydrogeologist on ASR operational efficiencies, and providing big-picture support for integrating additional ASR wells in the future.
BELTZ 8 AND BELTZ 12 ASR WELL DESIGN, CITY OF SANTA CRUZ, AZ; Owner’s Agent. Nathan acted as owner’s-agent for the City of Santa Cruz. He assisted city staff in the understanding of ASR design basics. Additionally, he reviewed and provided guidance on the design Request for Proposal, coordinated with the city’s hydrogeologist on ASR operational efficiencies, and provided big-picture support for integrating additional ASR wells in the future.
ADVANCED WATER TREATMENT PLANT INJECTION WELL PROGRAM
ADMINISTRATION SERVICES, CITY OF RIO RANCHO, AZ; Project Manager. This redevelopment project aimed to maximize the efficiency of the well as well as determine its recharge effectiveness. Nathan reviewed well operation and made recommendations to improve well program and wellhead equipment, which were implemented. The well is capable of recharging at 700 gpm and backwashing/recovering around 860 gpm.
Redevelopment improved the recharge specific capacity by over 105% and the recovery specific capacity by almost 40%. As project manager, Nathan developed a training program and conducted training for operations staff.
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NATHAN NUTTER, PE, PMP
WASTEWATER RECLAMATION PLANT INJECTION
WELLS NO. 1 & 2 EQUIPPING, CITY OF SEDONA, AZ;
Technical Lead Designer. Nathan was the technical ASR
well designer for Sedona’s first 2 injection/ASR wells.
This redevelopment project improved well efficiency
and developed control descriptions and programming to
maintain peak well performance using strategic backwash sequencing. This design included a vertical turbine pump, strategic valves for reverse siphon recharge start-up, and SCADA control for remote operation. The two ASR wells
are capable of recharging approximately 200 gpm and
recovering at 250 gpm each.
WELLS PROGRAM, CITY OF PHOENIX, AZ; Program
Manager. Nathan supported the City for the drilling,
installation, design, permitting, and construction of 10 wells (seven ASR wells; three production wells with arsenic treatment systems) for the $74M Phase 1 of their 21
well, $156M program. He assisted in delegating the well sites to three design consultants, and developed design standards and specification templates for the design
consultants so that the well sites have similar layouts. Other responsibilities included meetings with city maintenance personnel to determine preferred equipment; reviewing
design consultant design progress submittals; establishing drilling, design and construction schedules; providing value engineering guidance to reduce project costs, coordinating GMP approval, and developing quarterly program meetings with the Water Services Director and management staff.
BUTLER WATER RECLAMATION FACILITY RECHARGE
WELL DESIGN, CITY OF PEORIA, AZ; Technical Expert/
Advisor/Design Lead. Nathan provided design support and technical expertise for Peoria’s first ASR well. This well will be used to recharge reclaimed water supplies for credits, and reclaimed water will be extracted and sent to lakes and parks for irrigation needs. Nathan was responsible for providing peer review of drawings, and developing the
pump specification and reverse flow testing/analysis. The well is anticipated to produce approximately 1,200 gpm
and recharge 900 gpm. With the owner, contractor, and
pump manufacturer, Nathan lead hydraulic calculations and testing for reverse-siphon methodology.
WELL 299 OPTIMIZATION PLAN, CITY OF PHOENIX,
AZ; Project Manager. The project involved providing
technical and operational guidance to City personnel for the City’s first ASR well (Well 299). Nathan was responsible for training, testing, troubleshooting, data interpretation, and strategic operation implementation services.
DEER VALLEY WATER TREATMENT PLANT ASR WELL
DESIGN, CITY OF PHOENIX, AZ; Project Manager.
Nathan was responsible for managing the design of the
city’s fourth ASR well, which is located at an existing water treatment facility. Project components include designing a new well pump and discharge piping for ASR operation; tying into the existing 80-mgd water treatment facility; coordinating the integration of programming into the
existing water treatment plant’s distribution control system related to ASR well operation; chemical dosing, nitrate analyzer, sodium bisulfite dosing system for dechlorination of potable supplies prior to injection; and all electrical and instrumentation associated with the new well. The well is anticipated to recharge at a rate of 1,200 gpm and recover at a rate of 1,500 gpm.
