Agenda packet — Pinole City Council, September 5, 2023 (part 1 of 2)

PINOLE CITY COUNCIL

MEETING AGENDA

CITY COUNCIL
Devin T. Murphy, Mayor
Maureen Toms, Mayor Pro Tem
Cameron Sasai, Council Member
Anthony Tave, Council Member
Norma Martínez-Rubin, Council Member

TUESDAY
September 5, 2023
5:00 P.M
Please note: HYBRID MEETING FORMAT
Attend in Person: PINOLE CITY COUNCIL CHAMBERS - 2131 PEAR STREET OR
Attend VIA ZOOM TELECONFERENCE – Details provided below How to Submit Public Comments:

In Person: Attend meeting at the Pinole City Council Chambers, fill out a yellow public comment card and submit it to the City Clerk.

Via Zoom:

Members of the public may submit a live remote public comment via Zoom video conferencing. Download the Zoom mobile app from the Apple Appstore or Google Play. If you are using a desktop computer, you can test your connection to Zoom by clicking here. Zoom also allows you to join the meeting by phone.

From a PC, Mac, iPad, iPhone or Android:
https://us02web.zoom.us/j/89335000272
Webinar ID: 893 3500 0272
By phone: +1 (669) 900-6833 or +1 (253) 215-8782 or +1 (346) 248-7799 • Speakers will be asked to provide their name and city of residence, although providing this is not required for participation.
• Each speaker will be afforded up to 3 minutes to speak (subject to modification by the Mayor)
• Speakers will be muted until their opportunity to provide public comment.

When the Mayor opens the comment period for the item you wish to speak on, please use the “raise hand” feature (or press *9 if connecting via telephone) which will alert staff that you have a comment to provide and press *6 to unmute. To comment with your video enabled, please let the City Clerk know you would like to turn your camera on once you are called to speak.

Written Comments: All comments received before 3:00 pm the day of the meeting will be posted on the City’s website on the agenda page (Agenda Page Link) and provided to the City Council prior to the meeting. Written comments will not be read aloud during the meeting.

CORONAVIRUS ADVISORY
INFORMATION:

CLICK HERE for City Updates
CLICK HERE for County Updates
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Email comments to [email protected] Please indicate which item on the agenda you are commenting on in the subject line of your email.

Please note: Updated COVID-19 safety protocols will be posted outside the City Council Chambers. Please review this information before entering the Council Chambers.

OTHER WAYS TO WATCH THE MEETING
LIVE ON CHANNEL 26. They are retelecast the following Thursday at 6:00 p.m. The Community TV Channel 26 schedule is published on the city’s website at www.ci.pinole.ca.us.

VIDEO-STREAMED LIVE ON THE CITY’S WEBSITE, www.ci.pinole.ca.us. and remain archived on the site for five (5) years.

If none of these options are available to you, or you need assistance with public comment, please contact the City Clerk, Heather Bell at (510) 724-8928 or [email protected] .

Americans With Disabilities Act: In compliance with the Americans With Disabilities Act of 1990, if you need special assistance to participate in a City Meeting or you need a copy of the agenda, or the agenda packet in an appropriate alternative format, please contact the City Clerk’s Office at (510) 724-8928. Notification at least 48 hours prior to the meeting or time when services are needed will assist the City staff in assuring that reasonable arrangements can be made to provide accessibility to the meeting or service.

Note: Staff reports are available for inspection on the City Website at www.ci.pinole.ca.us. You may also contact the City Clerk via e-mail at [email protected] .

Ralph M. Brown Act. Gov. Code § 54950. In enacting this chapter, the Legislature finds and declares that the public commissions, boards and councils and the other public agencies in this State exist to aid in the conduct of the people's business. It is the intent of the law that their actions be taken openly and that their deliberations be conducted openly. The people of this State do not yield their sovereignty to the agencies, which serve them. The people, in delegating authority, do not give their public servants the right to decide what is good for the people to know and what is not good for them to know. The people insist on remaining informed so that they may retain control over the instruments they have created.
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1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS

2. LAND ACKNOWLEDGMENT
Before we begin, we would like to acknowledge the Ohlone people, who are the traditional custodians of this land. We pay our respects to the Ohlone elders, past, present, and future, who call this place, Ohlone Land, the land that Pinole sits upon, their home. We are proud to continue their tradition of coming together and growing as a community. We thank the Ohlone community for their stewardship and support, and we look forward to strengthening our ties as we continue our relationship of mutual respect and understanding.

3. ROLL CALL, CITY CLERK’S REPORT & STATEMENT OF CONFLICT An official who has a conflict must, prior to consideration of the decision: (1) publicly identify in detail the financial interest that causes the conflict; (2) recuse himself /herself from discussing and voting on the matter; and (3) leave the room until after the decision has been made, Cal. Gov't Code § 87105.

4. CONVENE TO A CLOSED SESSION
Citizens may address the Council regarding a Closed Session item prior to the Council adjourning into the Closed Session, by first providing a speaker card to the City Clerk.

A. PUBLIC EMPLOYEE APPOINTMENT
Gov. Code § 54957
Title: Interim City Manager

5. RECONVENE IN OPEN SESSION TO ANNOUNCE RESULTS OF CLOSED SESSION

6. CITIZENS TO BE HEARD (Public Comments)
Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker. Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future Council meeting. PLEASE SEE THE

COVERSHEET OF THE AGENDA FOR INSTRUCTIONS ON HOW TO SUBMIT PUBLIC COMMENTS

7. REPORTS & COMMUNICATIONS
A. Mayor Report

1. Announcements
B. Mayoral & Council Appointments
C. City Council Committee Reports & Communications
D. Council Requests for Future Agenda Items
E. City Manager Report / Department Staff
F. City Attorney Report

8. RECOGNITIONS / PRESENTATIONS / COMMUNITY EVENTS
A. Proclamations

1. Acknowledging the Retirement of John Anderson
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2. California Firefighter Memorial Day

3. Constitution Day

4. National Suicide Prevention Week

5. Suicide Prevention Day

6. National Punctuation Day

7. Rosh Hashanah

8. Building and Code Staff Appreciation Day
B. Presentations

1. ConFire

2. Car Show Committee

9. CONSENT CALENDAR
All matters under the Consent Calendar are considered to be routine and noncontroversial. These items will be enacted by one motion and without discussion. If, however, any interested party or Council member(s) wishes to comment on an item, they may do so before action is taken on the Consent Calendar. Following comments, if a Council member wishes to discuss an item, it will be removed from the Consent Calendar and taken up in order after adoption of the Consent Calendar.

A. Approve the Minutes of the Special City Council Meeting on August 8, 2023 and the Regular City Council Meeting on August 15, 2023.

B. Receive the August 12, 2023 – September 1, 2023 – List of Warrants in the Amount of $1,017,849.94, the August 18, 2023, Payroll in the Amount of $$587,293.34 ($527,212.41 Regular Payroll; $60,081.00 Local 1 Retention Payments) and the September 1, 2023, Payroll in the amount of $501,049.23.

C. Approve an Amendment to the Employment Agreement for the City Clerk [Action: Adopt Resolution per Staff Recommendation (Shell)] D. Appoint Councilmembers as Voting Delegates to Represent Pinole at League of Ca Cities Annual Conference General Assembly [Action:

Appoint Voting Delegates by Minute Order per Staff Recommendation (Bell)] E. Adopt Resolution Authorizing City Manager to Award Two-Year Contracts to Townsend Public Affairs and Evan Brooks Associates for Grant Research, Writing and Management Services and Authorizing the Finance Director to Amend the Adopted Budget to Allocate Funds from the General Fund Unencumbered Fund Balance [Action: Adopt Resolution per Staff Recommendation (Guillory)]
F. Authorize Response to Grand Jury Report No. 2306, Affordable Housing: “A Plan Without a Home” [Action: Approve and Authorize the Mayor to Sign the Response to the Grand Jury Report on Affordable Housing per Staff Recommendation (Whalen)]
G. Award A Contract to Tetra Tech to Complete an Energy Conservation, Generation and Storage Assessment in an Amount not to Exceed $47,938 [Action: Adopt Resolution per Staff Recommendation (Mishra)] H. Ordinance Amending Pinole Municipal Code Section 2.04.200 Council-Manager Relations and Section 2.12.010 Time of Regular City Council Meetings [Action:

Adopt Ordinance on Second Read per Staff Recommendation (Casher)] 4 of 322
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I. Adopt a Resolution Authorizing the Application to and Participation in the California Department of Housing and Community Development (HCD) Prohousing Designation Program [Action: Adopt Resolution per Staff Recommendation (Whalen)]

10. PUBLIC HEARINGS
Citizens wishing to speak regarding a Public Hearing item should fill out a speaker card prior to the completion of the presentation, by first providing a speaker card to the City Clerk. An official who engaged in an ex parte communication that is the subject of a Public Hearing must disclose the communication on the record prior to the start of the Public Hearing.

None

11. OLD BUSINESS
None

12. NEW BUSINESS
A. Background Information on Commercial Cannabis Tax [Action: Receive Report and Provide Direction (Guillory)]
B. Background Information on Vacant Parcel Tax [Action: Receive Report and Provide Direction (Guillory)]

13. CITIZENS TO BE HEARD (Continued from Item 6) (Public Comments) Open only to members of the public who did not speak under the first Citizens to Be Heard, Agenda Item 6
Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes for City Council items and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker. Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future meeting.

14. ADJOURNMENT to the Regular City Council Meeting of September 19, 2023 in Remembrance of Amber Swartz.

I hereby certify under the laws of the State of California that the foregoing Agenda was posted on the bulletin board at the main entrance of Pinole City Hall, 2131 Pear Street Pinole, CA, and on the City’s website, not less than 24 hours prior to the meeting date set forth on this agenda.
_______________________
Heather Bell, CMC
City Clerk
POSTED: August 31, 2023 at 3:30 pm
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CITY COUNCIL MEETING

MINUTES
August 8, 2023

1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS
The City Council Meeting was held in a hybrid format (in-person and via Zoom videoconference and broadcast) from the Pinole Council Chambers, 2131 Pear Street, Pinole, California. Mayor Pro Tem Toms called the Special Meeting of the City Council to order at 5:01 p.m. and led the Pledge of Allegiance.

2. LAND ACKNOWLEDGEMENT
Before we begin, we would like to acknowledge the Ohlone people, who are the traditional custodians of this land. We pay our respects to the Ohlone elders, past, present and future, who call this place, Ohlone Land, the land that Pinole sits upon, their home. We are proud to continue their tradition of coming together and growing as a community. We thank the Ohlone community for their stewardship and support, and we look forward to strengthening our ties as we continue our relationship of mutual respect and understanding.

3. ROLL CALL, CITY CLERK’S REPORT & STATEMENT OF CONFLICT An official who has a conflict must, prior to consideration of the decision: (1) publicly identify in detail the financial interest that causes the conflict; (2) recuse himself/herself from discussing and voting on the matter; and (3) leave the room until after the decision has been made, Cal. Gov. Code § 87105.

A. COUNCILMEMBERS PRESENT
Maureen Toms, Mayor Pro Tem
Norma Martinez-Rubin, Council Member
Cameron Sasai, Council Member
Anthony Tave, Council Member

COUNCILMEMBERS ABSENT
Devin Murphy, Mayor
B. STAFF PRESENT
Andrew Murray, City Manager
Alex Mog, Assistant City Attorney
Heather Bell, City Clerk
Misha Dhillon, Capital Improvement and Environmental Program Manager City Clerk Heather Bell announced the agenda had been posted on Thursday, August 3, 2023 at 2:15 p.m. with all legally required written notices. No written comments had been received in advance of the meeting.

Following an inquiry, the Council reported there were no conflicts with any items on the agenda. 9A
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4. CITIZENS TO BE HEARD (Public Comments)
Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker.

Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future Council meeting.

Andrew Uch, Pinole, stated he had lived in the City of Pinole all his life and he liked the diverse culture as opposed to other areas of the state. He emphasized the importance of infrastructure which determined the quality of life. In that regard, he advocated for better infrastructure in Pinole, particularly for bicyclists and public transit. He detailed his family’s personal experience having to drive a vehicle to their jobs rather than be able to walk or bicycle. He found residents of Pinole wanted better bicycle infrastructure and public transit and at a minimum suggested the frequency of bus stops be increased or improvements be made to the existing bicycle network. Having reviewed the City’s plans for bicycle improvements, he found there were no plans for bicycle improvements other than re-pavement of some City roads. Such investment would benefit the City economically and ecologically, particularly during global warming.

Cordell Hindler, Richmond, referenced the July 18, 2023 City Council meeting and expressed concern the public and invited guests had to wait 40 minutes for the City Council meeting to reconvene, which had shown a lack of transparency. During the same meeting, speaker Anthony Vossbrink’s comments had been cut off, which was inappropriate, and having spoken to other West County Mayors, he had learned that in other cities speakers were allowed to complete their comments. In addition, he had reviewed the City’s budget and advocated for the position of Assistant City Manager, who could be designated as the second-in-command when the City Manager was not available. He asked that the funds for the position be allocated for next year’s budget.

5. PUBLIC HEARING
A. Sewer Service Rate Assessment for Fiscal Year 2023-2024 [Action: Conduct Public Hearing and Adopt Resolution per Staff Recommendation (Mishra) Capital Improvement and Environmental Program Manager Misha Dhillon provided a PowerPoint presentation for the Sewer Service Rate Assessment for Fiscal Year 2023-2024, which included the background, levy and future sewer service rate with all information contained in the August 8, 2023 staff report. She recommended the City Council conduct a public hearing regarding the sewer service rate to be collected on the Fiscal Year (FY) 2023-24 tax roll and adopt a resolution approving the sewer service rates for Fiscal Year 2023-24 and direct the filing of Charges for Collection by the County Tax Collector.

Council member Tave clarified with Ms. Dhillon the City expected to receive approximately $5.8 million in revenue from the proposed sewer service rates, which included the last three percent increase that had been approved and with no increase built in from the last year. There were no changes proposed to the current rate and the funds would go to the Sewer Fund.

Council member Sasai asked for more details on the next steps for the proposed Rate Study and asked whether the plan was for staff to return with a five-year wastewater rate proposal. 7 of 322
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Ms. Dhillon explained that in the past a five-year period had been pursued, although since heading into fall and because there would now be a full condition assessment, a different structure may be prescribed. When the study commenced and was ready to be accepted, it would be presented to the City Council. If for a five-year period, annual rate increases would be built in but as an example, with a five-year period, industry standards may have changed based on what the consultant provided moving forward. She added that generally annual rate increases had been built in. Staff was waiting for the collection system and CCTV work to be completed, and while the process could have been started earlier, they were waiting for the completion of the Sewer System Master Plan and the completion of the Collection System before identifying costs for improvements.

Council member Tave asked whether this action included the City of Hercules, and Ms. Dhillon clarified that the action would be just for the City of Pinole’s collection system.

PUBLIC HEARING OPENED
Rafael Menis, Pinole, asked absent a rate study whether the City was still legally able to impose and continue rates at the prior rate. Once the rate study had been completed, he asked when new rates could be imposed. He also commented that absent the data from the treatment studies, whether staff had a rough idea as yet as to how much of an increase would be expected over a five-year term once the new studies had been implemented.

PUBLIC HEARING CLOSED
Assistant City Attorney Alex Mog stated in response to the public comment that the City still had the authority to impose the rate increase. The prior rate study that had been the basis of the prior five-year study supported and provided justification for the rates, although additional study was needed if rates were to be increased.

Ms. Dhillon commented that when the new study had been completed, if not in place or accepted by the City Council this time next year, staff would likely keep the rate consistent unless the rate study had been accepted and approved by the City Council, at which time staff would ask that a new levy be imposed as of July 1 of the new fiscal year. She added there was not enough information at this time to gauge what that five-year structure may look like to estimate a potential increase.

ACTION: Motion by Council members Martinez-Rubin/Sasai to adopt a resolution for the City of Pinole setting the City’s Sewer Service Rates for Fiscal Year 2023-24, and directing that said sewer service rates be placed on the Contra Costa County Property Tax Roll.

Vote: Passed 4-0-1
Ayes: Toms, Martinez-Rubin, Sasai, Tave
Noes: None
Abstain: None

Absent: Murphy
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6. ADJOURNMENT to the Regular City Council Meeting of August 15, 2023 in Remembrance of Amber Swartz.

At 5:22 p.m., Mayor Pro Tem Toms adjourned the meeting to the Regular City Council Meeting of August 15, 2023 in Remembrance of Amber Swartz.

Submitted by:
_________________________________
Heather Bell, CMC
City Clerk
Approved by City Council:
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CITY COUNCIL MEETING

MINUTES
August 15, 2023

1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS
The City Council Meeting was held in a hybrid format (in-person and via Zoom videoconference and broadcast) from the Pinole Council Chambers, 2131 Pear Street, Pinole, California. Mayor Murphy called the Regular Meeting of the City Council to order at 5:02 p.m. and led the Pledge of Allegiance.

3. ROLL CALL, CITY CLERK’S REPORT & STATEMENT OF CONFLICT An official who has a conflict must, prior to consideration of the decision: (1) publicly identify in detail the financial interest that causes the conflict; (2) recuse himself/herself from discussing and voting on the matter; and (3) leave the room until after the decision has been made, Cal. Gov. Code § 87105.

A. COUNCILMEMBERS PRESENT
Devin Murphy, Mayor
Maureen Toms, Mayor Pro Tem
Norma Martinez-Rubin, Council Member
Cameron Sasai, Council Member*
Anthony Tave, Council Member
*Via Zoom
Sheraton Grand Sacramento Hotel, 1230 J Street, Sacramento, CA, Room 1 B. STAFF PRESENT
Andrew Murray, City Manager
Eric Casher, City Attorney
Alex Mog, Assistant City Attorney
Heather Bell, City Clerk
Sanjay Mishra, Public Works Director
Lilly Whalen, Community Development Director
Markisha Guillory, Finance Director
Roxane Stone, Deputy City Clerk
City Clerk Heather Bell announced the agenda had been posted on Friday, August 11, 2023 at 4:00 p.m. with all legally required written notices. Written comments had been received in advance of the meeting, distributed to the City Council and staff, posted on the City website and made available to the public in the Council Chambers.
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Following an inquiry, the Council reported there were no conflicts with any items on the agenda.

4. CONVENE TO A CLOSED SESSION: None
Citizens may address the Council regarding a Closed Session item prior to the Council adjourning into the Closed Session, by first providing a speaker card to the City Clerk.

5. RECONVENE IN OPEN SESSION TO ANNOUNCE RESULTS OF CLOSED SESSION: None

Anthony Vossbrink, Pinole, asked the status of street light outages throughout the City, in and around City parks and parking lots, and turnabouts around Adobe Road and Pinole Valley Road; the dog park and restrooms where a spot light had been out for over six months and a light that had been out in the barbeque grove across from the dog park. The Public Works Director had previously reported on the cost to replace light bulbs and he had asked the number of people required to change light bulbs. He had also asked why there appeared to be a double standard with respect to the maintenance of public parks, with some parks properly maintained whereas others appeared to be a lower priority. Fernandez Park appeared to be well maintained whereas Pinole Valley Park’s playground, restrooms and the dog park were in need of maintenance. He asked when the Public Works Department and the City Manager would turn things around.

Mayor Murphy asked City staff to look into the issues raised and return with a status report on how those issues would be addressed if they had not already been addressed.

Mayor Murphy moved onto agenda Item 8, Recognitions / Presentations / Community Events, B. at this time.

8. RECOGNITIONS / PRESENTATIONS / COMMUNITY EVENTS
A. Proclamations: None
B. Presentations

1. AB 43 – Setting Speed Limits – by Public Works Director Sanjay Mishra Public Works Director Sanjay Mishra presented a PowerPoint presentation on Assembly Bill (AB) 43, Setting Speed Limits, which would amend and add to various sections of the California Vehicle Code related to traffic safety and which had been approved in October 2021. He highlighted how the speed of traffic had been measured and California law that required cities to conduct a speed survey every ten years in order for a speed limit to be enforceable even if no changes had been made to the roadway.
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Public Works Director Mishra also highlighted the Zero Traffic Fatalities Task Force, whose purpose was to make recommendations to the Legislature on what reforms the State should make to change the way speed limits had been set. AB 43 would authorize local authorities to consider the safety of vulnerable pedestrian groups and designate safety corridors and the like.

Public Works Director Mishra further highlighted the changes to existing law with AB 43: Vehicle Code changes and how local authorities may reduce speed limits to be reasonable and safe; Caltrans definition of a Safety Corridor and with AB 43 implementing policy recommendations from the State Transportation Agency, as outlined in the Zero Traffic Fatalities Task Force, by providing for more flexibility on setting speed limits based on safety and not just on traffic speed.

Council member Martinez-Rubin was pleased the City would have another tool to respond to concerns from the public and the perceptions with respect to safety. She asked how close the City was to implementing something consistent with AB 43.

Public Works Director Mishra clarified that nothing had been done to date to implement AB 43.

A Safety Corridor would have to be declared with locations identified. As an example, the San Pablo Avenue Downtown Area or the Business District Area of Pinole Valley Road had a lot of bicycle and pedestrian activities. If those areas were declared a Safety Corridor by ordinance, the City could set a speed limit for those areas but a traffic study would be required to provide the rationale for why the areas should be declared a Safety Corridor.

Council member Martinez-Rubin recalled the City had conducted a safety study that had asked members of the public to identify locations in the City where there may have been injuries or accidents. She asked whether that study had been completed and if so whether it would help to support the declaration of a Safety Corridor.

Public Works Director Mishra explained the Local Road Safety Plan (LRSP) addressed traffic deficiencies in the City but did not include pedestrian counts. The LRSP was the best document to use in defining a Safety Corridor.

Council member Martinez-Rubin understood there were few accidents, fatalities or injuries in the City but there was still the risk of those occurrences as evidenced by public input. She asked what conditions would be acceptable to make the argument or the case a Safety Corridor could be defined even though the number of accidents, fatalities or injuries were not at the volume that would reach the required threshold.

Public Works Director Mishra understood a number of fatalities was not needed to be defined.

AB 43 would allow a local authority the ability to define a Safety Corridor without having that data, but would ask for verification of specific traffic data. As an example, if the Business District had been defined with a high volume of pedestrians and bicyclists, the local authority could define the area as a Safety Corridor.

Mayor Pro Tem Toms asked of the types of surveys or traffic studies needed to be added to the LRSP to allow Safety Corridors to be declared in the City before the time in which to implement AB 43.
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Public Works Director Mishra stated a pedestrian and bicyclist count survey would be needed.

Vehicle surveys were already part of the LRSP, but the LRSP did not include the count for pedestrians and bicyclists. He added this item was only a presentation but the City Council may provide direction that a pedestrian and bicyclist count would be part of a future Capital Improvement Plan (CIP) project to fund a project to complete the survey, with the desire to consider Safety Corridors for certain sections of the City.

Council member Sasai asked for the definition of a Business Activity District.

City Attorney Eric Casher reported the definition of a Business Activity District had been defined as An area that prioritizes commercial land uses at the downtown or neighborhood scale and meets at least three of the following four different requirements: 1) No less than fifty percent of the contiguous property fronting the highway consists of retail or dining commercial uses including outdoor dining that open directly onto sidewalks adjacent to the highway; 2) there are parking spaces including parallel, diagonal or perpendicular spaces located alongside the highway; 3) traffic control signals or stop signs regulating traffic flow on the highway are located at intervals or no more than 600 feet; and 4) there are marked crosswalks not controlled by a traffic controlled device, pursuant to Vehicle Code Section 22358.9.

Council member Sasai asked whether the maximum speed reduction would be five miles per hour in any corridor or whether speed limits could be reduced by another ten or fifteen miles per hour.

Public Works Director Mishra clarified the City had always been able to reduce speeds by five miles per hour. AB 43 allowed flexibility for a Business District or Safety Corridor, whereby local authorities may reduce the speed further by another five miles per hour and enforce that speed.

Council member Sasai asked of the soonest date when the speed limits may be reduced pursuant to AB 43, and Public Works Director Mishra advised that speed limits may be reduced after June 20, 2024, if the City was ready at that time.

PUBLIC COMMENTS OPENED
Anthony Vossbrink, Pinole, requested better visuals for the telephone numbers for people to participate in the meeting remotely, to be posted on the bottom and top of the screen. He otherwise suggested there should be better police enforcement, more police officers patrolling hot spots in the City including Fitzgerald Drive, Appian Way, San Pablo Avenue, Pinole Valley Road and Wright Avenue. He reiterated past requests for semi or annual status reports from the Police Department, with the Police Chief and a Sargent having promised a report would be provided to the Traffic and Pedestrian Safety Committee (TAPS) but that had never happened.

The report was to provide the number and location of citations given by the Police Department pre-, during and after the pandemic. He urged a proactive response rather than reactive, with the installation of speed bumps, better signage and consequences for those perpetrators who did not follow traffic laws. He again urged a presentation be provided as promised.

John Bender, Pinole, asked for clarification of the definition of a Safety Corridor and whether it included the zoning designation of a property as Commercial Mixed-Use with residential on the street, citing San Pablo Avenue east of Pinole Valley Road towards the City of Hercules as an example.
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PUBLIC COMMENTS CLOSED
City Attorney Casher clarified in response to public comment that the statutory section of the Vehicle Code did not get into that level of detail for the definition of a Safety Corridor but there was annotation of the statute he could look into and would provide a follow-up.

Mayor Pro Tem Toms asked that the item be earmarked for the next quarterly CIP report to allow the City Council to provide direction. She suggested it would be nice on the effective date of June 30, 2024, when local authorities may lower the speed limit pursuant to the Vehicle Code changes and have speed limit signs installed to take effect on that date.

Mayor Murphy looked forward to follow-ups as part of the next CIP update.

2. East Bay Municipal Utility District – Updates
Clifford Chan, General Manager, East Bay Municipal Utility District (EBMUD) introduced the EBMUD Team present including Director Lesa McIntosh, Ward 1; Florence Wedington, Senior Civil Engineer; David Woodard, Manager, Regulatory Compliance; and Y’Anad Burrell with the Team providing a PowerPoint presentation which included an extensive overview of EBMUD’s Water Portfolio, 2019 Recycled Water Plan, Recycled Water Strategic Plan Update, Emergency Planning and the Customer Assistance Program (CAP).

Mayor Pro Tem Toms asked about emergency services and work with the City of Pinole to identify distribution points via hydrants. She asked whether several sites needed to be identified or whether it would include distribution via trucking in water.

Mr. Chan understood the City may already have identified points of distribution for supplies including water, which locations needed good egress/ingress. If the City had identified those distribution points, EBMUD would work with the City to set up a location for a manifold.

Council member Tave commented that through the pandemic and the drought there had been community concerns with the reliability of the EBMUD system and water delivery. He asked about projects planned in West County, particularly specific to the City of Pinole, which would address the current system’s ability to handle emergencies. He found the current plan to be more reactive to emergencies and characterized the current system as old and brittle.

Mr. Chan detailed EBMUD’s Seismic Improvement Program which started in the 1990s and had been upgraded with many drinking water tanks and facilities providing reliable water supply; replacement of many distribution pipelines over the years with the most vulnerable pipelines replaced first along with major transmission mains; and highlighted EBMUD’s improvement projects in the cities of Berkeley, El Cerrito and El Sobrante. He was unaware of specific projects planned for the City of Pinole.

Y’Anad Burrell, EBMUD, reported EBMUD held quarterly coordination meetings with the cities in the EBMUD service area. She detailed the purpose and discussion of the meetings and stated the next meeting had been scheduled in the next week. She would have to review the notes from the last coordination meeting and circle back to provide accurate information as to whether there were any specific projects proposed for the City of Pinole. 14 of 322
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Council member Tave understood EBMUD had a lot of ongoing recycled water projects. He asked whether there were any cost savings from the Regional Water Quality Control Board (RWQCB) along with the distribution of recycled water for use and if there was any benefit that could be missing in an analysis, and Mr. Chan confirmed there were benefits when reducing the discharge into the Bay when dealing with nutrients and if going to full nutrient removal, such improvements would be very costly with lower cost options under consideration.

Council member Martinez-Rubin asked whether EBMUD was considering points of distribution or tools to access potable water working with property management firms. She requested that if the relationships were not there in the coordination meetings, they should be formed and continue to be developed with property management firms as an incentive to renters or owners.

EBMUD Director Lesa McIntosh, Ward 1, explained that had been an issue for years and for years EBMUD had not done enough to reach out to those entities; however, they had come a long way at the urging of the EBMUD Board and EBMUD was now reaching out to those entities and working diligently on that effort. If the City of Pinole was not seeing that effort, she asked that anyone reach out to EBMUD and let them know whether or not the City’s management companies were receiving information from EBMUD that could be passed along to homeowners or renters.

Mayor Murphy commented the City had conducted a recent survey about climate action, drought and water usage, which had elicited huge interest from Pinole residents. He also commented on the City Council’s consideration of a points of distribution program and he asked the status of that process.

David Woodard, Manager, Regulatory Compliance, reported that EBMUD met regularly with the counties in its service area with a focus on the actual unit/size. There was now a system that would work and EBMUD was moving on to the Memorandum of Understanding (MOU) process and would be reaching out to everyone at some point. He clarified, when asked, that two cities had signed up for a points of distribution program with EBMUD pre-pandemic. EBMUD had signed MOUs with the City of Pleasant Hill and the Town of Danville, although those MOUs may have to be modified as it related to changes to the manifold equipment.

Mr. Chan asked Mr. Woodard when he worked with the County to ask about the City of Pinole and work with them to set up a point of distribution, which Mr. Woodard confirmed he would do.

City Manager Andrew Murray reported he had met with Emergency Management staff including Mr. Woodard a few months ago to follow up on the City Council request for a point of distribution MOU with EBMUD, at which point he had learned EBMUD had a couple of dated MOUs they wanted to revisit to address changes to the manifold equipment. He had discussed with EBMUD the fact the Pinole City Council wanted the same agreement and access other communities had with EBMUD and he looked forward to continuing that conversation.

Mayor Murphy asked about the estimated timeline for the partnership between the County, EBMUD and the cities, and Mr. Woodard explained that EBMUD was in the process of churning out the manifolds, was moving the focus to the MOUs, would go as fast as possible, and hoped to avoid administrative challenges.

On the discussion, Mr. Chan stated he would not be happy if they were two to three years out but he would provide information when possible.
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Mayor Murphy emphasized that working with other agencies around emergency planning was critical. He reported that Marin Clean Energy (MCE) allocated $1.5 million in a resiliency fund, which had been doubled in an effort to address climate resiliency and emergency planning. Some of the funds had been used for battery storage units for people who were medically vulnerable.

He asked how EBMUD would work with MCE and other agencies as a way to overlap services as it related to emergency planning.

Mr. Chan explained as part of its emergency planning EBMUD worked with local power agencies to ensure reliable power supplies. EBMUD had its own backup power supply to supply power and worked with refineries to ensure access to fuel for any pipeline repair or any other needed work.

EBMUD worked to develop its own power supplies, some of which would allow EBMUD to be independent of the grid, but most would not absent battery storage. He noted that a battery storage facility was being considered in the City of Oakland. EBMUD also worked with larger facilities such as hospitals and others, where they could have access to different water lines in the street and worked with those agencies/companies to improve reliability.

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, understood there were potential fuel issues with EBMUD equipment in the aftermath of a disaster. He asked whether EBMUD had considered electrification of its equipment to the extent feasible. As to pipelines and impacts from wildfires, citing the recent wildfire in Maui, Hawaii, he asked about the number of pipelines of the new restored pipelines being installed that were made of potentially hazardous materials if melted down, and how many were made of less hazardous materials. As to the emergency recommendations for two gallons of water per household member and a seven-day supply for each person, he asked how feasible that recommendation was in practice. As to the manifolds, he understood they were pipes that would be hooked into fire hydrants in the event of a water distribution breakdown and he sought clarification of that situation.

Mr. Chan explained the manifolds (hose bibs) would be an area where residents could go to get water and fill up containers; portable storage was feasible for residents and the water could be changed at the same time as one changed batteries on smoke detectors. As an example, water was able to be disinfected with chlorine tablets or be boiled. All water supply maintenance information had been posted on the EBMUD website. In terms of the pipes, about a third were comprised of cast-iron material, a third steel and the remaining third consisted of asbestos cement. The standard material for pipe replacement today was ductal iron pipe.

As to possible electrification of the fleet, Mr. Chan commented on the challenges purchasing electrical equipment and the fact the current electric grid was not reliable although that may change in the future. He added there were new rules pushing EBMUD to move towards zero emission vehicles, but that equipment currently did not exist. He reiterated that with the electrical grid currently unreliable there were a number of challenges, but working with the state and various agencies he was confident that would be fixed in the decades to come.

Anthony Vossbrink, Pinole, understood several wastewater treatment plants in the Bay Area had to dump excess volumes of treated or untreated water into the Bay. He asked whether EBMUD had a hand in that by diverting too much water from the winter storms that caused impacts to wildlife and beaches. He also understood EBMUD may start asking residents to use treated wastewater for drinking water.
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Mr. Vossbrink asked about the volume of water that would come to West Contra Costa County.

Given the City of Pinole had its own wastewater treatment plant, he asked whether the City would benefit from a manifold, which could provide relief to ratepayers. He also commented on the recent tragedy in Maui and asked that the meeting adjourn in memory of those lost. In that case, he understood that electrical pumps had been impacted by the fires since power lines were down and he asked whether EBMUD coordinated with PG&E with respect to its electrical power grid.

Mr. Chan spoke to PG&E’s Public Safety Power Shut-Offs (PSPSs) and explained that EBMUD was not immune to the PSPS but it did have backup power. EBMUD never had issues delivering water to its customers even when electricity had been lost in their facilities and much of that had to do with the coordination with PG&E. He added that nutrients into the Bay and the cause of Red Tides did not occur during the wet periods and reported that from January 1 to December 1, 2022, EBMUD’s normal flow into its wastewater plant was around 50 million gallons per day and during a two-day period EBMUD experienced an increase of around 650 million gallons per day, with the remaining 600 gallons per day from infiltration into the sewer lines and sewer laterals from homes and city sewer lines, and there had been a decree to reduce that infiltration inflow.

Nutrient issues that led to Red Tides and fish kills during the summer of 2022 had impacted all wastewater discharges into the Bay and EBMUD had reduced its nutrient load into the Bay consistently over a number of years and would continue to do so.

Florence Wedington, Senior Civil Engineer, further clarified EBMUD’s Strategic Plan for recycled water, as previously described, with several things to be considered to provide recycled water as part of EBMUD’s water supply. She also reported the state had recently released draft regulations for how the water would be treated to ensure a level for safe drinking, which regulations would not be finalized until the end of 2023 and which would also be taken into consideration.

Ms. McIntosh added that EBMUD was a public agency and its meetings were open to the public.

She urged the public, City Council and staff to participate in EBMUD meetings held the second and fourth Tuesday of each month. She also detailed the various EBMUD committees and encouraged everyone to reach out and share during EBMUD meetings to ensure everyone was fully informed.

Mayor Murphy thanked EBMUD for the presentation and looked forward to future partnerships.

PUBLLIC COMMENTS CLOSED
The City Council returned to agenda Item 7 at this time.

7. REPORTS & COMMUNICATIONS
A. Mayor Report

1. Announcements
Mayor Murphy wished everyone a happy new school year and extended special wishes to students, teachers and schools that had started the new school year. He reminded residents of the start and launch of the Parks Master Plan and noted that more information was available at pinoleparksmasterplan.com.
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Mayor Murphy also welcomed new business Pinole Pizza and Deli at the Del Monte Center on San Pablo Avenue and encouraged residents and visitors to participate in Foster Freeze Cruise Nights of Summer on San Pablo Avenue, with events scheduled for August 27, September 24 and October 29, 2023 at 4:00 p.m. All events were family friendly. He further encouraged residents to read the City’s fire prevention brochure available on the City’s website.

Mayor Murphy also offered his thoughts and prayers to the Maui community and asked everyone to consider ways to support the community with a number of organizations working to provide support and take action.

Mayor Murphy otherwise recognized it has been a wonderful summer for the City of Pinole with more community events planned and he again looked forward to what the new school year brought, and in that regard asked everyone to keep the community as healthy and safe as possible.

B. Mayoral & Council Appointments: None
C. City Council Committee Reports & Communications
Council member Sasai reported he had attended the WestCAT Board of Directors meeting and briefed the Council on the discussions; and had met with representatives from the State Civil Rights Department to discuss a hate initiative sponsored by the Governor’s Office, which he detailed and which discussion he hoped to advance to the City Council. He also reported a resident of Pinole Shores had recently reached out to him about the collapsed portion of the Bay Trail. He had recently walked that portion of the trail with that individual and had reached out to the Executive Director of the East Bay Regional Park District (EBRPD). He hoped a presentation from the EBRPD would be made to the City Council to allow questions to be asked and solutions to be discussed.

Council member Martinez-Rubin reported she had attended the City Seal and Logo Subcommittee meeting; participated in the Crafts Fair at the Senior Center and invited participation and input on City activities; the League of California Cities East Bay Division meeting; and the Mayors’ Conference, and briefed the Council on all presentations and discussions.

Mayor Pro Tem Toms reported she had attended the WestCAT Board of Directors meeting and briefed the City Council on the discussions.

Council member Tave reported the Bay Area Rapid Transit (BART) District had expanded its service hours significantly to increase ridership and he identified the new hours of operation. He also reported that goats got out at Shea Drive and while the situation was not as bad as reported, the situation had been brought under control and was part of a fire prevention measure that had been implemented. He thanked the Pinole Police Department for handling the incident and expressed his hope the program could also be implemented in other areas of the City.

PUBLIC COMMENTS OPENED (Items A through C)
Deputy City Clerk Roxane Stone reported there were no comments from the public.

PUBLIC COMMENTS CLOSED
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D. Council Requests for Future Agenda Items
ACTION: Motion by Council member Martinez-Rubin/Mayor Murphy to approve a request for a brief report on the Classic Car Show from the Classic Car Show Committee as well as a brief presentation on whom the Committee would be making donations from proceeds from the Classic Car Show, to be considered at the September 5, 2023 City Council meeting.

Vote: Passed 5-0
Ayes: Murphy, Toms, Martinez-Rubin, Sasai, Tave
Noes: None
Abstain: None

Absent: None
ACTION: Motion by Council members Sasai/Tave to approve a request for a presentation from the California Versus Hate Initiative.

Vote: Passed 5-0
Ayes: Murphy, Toms, Martinez-Rubin, Sasai, Tave
Noes: None
Abstain: None

Absent: None

PUBLIC COMMENTS OPENED
Cordell Hindler, Richmond, requested the following future agenda items to be considered at an October City Council meeting agenda including a presentation from Contra Costa County Supervisor John Gioia and Lisa Motoyama regarding a study to address homelessness; a proclamation for Breast Cancer Awareness Month and a presentation from Danny Wan or designee on the Port of Oakland’s plans as it recovered from the pandemic.

PUBLIC COMMENTS CLOSED
Mayor Pro Tem Toms reported a proclamation for Breast Cancer Awareness Month had already been scheduled for an October City Council meeting and City Clerk Bell clarified she would verify the list of proclamations for the month of October.

E. City Manager Report / Department Staff
City Manager Murray provided an overview of the tentative agenda items for the September 5, 2023 regular City Council meeting. He also clarified the situation with the goats on Shea Drive had not involved the City but the City was progressing with fire fuel mitigation on City-owned property and open spaces with the use of goats as a possible option.

F. City Attorney Report
City Attorney Casher reported the Municipal Code Update Subcommittee would meet on Monday, August 21, 2023 to discuss updates to the Single-Use Plastics Ordinance. 19 of 322
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The Municipal Code Update Subcommittee would also consider updates to the Pinole Municipal Code (PMC) regarding Electric Vehicle (EV) Charging Station Usage restrictions and a Panhandling Ordinance. Updates to the Campaign Sign Ordinance would be presented to the Planning Commission at its next meeting and thereafter to the City Council once approved.

PUBLIC COMMENTS OPENED (Items 7D through 7F)
Anthony Vossbrink, Pinole, requested a report from the Police Chief as a future agenda item, as he had previously requested, and also asked for a presentation from the Executive Director of Contra Costa Animal Services on the increase in taxes and a status report on the vacant former Pinole Animal Shelter and proposed plans for a feral spay and neuter clinic, which he understood was to be a non-profit but that was not the case. He also spoke to the situation with the goats, and suggested Caltrans had lacked proper supervision, had only one herder and dog and there had been a lack of adequate fencing. He asked the City Manager whether the Public Works Department would consider the use of goats to clean-up the exterior of the Pinole-Hercules Wastewater Treatment Plant.

PUBLIC COMMENTS CLOSED

A. Approve the Minutes of the Regular City Council Meeting on July 18, 2023.

B. Receive the July 14, 2023 – August 11, 2023 – List of Warrants in the Amount of $3,741,157.74, the July 21, 2023, Payroll in the amount of $491,186.62 and the August 4, 2023 Payroll in the amount of $475,534.19.

C. Staff recommends that the City Council adopt a resolution approving a Memorandum of Understanding (MOU) between the City and American Federation of State, County, and Municipal Employees (AFSCME) Union Local 512 for the period of July 1, 2023 – June 30, 2025. [Action: Adopt Resolution per Staff Recommendation (Shell)]
D. Award a Contract to Tetra Tech to Complete an Energy Conservation, Generation and Storage Assessment in an Amount Not to Exceed $47,938. [Action: Adopt Resolution per Staff Recommendation (Dhillon)]
E. Authorize Response to Grand Jury Report No. 2306, Affordable Housing: “A Plan Without a Home.” [Action: Approve Response and Authorize Mayor’s signature per Staff Recommendation (Whalen)]
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F. Award a Contract for the Development of a Storm Drain Master Plan (CIP Project #IN1703) to West Yost in an Amount Not to Exceed $243,264.00. [Action: Adopt Resolution per Staff Recommendation]
G. Approve a Second Contract Amendment to the Agreement with Tripepi Smith for Additional Work on the City Seal, Logo and Branding Guidelines to Increase the Not to Exceed Amount to $32,000 and Appropriate Additional Funding in the Amount Not to Exceed $11,750. [Action: Adopt Resolution per Staff Recommendation (Epps)]
H. Resolution Authorizing the City Manager to Execute the Third Amendment to the Agreement with the Natelson Dale Group to Develop a Comprehensive Economic Development Strategy and Appropriate an Additional $3,000 in Funding. [Action:

Adopt Resolution per Staff Recommendation (Whalen)]
I. Adopt a Resolution Approving a Memorandum of Understanding Between the City of Pinole and the American Federation of State, County and Municipal Employees (AFSCME) Union Local 1 for the Period of July 1, 2023 - June 30, 2025. [Action:

Adopt Resolution per Staff Recommendation (Shell)]

PUBLIC COMMENTS OPENED
Ana Avila, Pinole, referenced Item 9I, and speaking on behalf of the American Federation of State, County and Municipal Employees (AFSCME) Union Local 1 and as the President of the unit, introduced representatives from the unit and expressed her sincere gratitude for the two-year contract she hoped would be approved on the Consent Calendar. She thanked the City’s negotiation team by name and everyone who had taken part to ensure the great outcome for the unit and recognition of its needs.

Rafael Menis, Pinole, referenced Item 9C, Page 84 of 594 of the un-amended agenda packet, and noted the market equity adjustments for the positions shown appeared to show the City had been underpaying for the positions. He asked whether market equity adjustments had been made in the past decade or whether this was this first time for the adjustment.

For Item 9I, Page 460 of 594 of the un-amended agenda packet, again for the positions shown under equity adjustment, there were notable increases and Mr. Menis asked again when a market equity study had last been done.

Speaking again to Item 9C, Page 154 of 594 of the un-amended agenda packet and the redline edits as shown under Section 7.4 Regular Work Week-Amount of Overtime Earned, which reads:

Effective the first full pay period after adoption, hours in paid leave status for holidays as outlined in Section 15. 2 (excluding floating holiday(s)) and sick leave used will count toward time worked for purposes of determining eligibility for the overtime rate, Mr. Menis asked whether that was normally done, whether it was a standard that was now being considered or whether a new thing had been negotiated. The same applied for Item 9E as well.

Mr. Menis also referenced Page 561 of 594 of the un-amended agenda packet for Item 9I, the strike out dates shown for holidays and identified an error in how the numbers had been listed.

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For Item 9E, Mr. Menis referenced Page 269 of 594 of the un-amended agenda packet, the City’s response to Finding 5, and found the response to be a misinterpretation of the finding which was not asking whether the City had taken steps to resolve the obstacle but stating an obstacle actually existed, and he questioned why the City had indicated a “partial disagreement.” He suggested the response should show the steps the City had taken to address the obstacles.

Mr. Menis further referenced Page 276 of 594 of the un-amended packet, again for Item 9E, and the City’s response to Grand Jury Recommendation R1, with the City’s response as shown, although Recommendation R1 was talking more about a specific staff member being assigned with accountability and there appeared to be partial disagreement rather than the City’s response that Recommendation R1 had been implemented. Lastly, he referenced Table 2: 2022 CCC Wages, Rent to Income, AMI Status, as shown on Page 234 of the 594 of the un-amended agenda packet, and asked whether or not it would be possible to generate a similar table for City of Pinole data as opposed to Countywide data based on information the City had to supplement the report and integrate the findings on a more local level to be more actionable on a local level.

PUBLIC COMMENTS CLOSED
In response to the public comment, City Manager Murray reported the City had done a total compensation benchmarking study around every round of negotiations and it would have been done two years ago and did not always result in changes to the MOU but targeted market increases, which was part of the negotiation process. The definition of hours worked for purposes of overtime was a negotiated agreement on how that had been defined with various external standards that was a result of priorities expressed by the labor groups and the City Council’s willingness to meet them as part of the negotiation process. Also, the incorrect dates identified for the holidays would be clarified and corrected, if needed.

Community Development Director Lilly Whalen responded to the comments with respect to Item 9E, and clarified the City’s response to Finding 5, as “partial disagreement” was because the obstacles did exist and the City was partially in disagreement since the City had taken steps to reduce the obstacles by providing affordable housing in the community. In response to who had been assigned to ensure that the Housing Element was implemented, the Community Development Department had indicated in the response that the Director of the Community Development Department would be responsible to ensure annual reports were submitted to the state. As to the request with respect to Table 2, she had no response at this time but would look into it.

Mayor Murphy offered a motion, seconded by Council member Tave to continue items 9D and 9E to the next meeting of the City Council to allow more time for review.

Council member Tave asked whether there were any time restrictions with respect to Item 9E.

Community Development Director Whalen advised the response to the Grand Jury was due in mid-September and there would be time to continue the item to the September 5, 2023 City Council meeting.

ACTION: Motion by Mayor Murphy/Council member Tave to continue Items 9D and 9E to the next City Council meeting to allow more time for review. 22 of 322
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Vote: Passed 5-0
Ayes: Murphy, Toms, Martinez-Rubin, Sasai, Tave
Noes: None
Abstain: None

Absent: None
Council member Martinez-Rubin requested that Items 9A and 9B be removed from the Consent Calendar for discussion. For Item 9A, she requested the following revision to the sixth paragraph on Page 8 of 594 of the un-amended agenda packet to read:

Council member Martinez-Rubin reported on her attendance at a meeting of the Revenue and Taxation Policy Committee of the League of California Cities and briefed the City Council on the discussions. Also, along with Council member Sasai and the Assistant to the City Manager discussed a possible agreement with a firm to help the City update its seal and logo.

For Item 9B, Council member Martinez-Rubin identified an overlap in dates when the List of Warrants had been paid, and in reviewing the last month and this month’s warrants she had found duplicates. She asked how and when the City reconciled the warrants paid to ensure a more current balance of funds used for the different payments the City made. She suggested the City Manager or Finance Director provide clarification and she provided examples from the List of Warrants as shown in Item 9B.

Finance Director Markisha Guillory stated she would review the List of Warrants and overlapping dates and would provide a response to the question via email or at the next City Council meeting.

She added there were processes that were followed in terms of reconciling payments with bank reconciliation and with the budget as well.

Council member Martinez-Rubin asked that a response be provided to the entire City Council.

Mayor Pro Tem Toms understood there were no duplicate payments, although some warrants had been shown twice because they were on the cusp of a time period and the City Council could still move forward with the List of Warrants.

Council member Martinez-Rubin commented that either time periods or a statistical report ensured figures were not included in two sets of dates, which was why she wondered why that had been done. She wanted a true reconciliation to know the balance of the budget.

Council member Tave understood the concern was with the fiscal year overlap and Finance Director Guillory confirmed there could be overlaps between fiscal years, but again she would have to conduct some research.

ACTION: Motion by Mayor Pro Tem Toms/Council member Martinez-Rubin to approve Item 9A, as amended and Items 9B, 9C, 9F, 9G, 9H, and 9I, as shown. 23 of 322
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Vote: Passed 5-0
Ayes: Murphy, Toms, Martinez-Rubin, Sasai, Tave
Noes: None
Abstain: None

Absent: None

10. PUBLIC HEARINGS
Citizens wishing to speak regarding a Public Hearing item should fill out a speaker card prior to the completion of the presentation, by first providing a speaker card to the City Clerk. An official who engaged in an ex parté communication that is the subject of a Public Hearing must disclose the communication on the record prior to the start of the Public Hearing.

A. Introduction and First Reading of an Ordinance Amending Pinole Municipal Code Section 2.04.200 Council-Manager Relations and Section 2.12.010 Time of Regular City Council Meetings Consistent with the Updated City Council Meeting Procedures. [Action: Conduct Public Hearing and Introduce Ordinance on First Read (Casher)]
City Attorney Casher provided a PowerPoint presentation for an ordinance updating the PMC to align with City Council Meeting Procedures, which included an overview of the background and the Municipal Code Update Subcommittee’s identification of two sections of the PMC which needed updating based on the revised City Council meeting procedures, as shown in Chapter

2.04, “City Manager,” Section 2.04.200 “Council-Manager Relations” and Chapter 2.12 “Council Meetings,” Section 2.12.010, “Time of Regular Meeting.” He read into the record the language changes to each section referenced that had been included in the August 15, 2023 staff report.

City Attorney Casher also identified a typographical error in the ordinance as it appeared on the meeting agenda, to be corrected on the second reading of the ordinance. He recommended the City Council introduce and waive the first reading of an Ordinance amending Pinole Municipal Code Section 2.04.200 to update the description of City Council and City Manager relations, and amending Section 2.12.010 to modify the start time of regularly scheduled City Council meetings, consistent with the updated City Council Meeting Procedures. He added the changes had been reviewed and approved by the Municipal Code Update Subcommittee. The actual City Council Meeting Procedures would be approved upon conclusion of amending the Ordinance.

In response to Council member Tave, City Attorney Casher explained for committee and committee assignments, the authority had been delegated to the subcommittee members. As an example, the duly appointed members of the Municipal Code Update Subcommittee had been deputized with the authority to make recommendations to staff in their capacity as subcommittee members, which ultimately flowed up to the City Council for formal approval of any changes.

Pursuant to the Brown Act, decisions were to be made at the dais by the full City Council as opposed to individual Council members. He also offered examples of administrative decisions within the purview of the City Manager.

Council member Martinez-Rubin referenced the language modifications to Section 2.04.200 Council-Manager Relations, and matters that required City Council approval. She asked whether an approach had been discussed by the Municipal Code Update Subcommittee on matters that required City Council approval. She asked whether the language could be made even clearer to allow a Council member to become better informed of the role of a Council member. 24 of 322
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City Attorney Casher stated the discussion at the Municipal Code Update Subcommittee level had been focused on finding language in this particular chapter of the PMC that would allow for Council members to continue to operate in the way they had been operating and he offered examples.

City Attorney Casher stated if there was a directive from the City Council regarding an administrative matter such as bringing in more goats for fire prevention, as an example, that would be a discussion at the City Council level.

Council member Tave offered examples of the current City Council practices that were in-line with the Ordinance.

PUBLIC HEARING OPENED
Rafael Menis, Pinole, spoke to the changes to Section 2.04.200, and while some of the changes made sense, he had concern with the language that had been stricken from this section. Section

2.04.200 Council-Manager Relations originally read: The City Council and its members shall deal with the administrative services of the city only through the City Manager, except for the purpose of inquiry, and neither the member of the City Council nor any member thereof shall give orders or instructions to any subordinates of the City Manager. The City Manager shall take his or her orders and instructions from the City Council on matters requiring City Council approval only when sitting in a duly convened meeting of the City Council and no individual councilman shall give any orders or instructions to the City Manager.

Mr. Menis explained as a member of the public he sometimes had questions and he would be directed by the City Manager to reach out to the individual Department Head to address those questions rather than to go through the City Manager each time. The new language proposed for Section 2.04.200 would prevent individual Council members from giving orders to a particular Department Head or ask questions of particular Department Heads with any questions to administrative staff falling under the City Manager’s control. Specifically striking the phrase except for the purpose of inquiry seemed to imply to a layperson’s reading of the Ordinance that individual Council members may not make direct inquiries. While the new language would cover the Brown Act and possible usurping the City Manager’s power or the City Council taking over the City Manager’s role, he would like the language to still leave space for individual inquiry.

PUBLIC HEARING CLOSED
City Attorney Casher explained that the language stricken from Section 2.04.200 had been intended to broaden the ability of the City Council to work with the City Manager. It would not prevent the City Manager from authorizing the City Council to reach out to Department Heads, and was not intended to be more restrictive than the prior version of the Ordinance, which had restricted the City Manager’s role a bit more.

In response to the Mayor, City Attorney Casher again read into the record the original language in Section 2.04.200, the same section with the proposed new language and the reason for the proposed changes, as outlined in the August 15, 2023 staff report.

Mayor Pro Tem Toms confirmed that was the understanding of the Municipal Code Update Subcommittee when it had met as a subcommittee.
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Council member Martinez-Rubin suggested it was also a matter of having a City Manager understand how best to work with City staff and how staff would want inquiries to occur.

Council member Martinez-Rubin also suggested it could become a volume issue, where the City Manager may want to know about being responsive and how that responsiveness would occur, where the City Manager would have the prerogative to determine and City Council members would have the expectation to understand, how the flow of communication would occur.

City Attorney Casher again walked through the changes to Section 2.04.200 and the reason why some of the verbiage had been stricken and reiterated it was not intended to limit direct communication with the City Manager but allow for those requests to flow through the City Manager and then allow some discussion from a practical point how that would be implemented.

Mayor Murphy thanked the Municipal Code Update Subcommittee for its work on this matter.

Council member Tave clarified the Municipal Code Update Subcommittee did not want to bombard the City Manager with all details the City Council received from the community, but if a question escalated to the City Manager that could be addressed by the verbiage proposed in Section 2.04.200, which would provide a balance that could be acknowledged.

ACTION: Motion by Mayor Pro Tem Toms/Tave to introduce and waive the first reading of an Ordinance amending Pinole Municipal Code Section 2.04.200 to update the description of City Council and City Manager relations, and amending Section 2.12.010 to modify the start time of regularly scheduled City Council meetings, consistent with the updated City Council Meeting Procedures.

Vote: Passed 5-0
Ayes: Murphy, Toms, Martinez-Rubin, Sasai, Tave
Noes: None
Abstain: None

Absent: None

11. OLD BUSINESS: None

12. NEW BUSINESS: None

13. CITIZENS TO BE HEARD (Continued from Item 6) (Public Comments) Only open to members of the public who did not speak under the first Citizens to be Heard, Agenda Item 6.

Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker.

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Rafael Menis, Pinole, reported he had received a message from a member of the community, stating there were organizations doing partial donation shares with organizations like the American Red Cross, Maui Food Bank and Hawaii Community Foundation. He identified the links for each organization for those interested in providing support for the people of Maui.

Council member Tave asked that the meeting adjourn in Memory of Megan Soriano, Office Manager with Sequoia Real Estate, who had been involved in the small business community in Pinole and in community events.

14. ADJOURNMENT to the Regular City Council Meeting of September 5, 2023 in Remembrance of Megan Soriano; Americans lost in Maui, Hawaii, as well as those who were still struggling and who had survived the fires in Maui; and in Remembrance of Amber Swartz.

At 7:48 p.m., Mayor Murphy adjourned the meeting to the Regular City Council Meeting of September 5, 2023 in Remembrance of Megan Soriano; Americans lost in Maui, Hawaii, as well as those who were still struggling and who had survived the fires in Maui; and in Remembrance of Amber Swartz.

Submitted by:
_________________________________
Heather Bell, CMC
City Clerk
Approved by City Council:
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CITY COUNCIL
REPORT
9C
DATE: SEPTEMBER 5, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: STACY SHELL, HUMAN RESOURCES DIRECTOR
SUBJECT: APPROVE AN AMENDMENT TO THE EMPLOYMENT AGREEMENT

FOR THE CITY CLERK

RECOMMENDATION
It is recommended that the Pinole City Council approve an amendment to provide a four percent (4%) cost of living adjustment to the employment agreement for Heather Bell as City Clerk.

BACKGROUND
In March 2019, the City Council appointed Ms. Bell to the position of City Clerk. On March 6, 2019, Ms. Bell and Mayor Murray signed a four-year term employment agreement through March 5, 2023. Ms. Bell commenced her duties as City Clerk on March 6, 2019.

The City Council and Ms. Bell had previously entered into subsequent employment agreement amendments to provide cost of living adjustments, merit increases, market rate adjustments, and employee benefit enhancements.

REVIEW & ANALYSIS
The City of Pinole Municipal Code (PMC), Title II, Administration and Personnel, Chapter 2.05, Office of the City Clerk, Section 2.05.010, Office Created, provides the City Council with the authority to establish the office of the City Clerk and appoint a City Clerk on the basis of their administrative and executive abilities and qualifications and hold office for and during the pleasure of the City Council (City of Pinole Ordinance No. Ord. 2004-13, Section 1, 2004).

The City Clerk’s employment agreement was made and entered into by and between the City Council and Ms. Bell on March 6, 2019. The agreement provides Ms. Bell with 47 of 322
City Council Report
September 5, 2023 2
annual cost of living adjustments equivalent to those provided to City employees represented by the American Federation of State, County, and Municipal Employees, Local 512 (“AFSCME”).

On August 15, 2023, the City Council adopted Resolution 2023-64, approving the Memorandum of Understanding (“MOU”) between the City of Pinole and AFSCME for the period of July 1, 2023 – June 30, 2025. The AFSCME MOU provided unit members with a four percent (4%) COLA effective the first full pay period following July 1, 2023 and a four percent (4%) COLA effective the first full pay period following July 1, 2024.

In accordance with the March 6, 2019 employment agreement, the City Council shall provide Ms. Bell with a four percent (4%) cost of living adjustment as codified in Exhibit A of the Resolution attached to this City Council Report.

FISCAL IMPACT
City staff does not expect there to be any new fiscal impact to the General Fund due to the proposed amendment to the agreement has already been incorporated into the FY 2023/24 Budget.

ATTACHMENT(S):

A: Resolution to Authorize an Amendment of the Employment Agreement for the City Clerk
EXHIBIT A: Amendment #2-2023 to the Agreement for Employment of Heather Bell
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RESOLUTION NO. 2023-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE, COUNTY OF

CONTRA COSTA, STATE OF CALIFORNIA, APPROVING AN AMENDMENT TO THE

EMPLOYMENT AGREEMENT FOR THE CITY CLERK
WHEREAS, the City Council and Heather Bell entered into an Employment Agreement (“Agreement”) for the position of City Clerk on March 6, 2019; and WHEREAS, Ms. Bell commenced her duties as City Clerk on March 6, 2019; and WHEREAS, the term of the Agreement was for four (4) years; and WHEREAS, the Agreement provides Ms. Bell with annual cost of living adjustments (“COLA”) equivalent to those provided to City employees represented by the American Federation of State, County, and Municipal Employees, Local 512 (“AFSCME”); and
WHEREAS, on August 15, 2023, the City Council adopted Resolution 2023-64, approving the Memorandum of Understanding (“MOU”) between the City of Pinole and AFSCME for the period of July 1, 2023 – June 30, 2025; and WHEREAS, the AFSCME MOU provided unit members with a four percent (4%) COLA effective the first full pay period following July 1, 2023 and a four percent (4%) COLA effective the first full pay period following July 1, 2024; and WHEREAS, the City and Employee now wish to amend the Agreement with a four percent (4%) COLA effective July 3, 2023.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Pinole does hereby approve an amendment the Agreement hereunto attached as Exhibit A and authorize the Mayor to execute the said amendment.