CAVE CREEK WATER RECLAMATION PLANT ASR PILOT
PROGRAM, CITY OF PHOENIX, AZ; Project Manager.
The project included equipping of a new 1,500-gpm ASR
well for reclaimed water. The design incorporated a unique pump application due to the inclusion of a down-hole
control valve, glass bead filter pack, and reclaimed water application. Nathan performed hydraulic calculations to size the motor and subsequent pipeline, incorporated new electrical and mechanical systems into the existing site parameters, and designed a sodium bisulfite dechlorination system to reduce chlorine residual prior to injection into the aquifer. Permitting included work with all state and local regulatory agencies.
WELL NO. 299 INFRASTRUCTURE DESIGN AND
PERMITTING, CITY OF PHOENIX, AZ; Project Engineer.
The project included equipping of a new 2,000-gpm ASR
well. The design incorporated a unique pump application due to the low aquifer level, high system head conditions, as well as a 600-horsepower motor, which was equipped
with a VFD. Nathan performed hydraulic calculations to
size the motor and subsequent pipeline, and converted the existing tablet feeder disinfection system and building into a dechlorination building, which involved addition of a new chlorine gas disinfection building. Permitting included work with all state and local regulatory agencies.
EXHIBIT 1
Item 8.2
Mountain House Page 178 of 621
GARY M. GIN, RG
Vice President/ASR Program Lead
ROCKY MOUNTAIN | MIDWEST | SOUTHWEST | TEXAS
11811 North Tatum Blvd., Ste 1026, Phoenix, AZ 85028 | Office: 602-296-7093 | LREWATER.COM
EDUCATION
M.S. Geology, University of Nevada,
Las Vegas, 1996
B.S. Geology (with Distinction),
Sonoma State University, 1992
PROFESSIONAL REGISTRATION
Licensed Geoscientist
AZ #39254
TX #4937
PROFESSIONAL ACTIVITIES
National Water Research Institute
(ASR/IPR) Technical Advisor
National Groundwater Association
American Water Works
Association
AZ Water Association
WaterReuse Association
AWARDS
Gary Gin has 26 years of diverse experience in the water industry, including 15 years in consulting and 11 years with the City of Phoenix. Gary specializes in integrated water resource planning, groundwater policy, aquifer storage and recovery (ASR) systems (+8,000 hours of operational experience), analyzing water infrastructure hydraulics, water rights, and program/regulatory management. He leverages his technical expertise (ASR Technical Advisor- National Water Research Institute) and water utility experience to help clients implement their capital programs in Arizona, California, Nevada, and Colorado. Gary is a seasoned project manager with a resume of over 100 projects, and as large as $1 billion.
FEATURED PROGRAM & PROJECT EXPERIENCE
Inland Empire Utilities Agency (IEUA), Chino Basin Program, Chino, CA
Gary is serving as Program Manager for IEUA’s 16 injection wells that will recharge 15 million gallons per day (MGD) of purified advanced treated reclaimed water. This program is the largest injection well program in the State of California and is a 10-year program funded by the State and Federal agencies. Mr. Gin’s initial involvement will be to firm up injection volumes (15 MGD- reducing 16 to 8 injection wells), develop the design criteria for the injection wells, optimize the siting of the injection wells, assess water to rock interaction and evaluate the chemical and biological reactions, and develop the initial bridging documents for the design team.
Water Replenishment District (WRD) of Southern California, LVL Injection Well Coupled with Energy Recovery System, CA
Gary is serving as Technical Advisor for WRD’s LVL first Inland Injection Well. Advance treated reclaimed water will be recharged in the target aquifer. This project has incorporated new well development procedures to enhance and sustain consistent injection and pumping performance. Mr. Gin is responsible for assessing the water quality compatibility between the purified advanced treated reclaimed water and groundwater, applying Nuclear Magnetic Resonance (NMR) geophysical logs to aid the injection well design, assisted in the final design of the injection well (well pumps 4,000 gpm exceeding client’s goal), designing the above and sub-grade injection technologies, establishing the operational recharge rate and cycle durations, automated programming, and piloting energy generation through recharge activities.
Butler ASR Well: Design, Programming, Development,
Permitting & Operational Training, City of Peoria, AZ
EXHIBIT 1
Item 8.2
Mountain House Page 179 of 621
Gary M. Gin, RG