PASSED AND ADOPTED at a regular meeting of the Pinole City Council held on the 5th day of September 2023 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

I, hereby certify that the foregoing resolution was regularly introduced, passed, and adopted on this 5th day of September 2023.
______________________________________
Heather Bell, CMC
City Clerk

ATTACHMENT A
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Page 1 of 2 ends

AMENDMENT #2-2023 TO THE AGREEMENT FOR EMPLOYMENT OF

HEATHER BELL
This Amendment #2-2023 to the Agreement for the Employment of Heather Bell (the “Amendment”) is made and entered into as of __________ by and between the City of Pinole (the “City"), a California general law city, and Heather Bell, an individual ("BELL" or "Employee").

RECITALS
WHEREAS, the City and Employee previously entered into that certain Agreement for the Employment of Heather Bell effective as of March 6, 2019 (the “Agreement”); and
WHEREAS, the City and Employee have previously entered into multiple amendments to the Agreement; and
WHEREAS, the Agreement provides Employee with annual cost of living adjustments (“COLA”) equivalent to those provided to City employees represented by the American Federation of State, County, and Municipal Employees, Local 512 (“AFSCME”); and
WHEREAS, on August 15, 2023, the City Council adopted Resolution 2023-64, approving the Memorandum of Understanding (“MOU”) between the City of Pinole and AFSCME for the period of July 1, 2023 – June 30, 2025; and WHEREAS, the AFSCME MOU provided unit members with a four percent (4%) COLA effective the first full pay period following July 1, 2023 and a four percent (4%) COLA effective the first full pay period following July 1, 2024; and WHEREAS, the City and Employee now wish to amend the Agreement as specified herein.

NOW, THEREFORE, in consideration of the mutual covenants contained herein and good and valuable consideration the receipt and sufficiency of which are hereby acknowledged, the City and BELL agree as follows:

1. Compensation. Section 6(a), Compensation, of the Agreement is hereby amended in its entirety to read as follows:
“a. BELL shall be paid an annual base salary of $171,411.53, or $14,284.2943 per month, less all applicable federal, state, and local withholding. BELL shall be considered for a merit increase annually in conjunction with the completion of her performance evaluation, as outlined in paragraph 11. Merit increases shall subject to the City’s ability to pay for a salary adjustment.”

2. Effective Date. This Amendment shall be effective the pay period commencing July 3, 2023.

EXHIBIT A
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Page 2 of 2 ends

3. Effect. Except as expressly provided for herein, all other terms and conditions of the Agreement, as previously amended, shall remain in full force and effect.

EMPLOYEE
Heather Bell
DATED: ________________
CITY
Devin T. Murphy, Mayor
DATED:

ATTEST: APPROVED AS TO FORM:

Stacy R. Shell Eric S. Casher
Human Resources Director City Attorney
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CITY COUNCIL
REPORT
DATE: SEPTEMBER 5, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: HEATHER BELL, CITY CLERK
SUBJECT: APPOINT A COUNCILMEMBER AND TWO ALTERNATIVE VOTING

DELEGATES TO VOTE ON THE LEAGUE OF CALIFORNIA CITIES

ANNUAL CONFERENCE RESOLUTION

RECOMMENDATION
Staff recommends that the City Council appoint Mayor Devin Murphy as the voting delegate and Mayor Pro Tem Maureen Toms as the alternate voting delegate to represent the City of Pinole at the League of CA Cities Annual Conference General Assembly meeting.

BACKGROUND
Every year the League of California Cities hosts an annual conference. On the last day of the conference each agency’s Voting Delegate may vote on the resolutions presented for consideration. This year the League of California Cities will be hosting its annual conference scheduled on September 20-22.

In years past, the Mayor and/or a Council Member who was registered to attend the conference was designated by the Council as Pinole’s Voting Delegate. The voting customarily occurs during the General Assembly which will be held on the last day of the conference, Friday, September 22nd.

REVIEW & ANALYSIS
Consistent with Cal Cities bylaws, a city’s voting delegate and up to two alternates must be designated by the City Council to vote at the General Assembly.

All five Council members will attend this year’s conference. It is recommended that the Mayor be designated as the primary voting delegate and the Mayor Pro Tem be designated as the voting alternate.

League of CA Cities will host a pre-conference information session for voting delegates to explain their role.
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FISCAL IMPACTS
There is no fiscal impact.

ATTACHMENTS
A Delegate Packet
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1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org DATE: Wednesday, June 21, 2023
TO: Mayors, Council Members, City Clerks, and City Managers RE: DESIGNATION OF VOTING DELEGATES AND ALTERNATES
League of California Cities Annual Conference and Expo, Sept. 20-22, 2023, Sacramento SAFE Credit Union Convention Center
Every year, the League of California Cities convenes a member-driven General Assembly at the Cal Cities Annual Conference and Expo. The General Assembly is an important opportunity where city officials can directly participate in the development of Cal Cities policy.

Taking place on Sept. 22, the General Assembly is comprised of voting delegates appointed by each member city; every city has one voting delegate. Your appointed voting delegate plays an important role during the General Assembly by representing your city and voting on resolutions.

To cast a vote during the General Assembly, your city must designate a voting delegate and up to two alternate voting delegates, one of whom may vote if the designated voting delegate is unable to serve in that capacity. Voting delegates may either be an elected or appointed official.

Please complete the attached voting delegate form and email it to Cal Cities office no later than Monday, August 28.

New this year, we will host a pre-conference information session for voting delegates to explain their role. Submitting your voting delegate form by the deadline will allow us time to establish voting delegate/alternate records prior to the conference and provide preconference communications with voting delegates.

Please view Cal Cities’ event and meeting policy in advance of the conference.

Action by Council Required. Consistent with Cal Cities bylaws, a city’s voting delegate and up to two alternates must be designated by the city council. When completing the attached Voting Delegate form, please attach either a copy of the council resolution that reflects the council action taken or have your city clerk or mayor sign the form affirming that the names provided are those selected by the city council.

Please note that designating the voting delegate and alternates must be done by city council action and cannot be accomplished by individual action of the mayor or city manager alone.

Council Action Advised by August 28, 2023

ATTACHMENT A
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Conference Registration Required. The voting delegate and alternates must be registered to attend the conference. They need not register for the entire conference; they may register for Friday only. Conference registration is open on the Cal Cities website.

For a city to cast a vote, one voter must be present at the General Assembly and in possession of the voting delegate card and voting tool. Voting delegates and alternates need to pick up their conference badges before signing in and picking up the voting delegate card at the voting delegate desk. This will enable them to receive the special sticker on their name badges that will admit the voting delegate into the voting area during the General Assembly.

Transferring Voting Card to Non-Designated Individuals Not Allowed. The voting delegate card may be transferred freely between the voting delegate and alternates, but only between the voting delegate and alternates. If the voting delegate and alternates find themselves unable to attend the General Assembly, they may not transfer the voting card to another city official.

Seating Protocol during General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

The voting delegate desk, located in the conference registration area of the SAFE Credit Union Convention Center in Sacramento, will be open at the following times:

Wednesday, Sept. 20, 8:00 a.m.- 6:00 p.m. and Thursday, Sept. 21, 7:30 a.m.- 4:00 p.m. On Friday, Sept. 22, the voting delegate desk will be open at the General Assembly, starting at 7:30 a.m., but will be closed during roll calls and voting.

The voting procedures that will be used at the conference are attached to this memo.

Please share these procedures and this memo with your council and especially with the individuals that your council designates as your city’s voting delegate and alternates.

Once again, thank you for completing the voting delegate and alternate form and returning it to Cal Cities office by Monday, Aug. 28. If you have questions, please contact Zach Seals at [email protected].

Attachments:
• General Assembly Voting Guidelines
• Voting Delegate/Alternate Form
• Information Sheet: Cal Cities Resolutions and the General Assembly 55 of 322
1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org General Assembly Voting Guidelines

1. One City One Vote. Each member city has a right to cast one vote on matters pertaining to Cal Cities policy.

2. Designating a City Voting Representative. Prior to the Cal Cities Annual Conference and Expo, each city council may designate a voting delegate and up to two alternates; these individuals are identified on the voting delegate form provided to the Cal Cities Credentials Committee.

3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick up the city's voting card at the voting delegate desk in the conference registration area. Voting delegates and alternates must sign in at the voting delegate desk. Here they will receive a special sticker on their name badge and thus be admitted to the voting area at the General Assembly.

4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates (or alternates), and who have picked up their city’s voting card by providing a signature to the credentials committee at the voting delegate desk, may sign petitions to initiate a resolution.

5. Voting. To cast the city's vote, a city official must have in their possession the city's voting card and voting tool; and be registered with the credentials committee. The voting card may be transferred freely between the voting delegate and alternates but may not be transferred to another city official who is neither a voting delegate nor alternate.

6. Voting Area at General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

7. Resolving Disputes. In case of dispute, the credentials committee will determine the validity of signatures on petitioned resolutions and the right of a city official to vote at the General Assembly.
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CITY: ________________________________________
2023 ANNUAL CONFERENCE

VOTING DELEGATE/ALTERNATE FORM
Please complete this form and return it to Cal Cities office by Monday, August 28, 2023.

Forms not sent by this deadline may be submitted to the Voting Delegate Desk located in the Annual Conference Registration Area. Your city council may designate one voting delegate and up to two alternates.

To vote at the General Assembly, voting delegates and alternates must be designated by your city council. Please attach the council resolution as proof of designation. As an alternative, the Mayor or City Clerk may sign this form, affirming that the designation reflects the action taken by the council.

Please note: Voting delegates and alternates will be seated in a separate area at the General Assembly. Admission to this designated area will be limited to individuals (voting delegates and alternates) who are identified with a special sticker on their conference badge. This sticker can be obtained only at the voting delegate desk.

1. VOTING DELEGATE
Name:

Title:

2. VOTING DELEGATE - ALTERNATE
Name:

Title:

Email: _______________________________
Email: ______________________________

3. VOTING DELEGATE - ALTERNATE
Name:

Title:

Email: _____________________________

ATTACH COUNCIL RESOLUTION DESIGNATING VOTING DELEGATE AND ALTERNATES OR ATTEST: I affirm that the information provided reflects action by the city council to designate the voting delegate and alternate(s).

Name: ____________________________________ Email: _________________________________ Mayor or City Clerk: ________________________ Date: __________ Phone: ________________ (circle one) (signature) Please complete and email this form to [email protected] by Monday, August 28, 2023.
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Sixty days before the
Annual Conference and
Expo, Cal Cities members
may submit policy
proposals on issues of
importance to cities. The
resolution must have the concurrence
of at least five additional member cities
or individual members.

How it works: Cal Cities
Resolutions and the General Assembly
General Assembly
General Resolutions
Policy Committees
Developing League of California Cities policy is a dynamic process that engages a wide range of members to ensure that we are representing California cities with one voice. These policies directly guide Cal Cities advocacy to promote local decision-making, and lobby against statewide policy that erodes local control.

The resolutions process and General Assembly is one way that city officials can directly participate in the development of Cal Cities policy. If a resolution is approved at the General Assembly, it becomes official Cal Cities policy. Here’s how Resolutions and the General Assembly works.

The petitioned resolution
is an alternate method
to introduce policy
proposals during the
annual conference. The
petition must be signed by
voting delegates from 10% of member
cities, and submitted to the Cal Cities
President at least 24 hours before the
beginning of the General Assembly.

Petitioned Resolutions
The Cal Cities President
assigns general resolutions
to policy committees where
members review, debate,
and recommend positions for
each policy proposal. Recommendations are
forwarded to the Resolutions Committee.

Who’s who
The Resolutions
Committee includes
representatives from
each Cal Cities diversity
caucus, regional
division, municipal
department, policy
committee, as well as
individuals appointed by
the Cal Cities president.

Voting delegates
are appointed by each
member city; every city
has one voting delegate.

The General Assembly
is a meeting of the
collective body of
all voting delegates —
one from every
member city.

Seven Policy
Committees meet
throughout the year to
review and recommend
positions to take on
bills and regulatory
proposals. Policy
committees include
members from each Cal
Cities diversity caucus,
regional division,
municipal department,
as well as individuals
appointed by the Cal
Cities president.

During the General Assembly, voting delegates
debate and consider general and petitioned
resolutions forwarded by the Resolutions Committee.

Potential Cal Cities bylaws amendments are also
considered at this meeting.

Cal Cities policy
development is a
member-informed
process, grounded
in the voices and
experiences of city
officials throughout
the state.

For more information visit www.calcities.org/general-assembly Prior to the Annual Conference and Expo
Resolutions Committee
The Resolutions Committee
considers all resolutions.

General Resolutions approved1
by either a policy committee
or the Resolutions Committee
are next considered by the General
Assembly. General resolutions not approved,
or referred for further study by both a policy
committee and the Resolutions Committee
do not go the General Assembly. All
Petitioned Resolutions are considered by the
General Assembly, unless disqualified.2
• Voting delegates will receive increased communications to prepare them for their role during the General Assembly.
• The General Assembly will take place earlier to allow more time for debate and discussion.
• Improvements to the General Assembly process will make it easier for voting delegates to discuss and debate resolutions.

What’s new in 2023?
During the Annual Conference and Expo
1 The Resolution Committee can amend a general resolution prior to sending it to the General Assembly. 2 Petitioned Resolutions may be disqualified by the Resolutions Committee according to Cal Cities Bylaws Article VI. Sec. 5(f). 58 of 322

CITY COUNCIL
REPORT
9E
DATE: SEPTEMBER 5, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: MARKISHA GUILLORY, FINANCE DIRECTOR
SUBJECT: ADOPT RESOLUTION AUTHORIZING CITY MANAGER TO AWARD

TWO-YEAR CONTRACTS TO TOWNSEND PUBLIC AFFAIRS AND

EVAN BROOKS ASSOCIATES FOR GRANT RESEARCH, WRITING

AND MANAGEMENT SERVICES AND AUTHORIZING THE FINANCE

DIRECTOR TO AMEND THE ADOPTED BUDGET TO ALLOCATE

FUNDS FROM THE GENERAL FUND UNENCUMBERED FUND

BALANCE

RECOMMENDATION
Staff recommends that the City Council adopt a resolution (Attachment A) to:

1. Authorize the City Manager to award two-year contracts to Townsend Public Affairs in amount not to exceed $96,000 and Evan Brooks Associates in an amount not to exceed $40,000 for Grant Research, Writing and Management Services; and

2. Authorize the City Manager to execute the contracts in a form acceptable to the City Attorney; and

3. Authorize the Finance Manager to amend the adopted budget to allocate $23,000 from the General Fund unencumbered fund balance to pay for the contracts.

BACKGROUND
In 2020, the Pinole City Council adopted a thoughtful and ambitious Strategic Plan for the City. Among other priorities, Goal 2 (Financially Stable Pinole), Strategy 3 directed the creation of a program to evaluate grant opportunities and capacity.

The City regularly seeks grants to supplement local revenues to enhance the services provided to Pinole residents. In efforts to secure more grant funding by complementing City staff’s capacity in grant research, writing, and management, City staff released a Request for Proposals (RFP) soliciting consultant proposals to provide Grant Research, Writing and Management Services on June 8, 2023. The RFP was listed on www.publicpurchase.com, posted on the City of Pinole website, and distributed to firms identified through a web search. Responses were due on July 21, 2023. 59 of 322
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The scope of work includes the following:

A. Grant Funding Needs Assessment and Strategy
B. Grant Funding Research
C. Grant Writing
D. Grant Management and Administration (if requested by the City) E. Ongoing Communication
A total of eleven proposals were submitted and provided to the review panel (Panel). The Panel consisted of three City of Pinole staff representing the Finance, Public Works and Community Development Departments and a project management consultant who supported the RFP process. All responses were evaluated using the criteria in the RFP:

A. Qualifications
B. Cost
C. Method for Executing Scope of Work
D. Exceptions to the Consultant Services Agreement
E. References
Four firms were selected by the Panel and invited for interviews to further demonstrate their qualifications. The Panel members identified Townsend Public Affairs and Evan Brooks Associates as the preferred consultants. Copies of the Townsend Public Affairs (Attachment B) and Evan Brooks Associates (Attachment C) proposals are attached.

REVIEW & ANALYSIS
City staff recommends approval of a contract with Townsend Public Affairs based on the firm’s experience securing competitive grants and earmark funding for its clients, the team assembled to support the City of Pinole, specific knowledge of federal and state funding sources, and the cost of the firm’s services. Under the agreement, the firm will perform an assessment to identify the priorities and funding needs of the City and develop an overall strategy for identifying and securing funding. The firm will conduct ongoing research to identify grant funding opportunities from a variety of sources including, but not limited to, federal, state, and regional organizations, and private foundations and businesses. The firm will conduct grant writing and will develop, draft, submit, and follow up on each City grant application submitted. If requested by the City, the firm will perform grant management and administration upon award of a grant. The firm will also consult regularly with the City and provide monthly reports on all funding activity and opportunities. The all-inclusive fee is a $4,000 fixed fee per month.

City staff also recommends approval of a contract with Evan Brooks Associates on an as needed basis to complement Townsend Public Affairs’ work. The firm demonstrated particular knowledge and expertise related to Public Works funding opportunities. The firm will assist with grant writing and technical assistance for complex grants, as 60 of 322
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September 5, 2023 3
requested by the City. The firm’s services will be used as needed on a time and materials basis.

This engagement is on a pilot basis. The City will evaluate the effectiveness of the work at the end of the initial two-year period and determine if it wants to continue to engage external consultants for assistance with identifying, writing, and managing grants.

FISCAL IMPACT
The adopted FY 2023/24 budget includes $45,000 for grant services. Proceeding with the staff recommendation will require an additional allocation of $23,000 from the General Fund unassigned fund balance, for a total of $68,000. The proposed two-year agreement with Townsend Public Affair’s would be an amount not to exceed $96,000 budgeted at $48,000 in FY 2023/24 and $48,000 in FY 2024/25. The proposed agreement with Evan Brooks Associates would be on a time and materials basis in an amount not to exceed $40,000 budgeted at $20,000 in FY 2023/24 and $20,000 in FY 2024/25.

ATTACHMENTS
A. Resolution
B. Draft Consulting Services Agreement for Townsend Public Affairs C. Townsend Public Affairs Proposal
D. Draft Consulting Services Agreement for Evan Brooks Associates E. Evan Brooks Associates Proposal
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RESOLUTION NO. 2023 – XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE, COUNTY OF

CONTRA COSTA COUNTY, STATE OF CALIFORNIA, AUTHORIZING THE CITY

MANAGER TO EXECUTE TWO-YEAR CONTRACTS WITH TOWNSEND PUBLIC AFFAIRS IN AN AMOUNT NOT TO EXCEED $96,000 AND EVAN BROOKS ASSOCIATES IN AN AMOUNT NOT TO EXCEED $40,000 TO PROVIDE GRANT

RESEARCH, WRITING AND MANAGEMENT SERVICES AND AUTHORIZING THE

FINANCE DIRECTOR TO AMEND THE ADOPTED BUDGET TO ALLOCATE FUNDS

FROM THE GENERAL FUND UNENCUMBERED FUND BALANCE
WHEREAS, the City recognizes that grants to supplement locally generated tax revenues could enhance the services provided to Pinole residents; and WHEREAS, the City seeks consultant support with grant research, writing, and management; and
WHEREAS, the City issued a Request for Proposals (RFP) on June 8, 2023, on www.publicpurchase.com, posted the RFP on www.ci.pinole.ca.us/bids and distributed to firms based on a web search, seeking proposals from qualified consultants to provide professional services for grant research, writing and management services; and
WHEREAS, eleven proposals were received and evaluated by an interview panel based on the criteria outlined in the RFP, including the consultant's experience, qualifications, interview and proposed methodology; and WHEREAS, the interview panel has recommended that a two-year contract be awarded to Townsend Public Affairs based on the firm’s experience securing competitive grants and earmark funding for its clients, the team assembled to support the City of Pinole, specific knowledge of federal and state funding sources, and the cost of the firm’s service; and
WHEREAS, the interview panel has recommended that a two-year contract be awarded to Evan Brooks Associates for services on an as needed basis, based on the firm’s demonstrated knowledge and expertise related to Public Works funding sources; and
WHEREAS, the anticipated cost for the services by Townsend Public Affairs and Evan Brooks Associates will require an additional allocation of $23,000 from the General Fund unencumbered fund balance.

NOW THERFORE BE IT RESOLVED that the City Council of the City of Pinole as follows:

1. Townsend Public Affairs and Evan Brooks Associates proposals are found to

ATTACHMENT A
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be the most responsive to the RFP and are accepted by the City Council for grant research, writing and management services.

2. The City Manager is authorized to execute a two-year professional services contract with Townsend Public Affairs in an amount not to exceed $96,000 for the services in a form to be approved by the City Attorney.

3. The City Manager is authorized to execute a two-year professional services contract with Evan Brooks Associates in an amount not to exceed $40,000 for the services in a form to be approved by the City Attorney.

4. The adopted FY 2023/24 budget includes $45,000 for grant services.

Proceeding with the staff recommendation will require an additional allocation of $23,000 from the General Fund unencumbered fund balance, for a total of $68,000. The proposed two-year agreement with Townsend Public Affairs would be an amount not to exceed $96,000 budgeted at $48,000 in FY 2023/24 and $48,000 in FY 2024/25. The proposed agreement with Evan Brooks Associates would be on a time and materials basis in an amount not to exceed $40,000 budgeted at $20,000 in FY 2023/24 and $20,000 in FY 2024/25.

5. Authorize the Finance Manager to amend the adopted budget to allocate $23,000 from the General Fund unencumbered fund balance to pay for the contracts.

PASSED AND ADOPTED at a regular meeting of the Pinole City Council held on the 5th day of September 2023 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

I hereby certify that the foregoing resolution was regularly introduced, passed, and adopted on the 5th day of September 2023.
____________________________
Heather Bell, CMC
City Clerk
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Consulting Services Agreement between
City of Pinole and Townsend Public Affairs
September 6, 2023

Page 1 of 17 ends

CONSULTING SERVICES AGREEMENT BETWEEN

THE CITY OF PINOLE AND

TOWNSEND PUBLIC AFFAIRS
THIS AGREEMENT for consulting services is made by and between the City of Pinole (“City”) and Townsend Public Affairs (“Consultant”) (together sometimes referred to as the “Parties”) as of September 6, 2023 (the “Effective Date”) in Pinole, California.

Section 1. SERVICES. Subject to the terms and conditions set forth in this Agreement, Consultant shall provide to City the services described in the Scope of Work attached as Exhibit A at the time and place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, the Agreement shall prevail.

1.1 Term of Services. The term of this Agreement shall begin on the Effective Date and shall end on September 6, 2025 and Consultant shall complete the work described in Exhibit A by 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 the City’s right to terminate the Agreement, as provided for in Section 8.

1.2 Standard of Performance. Consultant shall perform all services required pursuant to this Agreement in the manner and according to the standards observed by a competent practitioner of the profession in which Consultant is engaged in the geographical area in which Consultant practices its profession. Consultant shall prepare all work products required by this Agreement in a professional manner and shall conform to the standards of quality normally observed by a person practicing in Consultant's profession.

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

1.4 Time. Consultant shall devote such time to the performance of services pursuant to this Agreement as may be reasonably necessary to meet the standard of performance provided in Section 1.1 above and to satisfy Consultant’s obligations hereunder.

Section 2. COMPENSATION. City hereby agrees to pay Consultant an amount not to exceed $96,000, for all work set forth in Exhibit A and all reimbursable expenses incurred in performing the work.

In the event of a conflict between this Agreement and Consultant’s proposal regarding the amount of compensation, the Agreement shall prevail. City 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 to Consultant for services rendered pursuant to this Agreement.

ATTACHMENT B
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Consulting Services Agreement between
City of Pinole and Townsend Public Affairs
September 6, 2023

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Consultant shall submit all invoices to City in the manner specified herein. Except as specifically authorized by City, Consultant shall not bill City for duplicate services performed by more than one person.

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

2.1 Invoices. Consultant shall submit invoices, not more often than once a month during the term of this Agreement, based on the cost for services performed and reimbursable costs incurred prior to the invoice date. Invoices shall contain the following information:
▪ Serial identifications of progress bills; i.e., Progress Bill No. 1 for the first invoice, etc.;
▪ The beginning and ending dates of the billing period; ▪ 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;
▪ At City’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;
▪ The total number of hours of work performed under the Agreement by Consultant and each employee, agent, and subcontractor of Consultant performing services hereunder, as well as a separate notice when the total number of hours of work by Consultant and any individual employee, agent, or subcontractor of Consultant reaches or exceeds 800 hours, which shall include an estimate of the time necessary to complete the work described in Exhibit A;
▪ The Consultant’s signature.

2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for services satisfactorily performed, and for authorized reimbursable costs incurred. City shall have 30 days from the receipt of an invoice that complies with all of the requirements above to pay Consultant.

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

2.4 Total Payment. City shall pay for the services to be rendered by Consultant pursuant to this Agreement. City shall not pay any additional sum for any expense or cost whatsoever 65 of 322
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incurred by Consultant in rendering services pursuant to this Agreement. City shall make no payment for any extra, further, or additional service pursuant to this Agreement.

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.

2.5 Hourly Fees. Fees for work performed by Consultant on an hourly basis shall not exceed the amounts shown on the following fee schedule attached hereto as Exhibit B.

2.6 Reimbursable Expenses. Reimbursable expenses are specified in Exhibit B, and shall not exceed ($ ). Expenses not listed in Exhibit B are not chargeable to City. Reimbursable expenses are included in the total amount of compensation provided under this Agreement that shall not be exceeded.

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

2.8 Payment upon Termination. In the event that the City or Consultant terminates this Agreement pursuant to Section 8, the City 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 in order to verify costs incurred to that date.

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

Section 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Consultant shall, at its sole cost and expense, provide all facilities and equipment that may be necessary to perform the services required by this Agreement. City shall make available to Consultant only the facilities and equipment listed in Exhibit C, and only under the terms and conditions set forth therein.

Section 4. INSURANCE REQUIREMENTS. Before beginning any services under this Agreement, Consultant, at its own cost and expense, shall procure the types and amounts of insurance specified herein and maintain that insurance throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant’s bid or proposal. Consultant shall be fully responsible for the acts and omissions of its subcontractors or other agents.

4.1 Workers’ Compensation. Consultant shall, at its sole cost and expense, maintain Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance for any and all persons employed directly or indirectly by Consultant in the amount required by applicable law. The requirement to maintain Statutory Workers’ Compensation and Employer’s Liability Insurance may be waived by the City upon 66 of 322
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written verification that Consultant is a sole proprietor and does not have any employees and will not have any employees during the term of this Agreement.

4.2 Commercial General and Automobile Liability Insurance.

4.2.1 General requirements. Consultant, Consultant, at its own cost and expense, shall maintain commercial general and automobile liability insurance for the term of this Agreement in an amount not less than TWO MILLION DOLLARS ($2,000,000) per occurrence and FOUR MILLION DOLLARS ($4,000,000) aggregate, combined single limit coverage for risks associated with the work contemplated by this Agreement.

4.2.2 Minimum scope of coverage. Commercial general coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 (most recent edition) covering comprehensive General Liability on an “occurrence” basis. Automobile coverage shall be at least as broad as Insurance Services Office Automobile Liability form CA 0001 (most recent edition) covering any auto (Code 1), or if Consultant has no owned autos, hired (code 8) and nonowned autos (Code 9). No endorsement shall be attached limiting the coverage.

4.2.3 Additional requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy:
a. The Commercial General and Automobile Liability Insurance shall cover on an occurrence basis.
b. City, its officers, officials, employees, agents, and volunteers shall be covered as additional insureds for liability arising out of work or operations on behalf of the Consultant, including materials, parts, or equipment furnished in connection with such work or operations; or automobiles owned, leased, hired, or borrowed by the Consultant. Coverage can be provided in the form of an endorsement to the Consultant’s insurance at least as broad as CG 20 10 11 85, or both CG 20 10 10 01 and CG 20 37 10 01.
c. For any claims related to this Agreement or the work hereunder, the Consultant’s insurance covered shall be primary insurance as respects the City, its officers, officials, employees, agents, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, agents or volunteers shall be excess of the Consultant’s insurance and non-contributing. d. The policy shall cover inter-insured suits and include a “separation of Insureds” or “severability” clause which treats each insured separately. e. Consultant agrees to give at least 30 days prior written notice to City before coverage is canceled or modified as to scope or amount
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4.3 Professional Liability Insurance.

4.3.1 General requirements. Consultant, at its own cost and expense, shall maintain for the period covered by this Agreement professional liability insurance for licensed professionals performing work pursuant to this Agreement in an amount not less than ONE MILLION DOLLARS ($1,000,000) per occurrence or claim covering the Consultant’s errors and omissions.

4.3.2 Claims-made limitations. The following provisions shall apply if the professional liability coverage is written on a claims-made form:
a. The retroactive date of the policy must be shown and must be before the date of the Agreement.
b. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the Agreement or the work.
c. If coverage is canceled or not renewed and it is not replaced with another claims-made policy form with a retroactive date that precedes the date of this Agreement, Consultant must provide extended reporting coverage for a minimum of five (5) years after completion of work under this Agreement. d. A copy of the claim reporting requirements must be submitted to the City prior to the commencement of any work under this Agreement.

4.4 All Policies Requirements.

4.4.1 Submittal Requirements. Consultant shall submit the following to City prior to beginning services:
a. Certificate of Liability Insurance in the amounts specified in this Agreement; and
b. Additional Insured Endorsement as required for the General Commercial and Automobile Liability Polices.

4.4.2 Acceptability of insurers. All insurance required by this section is to be placed with insurers with a Bests' rating of no less than A:VII.

4.4.3 Deductibles and Self-Insured Retentions. Insurance obtained by the Consultant shall have a self-insured retention or deductible of no more than ONE HUNDRED THOUSAND DOLLARS ($100,000).

4.4.4 Wasting Policies. No policy required herein shall include a “wasting” policy limit (i.e. limit that is eroded by the cost of defense).

4.4.5 Waiver of Subrogation. Consultant hereby agrees to waive subrogation which any insurer or contractor may require from Consultant by virtue of the payment of any loss. Consultant agrees to obtain any endorsements that may be 68 of 322
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necessary to effect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.

4.4.6 Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein, and Consultant shall ensure that City, its officers, officials, employees, agents, and volunteers are covered as additional insured on all coverages.

4.4.7 Excess Insurance. If Consultant maintains higher insurance limits than the minimums specified herein, City shall be entitled to coverage for the higher limits maintained by the Consultant.

4.5 Remedies. In addition to any other remedies City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option: 1) obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement; 2) order Consultant to stop work under this Agreement and withhold any payment that becomes due to Consultant hereunder until Consultant demonstrates compliance with the requirements hereof; and/or 3) terminate this Agreement.

Section 5. INDEMNIFICATION AND C ONSULTANT’S R ESPONSIBILITIES.

5.1 General Indemnification. To the fullest extent permitted by law, Contractor shall defend, indemnify and hold City, its officials, officers, employees, volunteers and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of or incident to any alleged negligent acts, omissions or willful misconduct of Contractor, its officials, officers, employees, agents, subcontractors and subcontractors arising out of or in connection with the performance of the Services, the Project or this Agreement, including without limitation the payment of all consequential damages, attorneys’ fees and other related costs and expenses. Contractor shall defend, at Contractor's own cost, expense and risk, any and all such aforesaid suits, actions or other legal proceedings of every kind that may be brought or instituted against City, its directors, officials, officers, employees, agents or volunteers. Contractor shall pay and satisfy any judgment, award or decree that may be rendered against City or its directors, officials, officers, employees, agents or volunteers, in any such suit, action or other legal proceeding. Contractor shall reimburse City and its directors, officials, officers, employees, agents and/or volunteers, for any and all legal expenses and costs, including reasonable attorneys’ fees, incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Contractor's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by City or its directors, officials, officers, employees, agents or volunteers. Notwithstanding the foregoing, to the extent Contractor's Services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, 69 of 322
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pertain to, or relate to the negligence, recklessness, or willful misconduct of the Contractor. This Section 5.1 shall survive any expiration or termination of this Agreement.

5.2 PERS Indemnification. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

Section 6. STATUS OF CONSULTANT.

6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall be an independent contractor and shall not be an employee of City. City shall have the right to control Consultant only insofar as the results of Consultant's services rendered pursuant to this Agreement and assignment of personnel pursuant to Subparagraph 1.3; however, otherwise City shall not have the right to control the means by which Consultant accomplishes services rendered pursuant to this Agreement. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any and all claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in the California Public Employees Retirement System (PERS) as an employee of City and entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits.

6.2 Consultant No Agent. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever.

Section 7. LEGAL REQUIREMENTS.

7.1 Governing Law. The laws of the State of California shall govern this Agreement.

7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with all laws applicable to the performance of the work hereunder.

7.3 Other Governmental Regulations. To the extent that this Agreement may be funded by fiscal assistance from another governmental entity, Consultant and any subcontractors shall comply with all applicable rules and regulations to which City is bound by the terms of such fiscal assistance program.

7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and 70 of 322
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its employees, agents, and any subcontractors have all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required to practice their respective professions. Consultant represents and warrants to City that Consultant and its employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their respective professions. In addition to the foregoing, Consultant and any subcontractors shall obtain and maintain during the term of this Agreement valid Business Licenses from City.

7.5 Pinole Business License. Consultant shall obtain a City of Pinole business license according to the terms of Title 5 of the City of Pinole Municipal Code and deliver to City proof of such business license prior to beginning work under this Agreement. Work under this Agreement cannot begin until the City receives proof that Consultant has obtained a City of Pinole business license.

7.6 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, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Consultant under 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.

Consultant shall include the provisions of this Subsection in any subcontract approved by the Contract Administrator or this Agreement.

Section 8. TERMINATION ANDMODIFICATION.

8.1 Termination. City may cancel this Agreement at any time and without cause upon written notification to Consultant.

In the event of termination, Consultant shall be entitled to compensation for services performed to the effective date of termination; City, however, may condition payment of such compensation upon Consultant delivering to City any or all documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or the City in connection with this Agreement.

8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Subsection 1.1. Any such extension shall be specified in writing by the City. Consultant understands and agrees that if City issues such an extension, City shall have no obligation to provide Consultant with compensation beyond the maximum amount provided for in this Agreement. Similarly, unless authorized 71 of 322
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by the City, City shall have no obligation to reimburse Consultant for any otherwise reimbursable expenses incurred during the extension period.

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

8.4 Assignment and Subcontracting. City and Consultant recognize and agree that this Agreement contemplates personal performance by Consultant and is based upon a determination of Consultant’s unique professional competence, experience, and specialized professional knowledge. Moreover, a substantial inducement to City for entering into this Agreement was and is the personal reputation and competence of Consultant. Consultant may not assign this Agreement or any interest therein without the prior written approval of the City. Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the City.

8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between City 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’s remedies shall included, but not be limited to, the following:

8.6.1 Immediately terminate the Agreement;

8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement;

8.6.3 Retain a different consultant to complete the work described in Exhibit A not finished by Consultant; or

8.6.4 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 would have paid Consultant pursuant to Section 2 if Consultant had completed the work.

Section 9. KEEPING AND STATUS OF RECORDS.

9.1 Records Created as Part of Consultant’s Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the City. Consultant hereby agrees to deliver those documents to the City upon termination of the Agreement. It is understood and 72 of 322
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agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use. City and Consultant agree that, until final approval by City, all data, plans, specifications, reports and other documents are confidential and will not be released to third parties without prior written consent of both parties.

9.2 Consultant’s Books and Records. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services or expenditures and disbursements charged to the City under this Agreement for a minimum of three (3) years, or for any longer period required by law, from the date of final payment to the Consultant to this Agreement.

9.3 Inspection and Audit of Records. Any records or documents that Section 9.2 of this Agreement requires Consultant to maintain shall be made available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of the City. Under California Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds TEN THOUSAND DOLLARS ($10,000.00), the Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement.

Section 10 MISCELLANEOUSPROVISIONS.

10.1 Attorneys’ Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose.

10.2 Venue. In the event that either party brings any action against the other under this Agreement, the parties agree that trial of such action shall be vested exclusively in the state courts of California in the County of Contra Costa or in the United States District Court for the Northern District of California.

10.3 Severability. If a court of competent jurisdiction finds or rules that any provision of this Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so adjudged shall remain in full force and effect. The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement.

10.4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement.
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10.5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the parties.

10.6 Use of Recycled Products. Consultant shall endeavor to prepare and submit all reports, written studies and other printed material on recycled paper to the extent it is available at equal or less cost than virgin paper.

10.7 Conflict of Interest. Consultant may serve other clients, but none whose activities within the corporate limits of City or whose business, regardless of location, would place Consultant in a “conflict of interest,” as that term is defined in the Political Reform Act, codified at California Government Code Section 81000 et seq.

Consultant shall not employ any City official in the work performed pursuant to this Agreement. No officer or employee of City shall have any financial interest in this Agreement that would violate California Government Code Sections 1090 et seq.

Consultant hereby warrants that it is not now, nor has it been in the previous twelve (12) months, an employee, agent, appointee, or official of the City. If Consultant was an employee, agent, appointee, or official of the City in the previous twelve months, Consultant warrants that it did not participate in any manner in the forming of this Agreement. Consultant understands that, if this Agreement is made in violation of Government Code §1090 et.seq., the entire Agreement is void and Consultant will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and Consultant will be required to reimburse the City for any sums paid to the Consultant. Consultant understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of Government Code § 1090 and, if applicable, will be disqualified from holding public office in the State of California.

Consultant will comply with all conflict of interest laws and regulations including, without limitation, City’s Conflict of Interest Code (on file in the City Clerk’s Office). It is incumbent upon the Consultant or Consultant’s firm to notify the City pursuant to section 10.10 Notices of any staff changes relating to this Agreement. a. In accomplishing the scope of services of this Agreement, all officers, employees and/or agents of Consultant(s), unless as indicated in Subsection b., will be performing a very limited and closely supervised function, and, therefore, are unlikely to have a conflict of interest arise. No disclosures are required for any officers, employees, and/or agents of Consultant, except as indicated in Subsection b.

Initialed by City Attorney’s Office
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b. In accomplishing the scope of services of this Agreement, Consultant(s) will be performing a specialized or general service for the City, and there is substantial likelihood that the Consultant’s work product will be presented, either written or orally, for the purpose of influencing a governmental decision. As a result, the following Consultant(s) shall be subject to the Disclosure Category “1-5” of the City’s Conflict of Interest Code:

10.8 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or interview related to this Agreement, either orally or through any written materials.

10.9 Contract Administration. This Agreement shall be administered by who shall act as the City’s representative. All
correspondence shall be directed to or through or his or her designee.

10.10 Notices. Any written notice to Consultant shall be sent to:

Christopher Townsend
President
Townsend Public Affairs
1401 Dove Street, Suite 330
Newport Beach, CA 92660
Any written notice to City shall be sent to:

City Manager
City of Pinole
2131 Pear Street
Pinole, CA 94564

10.11 Professional Seal. Where applicable in the determination of the City, the first page of a technical report, first page of design specifications, and each page of construction drawings shall be stamped/sealed and signed by the licensed professional responsible for the report/design preparation.

10.12 Integration; Incorporation. This Agreement, including all the exhibits attached hereto, represents the entire and integrated agreement between City and Consultant and supersedes all prior negotiations, representations, or agreements, either written or oral. All exhibits attached hereto are incorporated by reference herein. 75 of 322
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10.13 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. 76 of 322
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The Parties have executed this Agreement as of the Effective Date.

CITY OF PINOLE CONSULTANT
Andrew Murray, City Manager Christopher Townsend, President Consultant’s City of Pinole Business
License #:_
Attest:

Heather Bell, City Clerk
Approved as to Form:

Eric S. Casher, City Attorney
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EXHIBIT A

SCOPE OF SERVICES
.

The Consultant’s scope of services will include the scope of work listed on pages 24-27 of the Consultant’s proposal of July 21, 2023 and any modifications or additions agreed to by the Parties. 78 of 322
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EXHIBIT B

COMPENSATION SCHEDULE AND HOURLY FEES
The fees charged by the Consultant for work performed shall not exceed the all-inclusive, flat monthly fee of $4,000 shown in the fee proposal contained on page 28 of the Consultant’s proposal of July 21, 2023. 79 of 322
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EXHIBIT C

CITY-FURNISHEDFACILITIES
City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be reasonably necessary for Consultant’s use while consulting with City employees and reviewing records and the information in possession of the City. The location, quantity, and time of furnishing those facilities shall be in the sole discretion of City. In no event shall City be obligated to furnish any facility that may involve incurring any direct expense, including but not limited to computer, long-distance telephone or other communication charges, vehicles, and reproduction facilities. 80 of 322
Proposal for Grant Research, Writing & Management Services | City of Pinole Page 1 Proposal for
Grant Research, Writing, &
Management Services
July 21, 2023

ATTACHMENT C
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Proposal for Grant Research, Writing & Management Services | City of Pinole Page 1

TABLE OF CONTENTS
Table of Contents....................................................................................................................................... 1 Cover Letter .................................................................................................................................. 2 Qualifications ............................................................................................................................... 3 Key Personnel.............................................................................................................................11 Method for Executing Scope of Work .........................................................................................24 Fee Proposal............................................................................................................................... 28 Successful Grant Applications ....................................................................................................30 References.................................................................................................................................. 32 Conflicts & Termination............................................................................................................... 35 Standard Agreement................................................................................................................... 36 82 of 322
Proposal for Grant Research, Writing & Management Services | City of Pinole Page 2 July 21, 2023
Markisha Guillory, Finance Director
City of Pinole
2131 Pear Street
Pinole, CA 94564
Dear Ms. Guillory:

Thank you for the opportunity for Townsend Public Affairs, Inc. (“TPA”) to submit our proposal for Grant Research, Writing, and Management Services to the City of Pinole (“City”).

Since its inception in 1998, TPA has earned the reputation as Champions for Better Communities by providing the experience, resources, and relationships expected from a premier legislative advocacy and grant writing firm while also giving clients the unique brand of customer service they deserve: personal attention, maximum accessibility, and passion for their mission.

Our strategic approach to advocacy and funding is tailored to meet the individual needs of each client by leveraging the breadth and depth of our team as well as our vast network of relationships with key stakeholders and decision makers.

Utilizing this method on behalf of our clients, TPA has shepherded over 100 legislative and regulatory proposals into law, and secured over $2.7 billion in grants from state, federal, and local government agencies as well as nonprofit foundations and private companies.

Thank you again for your interest in our firm and your consideration of this proposal. TPA affirms this proposal is valid for ninety days following the proposal due date. Please contact Olivia Raymond, Business Development Associate, at [email protected] or (949) 399- 9050 if you have any questions or need additional information. We would be honored to serve the City of Pinole.

Yours truly,

Christopher Townsend (Authorized to Bind the Firm)
President
1401 Dove Street, Suite 330
Newport Beach, CA 92660
(949) 399-9050
[email protected]
www.TownsendPA.com
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QUALIFICATIONS
TPA is a legislative advocacy and grant writing firm that provides lobbying and funding services to public agencies and nonprofit organizations throughout California. • Founder/Owner/President: Christopher Townsend
• Funding Success: Over $2.7 billion in state, federal, and local government grants as well as grants from nonprofit organizations and private companies • Advocacy Success: Shepherded over 100 client-sponsored legislative proposals into law
• Longevity: 25 years (founded in 1998)
• Number of Employees: 20
• Number of Grant Writers & Registered State and Federal Lobbyists: 16 • Number of Offices: Five
o TPA State Capitol Office, Sacramento
o TPA Federal Office, Washington, DC
o TPA Northern California Office, Oakland
o TPA Central California Office, Fresno
o TPA Southern California Office, Newport Beach
• Types of Clients:
o City Governments
o County Governments
o Water and Sanitation Districts
o Transportation Districts
o K-12 School Districts
o Community College Districts
o Parks and Recreation Districts
o Fire Protection Districts
o Museums, Science Centers, and Cultural Facilities
• Areas of Specialization:
o Local Governance (Cities, Counties, Special Districts) o Transportation Policy and Infrastructure
o Water and Sanitation Policy and Infrastructure
o Education Policy and Infrastructure
o Housing and Economic Development
o Parks and Community Facilities (Recreational, Cultural, Historical) o Energy, Environment, and Natural Resources
o Public Safety
o Budget and Finance
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QUALIFICATIONS
Townsend Public Affairs has raised the bar among grant writing firms with a California focus.

Founded in 1998 by President and Owner Christopher Townsend, TPA has provided customized grant writing and funding advocacy for over 250 public agencies throughout the state. TPA has excelled in the following areas in order to execute our clients’ agendas and secure significant grant funding success for legacy projects:
• Funding: Since 1998, TPA has secured over $2.7 billion in competitive funding for client projects in the areas of transportation, water and wastewater, housing and development, parks and recreation, public safety, education, and cultural resources. TPA works with its clients through every step of the funding process, starting as early as the creation of relevant funding opportunities through legislative, budget and bond proposals. TPA then works to influence any legislative and regulatory processes in place to distribute and award funds. In partnership with clients, TPA assists with the development of grant applications and shepherds them through the agency review process, advocating aggressively to get applications funded. • Attention to Detail: The TPA team works with clients to craft and execute an agenda focused on implementing funding solutions for legacy projects at all levels of government. The firm is made up of 16 advocates and grant writers with their own areas of expertise, who will collaborate and work together to achieve ultimate results. This means the City will have a dedicated Project Manager, as well as the benefit of having a variety of subject experts at its disposal who are at the top of their field to tackle projects and issues of the City. These efforts, combined with tactical and consistent follow-up, will ensure the City is positioned as competitively as possible to secure funding.
• Dedicated Grant Writing Team: The TPA team oversees a host of local, state, and federal grant opportunities and strategizes with the TPA project management team and clients to identify funding needs and eligible grant programs. TPA then works with Department officials to understand best practices to ensure grant application success. TPA grant experts diligently work to implement quality control measures on grant language and work as an extension of the client to seamlessly submit applications and report on all grant activity relevant to client interests. TPA employs the most effective strategies, including constant communication and updates on relevant funding programs, strategic and pointed application development and submittal, and grant application advocacy to ensure clients’ projects are compelling and best positioned for success.
• Relationships: TPA has cultivated and maintains an extensive network of powerful and longstanding relationships which will be leveraged to meet the City’s needs. TPA works diligently to craft and submit the strongest grant application possible, followed by diligent funding advocacy with key state and federal agency officials in order to ensure the highest likelihood of success. Additionally, TPA works with key members of the State Legislature and Congress to ensure our clients’ priorities are regularly voiced at both the state and federal levels and the importance of client projects is well-conveyed. These strategies, in tandem with TPA’s expertise, experience, and dedication to our clients, will undoubtedly lead to significant achievements for the City of Pinole.
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QUALIFICATIONS

GRANT FUNDING ACHIEVEMENTS
This table provides an overview of our grant funding achievements on behalf of our clients from state, federal, and local government agencies as well as private and nonprofit grant programs.

These amounts represent grants secured through a competitive and/or legislative process and do NOT include any funds awarded to clients via formulas or related forms of funding entitlements.

Policy Sector State Funding Federal Funding All Sources Water and Sanitation $128.9 Million $12.9 Million $141.8 Million Transportation $619.2 Million $233.3 Million $852.5 Million Education $253.1 Million $49.9 Million $303.0 Million
Parks and Recreation $255.4 Million $30.1 Million $285.5 Million Cultural Resources $139.7 Million $14.2 Million $154.0 Million Housing and
Development $719.2 Million $26.7 Million $745.9 Million Public Safety $138.7 Million $79.0 Million $217.8 Million TOTAL $2.3 Billion $446.4 Million $2.7 Billion
A DETAILED 20-PAGE SCHEDULE OF OUR STATE, FEDERAL, AND LOCAL GRANT

FUNDING ACHIEVEMENTS CAN BE PROVIDED UPON REQUEST
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QUALIFICATIONS

EXAMPLES OF SUCCESSFUL STATE/FEDERAL EARMARKS
The following charts detail TPA’s success in securing state and federal earmarks over the past several years. For each award, TPA strategized with our clients to identify priority projects and transform them into budget requests. TPA then worked closely and diligently with state and federal legislators and their staff, relevant committee members, and other key stakeholders to ensure our client projects were included in the final official budget.

FY 2022–23 STATE BUDGET EARMARKS
Client Name Project Amount Awarded
California Academy of
Sciences Thriving California Environmental Learning Plan $2,100,000 City of Agoura Hills Linear Park Project $6,000,000
City of Anaheim Boysen Park Rehabilitation $15,000,000
City of Berkeley Marina and Pier Projects $15,000,000
City of Buena Park Water System Improvements $5,000,000 City of Compton Artesia Boulevard Bridge Rehabilitation $12,000,000 City of Costa Mesa
Citywide Park Project $10,000,000
Ketchum Liboldt Park $1,200,000
Fairview Developmental Center $3,500,000
City of Del Mar Del Mar Bridge Replacement Project $2,200,000 City of Dinuba Fire Department Equipment and Training $2,000,000 City of Farmersville Fire Station Construction $7,000,000 City of Fremont
Teen Center Building Upgrades $8,000,000
Sabercat Bridge and Trail project open space
acquisition and planning $6,000,000
I-680 Sabercat Bridge Infrastructure $6,000,000
Housing Navigation Center $500,000
City of Fullerton Navigation Center Project $6,000,000
City of Gardena
Broadband Infrastructure $4,000,000
Revitalization of Gardena Boulevard $2,000,000
City of Hayward Scattered Site Housing Model to Create Cost-Effective Permanent Housing for Unhoused Individuals $5,400,000
City of Huntington Beach Mental Health Crisis Unit $1,500,000 City of Irvine
Sweet Shade Park $2,800,000
Mental Health Crisis Unit $1,500,000
City of La Habra Imperial/Coyote Creek Sinkhole $8,500,000 City of Laguna Beach Mental Health Crisis Unit $1,500,000 City of Merced Merced Regional Fire Training Center $3,000,000 City of Oakland Teachers Rooted in Oakland (TRiO) Program $5,000,000 City of Palo Alto Replacement of Fire Station 4 $5,200,000 Newell Road Bridge Replacement $2,000,000
City of Parlier Parlier Police Station $2,500,000
City of Santa Clara Magical Bridge All-Inclusive Playground in Central Park $800,000 City of South San Francisco Linden Park Project $3,200,000 County of San Mateo Union Community Alliance $1,500,000 87 of 322
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City of Tustin Centennial Park Rehab Project $4,800,000 Discovery Cube Los
Angeles Sustainability Park Project $5,000,000
Discovery Cube Orange
County Santiago Creek Sustainability Park $10,000,000
Imperial County Lithium Valley Specific Plan and PEIR $5,000,000 Land Conservancy of San
Luis Obispo County Camatta Ranch Preservation $2,500,000 North Orange County Public
Safety Task Force
Servicing the Public Safety Collaborative efforts within the cities of Anaheim, Brea, Buena Park, Fullerton, La
Habra, Stanton, and Placentia
$8,000,000
Oakland Museum of
California
Calli Americas Poster Collection Digitizing and
Cataloguing Project $250,000
Port of Hueneme eCrane - Electrical Crane Plug-In Infrastructure $5,000,000 Tri-Valley Cities Coalition Valley Link Rail Project (Environmental Study and Preliminary Engineering) $5,000,000
TOTAL FY 2022–23 STATE BUDGET EARMARKS $200,950,000
FY 2021–22 STATE BUDGET EARMARKS
Client Name Project Amount Awarded
City of Costa Mesa Regional Fire and Rescue Facility Improvements $2,500,000 City of Del Mar Del Mar Fairgrounds Operating Shortfall $3,500,000 City of Emeryville Affordable Housing Site Remediation $2,500,000 City of Farmersville Fire Engine Acquisition $750,000
City of Fremont Mission Blvd Interchange Modernization Project $7,200,000 City of Fullerton
Hunt Library Restoration $2,750,000
Homelessness Recuperative Center $4,000,000
City of Half Moon Bay Carter Park Renovation Project $4,750,000 City of Hayward Hayward Navigation Center $662,000
South Hayward Youth Family Center Project $1,000,000
City of Irvine Bommer Canyon Fire Prevention Efforts $1,000,000 City of Lafayette Safe Pathway for Children Trail $238,000 City of Modesto Infrastructure Improvements to County Islands $5,000,000 City of Oakland
Oakland Fund for Public Innovation for the
California Entrepreneurship Capital in the
Community Initiative
$8,000,000
Local Jurisdiction Assistance for Cannabis Equity
Program
$9,905,020
Oakland MACRO Project $10,000,000
Port of Oakland Freight and Passenger Infrastructure
Enhancements
$280,000,000
City of Pismo Beach Public Safety Communications Equipment $470,000 City of Reedley Olson/Kings River Sewer Main Replacement $2,800,000 City of San Leandro Memorial Park Rehabilitation Project $2,750,000 City of San Pablo Alternative Policing and Mental Health Program $2,000,000 City of Santa Ana Youth Facilities Improvements $4,000,000 City of South San Francisco Vehicle License Fee Adjustment $3,000,000 88 of 322
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City of Tracy Multi-Generational Recreation Center $5,000,000 City of Tustin New Emergency Backup Generator $1,500,000 Discovery Science
Foundation
Discovery Cube of Orange County Re-Opening
Operating Expenses
$2,040,000
Discovery Cube of Los Angeles Re-Opening
Operating Expenses
$2,600,000
North Orange County Public
Safety Task Force
North Orange County Public Safety and Homelessness
Task Force Program Extension
$7,800,000
TOTAL FY 2021–22 STATE BUDGET EARMARKS $377,715,020
FY 2019–20 STATE BUDGET EARMARKS
Client Name Project Amount Awarded
City of Agoura Hills Stormwater Treatment Project $1,000,000 City of Avalon Underground Fuel Tank Removal and Replacement $500,000 City of Buena Park Historical Facilities Renovations $500,000 City of Costa Mesa Lions Community Park $1,000,000
City of Dinuba Water Well Replacement $1,000,000
City of Huntington Beach Multi-Use Blufftop Path $1,700,000 City of Laguna Beach Laguna Canyon Road Fuel Modification $1,000,000 City of Oakland Public Safety Projects $4,000,000
Bus Services $1,000,000
City of Selma Storm Drain, Storage, and Recharge $1,500,000 Discovery Cube of
Los Angeles Natural Resources Pavilion $5,000,000
Discovery Cube of
Orange County Property Acquisition/Parking Structure $10,000,0000 East Contra Costa Fire
Protection District
Equipment, Vehicles, and Facilities
Acquisitions and Improvements $500,000
North County Transit District Del Mar Bluffs Stabilization Project $6,130,000 Tri-Valley Cities Coalition Dublin Sports Grounds All-Abilities Playground $1,400,000 TOTAL FY 2019–20 STATE BUDGET EARMARKS $36,230,000

CUMULATIVE TOTAL STATE BUDGET EARMARKS
FOR FY 2019–20, FY 2021–22, AND FY 2022–23:
$614,895,020
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QUALIFICATIONS
FY 2023 FEDERAL APPROPRIATIONS EARMARKS
Client Project Amount Awarded
City of Avalon Pebbly Beach Road $2,000,000
Affordable Community
Living Veteran Housing Project $1,000,000
City of Berkeley Martin Luther King Junior Youth Services Center Renovation $750,000
City of Del Mar Shoreline Access Improvement Project $750,000 Discovery Cube Los
Angeles Community Pavilion and Gardens $2,000,000
Discovery Cube Orange
County Santiago Creek Festival Grounds Sustainability Park $2,000,000 City of Dinuba Well 21 $1,500,000
City of Emeryville Intergenerational Affordable Housing Project on San Pablo Avenue $500,000
City of Gardena Rosecrans Community Center $1,000,000
Guadalupe Union School
District Early Childhood Education Center $2,000,000
City of Half Moon Bay Highway 1/ Frenchman Creek Intersection and Bike/Ped Improvements $2,000,000
City of Hesperia Cedar Street $2,000,000
City of Lafayette School Street Safe Routes to Schools $3,100,000 Merced County Association
of Governments YARTS Fleet Replacement Project $3,680,000 City of Murrieta Keller Ave Interchange $2,600,000
North Orange County Public
Safety Collaborative Collaborative Funding $5,000,000
City of Oakland Coliseum Place Affordable Housing Project $750,000 Procedural Justice/Community Police Trust $646,000
Lincoln Center Resilience Hub $2,000,000
Orange County Housing
Finance Trust
Funding to Support Permanent Supportive and LowIncome Housing $3,000,000 City of Ontario Active Seniors on the Go $439,094
City of Pleasanton PFAS Treatment and Well Rehabilitation Project $2,000,000 City of Palmdale Ave. M Grade Separation Project $2,000,000 Ave. M Grade Separation Project $1,500,000
City of Parlier Police Station Rehabilitation and Improvements $875,000 Rancho Santiago
Community College District
Workforce Development Pathways Targeting Dislocated
and At-Risk Populations $2,000,000
City of Santa Clara Fire Station Microgrid Project $500,000 Anna Drive Neighborhood Flood Protection Project $3,000,000 City of South El Monte Merced Avenue Greenway Project $3,000,000 Sunline Transit Agency Fueling Infrastructure Expansion $2,500,000 City of Tulare Water Delivery System $500,000
Emergency Homeless Shelter $1,500,000
Yorba Linda Water District Green Crest Lift Station $300,000 Yosemite Community
College District
Modesto Junior College Regional Fire Training Facility
Apparatuses and Props $2,000,000
TOTAL FY 2023 FEDERAL APPROPRIATIONS EARMARKS $60,390,094 90 of 322
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FY 2022 FEDERAL APPROPRIATIONS EARMAKRS
Client Name Project Amount Awarded
Amity Foundation Mother's Hub Residence $2,838,521
Cities of Anaheim, Brea,
Buena Park, Fullerton,
Stanton, Placentia
North Orange County Public Safety and Homelessness
Task Force $5,000,000
Cities of Dublin, Livermore,
and Pleasanton AXIS Mental Health Urgent Care $450,000
City of Agoura Hills Community Center $1,000,000
City of Beaumont Pennsylvania Avenue Widening $1,500,000 City of Berkeley African American Holistic Resource Center $1,000,000 City of Brea Tracks at Brea Extension $2,000,000
City of Chino Hills Open Space Fuel Reduction $565,000
City of El Monte MacLaren Community Park Project $1,500,000 City of Emeryville Contaminated Remediation for Housing $2,000,000 City of Hesperia Maple Avenue Street Improvements $2,000,000 City of Huntington Beach Sand Mitigation $15,500,000
Mobile Crisis Response Program $500,000
City of Murrieta Homeless Outreach Services Funding $500,000 City of Oakland
Mental Health Resilience Project $1,230,000
Mental Health Resilience Project $734,000
Broadway—Bus and Pedestrian Safety $2,000,000
Violence Prevention Project $200,000
City of Placentia Golden Avenue Bridge $2,200,000
City of San Ramon Iron Horse Trail Crow Canyon Road Iron Horse Trail Bicycle-Pedestrian Overcrossing $2,000,000
City of Santa Clara City of Santa Clara De La Cruz Blvd, Lick Mill Blvd, and Scott Blvd Bicycle Projects $2,725,000
City of Stanton Orangewood Parkette $850,000
Discovery Cube of
Orange County
Land Acquisition and Development for Sustainability
Festival $2,000,000
East Contra Costa Fire
Protection District Fire Station $1,500,000
Guadalupe Union School
District LeRoy Park $1,700,000
North County Transit District Hydrogen Fuel Cell Electric Bus Station $1,717,836 Rancho Santiago Community
College District RSCCD Digital Access Consortium $2,000,000 Town of Danville
Danville Townwide Traffic Signal Modernization $1,000,000 Iron Horse Trail Bridge, Nature Park, and Pedestrian
Safety Project $350,000
Yorba Linda Water District Heli-Hydrant $500,000
TOTAL FY 2022 FEDERAL APPROPRIATIONS EARMARKS $59,060,357

TOTAL FEDERAL APPROPRIATIONS EARMARKS
FOR FY 2022 and FY 2023:
$119,390,451
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KEY PERSONNEL
Alex Gibbs
Grants Manager
Project Manager/Grant
Writer/Funding Advocate
Nicolette Genovese
Associate
Grant Writer/Funding
Advocate
Sammi Maciel
Associate
Grant Writer/Funding
Advocate
Anastasia Heaton
Associate
Grant Writer/Funding
Advocate
Christine Rose
Grants Coordinator
Grant Writer/Funding
Advocate
Christopher Townsend
President
Managing Principal/
Strategic Advisor
With a team of 16 grant writers and funding advocates, TPA is able to deploy as many grant writers and advocates as needed to maximize success and minimize the burden on City staff.

TPA will NOT use subcontractors to accomplish the scope of work. TPA proposes a dedicated team of six people headquartered in Sacramento to perform grant research, writing, and management services for the City:

Christopher Townsend
President
Role: Managing Principal/Senior Strategic
Advisor
Alex Gibbs
Grants Manager
Role: Project Manager/Grant Writer/Funding
Advocate
Christine Rose
Grants Coordinator
Role: Grant Writer/Funding Advocate
Anastasia Heaton
Associate
Role: Grant Writer/Funding Advocate
Sammi Maciel
Associate
Role: Grant Writer/Funding Advocate
Nicolette Genovese
Associate
Role: Grant Writer/Funding Advocate
TPA uses a strategic approach to grant writing that will be tailored to meet the specific needs of the City. To maximize success, TPA’s team of advocates and grant writers will utilize a collaborative approach and leverage an expansive collection of relationships in the state and federal governments, as well as a variety of policy expertise, including in transportation and infrastructure, water, education, parks and recreation, and local governance. The following organizational chart delineates the roles and responsibilities of each member of the project team.

Resumes for key personnel can be found on the following pages. 92 of 322
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KEY PERSONNEL
Christopher Townsend, President: Christopher founded TPA in 1998 and has 40 years of experience in public affairs, legislative advocacy, and grant writing. Christopher and TPA have represented over 315 clients, including 250 local public agencies, such as cities, counties, transportation agencies, water and sanitation districts, elementary and secondary school districts, community college districts, park and recreation districts, and other special districts as well as nonprofit organizations.

Townsend Public Affairs, Inc.

President 1998–Present
Christopher provides leadership to a team of 16 advocates and grant writers while managing the development and implementation of strategies for the agendas of each client. His achievements include:
• Under Christopher’s leadership, TPA has become one of the most successful advocacy firms in California (and is continually recognized as a “top ten” firm registered with the California Secretary of State) while still providing the personalized attention and focus of a small boutique firm.
• Under Christopher’s leadership, TPA has shepherded over 100 legislative and regulatory proposals into law over a wide range of policy areas, including local governance, water and sanitation, transportation, housing and economic development, parks and natural resources, historical and cultural resources, elementary and secondary education, higher education, and public safety. The bipartisan capabilities of the firm are evidenced by legislative and funding successes over the tenure of several federal and state administrations, including Presidents Bill Clinton, George W. Bush, Barack Obama, and Donald Trump and Governors Pete Wilson, Gray Davis, Arnold Schwarzenegger, Jerry Brown, and Gavin Newsom.
• Christopher and his team have secured over $2.7 billion in local, regional, state, and federal government grants as well as private and nonprofit grants for a multitude of legacy projects in the policy sectors of water and sanitation, transportation, education, housing and economic development, parks and natural resources, historical and cultural resources, and public safety.
• Christopher maintains close bipartisan relationships with several members of the California Congressional delegation, including Senators Feinstein and Padilla and Representatives Torres, Lowenthal, Porter, Levin, Correa, Lee, Swalwell, Napolitano, Garamendi, Carbajal, DeSaulnier, Sanchez, Lieu, Harder, Calvert, Garcia, Steel, and Kim. • Christopher and TPA have participated in the development and implementation of several California bond propositions for the statewide ballot to provide capital funding for major infrastructure projects, including water and sanitation, transportation, education, housing and economic development, parks and natural resources, and historical and cultural resources, including Propositions 1, 1B, 1C, 1D, 1E, 12, 13, 14, 40, 47, 50, 55, 68, and

84. Most recently, Christopher worked closely with the State Legislature and the Governor’s office on the drafting of SB 5 (De Leon), which authorized a $4 billion park bond that was approved on the November 2018 statewide ballot as Proposition 68. 93 of 322
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• In 1999, Christopher was appointed by Assembly Speaker Antonio Villaraigosa to serve on the Speaker’s Commission on State and Local Government Finance. • In 1997, Christopher was appointed by Assembly Speaker Cruz Bustamante to serve on the California Film Commission.

PepsiCo/Taco Bell Corp., Irvine, CA
Senior Director, Government & Community Affairs 1992–1998 Christopher managed and directed government and media relations, crisis management, internal communications, and marketing publicity. Christopher also managed the political action committee for state and federal political races. Additionally, Christopher managed community relations initiatives, corporate philanthropy, and the Taco Bell Foundation.

Stein-Brief Group, Inc., Dana Point, CA
Vice President, Public Affairs 1982–1992
Christopher directed government, community, and media relations at the local, state, and federal levels, including the management of all political, civic, charitable, and cultural activities.

Christopher provided land-use planning and entitlement process analysis for domestic and international projects. Christopher also managed activities with numerous state and federal agencies to ensure compliance with all applicable laws and regulations governing land use.

Finally, Christopher created and directed a political action committee that supported various local, state, and federal candidates and ballot initiatives.

JFK School of Government, Harvard University, Cambridge, MA Master of Public Administration 1991
Claremont McKenna College, Claremont, CA
Bachelor of Arts, Political Science, Magna cum Laude, Political Science Honors Prize 1982 Coro Fellow
Southern California 1981
Harry S. Truman Scholar
California 1980
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Alex Gibbs, Grants Manager: Alex brings 11 years of public policy and legislative advocacy experience to TPA. Alex has four years of experience working for the State Legislature analyzing, researching, writing, and shepherding bills through the legislative process. Alex has also secured significant grant funding for clients throughout California. Alex has expertise in the policy sectors of parks and recreation, local governance, public safety, transportation, cap and trade, and labor relations.

Townsend Public Affairs, Inc.

Grants Manager 2014–Present
During his tenure at TPA, Alex has been responsible for securing millions in competitive grant funds at the private, state, and federal levels for local public agency clients. In addition to his expertise on parks and recreation, transportation, and public safety, Alex has a strong network of relationships with State Legislators and key staff as well as various state departments and agencies. Some of his accomplishments include:
• Alex worked with the City of San Leandro staff to secure $4.5 million in grant funding from the Building Forward Library Infrastructure Program administered by the California State Library to upgrade multiple libraries throughout the City. Alex tailored the grant application’s message and narrative and worked with City staff to create a project budget and timeline that would ensure competitiveness. Alex also utilized advocacy strategies that leveraged the City’s strengths during the grant review process to ensure project success.
• Alex worked closely with the City of Oakland staff to secure $7 million in grant funding from the Clean CA Local Grant Program. Alex leveraged relationships with the California Department of Transportation and the City’s legislative delegation to successfully advocate for two funded projects. This funding helped the City of Oakland conduct the Courtland Creek Restoration Project as well as the Oakland Mini Parks Beautification Project, both of which provided significant remediation and beautification of public resources for local residents.
• Alex led a team of Kern County staff through the application process to secure $6.5 million in grant funding from the Prop 68 Statewide Parks Program (Round 4). This funded the South Kern Lamont Park Project which provided much needed renovations to an existing park in the community of Lamont, despite grant program guidelines which provided preferences for the construction of new parks.
• Alex collaborated with state Natural Resources Agency staff to secure a $3 million Urban Greening Grant for the Desert Recreation District. This funded the construction of a new park and sports complex in unincorporated Riverside County. Alex then continued to work with the District on grant administration, ensuring the client was able to see the completion of their legacy project that had been years in the making. • Alex worked jointly with the City of South San Francisco to secure a $868,000 grant from the Active Transportation Program (ATP). Alex leveraged relationships with the California Department of Transportation and coordinated among local business stakeholders and school officials to craft a competitive grant application to the statewide ATP. This funding 95 of 322
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helped the City with their Linden and Spruce Avenue Traffic Calming Improvement Project to construct major traffic calming improvements to ensure bike and pedestrian safety at crucial intersections to residential and commercial neighborhoods. • Alex collaborated with state and federal Land and Water Conservation Fund staff to secure a $750,000 grant for the City of Imperial. This funded the construction of a 300-plus acre regional park and equestrian center. Alex then continued to work with the City on grant administration, ensuring the client was given the appropriate time to meet deadlines and retain their funding.
• Alex worked in concert with the City of South San Francisco to secure a $658,000 grant from the San Mateo County Transportation Authority’s Measure A Pedestrian and Bicycle Program. Alex leveraged relationships with stakeholders in the County to ensure that the City received the funding needed for their Sunshine Gardens Project, including major traffic-calming improvements on streets frequented by students walking and riding bicycles.
• Alex worked closely with City of Novato staff to secure a $220,500 grant from the Food Waste Recovery program at CalRecycle. This funded a local food waste recovery effort in Marin County that allowed the City of Novato to partner with local nonprofits and ensure that good food that otherwise would go to waste reached food banks and vulnerable residents.
• Alex has developed broad expertise with respect to public safety policy and funding. In conjunction with local stakeholders, Alex has worked successfully on a variety of public safety issues that affect local public agencies in California, including the fight against the trafficking and exploitation of minors as well as the protection of local control regarding the manufacturing of medicinal cannabis products.

California State Senate
Legislative Aide 2012–2014
Alex worked as a member of the Eighth Senate District’s legislative team representing San Francisco and San Mateo Counties. Alex’s primary responsibilities included monitoring, reviewing, and making recommendations on legislation passing through the Senator’s committees as well as bills of interest to the District. Alex annually carried a bill package through the legislative process and assisted with problem bills that required more support. Alex consistently had one of the highest numbers of bills signed into law of any senate staffer.

University of San Francisco, CA
Bachelor of Arts, Politics 2011
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KEY PERSONNEL
Christine Rose, Grants Coordinator: Christine brings a variety of experience and knowledge to TPA, including six years of experience in public policy and four years of experience in higher education. Christine has grant writing experience in areas such as education, cultural resources, public health, and transportation.

Townsend Public Affairs, Inc.

Grants Coordinator 2022–Present
Since joining TPA, Christine has worked with clients to identify their funding needs and develop competitive proposals. She has identified new and strategic funding resources, bringing her clients’ proposals from idea to reality. Her work includes:
• Christine collaborated with the City of Fullerton to secure a grant in the amount of $7.1 million through the Active Transportation Program administered by the California Transportation Commission. Christine tailored the grant application to ensure competitiveness, as well as utilized strategic advocacy to guarantee the project’s success.

The funds will be used to significantly increase connectivity along the Brea-CSUF-Santa Ana River Trail by implementing safe and accessible bike and pedestrian infrastructure. • Christine worked to secure $3.8 million in California Community Schools Program implementation funding for Merced Union High School District for the expansion of their community school program. Funds will allow the District to offer social, academic, and medical services and resources at each of their community school sites, allowing students and their families to receive needed counseling, mental health services, behavioral support, food services, and more in a linguistically and culturally appropriate environment. • Christine coordinated efforts between the City of Guadalupe, Guadalupe Union School District, and nonprofit Los Amigos de Guadalupe to secure a $52,875 Artists in Schools grant award to initiate an arts program in the area’s elementary schools. • Christine worked with Department of Education staff to secure a $200,000 California Community Schools Program planning grant award for Guadalupe Union School District.

This funding helped the District plan for the expansion of their community school resources, including hiring additional staff and purchasing supplies. • Christine advocated for funding for Guadalupe Union School District’s early learning center and secured federal community program funding in the amount of $2 million. • Christine works to create accessible grant writing and development tools for clients such as grant tracking matrices and application breakdowns. These tools allow clients to access key strategic funding opportunities, develop comprehensive and competitive proposals, and ultimately secure grant funding.
• Christine works closely with clients to understand and meet their funding goals. Her collaboration with clients allows her to craft persuasive narratives and strong grant proposals. She is always researching and identifying new funding opportunities that fit the goals and objectives of her clients.
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KEY PERSONNEL
California State Assembly
Legislative Director 2018–2022
Christine worked as the lead member of the Twenty-third Assembly District’s legislative team representing portions of Fresno and Tulare Counties. Her primary responsibilities included crafting the Assembly Member’s legislative package and shepherding all bills through the legislative process as well as identifying budget priorities and staffing those requests. Christine was responsible for monitoring all legislation passing through the Member’s committees and the Assembly Floor, analyzing each bill, and making an appropriate recommendation. She had numerous bills signed into law and multiple budget requests included in the state budget.

California State Assembly
Legislative Aide 2017–2018
Christine worked as a member of the Seventy-seventh Assembly District’s legislative team representing San Diego County. Christine’s primary responsibilities included carrying multiple bills through the legislative process as well as monitoring, reviewing, and making recommendations on legislation passing through the Assembly Member’s committees. She worked collaboratively with constituents and stakeholders to help craft the Assembly Member’s legislative package, carrying multiple bills to the Governor’s desk.

Cal Poly, San Luis Obispo
Master of Arts, History 2013
California State University, Sacramento
Bachelor of Arts, History and Government 2011
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KEY PERSONNEL
Sammi Maciel, Associate: Sammi brings seven years of federal legislative, funding, and public policy experience. Sammi has experience managing legislative activity, including bill analysis, research, and drafting, particularly for federal funding opportunities. Sammi has expertise in several policy sectors including local governance, transportation, broadband, energy, and cultural resources.

Townsend Public Affairs, Inc.

Associate 2021–Present
Since joining TPA, Sammi has kept clients informed of significant actions and pertinent developments in the federal government and strategizes ways in which to influence and enact changes in Washington, DC that have concrete results for clients. Some of Sammi’s experience includes:
• In FY 2023, Sammi worked with the City of Half Moon Bay to secure a $2 million earmark for the City’s Highway 1–Frenchman Creek Intersection and Bike/Pedestrian Improvement project. Sammi assisted in developing and submitting the project for consideration and leveraged her extensive federal relationships to ensure success. • Sammi’s four years of experience working for two California Senators has led to an extensive network of relationships both on Capitol Hill and within federal agencies. Her understanding of the regional and political dynamics of the California Congressional delegation and their interactions with other members of the Senate and House are important to successfully advocating for California-based clients. • Sammi has firsthand knowledge of the current federal appropriations process, including community project funding requests. This process differs from the pre-2011 earmark process and an understanding of the need to balance transparency and politics to submit a competitive request is key. Sammi has utilized her experience to successfully aid clients in securing millions of dollars’ worth of earmarks.
• Sammi has identified new and previously underutilized federal grants for the benefit of TPA clients. She has leveraged her relationships with key grant officials at various federal agencies to ascertain their specific priorities and buzz words required for successful grant applications. Sammi then leverages that information to help TPA clients develop and submit more competitive federal grant applications and provides more effective tailored advocacy to secure funding awards.

U.S. Senate, Office of Senator Kamala Harris (CA)
Field Representative 2019–2021
Sammi represented a 30-county region on behalf of Senator Harris, attending events, hosting meetings, and facilitating outreach to constituents. She tracked key issues, facilitated rapid response, and built an extensive network of relationships with local elected officials and advocacy groups within her 30-county region. Additionally, Sammi drafted letters of support on behalf of her region addressed to numerous federal agencies, requesting funding for key projects. 99 of 322
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KEY PERSONNEL
U.S. Senate, Office of Senator Dianne Feinstein (CA)
Legislative Intern Summer of 2017
As a legislative intern with Senator Dianne Feinstein’s office, Sammi researched and drafted memos for state field representatives regarding state legislature bills in the policy areas of transportation and water infrastructure, cannabis, and sanctuary cities.

Dominican University of California
Bachelor of Arts, Political Science 2017
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KEY PERSONNEL
Anastasia Heaton, Associate: Anastasia brings a variety of experience and knowledge to TPA, including three years of experience in public cultural and historical resources. Anastasia has grant writing experience in areas such as water, parks and recreation, cultural resources, and natural resources.

Townsend Public Affairs, Inc.

Associate 2021–Present
Since joining TPA, Anastasia has worked with clients to develop their funding proposals and secure competitive grant funding on projects. She has also worked to identify strategic funding resources that ensure her clients’ visions are transformed into reality. Some of her work includes:
• Anastasia worked with State Department of Water Resources staff to secure $2.3 million in Small Community Drought Relief Grants. This grant funding supported three projects in Kern County and Marin County, ranging in award amounts from $19,500 to $1.4 million.

These critical drought mitigation projects include a new intake facility and increased storage capacity for water districts hit the hardest by severe drought conditions. • Anastasia worked closely with the City of Palmdale to secure $1 million in competitive LA County Regional Park and Open Space District Measure A funding for Regional Recreation, Multi-Use Trails, and Accessibility projects. This grant funding will go towards the expansion of a beloved and critical swimming pool in the City’s Marie Kerr Park. • Anastasia worked alongside the City of Agoura Hills and the State Assembly to secure $6 million in funding for the Agoura Hills Linear Park through the State Budget process. This funding will be critical in constructing an innovative park space for the City. • With the City of Murrieta, Anastasia secured $2.4 million in Economic Development Agency competitive grant funding for the Murrieta Innovation Center, a life-science startup incubator and community resource that will prove integral for job growth and economic development in the City.
• Alongside Merced Union High School District, Anastasia secured $750,000 in Outdoor Equity Grant Funding through the California Department of Parks and Recreation for the District’s “Our Outdoors Program,” which will provide outdoor education excursions and career development for underserved students.
• Anastasia secured $10,000 in State Parks and Recreation funding for the City of Murrieta and the Murrieta Public Library through the Parks Pass Program. Grant funds will go towards the creation of outdoor activity kits for Murrieta library patrons to access for outdoor recreation.
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KEY PERSONNEL
U.S. State Department and Indian Health Services Agency Research and Writing VSFS Intern 2020–2021
Anastasia worked as a researcher and writing intern for the U.S. State Department and Indian Health Services Agency, devising creative ways to translate and narrate information and data on cultural resources and public health.

Santa Barbara Mission Archive-Library
Archival Intern 2020
Anastasia worked to research and identify significant historical narratives and bring them to the public through community outreach and public education efforts. She provided key support on managing grant documentation and securing funding for the Mission Archive-Library.

Westmont College, Santa Barbara
Bachelor of Arts, History 2021
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KEY PERSONNEL
Nicolette Genovese, Associate: Nicolette brings a variety of experience and knowledge to TPA, including five years of experience in the writing and editing of proposals. Nicolette has grant writing experience in areas such as economic and community development, parks and recreation, cultural resources, and natural resources.

Townsend Public Affairs, Inc.

Associate 2023–Present
Since joining TPA, Nicolette has worked with clients to develop their funding proposals and secure competitive grant funding on projects. She has also worked to identify strategic funding resources that ensure her clients’ visions are transformed into reality. Some of her work includes:
• Nicolette identifies, monitors, and researches relevant funding opportunities that meet the needs of TPA clients to maximize funding success in a multitude of policy areas including economic and community development, parks and recreation, cultural resources, and natural resources.
• Nicolette develops detailed grant opportunity matrixes for a variety of TPA clients to ensure proactive engagement on all relevant funding opportunities. • Nicolette expertly tailors grant narratives to align closely with project details and program requirements in order to maximize success and ensure client competitiveness.

Proofed Inc.

Freelance Editor and Proofreader 2022–2023
Nicolette edited and proofread a wide range of documents, including grant proposals, scholarly articles, and web content. She ensured document readability, consistency, and clarity, and maximized document impact according to clients’ specifications.

International Rescue Committee (IRC)
Employment Specialist 2021–2022
Nicolette provided comprehensive client services, including intake assessments and job readiness skills training for refugees and other recently resettled individuals. Additionally, she assisted in crafting and editing resumes and professional documents to reflect clients’ personal and professional skills, ensuring appropriate tone and grammar usage. Nicolette managed cases in compliance with the IRC’s ethics and standards and collaborated across departments to ensure the timely implementation of comprehensive programming in accordance with outcome metrics and budgetary restrictions.

Transtec
Monitoring Lead 2020–2021
Nicolette designed, planned, and implemented field monitoring visits to humanitarian and development aid projects in the Middle East being conducted by major international organizations.

She coordinated between remote monitoring experts, field staff, and organizations to collect required documentation and efficiently conduct all monitoring activities. Nicolette wrote and edited 103 of 322
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KEY PERSONNEL
comprehensive field monitoring reports on projection implementation outcomes to inform donors’ future funding decisions.

Seven Circles
Junior Project Management Consultant 2018–2019
Nicolette assisted with the development of grant and project proposals as well as requests for funding, partnerships, and sponsorships. Additionally, she managed the editing and proofreading of content for “Empowering Through” projects, which aimed to socially and economically empower target groups through cross-sectoral engagement. Nicolette also coordinated and facilitated communication with both local and international project leads and monitored project progression.

Arab Renaissance for Democracy and Development
Assistant to Unit Manager 2018
Nicolette was responsible for the research, writing, and revision of internal and external reports, as well as the creation of the organization’s media content.

King’s College, London
Master of Global Affairs 2020
The University of Manchester
Bachelor of Arts, Middle Eastern Studies and Arabic Language 2016 University of California, San Diego
Copyediting Certification Program 2022
City of Sacramento Planning Academy
City Planning Program 2023
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METHOD FOR EXECUTING SCOPE OF WORK
TPA will utilize the following strategic and comprehensive approach to provide grant research, writing, and management services to the City:
• Grant Funding Needs Assessment and Strategy: TPA will utilize the following strategies to identify the grant funding needs and priorities of the City and develop an overall strategy for identifying and securing funding:
o Conduct Detailed Orientation: TPA utilizes a comprehensive onboarding process that includes extensive meetings with various relevant members of City leadership and key City departments to help develop a strategic plan that is carefully tailored to satisfy the needs of the City and is designed for maximum success in the current political climate and funding environment.
o Craft Strategic Funding Plan: Utilizing the information gathered during the onboarding process, TPA will coordinate with the City to develop a proactive and comprehensive strategic funding plan that serves the needs of the City’s priorities. The plan will do more than simply identify City projects; it will outline and prioritize multiple funding options for each project and develop a specific plan of work tailored for each project. It will also identify key “strings attached” to help assess the cost/benefit ratio for each grant opportunity.
• Grant Funding Research: TPA will conduct ongoing research to identify appropriate grantors and grant programs including, but not limited to, federal, state, and regional organizations and private foundations and businesses, to support the City’s Funding needs and priorities in the areas of public safety, infrastructure development and maintenance, parks and recreation, community services, and community and economic development. TPA will then share these opportunities with the City for further assessment and determination if a grant application is warranted. The City will also receive a grant matrix of funding programs that is updated regularly as new opportunities arise.
• Grant Writing: TPA will develop, draft, submit, and follow up on each City grant application through the following process:
o Prepare Strategic Work Plan: TPA will coordinate with the City to ensure the assignment of responsibilities and tasks are made clear so that confusion and inefficiency are avoided, and the City is burdened as little as possible while TPA pursues a grant opportunity. TPA will prepare a strategic work plan for each grant application including key dates, responsibilities of TPA and City staff for producing grant application content, key tasks, and specific deliverables. o Provide Overview of Full Application Requirements: For each grant application, TPA will provide the City with a detailed overview of the requirements for the grant program and corresponding application to ensure that the program is a strong fit for the City’s project. This will include:
 Application timeline
 Eligible project types
 Funding availability and award maximums and minimums
 List of application components, including proposal questions and any required attachments
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SCOPE OF WORK
o Assemble Project Background and Details: TPA will conduct a detailed informational interview with City staff most involved with each project in order to gain a full understanding of the project background and scope details necessary for developing the grant proposal and addressing all application questions. TPA will also assist in the preparation of letters of intent and funding abstracts. o Coordinate Technical Project Details: For technical application components such as site plans, detailed cost estimates, project timelines, engineering plans, and costbenefit analyses, TPA will coordinate with City staff to compile all necessary attachments and ensure consistency across all elements of the application. o Draft Written Proposal: TPA will fully draft all narrative components of the application and, when applicable, will indicate where additional input or project detail from the City could be provided during the proposal review process. TPA will ensure that all required components of each proposal are included in the application, including adherence to grant evaluation criteria.
o Incorporate Feedback to Finalize Proposal: Well ahead of the application deadline, TPA will provide the City with a full draft for review and feedback. TPA will incorporate any additional details or revisions provided during this process to finalize the grant application and will obtain City approval for the final version of the application prior to submission. Additionally, TPA will work with designated City staff to edit grant applications for consistency of messaging, ensuring integration of grant requirements and succinctness prior to City review and submittal.
o Submit Completed Application: TPA will ensure that applications are submitted prior to the deadline, whether the submission is electronic or through hard copies, in accordance with submission instructions for each individual program. For hard copy submissions, TPA will print and package applications according to submission instructions and will ship applications through a reliable carrier service such as FedEx in order to provide the City with tracking and delivery confirmation for the application.

TPA will also obtain a receipt for proof of submission and provide the City with a final copy of all submitted application documents.
o Funding Advocacy: Throughout the grant application process TPA will leverage relationships with relevant officials and program officers in various state and federal funding agencies to ensure that City grant applications are aligned with the goals of the specific grant program and that the applications are well-crafted and wellpositioned for funding. o Distribution of Application Materials: TPA will organize facts, data, statistics, and narrative collected and written as a part of assigned projects, develop tabular or graphic displays as appropriate, and make those items available to the City for future use.
o Post-Grant Submittal Advocacy: TPA will frequently contact legislators and agency officials to follow up on the status of a grant application and promote its need and urgency. This will include drafting letters of support after grant submissions and distributing them to legislators for their consideration. In addition, TPA will work with legislators to reach out to individual granting agencies to provide background on City’s projects and convey their support for those projects.
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SCOPE OF WORK
o Comprehensive Follow-Up on Unsuccessful Applications: Despite all best efforts, some grant applications are not selected for funding. In those instances where grant applications are unsuccessful, TPA will work with the relevant state and federal funding agencies to set up in-person or telephone debriefing sessions to discuss the grant applications and how to best revise the grant applications for the next funding round to ensure success.
• Grant Management and Administration: Upon award of grant, if requested by the City, TPA will provide grant management and administration services, including the following:
o Securing and finalizing agreements and monitoring funding compliance. o Developing schedules and timing for projects.
o Budgeting and submitting reimbursement requests.
o Submitting financial and progress reports.
o Staff grant compliance training (as needed).
• Ongoing Communication: TPA will confer regularly with the City on all activities. TPA will provide timely electronic monthly reports on the status of all funding activity, such as current funding opportunities, current applications, submitted applications, and post-grant submittal advocacy. In addition to written reports, TPA will be available to the City for conference calls, in-person briefings, and meetings.
• Post-Award Services—Above and Beyond Advocacy: TPA has a track record of success with post-award grant administration and retention. TPA has worked on behalf of clients who, due to unforeseen circumstances, have needed to request an extension of the grant performance period to accomplish project deliverables. TPA is prepared to engage in the legislative process and work with legislators to get bills passed that would allow for the City to retain its grant funding after the performance period would have otherwise ended. Additionally, TPA is prepared to work directly with the City and agencies to secure scope of work changes to already awarded projects to ensure the City will not have to return any hard-won grant funding.
• State Budget Funding Opportunities: In an effort to maximize state funding, TPA will work with the City to identify projects and other funding priorities that may be suitable for funding through the State Budget. TPA will coordinate with the City to develop supporting materials for the budget request. TPA will also work with members of the City’s state legislative delegation, along with the Assembly and Senate Budget Committees, to gain support for the inclusion of the City’s project in the final State Budget approved by the Legislature. • Federal Earmark Opportunities: In an effort to maximize federal funding, TPA will work with the City to identify projects and other funding priorities that may be suitable for funding through the Federal Earmark process. TPA will coordinate with the City to develop supporting materials for the earmark request. TPA will also work with members of the City’s federal legislative delegation to gain support for the inclusion of the City’s project. 107 of 322
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SCOPE OF WORK

INVOLVEMENT OF CITY STAFF/RESOURCES
TPA grant experts diligently work to compile project details, implement quality control measures, and develop all narrative components to submit applications. TPA also works to report on all relevant grant activity, including upcoming opportunities, application status, and ongoing advocacy efforts. TPA will rely on City staff to provide technical project information, budget details, and project timeline information as appropriate, however, TPA will work to reduce the burden on City staff and develop compelling applications that best reflect the City’s priorities. This approach enables the TPA team to be an extension of City staff, ensuring that both TPA and the City work together seamlessly to secure the most funding possible. 108 of 322
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FEE PROPOSAL
ALL-INCLUSIVE RETAINER:

DESCRIPTION OF SERVICES MONTHLY FEE
Grant Research, Writing, and Management Services $4,000* • Grant Funding Needs Assessment and Strategy Included
• Conduct Detailed Orientation Included
• Craft Strategic Funding Plan Included
• Grant Funding Research Included
• Grant Writing Included
• Prepare Strategic Work Pla Included
• Provide Overview of Full Application Requirements Included • Assemble Project Background and Details Included
• Coordinate Technical Project Details Included
• Draft Written Proposal Included
• Incorporate Feedback to Finalize Proposal Included
• Submit Completed Application Included
• Funding Advocacy Included
• Distribution of Application Materials Included
• Comprehensive Follow-Up on Unsuccessful Applications Included • Grant Management and Administration Included
• Ongoing Communication Included
• Post-Award Services—Above and Beyond Advocacy Included • State Budget Funding Opportunities Included
• Federal Earmark Opportunities Included
*The monthly fee includes all reasonable business and travel expenses TPA does NOT institute a limit on the number of funding opportunities that we will pursue on behalf of a client. For this reason, TPA recommends our monthly fee option as the most cost-effective option for the City rather than a per-project or hourly fee. 109 of 322
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FEE PROPOSAL
HOURLY RATES FOR KEY PERSONNEL:

NAME & TITLE HOURLY FEE
Christopher Townsend, President $350*
Alex Gibbs, Grants Manager $275*
Christine Rose, Grants Coordinator $250*
Sammi Maciel, Associate $225*
Anastasia Heaton, Associate $225*
Nicolette Genovese, Associate $225*
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SUCCESSFUL GRANT APPLICATIONS
The following chart provides a list of relevant successful grant awards secured by TPA on behalf of our clients. A detailed 20-page document of all of TPA’s state, federal, and local grant funding achievements can be provided upon request.

City of Fontana Department of Transportation RAISE Grant Client City of Fontana
Project Description Building a Better Connected Inland Empire Project Grant Award Amount $15,000,000
Description of Firm’s
Role
TPA worked with the City of Fontana to develop, prepare, and execute a strategic plan to support the City’s FY22 RAISE grant application. This highly competitive federal grant opportunity administered by the U.S. Department of Transportation formed a key component of the City’s Complete Streets Upgrades including street, bike, sidewalk, and trail improvements, bringing numerous benefits and better quality of life for Fontana residents. In addition to tailoring the application message, TPA planned advocacy that leveraged the City’s strengths during the grant review process. The culmination of this effort was the award of $15 million in federal RAISE funds for the City’s transportation infrastructure improvements. In the FY22 RAISE cycle, Fontana was one of only eight jurisdictions in the State of California to receive a RAISE grant.

Year Awarded 2022
Hours Billed to Client $7,500 Application Fee
Key Personnel
TPA Deputy Director Eric Thronson
TPA Grants Manager Alex Gibbs
TPA Grants Coordinator Christine Rose
City of South San Francisco California Public Utilities Commission Local Agency Technical Assistance Grant
Client City of South San Francisco
Project Description Broadband Master Plan and Fiber Design Project Grant Award Amount $266,185
Description of Firm’s
Role
TPA worked with the City of South San Francisco to secure $266,185 in funding through the California Public Utilities Commission’s Local Agency Technical Assistance Grant Program for its Broadband Master Plan and Fiber Design Project.

TPA leveraged our extensive grant experience and expertise to craft a compelling narrative and submit the strongest application possible. Additionally, TPA worked with relevant state agency officials to ensure the City’s priorities were being conveyed and the project received full consideration from CPUC. Funding for the project will ensure that residents have access to reliable broadband connectivity and will further the City’s efforts to promote community and economic development.

Year Awarded 2023
Hours Billed to Client Included in All-Inclusive Monthly Retainer Key Personnel TPA Grants Manager Alex Gibbs
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SUCCESSFUL GRANT APPLICATIONS
County of Kern Department of Parks and Recreation Statewide Parks Grant Client County of Kern
Project Description South Kern Lamont Park Project
Grant Award Amount $6,515,000
Description of Firm’s
Role
TPA worked with the County to secure more than $6.5 million through the Department of Parks and Recreation’s Statewide Parks Program. The funding will support the revitalization of South Kern Lamont Park and will ensure that the communities throughout the County have access to the highest quality of recreational spaces. TPA compiled all necessary application information, as well as drafted and submitted the project on behalf of the County. TPA utilized its extensive parks and recreation experience and network of state agency relationships to ensure the project’s full consideration and success.

Year Awarded 2022
Hours Billed to Client $5,000 Application Fee
Key Personnel TPA Grants Manager Alex Gibbs
City of San Leandro California State Library Building Forward Library Infrastructure Grant Client City of San Leandro
Project Description Mulford-Marina Branch, Main Branch, Manor Branch, and South Branch Library Improvement Project
Grant Award Amount $4,540,922
Description of Firm’s
Role
TPA collaborated with the City of San Leandro to secure over $4.5 million for the City’s Mulford Marina Branch Library project through the Building Forward Library Infrastructure Program administered by the California State Library. The proceeds from this grant will be used to build a new library facility on the existing site, as well as upgrade several other library buildings throughout the City with much needed climate and seismic retrofits.

Year Awarded 2022
Hours Billed to Client Included in All-Inclusive Monthly Retainer Key Personnel TPA Grants Manager Alex Gibbs
TPA Associate Anastasia Heaton
CalWater Department of Water Resources Small Community Drought Relief Grant Client California Water Service
Project Description Reconnecting Disadvantaged Communities in Salinas Valley Project Grant Award Amount $4,274,800
Description of Firm’s
Role
TPA worked on behalf of California Water Service to secure more than $4.2 million through the Small Community Drought Relief Program administered by the Department of Water Resources. The award will enable CalWater to connect the water systems of several disadvantaged communities in the Salinas District system.

The funding will be allocated for project engineering, design, environmental mitigation, and construction.

Year Awarded 2023
Hours Billed to Client Included in All-Inclusive Monthly Retainer Key Personnel TPA Associate Anastasia Heaton
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REFERENCES

1. CITY OF SAN LEANDRO
Contact Name: Eric Engelbart
Contact Title: Deputy City Manager
Address: 835 East 14th Street, San Leandro, CA 92577
Phone Number: 510-577-3389
Email Address: [email protected]
Project Description: TPA provides state legislative advocacy and grant writing services to the City.

Project Contract Term: 2015 – Present
Fees: $8,000 Per Month
TPA Funding Wins Secured on Behalf of the City:

Granting Agency/Program Project Amount
Awarded Year
Bay Area Council California
Resilience Challenge
San Leandro Shoreline Master
Plan $161,000 2023
California State Library: Building
Forward Library Infrastructure
Program
Mulford-Marina Branch Library
Improvements $4,079,701 2022
California State Library: Building
Forward Library Infrastructure
Program
Main Branch Library $316,516 2022
California State Library: Building
Forward Library Infrastructure
Program
Manor Branch Library $128,280 2022
California State Library: Building
Forward Library Infrastructure
Program
South Branch Library $16,425 2022
Department of Forestry and Fire
Protection: Urban Forestry Grant Tree Resilient San Leandro $1,500,000 2022 State Budget Earmark Memorial Park rehabilitation
project $2,750,000 2021

2. CITY OF SOUTH SAN FRANCISCO
Contact Name: Sharon Ranals
Contact Title: City Manager
Address: 400 Grant Avenue, South San Francisco, CA 94080 Phone Number: 650-877-8502
Email Address: [email protected]
Project Description: TPA provides state legislative advocacy and grant writing services to the City.

Project Contract Term: 2015 – Present
Fees: $5,000 Per Month
TPA Funding Wins Secured on Behalf of the City:
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REFERENCES
Granting Agency/Program Project Amount
Awarded Year
CPUC Local Agency Technical
Assistance (LATA) Grant
South San Francisco Broadband
Master Plan and Fiber Design
Project
$266,185 2023
Department of Parks and
Recreation: Land Water
Conservation Fund
Linden Park Project $830,000 2022
State Budget Earmark: Linden Park project $3,200,000 2022 State Budget Earmark County of San Mateo Union
Community Alliance $1,500,000 2022
State Budget Earmark Vehicle License Fee adjustment $3,000,000 2021 City/County Association
Governments of San Mateo
County: C/CAG Lifeline
Transportation Program Cycle 6
Free South City Shuttle Program
outreach $80,000 2021
Department of Transportation:

Highway Safety Improvement
Program Cycle 10
Pedestrian Safety Improvement
Project $249,800 2021
SMCTA 2017 Measure A Grant
Program Railroad Avenue Extension Project $206,000 2018 Habitat Conservation Fund San Bruno Mountain Wildlife Camp $9,250 2018 San Mateo C/CAG Transportation
Development Act Grant Regional Bike Network North $350,000 2017 Metropolitan Transportation
Commission: One Bay Area Grant
Program
Grand Boulevard Initiative $1,000,000 2017
San Mateo C/CAG Transportation
Development Act Grant Bicycle Master Plan Project $100,000 2017 Housing-Related Parks Program Renovation of Gardiner Playlot $256,950 2017 Baseball Tomorrow Fund Youth Baseball and Softball
Program $67,590 2016
San Mateo County Transportation
Authority: Measure A Pedestrian
and Bicycle Program
Pedestrian and Cyclist
Infrastructure Improvements $658,000 2016
City of South San Francisco:

Active Transportation Program
Grant
Linden/Spruce Avenues Traffic
Calming Improvements $868,000 2015

3. CITY OF AGOURA HILLS
Contact Name: Nathan Hamburger
Contact Title: City Manager
Address: 30001 Ladyface Court, Agoura Hills, CA 91301
Phone Number: 818-597-7308
Email Address: [email protected]
Project Description: TPA provides state and federal legislative advocacy and grant writing services to the City.

Project Contract Term: 2019 – Present
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REFERENCES
Fees: $5,000 Per Month
TPA Funding Wins Secured on Behalf of the City:

Granting Agency/Program Project Amount
Awarded Year
State Budget Earmark Linear Park Project $6,000,000 2022 State Budget Earmark Community Center $1,000,000 2022
State Budget Earmark Stormwater Treatment Project $1,000,000 2019 TPA has provided legislative advocacy and/or grant writing services to the following California municipal clients during the last five years:

Agoura Hills
Anaheim
Avalon
Beaumont
Berkeley
Brawley
Brea
Buena Park
Carson
Chino Hills
Citrus Heights
Compton
Concord
Costa Mesa
Cupertino
Del Mar
Dinuba
Duarte
Dublin
El Monte
Emeryville
Farmersville
Fontana
Fremont
Fullerton
Galt
Gardena
Guadalupe
Half Moon Bay
Hayward
Hesperia
Huntington Beach
Huron
Imperial
Irvine
Kingsburg
La Habra
La Verne
Lafayette
Laguna Beach
Los Banos
Manteca
Madera
Mendota
Menifee
Merced
Mission Viejo
Modesto
Montebello
Monterey Park
Moreno Valley
Morro Bay
Murrieta
Newport Beach
Novato
Oakland
Oakley
Oceanside
Ontario
Orange Cove
Orange
Palm Springs
Palmdale
Palo Alto
Paso Robles
Parlier
Pismo Beach
Placentia
Pleasanton
Reedley
San Leandro
San Luis Obispo
San Pablo
San Ramon
Sanger
Santa Ana
Santa Clara
Selma
Shafter
Soledad
South El Monte
South San Francisco
Stanton
Stockton
Temecula
Town of Colma
Town Of Danville
Tracy
Tulare
Turlock
Tustin
Vallejo
Walnut Creek
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CONFLICTS & TERMINATION
TPA does not have any existing or potential conflicts of interest that may arise from our firm’s work on this project. TPA has not had a contract terminated by a public agency for cause, negligence, or breach of contract within the past five years, nor at any point in the company's history.
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STANDARD AGREEMENT
TPA affirms that we have reviewed the City’s Standard Consultant Services Agreement (Attachment A) and is willing the execute an agreement with those terms, including insurance requirements, for this project.
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Consulting Services Agreement between
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CONSULTING SERVICES AGREEMENT BETWEEN

THE CITY OF PINOLE AND

EVAN BROOKS ASSOCIATES
THIS AGREEMENT for consulting services is made by and between the City of Pinole (“City”) and Townsend Public Affairs (“Consultant”) (together sometimes referred to as the “Parties”) as of September 6, 2023 (the “Effective Date”) in Pinole, California.

Section 2. COMPENSATION. City hereby agrees to pay Consultant an amount not to exceed $40,000, for all work set forth in Exhibit A and all reimbursable expenses incurred in performing the work.

ATTACHMENT D
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Consulting Services Agreement between
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2.4 Total Payment. City shall pay for the services to be rendered by Consultant pursuant to this Agreement. City shall not pay any additional sum for any expense or cost whatsoever 119 of 322
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incurred by Consultant in rendering services pursuant to this Agreement. City shall make no payment for any extra, further, or additional service pursuant to this Agreement.

2.5 Hourly Fees. Fees for work performed by Consultant on an hourly basis shall not exceed the amounts shown on the following fee schedule attached hereto as Exhibit B.

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

4.1 Workers’ Compensation. Consultant shall, at its sole cost and expense, maintain Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance for any and all persons employed directly or indirectly by Consultant in the amount required by applicable law. The requirement to maintain Statutory Workers’ Compensation and Employer’s Liability Insurance may be waived by the City upon 120 of 322
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written verification that Consultant is a sole proprietor and does not have any employees and will not have any employees during the term of this Agreement.

4.2 Commercial General and Automobile Liability Insurance.

4.2.3 Additional requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy:
a. The Commercial General and Automobile Liability Insurance shall cover on an occurrence basis.
b. City, its officers, officials, employees, agents, and volunteers shall be covered as additional insureds for liability arising out of work or operations on behalf of the Consultant, including materials, parts, or equipment furnished in connection with such work or operations; or automobiles owned, leased, hired, or borrowed by the Consultant. Coverage can be provided in the form of an endorsement to the Consultant’s insurance at least as broad as CG 20 10 11 85, or both CG 20 10 10 01 and CG 20 37 10 01.
c. For any claims related to this Agreement or the work hereunder, the Consultant’s insurance covered shall be primary insurance as respects the City, its officers, officials, employees, agents, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, agents or volunteers shall be excess of the Consultant’s insurance and non-contributing. d. The policy shall cover inter-insured suits and include a “separation of Insureds” or “severability” clause which treats each insured separately. e. Consultant agrees to give at least 30 days prior written notice to City before coverage is canceled or modified as to scope or amount
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4.3 Professional Liability Insurance.

4.4 All Policies Requirements.

4.4.2 Acceptability of insurers. All insurance required by this section is to be placed with insurers with a Bests' rating of no less than A:VII.

4.4.3 Deductibles and Self-Insured Retentions. Insurance obtained by the Consultant shall have a self-insured retention or deductible of no more than ONE HUNDRED THOUSAND DOLLARS ($100,000).

4.4.4 Wasting Policies. No policy required herein shall include a “wasting” policy limit (i.e. limit that is eroded by the cost of defense).

4.4.5 Waiver of Subrogation. Consultant hereby agrees to waive subrogation which any insurer or contractor may require from Consultant by virtue of the payment of any loss. Consultant agrees to obtain any endorsements that may be 122 of 322
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necessary to effect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.

4.4.7 Excess Insurance. If Consultant maintains higher insurance limits than the minimums specified herein, City shall be entitled to coverage for the higher limits maintained by the Consultant.

Section 5. INDEMNIFICATION AND C ONSULTANT’S R ESPONSIBILITIES.

5.1 General Indemnification. To the fullest extent permitted by law, Contractor shall defend, indemnify and hold City, its officials, officers, employees, volunteers and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of or incident to any alleged negligent acts, omissions or willful misconduct of Contractor, its officials, officers, employees, agents, subcontractors and subcontractors arising out of or in connection with the performance of the Services, the Project or this Agreement, including without limitation the payment of all consequential damages, attorneys’ fees and other related costs and expenses. Contractor shall defend, at Contractor's own cost, expense and risk, any and all such aforesaid suits, actions or other legal proceedings of every kind that may be brought or instituted against City, its directors, officials, officers, employees, agents or volunteers. Contractor shall pay and satisfy any judgment, award or decree that may be rendered against City or its directors, officials, officers, employees, agents or volunteers, in any such suit, action or other legal proceeding. Contractor shall reimburse City and its directors, officials, officers, employees, agents and/or volunteers, for any and all legal expenses and costs, including reasonable attorneys’ fees, incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Contractor's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by City or its directors, officials, officers, employees, agents or volunteers. Notwithstanding the foregoing, to the extent Contractor's Services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, 123 of 322
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pertain to, or relate to the negligence, recklessness, or willful misconduct of the Contractor. This Section 5.1 shall survive any expiration or termination of this Agreement.

Section 6. STATUS OF CONSULTANT.

Section 7. LEGAL REQUIREMENTS.

7.1 Governing Law. The laws of the State of California shall govern this Agreement.

7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with all laws applicable to the performance of the work hereunder.

7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and 124 of 322
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Consultant shall include the provisions of this Subsection in any subcontract approved by the Contract Administrator or this Agreement.

Section 8. TERMINATION ANDMODIFICATION.

8.1 Termination. City may cancel this Agreement at any time and without cause upon written notification to Consultant.

8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Subsection 1.1. Any such extension shall be specified in writing by the City. Consultant understands and agrees that if City issues such an extension, City shall have no obligation to provide Consultant with compensation beyond the maximum amount provided for in this Agreement. Similarly, unless authorized 125 of 322
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by the City, City shall have no obligation to reimburse Consultant for any otherwise reimbursable expenses incurred during the extension period.

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

8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, City’s remedies shall included, but not be limited to, the following:

8.6.1 Immediately terminate the Agreement;

8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement;

8.6.3 Retain a different consultant to complete the work described in Exhibit A not finished by Consultant; or

Section 9. KEEPING AND STATUS OF RECORDS.

9.1 Records Created as Part of Consultant’s Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the City. Consultant hereby agrees to deliver those documents to the City upon termination of the Agreement. It is understood and 126 of 322
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Section 10 MISCELLANEOUSPROVISIONS.

10.4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement.
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10.5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the parties.

Initialed by City Attorney’s Office
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10.8 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or interview related to this Agreement, either orally or through any written materials.

10.9 Contract Administration. This Agreement shall be administered by who shall act as the City’s representative. All
correspondence shall be directed to or through or his or her designee.

10.10 Notices. Any written notice to Consultant shall be sent to:

Hal Suetsugu
President
Evan Brooks Associates
750 E. Green Street, Suite 301
Pasadena, CA 91101
Any written notice to City shall be sent to:

City Manager
City of Pinole
2131 Pear Street
Pinole, CA 94564

10.12 Integration; Incorporation. This Agreement, including all the exhibits attached hereto, represents the entire and integrated agreement between City and Consultant and supersedes all prior negotiations, representations, or agreements, either written or oral. All exhibits attached hereto are incorporated by reference herein. 129 of 322
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10.13 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. 130 of 322
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The Parties have executed this Agreement as of the Effective Date.

CITY OF PINOLE CONSULTANT
Andrew Murray, City Manager Hal Suetsugu, President
Consultant’s City of Pinole Business
License #:_
Attest:

Heather Bell, City Clerk
Approved as to Form:

Eric S. Casher, City Attorney
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EXHIBIT A

SCOPE OF SERVICES
.

The Consultant’s scope of services will include the scope of work listed on pages 14-21 of the Consultant’s proposal of July 21, 2023 and any modifications or additions agreed to by the Parties. 132 of 322
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EXHIBIT B

COMPENSATION SCHEDULE AND HOURLY FEES
The fees charged by the Consultant for work performed shall be charged on a time and materials basis and shall not exceed the hourly rates shown in the fee proposal contained on page 22 of the Consultant’s proposal of July 21, 2023.
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EXHIBIT C

PROPOSAL PROPOSAL GRANT RESEARCH, WRITING AND MANAGEMENT SERVICES

CITY OF PINOLE
Firm: Evan Brooks Associates, Inc.

Address: 750 E. Green Street, Suite 301
Pasadena, CA 91101
Contact: Hal Suetsugu, President
Email: [email protected]
Phone: (626) 799-8011
July 21, 2023

ATTACHMENT E
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TABLE OF CONTENTS
A. Cover Letter...................................................................... 03 B. Qualifications.................................................................... 04 C. Key Personnel................................................................... 09 D. Method for Executing Scope of Work................................. 14 E. Fee Proposal ..................................................................... 22 F. Successful Grant Applications............................................ 23 G. References ....................................................................... 24 H. Conflicts and Termination.................................................. 31 I. Exceptions to the Consultant Services Agreement .............. 31 J. Appendix........................................................................... 31 136 of 322
July 21, 2023
Markisha Guillory, Finance Director
City of Pinole
2131 Pear Street
Pinole, California 94564
Subject: Grant Research, Writing and Management Services Finance Director Guillory and the Evaluation Committee:

Evan Brooks Associates, Inc. (EBA) — a certified disadvantaged, small business enterprise (D/SBE) and a California Corporation located in Los Angeles County — is pleased to present this proposal to secure funding for projects and programs that achieve the City of Pinole’s (City) goals and vision of creating a healthier, more resilient, prosperous, sustainable, and safe future for all community members.

Our experienced team of grant writers, planners, greenhouse gas (GHG) analysts, cost estimators, funding specialists, graphic designers, and cartographers have been successfully securing grants for more than a decade, totaling more than $2.2 billion in funding from sources such as the Active Transportation Program (ATP), Highway Safety Improvement Program (HSIP), Federal Transit Authority (FTA) Transit Oriented Development (TOD), Transit and Intercity Rail Capital Program (TIRCP), Habitat Conservation Fund (HCF), Statewide Park Program (SPP), Urban Forestry, Urban Rivers, and Urban Greening, to name a few.

We start by conducting a comprehensive funding needs analysis, collaborating with City officials to identify high-priority projects, and preparing grant funding forecasts. We use online tools to search for grants that align with City projects. When pursuing an opportunity, we develop detailed cost estimates, prepare compelling grant applications, and collaborate with City staff. We assign a dedicated project manager to oversee operations and manage workload, aligning grants with experienced grant writers. We provide reports on successes and offer ongoing support post grant award.

We are committed to not only meeting the City’s grant securing needs, but to exceeding them. Our project manager, Daniel Bartelson, MPA, MBA, has more than 20 years of experience managing similar bench and on-call contracts. With his leadership, EBA’s team will prepare high-quality, captivating, and data-driven applications that get funded. As Los Angeles County Metropolitan Transportation Authority’s (Metro) former Capital Planning and Programming Manager and EBA’s President, I, Hal Suetsugu, will be available to manage grant awarded funds, assuring compliance with grant conditions, and, when necessary, provide updates and reports on grant activities to funding sources.

This proposal is valid for ninety (90) days following proposal due date. Please feel free to contact me via telephone (626) 799-8011 or via email at [email protected] should you like to schedule an interview. We look forward to hearing back from you!
Best regards,
Mr. Hal Suetsugu, President
Evan Brooks Associates, Inc.

Evan Brooks Associates, Inc.
750 E. Green Street, Suite 301
Pasadena, CA 91101
(626) 799-8011
www.ebaplanning.com
03 137 of 322
PROPOSAL Grant Research, Writing and Management Services | 04 As Southern California’s leading small business enterprise (SBE) for urban planning and funding, EBA is committed to helping reduce the impacts caused by human activities. Established in 2010, EBA has worked with dozens of public agencies throughout California to secure $2,261,727,107 in grant-funded, community-oriented projects.

By providing a range of grant and complementary services (shown in Figure 1), our associates are able to customize solutions to meet the specific needs of each community. Regardless of the application or project, we encourage our clients to engage with community stakeholders and utilize the input received to develop grant applications that reflect community values, priorities, and goals, while identifying potential roadblocks and opportunities to maximize the impact of proposals.

Our track record of success in securing grants has transformed neighborhoods, revitalized public spaces, and improved the quality of life for local residents and businesses, demonstrating our commitment to creating lasting positive change.

CONTACT/LOCATION
Hal Suetsugu, President
Address: 750 E. Green Street,
Suite 301, Pasadena, CA 91101
Phone: (626) 799-8011
Email: [email protected]

SIZE & DESIGNATIONS
Small Business Enterprise (SBE)
Disadvantaged Business
Enterprise (DBE)

SERVING COMMUNITIES
Since October 2010 (CA Corp.)

WEBSITE
www.ebaplanning.com
Figure 1. Services
Outreach
Community Surveys
and Interviews
Stakeholder/
Business
Participation
Advisory
Committees
Public Meetings and
Workshops
Social Media and
Online Engagement
Materials (e.g., flyers,
postcards, and other
communication
tools)
Site Planning and
Access Analysis
Initial Planning
Studies, Feasibility
Studies, Alternatives
Analysis
Mobility Planning
Greenway Planning
and Design
Cost Estimating
Design/Plan Check
Review
City Council
Presentations
Planning
Funding Needs
Analysis and
Advisory
Grant Funding
Research
Grant Application
and Proposal
Development
Cost Estimation
and Budgeting
Grant
Administration
Grants
Acquisition Funds
Management
Programming of
Awarded Grant
Funds
Allocation Requests
Grant Progress
Reporting,
Quarterly
Reporting, and
Auditing
Field Review and
Documentation
Forms

QUALIFICATIONS
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PROPOSAL Grant Research, Writing and Management Services | 05

HISTORY
As a firm, EBA has a wealth of experience
working with cities, counties, and public agencies
throughout Southern California. Between 2010
and 2016, we focused on serving public agencies
located in Los Angeles, Orange, and San Diego
counties, as well as the cities in and throughout
Southern California. This included serving as
the sole grant advisory and writing team for the
Southern California Association of Governments
(SCAG), in which our team trained staff, so
they could learn how to find grants, how to best
position projects, and how to competitively align
projects to State and Federal grant programs.

From 2016 to 2021, EBA expanded its clientele
base from Southern California to Northern
California by working with cities and counties
in Alameda, Contra Costa, Sacramento, San
Joaquin, San Luis Obispo, San Mateo, Yolo,
and Shasta counties, to name a few. In fact,
in 2020-2021, EBA led the Shasta Regional
Transportation Authority’s (SRTA) grant writing
assistance program, in which staff was responsible
for preparing 8 competitive grants for SRTA and
local agencies, including Shasta County, and the
cities of Shasta Lake, Anderson, and Redding,
which resulted in securing $17.5 million.

Today, EBA is part of the grant writing team for
the third largest transportation agency in the
nation, the Los Angeles County Metropolitan
Transportation Authority (Metro), in which our
team has written nearly 50 grant applications,
including State and Federal grants, such as
the Senate Bill 1 (SB1), Active Transportation
Program (ATP), Transit & Intercity Rail Capital
Program (TIRCP), and Rebuilding American
Infrastructure with Sustainability and Equity
(RAISE). Our team has been able to secure
more than $172 million for both LA County
cities and Metro under various programs for
regional projects that will transform LA County’s
transportation network leading up to the 2028
Los Angeles Summer Olympics. Currently, we
are preparing Federal grants and conducting
cost-benefit analyses with Eugene, Oregon and
Bozeman, Montana and helping several coastal
California cities, such as Richmond, Oakland,
Escondido, Vallejo, Redondo Beach, Fort Bragg,
and Pismo Beach.

RFP-RELATED AREAS OF EXPERTISE
Public Safety: Grants for public safety and
security are limited. To maximize success, the
City should consider applying for grants from
the U.S. Department of Justice’s Bureau of Justice
Assistance (BJA). These grants provide funding
for projects that utilize technology, intelligence,
and community engagement to swiftly identify
criminal activities, locate missing persons, and
improve response times. At the foundation
level, the City may want to focus on grants
offered by esteemed organizations such as the
Leary Firefighters Foundation, Brothers Helping
Brothers, or Firefighters Charitable Foundation.

These grants provide fire departments with
training, technology, and equipment to enhance
their capabilities.

Infrastructure Development and Maintenance:

EBA has established itself as a prominent leader in
securing grants for infrastructure enhancements
in municipal facilities. Our recent achievements
include successful collaboration with the City of
Richmond, where we facilitated a $5.3 million
grant application for the CALOES’ Building
Resilient Infrastructure and Communities
(BRIC) program. This grant aimed to retrofit
a 68-year-old wastewater treatment facility.

Additionally, we assisted the City of Covina
in applying for a $5.3 million California State
Library Building Forward grant, supporting the
construction of a new city library.

Our expertise in transportation further
strengthens our track record. Notably, we have
obtained more than $127 million in funding
through the ATP program and an additional $16
million under the Highway Safety Improvement
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PROPOSAL Grant Research, Writing and Management Services | 06 Program (HSIP). These grants enable diverse
projects, including the installation of bicycle
lanes, sidewalks, high visibility crosswalks,
flashing beacons, curb ramps, safety medians,
pedestrian refuges, and traffic islands, among
others.

EBA has consistently demonstrated its
commitment to advancing electric vehicle (EV)
infrastructure across cities. Prior to the enactment
of the Bipartisan Infrastructure Law (BIL) in
2021, we successfully secured approximately
$3.5 million for EV charger installations and
transportation electrification initiatives through
local and regional programs. Since then, our
team has actively prepared applications for new
grant programs established by the BIL. These
include the U.S. Department of Transportation’s
Reconnecting Communities Pilot Program,
through which we applied for funding to create
a pedestrian bridge. Additionally, we pursued
grants under the Safe Streets and Roads for
All (SS4A) program, supporting multiple
transportation projects. Our collective efforts
have resulted in over $15 million secured under
these newly established BIL grants.

Parks and Recreation: Via programs, such as
Urban Greening, Urban Rivers, Sustainable
Communities, the Habitat Conservation
Fund, and the Statewide Parks Program (SPP),
EBA has successfully secured more than $20
million to fund a wide range of recreation and
beautification projects. These projects have
included the development of trailheads, the
construction or renovation of parks, as well as
tree planting along major streets. In the first
cycle of Clean California, EBA procured two
grants, one of which was worth $2.5 million
and will go towards the City of Santa Maria’s
Battles Road Green Corridor Rehabilitation and
Beautification project. This project will provide
features like lighting, a walking path, recreation
features, local artwork, and drought-tolerant
landscaping along a stretch of 1.1 miles of road.

EBA also obtained $2 million for the cities of
Downey and South Gate to renovate existing
parks via a local Measure A grant program and
$534,800 for recreational programs and events
in the cities of San Fernando, Paramount, and
Bellflower.

Climate resilience: Agencies, such as the Ocean
Protection Council, California Department of
Conservation, and California Strategic Growth
Council, among others, offer grants for projects
that demonstrate potential for mitigating the
effects of climate change. Most recently, EBA
helped the City of Desert Hot Springs prepare
a request for funding consideration under
the USDA’s Natural Resources Conservation
Service for the development of a preliminary
investigation feasibility report to combat future
flood events impacting City infrastructure. EBA
has also secured $878,633 via CALFIRE. In
2021, EBA helped the Midpeninsula Regional
Open Space District’s prepare and secure a $1.5
million dollar California Wildlife Conservation
Board grant for a new Wildland Fire Resiliency
Program along the Los Gatos Creek Watershed.

PROPOSAL Grant Research, Writing and Management Services | 06 140 of 322
PROPOSAL Grant Research, Writing and Management Services | 07

SAN DIEGO COUNTY

ORANGE COUNTY

LOS ANGELES COUNTY

RIVERSIDE COUNTY

COCONINO COUNTY

SAN LUIS OBISPO COUNTY

SAN BERNARDINO COUNTY

SHASTA COUNTY

ALAMEDA COUNTY

CONTRA COSTA COUNTY

SOLANO COUNTY

SANTA CLARA COUNTY

LANE COUNTY

SAN MATEO COUNTY

SAN JOAQUIN COUNTY

IMPERIAL COUNTY

SANTA BARBARA COUNTY

YOLO COUNTY

NEVADA COUNTY

GALLATIN COUNTY

VENTURA COUNTY

KERN COUNTY

MENDOCINO COUNTY

DOUGLAS COUNTY

SACRAMENTO COUNTY
OR
CA
NV
MT
AZ

SAN DIEGO COUNTY

ORANGE COUNTY

LOS ANGELES COUNTY

RIVERSIDE COUNTY

COCONINO COUNTY

SAN LUIS OBISPO COUNTY

SAN BERNARDINO COUNTY

SHASTA COUNTY

ALAMEDA COUNTY

CONTRA COSTA COUNTY

SOLANO COUNTY

SANTA CLARA COUNTY

LANE COUNTY

SAN MATEO COUNTY

SAN JOAQUIN COUNTY

IMPERIAL COUNTY

SANTA BARBARA COUNTY

YOLO COUNTY

NEVADA COUNTY

GALLATIN COUNTY

VENTURA COUNTY

KERN COUNTY

MATANUSKA-SUSITNA BOROUGH

MENDOCINO COUNTY

DOUGLAS COUNTY

SACRAMENTO COUNTY

MONTGOMERY COUNTY
MD

SAN DIEGO COUNTY

ORANGE COUNTY

LOS ANGELES COUNTY

RIVERSIDE COUNTY

COCONINO COUNTY

SAN LUIS OBISPO COUNTY

SAN BERNARDINO COUNTY

SHASTA COUNTY

ALAMEDA COUNTY

CONTRA COSTA COUNTY

SOLANO COUNTY

SANTA CLARA COUNTY

LANE COUNTY

SAN MATEO COUNTY

SAN JOAQUIN COUNTY

IMPERIAL COUNTY

SANTA BARBARA COUNTY

YOLO COUNTY

NEVADA COUNTY

GALLATIN COUNTY

VENTURA COUNTY

KERN COUNTY

MATANUSKA-SUSITNA BOROUGH

MENDOCINO COUNTY

DOUGLAS COUNTY

SACRAMENTO COUNTY

MONTGOMERY COUNTY
AK
EBA has clients
in 27 counties
across 7 states.

Figure 3. Regional Experience
Overall experience: EBA’s track record speaks to
our success in securing over $2 billion (Figure 2)
in grants and our extensive experience working
seamlessly across state borders. We have a
proven ability to navigate the unique challenges
and intricacies of both urban and rural areas
(Figure 3), demonstrating our adaptability and
expertise in planning, preparing, submitting, and
effectively managing grants and projects.

Figure 2. Total Grant Funding Secured by
Funding Agency

FUNDING AGENCY TOTAL SECURED
Air Quality Management District $3,996,980
California Department of
Forestry and Fire Protection
$878,633
California Department of
Housing and Community
Development
$5,921,622
California Department of Parks
and Recreation
$5,732,751
California Department of
Resources Recycling and
Recovery
$1,101,017
California Department of
Transportation
$175,909,507
California Natural Resources
Agency
$3,569,746
California State Library $5,377,020
California State Transportation
Agency
$1,195,550,000
California Transportation
Commission
$703,600,000
Federal Transit Administration $4,865,205
Los Angeles County Regional
Park and Open Space District
$2,000,000
Metropolitan Transportation
Authority
$97,653,268
Metropolitan Transportation
Commission
$151,000
MLB-MLBPA Youth
Development Foundation
$33,310
San Joaquin County of
Governments
$5,063,000
Santa Clara County Parks $322,750
Southern California Association
of Governments
$16,167,500
Strategic Growth Council $1,351,541
Rivers and Mountains
Conservancy
$1,000,000
Riverside County Transportation
Commission
$340,000
Wildlife Conservation Board $5,000,000
US Housing and Urban
Development
$10,822,000
US Department of Transportation $15,320,257
TOTAL SECURED $2,261,727,107
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PROPOSAL Grant Research, Writing and Management Services | 08

BEHIND OUR SUCCESS
Unlike most grant writing firms, our team doesn’t just write grants. We manage city projects and utilize our skillset to increase grant application competitiveness by preparing underlying elements that demonstrate to the funding agency a project’s readiness, regional connectivity, and vision. Elements include:
• Geographic information system (GIS) mapping highlights crucial data and patterns like demographic composition, public health attributes, infrastructure, and land use, among others. • Greenhouse gas (GHG) emissions calculations can ensure proposed improvements are adequate, and provide evidence that the project will be sustainable and reduce environmental impacts. • Conceptual drawings and photosimulations convey a project’s vision and excites evaluators, providing a glimpse into the completed project.
• Plans, specifications and estimates (PS&E) and similar engineering documents demonstrate the technical feasibility and shovel-readiness of a proejct. • Public outreach illustrates the community’s needs and desire on a personal level, providing real public concerns/comments expressed.
• Aerial and ground-level photographs show regional connectivity and demonstrate need. • Graphic design and communication conveys a project’s story in a fashion that is simpler and easier to understand. It can also be used to promote project awareness and obtain input from the community.

Pico RIVERA
Let's GREEN PHOTO SIMULATIONS

CURRENT PROPOSED

REFER TO APPLICATION FOR ACTUAL TREES, SHRUBS, GRANITE, AND DECORATIVE ELEMENTS UNDER CONSIDERATION FOR THE PROJECT Crowther Ave
Melrose St
Center St
Chapman Ave
Bradford Ave
Alta St
Main St
Melrose St
Walnut Ave
Murray St
Santa Barbara St
Santa Fe Ave
Baker St
Backs Ln
Santa Fe Ct
Cameron St
Walnut Ave
Future City of Placentia
Metrolink Station Platform
Pedestrian Bridge
Walnut Ave
Church
Vacant Lot
Multi-Family Residential
Office
Office
Vacant Lot
Vacant Lot
Office
Community Hall
Parking Lot
Vacant Lot
Parking Lot
Vacant Lot
Parking Lot
Small Retail
Retail/Commercial
Restaurant – Drive-thru Window
Auto-Oriented
(Parts Store, Repair, etc.)
Parking Lot
Vacant Lot
Mix Use Two Story
Grocery Store/Office/Retail
Special Event Venue
Special Event Venue
Park/Plaza/Open Space
Auto-Oriented
(Parts Store, Repair, etc.)
Duplex Multifamily Residential
Auto-Oriented
(Parts Store, Repair, etc.)
Single Family Residential
Parking Lot
Public Building
OC Fire Station #35
Single Family Residential
Single Family Residential
Single Family Residential
Retail/Boutique Shop
Single Family Residential
Single Family Residential
Single Family Residential
Single Family Residential
Single Family Residential
Restaurant –Sit Down
Small Retail
Vacant Lot
Park/Plaza/Open Space
Small Retail
Single Family Residential
Duplex Multifamily Residential
Duplex Multifamily Residential
Parking Lot
Restaurant –Sit Down
Mix Use Two Story
Office/Residential
Park/Plaza/Open Space
Parking Lot
Multi-Family Residential
Retail/Clothing
Retail/Clothing
Small Office/Beauty Salon Services
Retail/Office/Beauty Salon Services
Retail/Convenient Store
Parking Lot
Small Office/Retail/Residential
Mix Use
Auto-Oriented
(Parts Store, Repair, etc.)
Office/Contractors Storage
Auto-Oriented
(Parts Store, Repair, etc.)
Mix Use Grocery Store/Food/Residential/Auto Repair
Mix Use Two Story
Retail/Salon/Residential
Mix Use Two Story
Auto Parts Store/Office
Restaurant –Sit Down
Mix Use Two Story
Beauty Salon/Office/Residential
Restaurant –Sit Down
Park/Plaza/Open Space
Retail/Auto-Oriented
(Parts Store, Repair, etc.)
Single Family Residential
Multi-Family Residential
Business Services Laundry
Auto-Oriented
(Parts Store, Repair, etc.)
Restaurant –Sit Down
Single Family Residential
Single Family Residential
Single Family Residential
Single Family Residential
Mix Use
Office/Residential
Mix Use
Office/Residential
Office/Contractors Storage
Duplex Multifamily Residential
Park/Plaza/Open Space
Mix Use Two Story
Office/Residential
Mix Use Two Story
Restaurant Sit Down/Residential
Mix Use Two Story
Restaurant Sit Down/Residential
Auto-Oriented
(Parts Store, Repair, etc.)
Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AEX, Getmapping, Aerogrid, IGN, IGP, swisstopo, and the GIS User Community Existing Land Uses
Auto-Oriented (Parts Store, Repair, etc.)
Business Services Laundry
Church
Community Hall
Duplex Multifamily Residential
Mix Use Grocery Store/Food/Residential/Auto Repair
Mix Use Office/Residential
Mix Use Small Office/Retail/Residential
Mix Use Two Story Auto Parts Store/Office
Mix Use Two Story Beauty Salon/Office/Residential
Mix Use Two Story Grocery Store/Office/Retail
Mix Use Two Story Office/Residential
Mix Use Two Story Restaurant Sit Down/Residential
Mix Use Two Story Retail/Salon/Residential
Multi-Family Residential
Office
Office/Contractors Storage
Park/Plaza/Open Space
Parking Lot
Public Building – OC Fire Station #35
Restaurant – Drive-thru Window
Restaurant –Sit Down
Retail/Auto-Oriented (Parts Store, Repair, etc.)
Retail/Boutique Shop
Retail/Clothing
Retail/Commercial
Retail/Convenient Store
Retail/Office/Beauty Salon Services
Single Family Residential
Small Office/Beauty Salon Services
Small Retail
Special Event Venue
Vacant Lot
Metrolink 91 Line Rail
Old Town Plan Boundary
Map 4 – Existing Land Uses
0 100 200 400 Feet
Photos of Area
Grand Terrace, CA
Future Site of
Pocket Park/Rest Area
La Cadena Drive
(Future Class II Bike Facilities) Santa Ana River Trail Future Site of Trail
Project Area (looking Southwest). Shown above are several sites along the project area. Beginning on the right, the Santa Ana River Trail will connect with the project, bringing bicyclists and other users along La Cadena Drive (future Class II)through Barton Road (future Class III) to a pocket park and rest area, which will be used by residents and regional users alike. The park will connect with a trail, which will replace the old, defunct railway. Trees, the pocket park, and installation of bicycle lanes will reduce commute vehicle miles and effectively reduce GHG.

Barton Road
(Future Class III Bike Facilities)

CONCEPTUAL DRAWINGS AND

PHOTO SIMULATIONS

AERIAL PHOTOGRAPHY

PUBLIC OUTREACH

GIS MAPPING

GRAPHIC DESIGN/

COMMUNICATION

GREENHOUSE GAS (GHG)

EMISSIONS CALCULATIONS
142 of 322
PROPOSAL Grant Research, Writing and Management Services | 09 100%. These members are
responsible for meeting with
the city, assessing City needs,
and assigning and overseeing
EBA staff to complete
city-requested services and
deliverables.

KEY PERSONNEL
To successfully deliver services, a fully integrated team of 19 staff have been assembled for this effort (Figure 4). The following organizational chart provides an outline of the management structure and staff allocation for the key task areas. The organizational chart lists the Project Manager, QA/QC lead, and proposed support staff members. Team personnel who will actually be assigned to perform substantial amounts of the work on this project are denoted with a key symbol by their name ().

All EBA members will work from our main Pasadena office or remotely from their nearby home addresses throughout Los Angeles and Orange County, with the exception of northern California residents, including Lindsey Kiner, Doug Kim, and John Gahbauer.

No anticipated subcontractors are expected to be utilized, although EBA will inform the City when/if it may be beneficial to include a subject matter or field expert from our contacts.

Quality Assurance and Control/Funds Manager
 Hal Suetsugu, MA
Grant Writers/Researchers
 Jane Lee, MPH, MURP  Jenna Tourjé, AICP, IAP
 Lindsey R. Kiner, AICP  Kevin Nord, MA
Eleanor Leshnor, MS Cait Ghoshal, MPP
John Gahbauer, MPP, MBA Douglas Kim, AICP
Monica Villalobos, Ph.D.

Funding Specialists/BCA
Analysts
 Mengci Yang
Gloria Sandoval
Terry Matsumoto
GIS
Jorge Zarza
Jeff Joseph
Urban Designer
Larry Onaga
Principal-in-Charge/Project Manager
 Daniel Bartelson, MBA, MPA

MANAGEMENT GRANT WRITERS SUPPORT
City of Pinole
75%. These team members
are assigned grants by the
project manager based on
area of expertise and previous
success within the grant
program. Grant writers will
lead the preparation and
submission of grants.

Est. Time Spent on
Contract & Role/Duties
50%-0%. Support staff
are involved as-needed to
prepare supplemental grant
application materials and
support other functions, such
as funds management and
quarterly reporting.

Figure 4. Organization Chart
Admin
Melissa Sandoval
143 of 322
PROPOSAL Grant Research, Writing and Management Services | 10

PROJECT DIRECTOR QUALIFICATIONS
Being EBA’s founder, Hal Suetsugu (EBA) has more than 30 years’ experience grant writing for transit, active transportation, and urban planning projects. Hal has coordinated the development of multijurisdictional, multi-purpose projects between municipal agencies and the community, all on schedule and within budget. Hal has worked with more than 23 cities in preparing and securing grant applications worth more than $122 million. He has administered regional, State, and Federal grant awarded funds, managed transportation planning projects, and sustained interagency coordination with several agencies (i.e., Caltrans, CTC, CNRA, FHWA, FTA, and SCAG).

Having served as Metro’s former State/Federal Funding Program Coordinator, Board of Directors Transportation Deputy, and Transportation 85%
Hal’s approximate
success rate obtaining
grants
Planning Manager, Hal has first-hand knowledge of programming funds, funding opportunities, and eligibility strategies relative to grant acquisitions and funds management. He will provide oversight of all grant applications, assist the City in managing grant funds, and provide as-needed assistance/advice relative to programming of funds.

PROJECT MANAGER QUALIFICATIONS
Daniel Bartelson, MPA, MBA will serve as the Project Manager. Daniel has 20 years of experience leading complex, multijurisdictional grant projects that require inclusionary buy-in from multiple stakeholders. He has extensive experience with managing similar bench and on-call contracts across the State, including San Diego Association of Governments (SANDAG), Shasta Regional Transportation Agency (SRTA), Midpeninsula Regional Open Space District (Midpen) and the cities of Manhattan Beach, Pismo Beach, La Verne, West Sacramento, Oakland, Stockton, and Paramount, to name a few. As manager of these contracts, Daniel has been responsible for contract management, change management, QA/QC, resource allocation, conflict resolution, scoping, budgeting, scheduling, risk analysis, and negotiations. Daniel’s public-sector career spans more than a decade and includes serving the cities of West Hollywood, Lawndale, and Signal Hill. His relevant experience includes, but is not limited to:
USDOT’s Safe Streets and Roads for All (SS4A) - Has secured more than $15 million for clients via this new grant program created under the Bipartisan Infrastructure Law (BIL) of 2021 California Department of Parks and Recreation, Statewide Parks Program - Out of 472 applications statewide, secured 1 of 62 awarded grants for the City of Monrovia, CA California Natural Resources Agency’s Urban Rivers Grant Program - Secured $1.8 million for the City of Pico Rivera, CA
California Department of Transportation’s SSARP and LRSP Program - Secured $913,300 for multiple cities
California Transportation Commission’s Local Partnership Program, Trade Corridor Enhancement Program, and Solutions for Congested Corridors - Secured more than $700 million Los Angeles County Regional Parks and Open Space District’s Measure A Grant Program - Secured $1 million for the City of South Gate, CA
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PROPOSAL Grant Research, Writing and Management Services | 11

OTHER PERSONNEL
The following pages contain brief biographies of
EBA staff/personnel. Resumes for specific key
staff the City is likely to work with are included in
the Appendix. Though some resumes highlight
grants secured, most grants are a group effort.

Therefore, please refer to the funded grants list
for all grants and amounts obtained for clients.

JANE LEE, MURP. MPH
Planning Associate
Jane is a professional planner and grant writer.

With a Masters in Public Health and Masters in
Urban and Regional Planning from UCLA, she
has more than 5 years of professional experience
in several interrelated fields, including community health, public policy, land use planning, and urban development. Through a creative
yet grounded approach to grant writing, she has
helped solve community challenges for cities and
public agencies. Her passion for equity in the
built environment, mobility, and health has also
allowed her to participate and lend her voice in
planning and outreach projects. Jane’s experience
and work in urban and rural areas throughout
California and beyond have provided her with
a comprehensive understanding of community
challenges and opportunities. In her free time,
Jane enjoys traveling abroad, trying new cuisines,
and long-distance running.

JENNA TOURJÉ, AICP, IAP2
Senior Planning Associate
Jenna Tourjé is a planner, strategist, and
community builder with more than 10 years
of experience in active transportation, healthy
communities, and community engagement. She
is passionate about partnering with communities
on the path to creating healthy, whole and
equitable places, where people love where they
live and have a voice and a stake in the future.

Through her career, Jenna has experience
working with elected officials, staff, and residents
in multiple cities and counties in Southern
California. She has led projects related to health,
active transportation, transportation planning,
community planning, flood-risk & resiliency,
and parks and open space. Her clients include
cities, regional and federal agencies, and nonprofit collaborations.

CAIT GHOSHAL, MPP
Senior Planning Associate
Cait Ghoshal has provided services ranging
from federal and state grant writing, to business
process improvement and change management,
to infrastructure feasibility and risk analysis.

Cait has played an advisory role on more than
25 infrastructure projects in the United States.

In addition to her work on alternative delivery
projects, Cait is an experienced grant writer. Cait
has written federal grants since 2016, including
grants for discretionary programs such as Better
Utilizing Investments to Leverage Development
(BUILD) and Infrastructure for Rebuilding
America (INFRA). Cait has also worked as a
grant writer in the nonprofit sector, managing
initiatives funded by the Ford Foundation,
Oram Fund for the Environment & Urban Life,
and Surdna Foundation, for six years prior to
returning to graduate school.

LINDSEY R. KINER, AICP
Senior Planning Associate
Lindsey Kiner is an urban planner with ten years
of experience working on transportation and
land use projects in both Northern and Southern
California. She is passionate about developing
sustainable and practical approaches to improving
regional mobility and the viability of alternative
modes of travel. Lindsey is experienced with
preparing CEQA/NEPA documents including
initial studies and environmental impact reports
for residential, commercial, mixed-use, as well
as large transportation projects and plans.

Throughout her career, she has served as project
manager and deputy project manager on a variety
of integrated land use and transportation studies,
including the Caltrain Peninsula Corridor
Electrification Project EIS/EIR and the LA
Metro Airport Metro Connector Project. While
at SamTrans, she also managed a number of
145 of 322
PROPOSAL Grant Research, Writing and Management Services | 12 strategic mobility projects as well as the agency’s
short-range transit planning process. Lindsey
earned her Master’s in Urban Planning at the
University of California, Los Angeles, and is also
a graduate of the Coro Fellows Program in Public
Affairs in San Francisco.

ELEANOR LESHNER, MS
Senior Planning Associate
Eleanor Leshner has dedicated the past 10 years of
her career to making communities more walkable,
bikeable and transit-friendly in an era of new and
emerging mobility. Her career includes managing
diverse active transportation and safety related
projects such as planning and implementing
complete street and transit access improvement
projects and helping local agencies develop
Vision Zero policy frameworks. She continues
to be on the cutting edge of exploring how
new mobility impacts transportation networks
through research exploring autonomous vehicle
(AV) safety and rideshare’s effect metropolitan
travel patterns. Eleanor completed her dual
Masters of City Planning and Transportation
Engineering at University of California, Berkeley
and her BA in Environmental Economics from
Middlebury College. In her free time, Eleanor
enjoys spending time outdoors and pitching in
on her family’s organic farm in Sonoma County.

JOHN GAHBAUER, MPA, MBA
Senior Planning Associate
John Gahbauer is a planner and author with
experience in planning, outreach, policy analysis,
and grant writing. He recently worked as grant
writer on two active transportation projects in LA
County (Artesia and Burbank). Previously, John
worked as a Lead Planner at Parsons Brinckerhoff
(now WSP), an architecture and engineering
firm, where he worked on multiple high-profile
transit projects and, as deputy project manager,
coordinated the writing of the two-year, $2.9
million Metro Gold Line Foothill Extension
Azusa-Montclair Environmental Impact Report
(EIR). He also contributed to the Metro Airport
Metro Connector project and the Metro LA
County Bus Rapid Transit study, among others.

John also worked as an intern on the groundbreaking SFpark project at the San Francisco Municipal Transportation Agency (“Muni”)
and as a policy and programming intern at the
San Francisco County Transportation Authority
(SFCTA), where he assisted with bid solicitation
on an $11 million grant program for low-income
mobility needs. John holds an MPP from the
UCLA Luskin School of Public Affairs and an
MBA from the UCLA Anderson School of
Management.

KAREN WARNER
Senior Associate
Karen Warner has more than 25 years of
experience in providing housing policy services
to municipal clients. She worked as a planner
in both the public and private sectors. Private
sector experience over the past 25 years included
serving as Director of Housing Programs for
Cotton/Bridges/Associates, and as General Plan
project manager for Envicom Corporation.

Public sector experience included current
planning work for the City of Paramount and
County of Santa Barbara. As a research assistant
for HUD in Washington D.C., she produced
a guidebook for local jurisdictions to facilitate
mixed-use development. Karen supports housing
applications and has prepared a wide range
of housing services, including Housing Plan
Preparation (Housing Elements Consolidated
Plans, Fair Housing Assessments (AI)); Special
Housing Studies (Inclusionary Zoning Studies,
Density Bonus Ordinances, Zoning Ordinance
Implementation); and public outreach activities.

DOUGLAS KIM, AICP
Senior Associate
In his more than 30 years’ experience as a
transportation and environmental planner for
regional transportation agencies, Douglas Kim
has performed dozens of focused greenhouse gas
emission (GHG), air quality, climate change, noise,
vibration, and traffic and circulation analyses,
and studies for projects and grant applications.
146 of 322
PROPOSAL Grant Research, Writing and Management Services | 13 Prior to focusing on his environmental work,
Douglas served as the Director of Countywide
Planning for the Metro for 10 years. In that
role he oversaw all long-range transit and multimodal transportation, land use, sustainability, and environmental planning efforts, as well as
managing Metro’s $2 million dollar operating
budget. Douglas has worked for other large
transportation agencies and organizations as
well, including the South Coast Air Quality
Management District (AQMD), Monterey Bay
Unified Air Pollution Control District, and the
San Mateo County Transit District. He also
worked as a transportation planner with the City
of Santa Monica.

JORGE ZARZA
Planning Associate
Jorge Zarza has 15 years’ experience as a regional
and city planner, specializing in land use
planning, urban design, smart growth, bicycle
and pedestrian design, and preparing geographic
information systems (GIS) maps. Jorge served as
a planner for the Southern California Association
of Governments (SCAG). In this position,
he integrated health concerns and the built
environment to collaborate with multiple cities
in Los Angeles County, to ensure they understood
the benefits of long term planning that addresses
economic and developmental challenges affecting
public health and the built environment. In
addition to his planning expertise, Jorge is an
expert in Geographic Information Systems (GIS)
mapping and cartographically preparing map
layouts for grant applications, studies and other
applications using ArcGIS and Adobe Illustrator.

He has prepared maps in all cycles of ATP, HSIP,
and for several federal grants.

KEVIN NORD, MA
Planning Associate
Kevin brings 6 years of professional experience in
several interrelated fields, including public policy,
transportation and land use planning, geographic
information systems, urban development,
and sustainability. He has participated in
both qualitative and quantitative research
projects, including studies on transit-oriented
development impacts, land-use regulations,
and environmental modeling. He blends his
wide variety of interests — accessibility, biking,
design, environmentalism, housing, mobility,
social justice, spatial analysis, and sustainability
— through a creative approach to planning.

Kevin’s research experience and work throughout
Los Angeles County have provided him a broad
perspective and understanding of transportation
challenges and opportunities.

MENGCI YANG, MPP
Planning Associate
Mengci Yang blends her 6 years of professional
experience in economics, modeling, research,
and cost-benefit analysis to assist public agencies
maintain and manage federal, state, and local
grant funding compliance. Having obtained
her Master of Public Policy with an emphasis in
public financial management from the University
of Southern California (USC), Mengci oversees
the direction and coordination of authorizations
to proceed, quarterly reporting, invoicing, audit
preparation, closeout, and reporting requirements
for awarded client grants. Her experience
working with funding agencies coupled with
supervising civil engineers on designs and
specifications provides her a unique perspective
when performing rough-order-of-magnitude
estimates at the schematic design level for safety
and sustainable facilities because she understands
that cost estimation at the grant stage of a project
is subject to a number of variables.
147 of 322
PROPOSAL Grant Research, Writing and Management Services | 14 The City of Pinole, like many other communities
in California, confronts several significant
issues. One of the key challenges is inadequate
infrastructure, particularly related to aging
roads, bridges, and public facilities. The City’s
infrastructure is in dire need of repairs and
upgrades to ensure the safety and convenience of
its residents. Additionally, Pinole struggles with
affordable housing shortages, which can lead to
increased homelessness and housing insecurity.

The rising cost of living and limited availability
of affordable housing options put a strain on
vulnerable populations within
the community.

Through this contract, the City
has a profound opportunity
to resolve the issues it faces
and enhance the quality
of life for its residents and
visitors. The City recognizes
that a robust grant-making
environment exists, which can
augment and stretch its limited
resources. Moreover, the recent
passage of the Bipartisan
Infrastructure Law (BIL) of
2021, combined with Governor Gavin Newsom’s
Clean California initiative, has opened up more
funding opportunities at the Federal and State
levels than ever before. The City can benefit
from historical legislation like SB 1 (Road Repair
and Accountability Act of 2017) and Proposition
68 (California Drought, Water, Parks, Climate,
Coastal Protection, and Outdoor Access for
All Act of 2018), as well as programs such as
Caltrans’ Active Transportation Program (ATP)
and Highway Safety Improvement Program
(HSIP), which continue to be vital sources of
support for furthering the City’s objectives.

By increasing available City funding to pay for
community-supported projects and programs,
community members will be able to enjoy
things they want, like increased mobility via
better designed streets that benefit all users
(e.g., motorists, pedestrians, bicyclists, and
transit-users); upgraded parks and community
connections; and sustainable development
that protects the City’s environment for future
generations to come. The City has a profound
opportunity to meet its goals and objectives to its
constituents by selecting consultants that are not
only committed to help secure and manage grant
funding, but that also have the demonstrated
experience to make the City’s
projects and programs a reality.

Evan Brooks Associates, Inc.
(EBA) is a full-service strategic
planning firm, located in
Los Angeles County, offering
project management, grant
writing, multimodal studies,
community outreach, and
environmental compliance
services for public agencies to
assist in achieving their desired
capital program, operations
efficiency, and project
development goals.

EBA recognizes that each project is different
and each community is unique; our innovative
approach combines customized expertise with
creative thinking to create the best possible
solutions for each challenge. By infusing grant
applications with context-sensitive planning,
outreach, visually-engaging concept designs, and
subject matter experts, we have secured $2.2
billion in private, foundation, local, state, and
federal grant funding for 75 cities and regional
planning agencies throughout the Western
United States. While the complexity, locations
or communities may vary, our mission to

METHOD FOR EXECUTING SCOPE OF WORK
Fundamentally, this
contract is about
improving the quality of
life for residents, visitors,
and community members
by securing funding to
further the City of Pinole’s
priorities.
148 of 322
PROPOSAL Grant Research, Writing and Management Services | 15 integrate well-planned projects that infuse and
solve community concerns remains constant.

Since our inception more than twelve years ago
(October 2010), we have learned from previous
experiences (Figure 5) and understand that
this contract can become deadline-driven and
resource-intensive, especially when multiple grant
opportunites are released and due within days.

As such, we will provide all services requested,
including, but not limited to:
Match grants to City endeavors utilizing
grant databases (e.g., Grant Finder, eCivis,
Grants.gov, and CA.gov/grants);
Identify, in collaboration with the City,
which grants to pursue by involving staff in
the decision making process;
Prepare well-written grants by assigning
writers with the appropriate expertise
and with a high success rate for the grant
program;
Bring together appropriate stakeholders and
utilize existing relationships with funding
agency staff and their directives throughout
the grant development process;
Manage grant awarded funds, assuring
compliance with grant conditions, and,
when necessary, provide updates and reports
on grant activities to funding sources;
Seek to understand City goals, finances,
and stakeholder relationships and work to
support and strengthen all of them.

Our 70% funding rate is based on our team’s
methodology. We typically begin with a
comprehensive funding needs analysis, in which
our team meets with City department directors
and elected officials to identify high-priority
Lessons Learned
Be more selective and strategic on what project (and project components) to include in an application.

If the city has multiple project ideas, we can work with you to rank and score all of them based on the evaluation criteria and past funded projects, historically. This exercise will allow you to save resources by only preparing applications with high funding potential, while also enhancing and improving the project’s competitiveness by incorporating elements that tie directly into the funder’s goals and evaluation criteria.

Spend extra time on the narrative, be thoughtful in each and every response, and read it with a fresh pair of eyes. Many grant writing firms recycle or repurpose content. While it may save time, grant reviewers can tell the extent of work applicants commit to an application and this can influence their decision. Our team will not answer each narrative question by simpy entering meaningless content. Rather, we will answer questions thoughtfully and seek to weave a compelling, persuasive, and original story.

Include independent quality assurance/quality control (QA/QC) protocols. Our team includes firm specific independent reviewers that are not currently writing grants for the project who can quickly and effortlessly review applications whenever needed. Our siloed approach will ensure the application is double, even triple checked before submittal.

Test submission portals in advance and submit early.

Maintain an online folder to share and house all information (e.g., Dropbox).

Develop naming conventions for files to ease workflow.

Regularly communicate with funding agencies after an award is made. Though it may not be explicitly stated anywhere, proactively ensuring you are meeting reporting requirements makes a huge impact to the success of obtaining future grants from that agency. If you don’t, you risk being blacklisted! Figure 5. Lessons Learned
149 of 322
PROPOSAL Grant Research, Writing and Management Services | 16 projects, programs, and initiatives that require
funding. Using our collected information from
the meeting, as well as reviewing the City’s
capital improvement plan, we prepare draft grant
funding forecasts (Figure 6) that show upcoming
grants that align with City projects/needs. The
forecast serves as a living document, providing
the City with clarity and an action plan to start
applying for grant opportunities. The forecast is
provided in Microsoft Excel to ensure City staff
can edit and update as needed.

Our team continues to identify funding
opportunities on a monthly basis. With several
new grant programs being created under the
Bipartisan Infrastructure Law (BIL) of 2021, our
team utilizes several online tools to find and track
programs, including, but not limited to:
• Grants.gov is the official website of
Federal grant programs, and it contains
information on more than $500 billion in
grants awarded each year.
• California Grants Portal is a searchable
database of more than 5,000 grants and
loans available for nonprofit organizations
and public agencies across the state.
• Grantwatch.com is a subscription-based
website that features over 500 grant
opportunities worth more than $10 billion
annually for state and local governments,
nonprofits, and community-based
organizations in California
These, and other websites, allow our team to
search by keyword or filter results by funding
source, category, or agency. In this way, we are
able to find grants that align with City projects.

When the City decides to pursue an opportunity,
we outline tasks and provide a timeline, for approval
by the City. This process includes analyzing the
grant to verify the project is competitive (via
reviewing historically-funded project lists) and
Sept Oct Nov Dec Jan Feb Ongoing/Rolling Deadline TBD (NOFA unavailable) City Priority Projects Quote submitted!
Funding for development of a
comprehensive safety action plan
U.S. Department of Transportation:

Safe Streets and Roads for All (SS4A)
Grant Program
Due: September 15, 2022
Grade Separated Railroad Crossing
(reconnecting bridge to northern
neighborhood/city limits) OR
Railroad Crossing Quiet Zone
U.S. Department of Transportation:

Railroad Crossing Elimination Grant
Due: October 4, 2022
Grade Separated Railroad Crossing
(reconnecting bridge to northern
neighborhood/city limits) OR
Railroad Crossing Quiet Zone
U.S. Department of Transportation:

Consolidated Rail Infrastructure &
Safety Improvements (CRISI) Grant
Program
Due: December 1, 2022
Sourdough Intake OR City Parking
Garage w/ roof-top solar array and
battery backup
U.S. Department of Commerce,
Economic Development
Administration (EDA): Public Works
and Economic Adjustment Assistance
Program including CARES Act and
American Rescue Plan Act Funding
Due: Ongoing
Consult with EDA (Aaron Pratt
[email protected]).

Grade Separated Railroad Crossing
(reconnecting bridge to northern
neighborhood/city limits).

U.S. Department of Transportation:

Bridge Formula Program (BFP)
Due: TBD
Montana Department of
Transportation (MDT) will receive
funding.

Solar Arrays with Battery
Storage at City Facilities
—
Net Zero Energy Rebate
Program
—
Electric Vehicle Charging
Stations
—
Scalable Renewable Energy
Source Development (Wind
and Solar)
—
Railroad Crossing Quiet Zone
—
City Parking Garage w/ rooftop solar array and battery backup
—
Grade Separated Railroad
Crossing (reconnecting bridge
to northern neighborhood/city
limits)
—
Transportation / Interstate /
Highway On and Off-ramp
—
Water/Sewer - Sourdough
Intake
Quote submitted!
Tourism and recreation projects,
such as infrastructure upgrades
that enhance visitor experience
and increase expenditures, online
branding of destinations, heritage
preservation, wayfinding, etc.

Montana Department of Commerce:

Tourism Grant Program
Due: September 15, 2022
Up to $4 million to entities
willing to introduce and prepare
justice-involved youth and young
adults for the world of work
through placement into paid work
experiences. The goal is to introduce
and prepare youth for the world of
work, help youth identify career
interests, attain relevant skills, and
gain work experience
U.S. Department of Labor: Growth
Opportunities
Due: October 5, 2022
Up to $2 million to conduct
demonstration projects focused on
advanced smart city or community
technologies and systems in a
variety of communities to improve
transportation efficiency and safety.

U.S. Department of Transportation:

Strengthening Mobility and
Revolutionizing Transportation
(SMART)
Due: December 18, 2022
Funding to revitalize a town hall,
a senior center, a local little league
field, a library, or any space where
friends and neighbors gather.

T-Mobile: Hometown Grants Program
Due: Quarterly (for next 5 years)
Must have “shovel ready”plans.

Population of city/town must be at
or under 50,000.

Solar Arrays with Battery Storage
at City Facilities OR Net Zero
Energy Rebate Program OR
Scalable Renewable Energy Source
Development (Wind and Solar)
U.S. Department of Energy: Energy
Efficiency and Conservation Block
Grant Program
Due: TBD
NOFA expected in 4th quarter of
2022!
Funding for capital projects that
support the purchase, design,
construction, restoration, or
renovation of buildings or sites of
national, historical, architectural,
or cultural significance and facilities
that house humanities collections or
are used for humanities activities.

National Endowment for the
Humanities: Infrastructure and
Capacity Building Challenge Grants
— Capital Projects
Due: September 27, 2022
Grade Separated Railroad Crossing
(reconnecting bridge to northern
neighborhood/city limits)
U.S. Department of Transportation:

Reconnecting Communities Pilot
Program
Due: October 13, 2022
Necessary feasibility studies and
other planning activities must be
completed to apply for capital
construction grant! Will fund
planning activities, if needed.

Electric Vehicle Charging Stations.

U.S. Department of Transportation:

Charging and Fueling Infrastructure
Grants
Due: TBD
NOFA expected in Winter 2022-
2023!
Fall 2022
*Click grant name to view more information.

Grant Funding Forecast/Schedule
City of Bozeman
Last Updated: October 9, 2022 10:08 PM
1 Winter 2022-23
Figure 6. Example of a Grant Funding Forecast
150 of 322
It is challenging to find good grant writers...
sometimes we end up doing most of the
work...or telling them how to do it. Your
firm is great at grant writing and we really
appreciate all your efforts
- Maria Carrillo, Senior Analyst
– City of Pico Rivera
PROPOSAL Grant Research, Writing and Management Services | 17 ensuring the City has the necessary background
documents (e.g., engineering plans, maintenance
plans, staffing plans, etc.) or offering technical
completion of those documents.

By reviewing each requirement of the grant,
each section of the narrative, and identifying
the support materials (e.g., benefit-cost analysis,
maps, photos etc.) required, the City can select
which services are needed and what may be
more cost-effective to prepare in-house using
City staff. Once the City notifies us to proceed,
we prepare compelling grant applications and
support materials that are sound, technical, and
data-driven. City staff works hand-in-hand with
our team to provide the necessary in-house data
to complete and submit each application on
behalf of the City. Upon submission of a grant
application, our team will continue to monitor
previously submitted applications and present
new funding opportunities to the City based on
our in-depth funding needs analysis. To ensure
confidence in our work, we also provide reports
on our successes, lessons learned, and return-oninvestment when requested by City staff and/or City Council
Finally, we will assign one (1) project manager
for the duration of the contract. The assigned
project manager will be the City’s main pointof-contact and have direct responsibility over the day-to-day operations and management of
workloads relative to the scope of work. As each
application and funding agency is unique, our
project manager will align grants the City wishes
to pursue with one of EBA’s grant writers that
has demonstrated success under that (or similar)
program. Our project manager will also develop
a work plan with detailed project controls which
will be utilized to manage grant writing staff and
resources.

With a network of more than 40 grant writers,
planners, greenhouse gas (GHG) analysts, cost
estimators, funding specialists, and geographic
information systems (GIS) analysts, our staff has
and is ready to secure funding for most project
type; however, our demonstrated efforts have
largely helped plan and fund:
Light rail systems, bus rapid transit systems,
and highway expansions;
Transit hubs and supportive infrastructure;
Traffic management systems;
Regional and local bicycle networks;
Pedestrian paths and crossings;
New parks, libraries, and municipal-related
buildings and amenities;
Stormwater reuse and management projects;
Recreational, art, and community
experiences;
Sustainable downtown districts; and
Urban greening and tree planting projects.

They always stay in communication
with us, provide flexibility, and
simplify the complex (and sometimes
challenging) grant applications with
ease.
- Daniel W. Keesey, Public Works
Director (former)
– City of La Verne
151 of 322
PROPOSAL Grant Research, Writing and Management Services | 18

CITY STAFF INVOLVEMENT
With several associates being former municipal
employees, we understand City staff has many
duties and responsibilities outside of grants
acquisition and management. Therefore, City
staff will be largely be responsible for deciding
whether to pursue a grant opportunity that our
team presents to the City (or any grant that
may come across the desks of City staff). Upon
an approved notice to proceed with a grant
application, the City will be emailed a checklist
of items required for that particular grant. The
checklist will itemize documents that the City
will need to collect and supply to our team before
the grant deadline. Examples include:
Signature pages
Support letters
Approved resolutions
To ensure scopes, budgets, and project elements
are to the specifications of the City, City staff will
also be expected to provide written comments on
draft grant applications. Fresh eyes, especially
from the perspective of those who work for
and live in the City, will ensure all needs and
project elements are presented accurately in the
application.

APPLICATION PROCESS
Each grant application has different requirements
and will require varying amounts of effort;
however, our typical scope of grant writing
activities is shown in Figure 7. In general, we
provide full grant writing and management
services (including technical studies, photography,
design, outreach, and post-award compliance
reports). The following provides additional
details and sub-tasks:
1 Review Application, Guidelines, and
Evaluation Criteria
Application requirements, guidelines, and
evaluation criteria will all be reviewed in depth
in order to recognize any differences from the
Project
Development
Data Collection
and
Review
Grant
Preparation
Draft
Review
Finalize
and Submit
Project Management | Quality Assurance and Control
• Timeline/
schedule of
important dates
• Prepare checklist
of items needed
to submit
application
• Identify strategic
partners
• Discuss and
develop project
scope, schedule,
and budget with
City
• Review local
policies and grant
guidelines to
ensure consistency/
compliance
• Collect applicable
data
• Review existing
City plans/policies/
draft plans
• Align plans/
policies with grant
guidelines
• Prepare application
• Prepare funding plan
• Prepare technical
materials (e.g., maps/
conceptual designs/
graphic elements/
photo-simulations/
other grant
requirements)
• Collect digital photos
• Provide City with
draft letters of
support
• Independent
quality assurance
and control
review by separate
EBA staff
• Provide City with
draft application
• City to provide
EBA with one
(1) set of written
comments
• Incorporate City
comments
• Obtain signatures
• Prepare required
number of copies
• Submit
application per
grant program
guidelines
• Email electronic
copy of
completed
application to
City
Figure 7. EBA’s Grant Application Development and Submittal Process 152 of 322
PROPOSAL Grant Research, Writing and Management Services | 19 requirements, guidelines, and criteria used
in previous cycles. A full and comprehensive
understanding of all of these is necessary and
will guide project documentation, as well as
application preparation and submittal. We
will prepare a detailed memo and checklist
outlining all requirements for distribution
amongst all relevant team members to ensure
that expectations are communicated to all parties
involved. The memo/checklist will include any
tasks that we may need assistance with from the
City. Examples include: executed signature
pages, approved resolutions, stakeholder contacts,
and any internal data not readily available to the
general public.
2 Project Area Characteristics
Every single project will include a scan of
the area in which that project proposes to
be implemented. This scan will identify
important area characteristics that will allow
for a clear understanding of current issues and
development of proposed recommendation and
implementation. This task will help our team
maximize the cost-benefit of each project, while
paying close attention to addressing the existing
concerns of that location.

For transportation planning projects, such as
HSIP and ATP projects, identified solutions will
be evaluated and reviewed by our engineering
team to ensure that each recommended action
does not create new problems. The information
obtained through the scans will be used by team
members to support project justifications going
forward, and will be incorporated into project
maps, charts, data graphics, and other project
application materials where reasonably necessary
or useful.
3 Modeling and Analysis
As deemed necessary, our project team may
include subject matter experts (pre-approved
by the City), such as architects, economists, or
information technology experts. Use of subject
matter experts will assist our team in running
forecasting models and analyzing project impacts.

The goal of this process is to provide quantitative
data and baseline measurements for the proposed
project or program. Including experts early in
the grant writing process will yield a more finetune narrative that is backed by sound technical judgment and reasoning.

For projects which require modeling and analysis,
our project team will utilize available databases
and resources, as well as coordinate with local
agencies, such as law enforcement, the City, or
local stakeholders, to ensure that accurate and
complete data is utilized to evaluate conditions.

Current data will assist in determining what
project impacts have in that area.
4 Letters of Support
An important component of grant applications
is proof of sponsorship and community support.

Our team will ensure that all grant applications
include the necessary documentation of support
from City councils, community groups,
neighborhood councils, business improvement
districts, local business owners, pedestrian,
bicycle and SRTS advocacy groups, property
owners, and developers so that the evaluating
body will see that all the necessary support is in
place to implement the proposed projects.
5 Perform Any Necessary Public
Outreach
We typically assume that most or all necessary
public outreach has been performed sufficiently;
however, we are prepared to coordinate costeffective public outreach efforts with the local agency, stakeholders, and advocacy groups before
finalizing project design and submitting the
final grant application. Outreach efforts enable
us to partner with local advocacy groups and
to communicate effectively with community
partners.
153 of 322
PROPOSAL Grant Research, Writing and Management Services | 20 6 Project Area Photos
Project area photos are often a necessary
component of grant applications that illustrate
the need for the project in a very comprehensible
way. Any available photographs from the City
will be collected and considered, but we will
perform comprehensive photography (including
aerial photography) of all project areas to fully
document local conditions. By doing so, our
grant applications will clearly tell the story about
local need for the project and the positive impact
that the proposed project will have in the area.
7 Demonstrate Consistency with
Existing Plans and Policies
This is an important task, and requires review of
existing land use, transportation, sustainability,
public health plans, and policies. Undertaking
such a review allows us to demonstrate that
not only does the project have the support of
community members; it is also supported by
official policy and largely consistent with regional
plans. By doing so, we will demonstrate how the
project will help interested agencies and parties
meet regional goals.
8 Create Maps and Layouts
We will work with our in-house graphic designers
and cartographers to develop maps that illustrate
the extent of each project, surrounding land use,
previous safety concern sites, activity centers,
and any other local features necessary to support
the requirements of a particular application. We
will complete the majority of this information in
ArcGIS so that maps, an easily-accessible format
for presentation of information, can be included
in final applications. We use public databases
and GIS information to show the project’s land
use and relation to disadvantaged communities.

These are important pieces of information to
include as applications for projects serving
disadvantaged communities typically score
higher in the evaluation process, translating into
greater success rates.
9 Provide Supporting Data
Applications will cite and include any necessary
documentation supporting claims of project
benefits, but will do so in a way that makes them
engaging and easily readable, bearing in mind
that applications are typically scored by both
experts and volunteers.
10 Craft a Succinct and Compelling Case
for the Project
A critical component of every application is
a compelling narrative that explains local and
regional need for the proposed project to address
the identified problem. Our team is experienced
in crafting these compelling narratives by using
engaging language and storylines to develop
compelling grant applications.
11 Draft Review Phase
When our team has finished drafting and
revising a draft text, we will upload the text of
the application onto a file sharing service so
that City staff can read and offer comments on
the contents of the application. This allows
City staff to review the draft application earlier
in the process, and without all the additional
components of an actual application. After
receiving and implementing any feedback on the
text of the application, all draft packages will be
prepared to fit the granting agency’s template.
12 Full-Draft Application
Our team of experts will compile the draft
application package, bringing together all
written sections, photos, charts, maps, and other
graphic components into a single document
for City staff review. Our team is prepared to
meet with City staff via teleconference, or inperson, to discuss comments and concerns about full-draft applications. We will formally note
all comments, suggestions, and actions taken
as a result, so that City staff will be able to see
how concerns are being addressed. This will
allow all parties involved to collaborate easily
and effectively in application development,
154 of 322
PROPOSAL Grant Research, Writing and Management Services | 21 and provide a transparent and effective channel
for resolution of conflicting opinions as to
application components. In this way, executive
approval and ultimate timely submission of all
grant applications are made easy.

Typical deliverables may include, but not be
limited to:
Pre-applications/letters of intent
Checklist for grant applications
Existing conditions
Letters of support
Summary of public outreach or outreach
update plan and new public outreach, if
necessary
Benefit-cost analysis
Planning document and policy consistency
Maps
Project concept design drawings
Photographs
Cost estimates
Complete project draft applications
Attendance at review meetings – as needed
Final project applications in electronic and
printed form for the City and granting agency
13 Post-Award Grant/Funds Management
EBA has worked closely with cities to manage
their grant-awarded funds, from preparing
all types of documents (e.g., preliminary
environmental studies, certifications, and request
for authorization for each project phase) to
preparing bid documents, tracking expenditures,
and preparing progress reports to the funding
agency detailing compliance with their eligible
funding use.

With more than 30 years of experience, Hal
Suetsugu — supported by EBA staff certified via
the Local Technical Assistance Program (LTAP) to
assist cities with Caltrans’ forms and post-award
procedures — will ensure the City is meeting
its commitment and reporting requirements to
each granting agency and funding source. EBA
is available to work hand-in-hand with City staff
to ensure projects are moving forward in a timely
manner.

SCHEDULE
Grant writing can take several months to complete, depending on the complexity of the project and the grant proposal requirements. A schedule will be provided for each grant the City wishes to pursue.

After a grant is identified, EBA will ideally have two (2) months to prepare the application. Stages typically include:
Gather information and data: Spend 2-3 weeks gathering information, data, and other materials necessary for the grant proposal, such as budgets, project plans, and organizational information.
Develop a proposal outline: Spend 1-2 weeks creating an outline for the grant proposal, including sections such as project goals, methodology, evaluation, and budget. Write the proposal: Spend 3-6 weeks writing the grant proposal, including drafting and revising.
Finalize the proposal: Spend 1-2 weeks editing, proofreading, and finalizing the proposal, including ensuring that all required attachments and supporting documents are included. Submit the proposal: Submit the proposal before the deadline and follow up with the funder as necessary.
155 of 322
PROPOSAL Grant Research, Writing and Management Services | 22 Figure 8. EBA Hourly Rate Sheet
Many grant writing firms have different specialties, from parks to transportation, housing to public safety. As such, utilizing a bench of multiple consultants oftentimes yields the best outcomes for agencies. At this time EBA proposes a time and materials contract.

Grant Opportunities. Grant opportunities reports, which list all grant opportunities accepting applications, will be provided at no charge to the City for the life of the contract.

Grant Writing. EBA will submit a detailed cost estimate to prepare each grant application the City wishes to pursue. This cost is dependent on several factors, including grant complexity (e.g., benefitcost analysis calculations, number of narrative questions, GIS mapping, etc.) and grant requirements (e.g., engineering plans, concept plans, photos, outreach, etc.). In addition to writing, EBA staff is able to prepare these additional items and will breakdown the cost so the City can decide if some items can be prepared internally. EBA will only work on the application upon an approved notice-to-proceed issued by the city. This will ensure the City is in full control of assignments and budgets.

Research, Meetings, Grants Management, and All Other Services. Targeted grant research, meetings with the city, work performance reports, general strategic counsel/advice, post-award grant management, and all other services will be provided on a time and materials basis. Hourly rates and fees are shown in Figure 8. If the City has a set budget, EBA will work within that budget.

On average, this costs approximately $556 (4hrs) -$1,112 (8hrs) per month. Clients who review our grant opportunities list and email us the grants they are interested in pursuing and associated City project information (e.g., scope of City project, concept plans, total funding needed, etc.) require less EBA staff time, as compared to clients who prefer to hold meetings to review grant opportunities against City projects with our staff to determine a “go” or “no go” decision.

EBA also invoices its clients for the full cost of out-of-pocket expenses directly related to project assignments under contract. If required, EBA will provide quote for expenses (e.g., travel, printing, etc.).

PERSONNEL HOURLY RATES
President $298
Project Manager $275
Grants Manager/Senior Associate $238
Grant Writer/Associate $178
Research/Funds Analyst $143
GIS Mapping/Cartographer/Graphics $130
Administrative Support $113

FEE PROPOSAL
156 of 322
PROPOSAL Grant Research, Writing and Management Services | 23

SUCCESSFUL GRANT APPLICATIONS
EBA has a strong record of obtaining high-yielding grants for our clients, with an average grant award amount of $1.2 million per application. Per RFP, below are five funded grants, along with required information (Figure 9). Hours are estimates as we bill based on a flat fee that we work with and agree to with our clients. Our entire team contributed their expertise and dedication to the success of these grants, with Daniel Bartelson serving as the lead on the preparation of each grant application.

FUNDING AGENCY/

GRANT PROGRAM

PROJECT DESCRIPTION/

YEAR AWARDED
GRANT
AWARD
AMOUNT
CLIENT

RECEIVING
AWARD
EBA’S ROLE
EST.

HOURS
BILLED
Funding Agency:

CA-Parks and
Recreation
Grant Program:

Statewide Park
Program
Project Description:

Construction of New
Recreation Village Park
Phase 1 (2021)
$5,000,000 City of Covina
Grant Writing,
Photography,
Outreach, and
GIS Mapping
68 Funding Agency:

Wildlife Conservation
Board
Grant Program:

Restoration Funding
Project Description:

Wildlife and Regional Trail
Crossing (2020)
$5,000,000
Midpeninsula
Regional Open
Space District
Grant Writing
and GIS
Mapping
74 Funding Agency:

Caltrans
Grant Program:

Clean California Grant
Program
Project Description:

Battles Road Green
Corridor Rehabilitation
and Beautification Project
(2022)
$2,509,133 City of Santa
Maria
Grant Writing,
Planning,
Photography,
and Concept
Designs
92 Funding Agency:

Caltrans
Grant Program:

Active Transportation
Program
Project Description:

Turtle Bay to Downtown
Gap Completion Project
(2022)
$2,665,000 City of
Redding
Grant Writing
and GIS
Mapping
55 Funding Agency:

USDOT
Grant Program:

Safe Streets and
Roads for All (SS4A)
Project Description:

Development of the
Los Angeles Metro
Comprehensive Safety
Action Plan (2023)
$6,320,257 Los Angeles
County
Grant Writing
Graphic
Design, and
GIS Mapping
43 Figure 9. Grant Awards secured for Public Agency Clients 157 of 322
PROPOSAL Grant Research, Writing and Management Services | 24 “You guys are awesome!
Thanks for leading our
projects and helping move
them forward.”
- Chris Marcarello, City
Manager (City of Covina)
Grant Writing and On-Call Research
 2018-Current, on schedule and within budget
 City of Covina (125 E College St, Covina, CA 91723)
EBA has secured a total of $18.6 million in grant funding for this largely non-disadvantaged city for projects, such as:
• California State Parks’ Prop 68 Statewide Park Program to renovate a former fruit packing warehouse into a new indoor recreation and sports complex, complete with outdoor components, such as a new pocket garden park, rock climbind area, and historical/cultural artwork ($4.8 million)
• California State Library’s Building Forward Grant for the renovation of a fruitpacking warehouse into a new library ($5 million)
• Rivers and Mountains Conservancy’s Prop 68 Grant for the construction of a new dog park ($1 million)
• Caltrans’ Sustainable Communities Grant for a citywide active streets and multimodal connectivity plan that aims to identify corridors to connect the Downtown area with the regional Metrolink ($319,151)
• SCAG’s Sustainable Communities Grant to establish
an Enhanced Infrastructure Financing District (EIFD)
($100,000).

EBA provides the City with monthly grant opportunities listings and frequently meets with city staff to identify which opportunities are worth pursuing.

PROJECT

HIGHLIGHTS
» Grant Research
» Grant Writing and Exhibits
» Cost Benefit Analysis
» Cost Estimates
» Project Management
» Community Outreach
» Contact: Brian Lee, Community
Development Director, Email:

[email protected] Phone:
(626) 384-5460

STAFFING
Hal Suetsugu (Grant Writer)
William Imperial (Grants Research)

REFERENCES
158 of 322
PROPOSAL Grant Research, Writing and Management Services | 25 On-Call Grant Writing
 2018-Current, on time and on schedule  City of Richmond (450 Civic Center Plaza, Richmond, CA 94804)
The City of Richmond is located 16 miles northeast of San Francisco on the western shore of Contra Costa County. Richmond is best known for its unique history and role in the World War II home front effort. Today, the City is an important oil refining, industrial, commercial, transportation, shipping and government center.

Under EBA’s existing on-call contract, EBA provides grant funding opportunities on a monthly basis and was recently responsible for preparing the California State Parks’ Shoreline Erosion Control Grant for the construction of rock revetment at Point Molate Beach Park. Tasks involved visiting the site to document existing conditions and capture photos, analyzing previous community outreach efforts, and working with a technical consultant to prepare a solution to the coastal erosion. The $500,000 project is vital to save and protect the beach park for future generations.

The application required a strong community-focused story, documentation of historical significance, and safety benefits of the project for visitors to the park.

EBA is currently preparing an application for CALOES’ Building Resilient Infrastructure and Communities (BRIC) totaling $5.3 million to offset the cost of retrofitting a 68-year-old wastewater treatment facility which has been previously identified as a critical operational facility.

PROJECT

HIGHLIGHTS
» Grant Research
» Grant Writing and Exhibits
» Cost Benefit Analysis
» Cost Estimates
» Contact: Yader Bermudez,
Engineering and Capital
Improvements Projects Director;
Email: Yader_Bermudez@
ci.richmond.ca.us; Phone: (510)
774-6300

STAFFING
Daniel Bartelson (Project Manager/
Grant Writer)
Writers (Kevin Nord, Jenna Tourje,
Lindsey Kiner, John Gahbauer)
Mengci Yang (Benefit-Cost Analyst)
“Great job. I got you on my
speed dial!”
- Yader A. Bermudez,
Engineering and Capital
Improvements
Projects Director, former
(City of Richmond, CA)
PROPOSAL Grant Research, Writing and Management Services | 25 159 of 322
PROPOSAL Grant Research, Writing and Management Services | 26 On-Call Planning and Grant Writing
 2018-Current, on schedule and within budget
 City of Burbank (275 E Olive Ave, Burbank, CA 91502)
EBA has secured a total of $840,000 in grant funding for this largely non-disadvantaged City via:
• Metro’s Transit-Oriented District (TOD) Planning Grant Program for the Downtown Metrolink Station TOD Specific Plan ($410,000)
• SCAG’s Sustainable Communities Grant Program for a
Media District Specific Plan Update ($430,000)
In addition, EBA staff assists the Department with any and all duties regarding ADU property owner applicant submittals, including, but not limited to plan checking (including reviewing plans for ADUs and ensuring compliance with State and local laws, policies and guidelines); and monitoring the progress and status of permitting reviews, re-submittals and approvals.

PROJECT

HIGHLIGHTS
» Grant Research
» Grant Writing and Exhibits
» Planning
» Contact: Fred Ramirez,
Assistant Community
Development Director, Email:

[email protected]
Phone: (818) 238-5250

STAFFING
Hal Suetsugu/Daniel Bartelson
(Grant Writer)
Grant Writing and Research
 2019-Current, on schedule and within budget
 City of Desert Hot Springs (11999 Palm Drive Desert Hot Springs, CA 92240)
EBA has secured a total of $21.4 million in grant funding for the City via Caltrans’ ATP grant program for road, bicycle, and pedestrian improvements throughout the City, RCTC’s TDA Article 3 (SB 831) Grant Program for Wardman Park/8th Street sidewalk and ADA improvement project, and SCAG’s Smart
Cities for a future mobility and parking management plan. EBA is developing grants funded under the Bipartisan Infrastructure Law, such as the USDA/NRCS’s Watershed and Flood Prevention Program for construction assistance to elevate low water crossings over two washes: Mission Creek and Morongo Wash. Watershed protection is needed to increase erosion and sediment control necessary to safeguard water quality.

PROJECT

HIGHLIGHTS
» Grant Research
» Grant Writing and Exhibits
» Contact: Jilleen Ferris, Email:
[email protected] Phone:
(818) 238-5250

STAFFING
Daniel Bartelson (Project Manager)
Lindsey Kiner (Grant Writer)
Jorge Zarza (GIS Cartographer)
PROPOSAL Grant Research, Writing and Management Services | 26 160 of 322
PROPOSAL Grant Research, Writing and Management Services | 27 Grant Application Writing and Outreach
 2019 - Current  City of Monrovia (415 S Ivy Ave,
Monrovia, CA 91016)
EBA has secured $1,734,931 for this non-disadvantaged City via three grant applications. The first was the California State Parks’ Statewide Park Program (SPP) grant, which was awarded $675,000 for renovations and expansion to Lucinda Garcia Park.

To fulfill the grant application requirements, EBA managed and facilitated five community outreach meetings, including park workshops for the community at-large, ice cream socials for local schools, and smaller focus groups with residents adjacent to the park. To gain further input from the public, EBA created a large table long image using drone images, on which people could provide direct input regarding existing park amenities. This wellresearched, community-supported application was instrumental in the grant’s success. The second and third grant applications were via the U.S. Federal Transit Administration’s (FTA) 5310 Grant, which resulted in an award of $600,000 for an expansion of senior and disability transit services, and $459,931 for the City’s GoMonrovia: Phase II Expansion of Service Project, which has replaced transit with rideshare services, like Lyft and Uber, so residents can get free, on-demand service via their smartphones.

PROJECT

HIGHLIGHTS
» Grant Research
» Grant Writing and Exhibits
» Cost Benefit Analysis
» Cost Estimates
» Community Outreach
» Contact: Tina Cherry, Director
of Community Services;
[email protected]
Phone: (626) 256-8226

STAFFING
Daniel Bartelson (Project
Manager/Writer)
“EBA is attentive, responsive, and
is always willing to write grant
applications on short notice. They
are our “go-to” firm when it comes
to meeting short deadlines for
grants.”
- Cesar Roldan, Senior Management
Analyst, City of El Monte, CA
“Thank you for your very hard work and
expertise composing the grant responses
and materials, obtaining the pictures,
maps and all the necessary background
information as well as putting the grant
applications together and pushing us to
ensure they were submitted on time.”
- Lillian Burkenheim Silver, Director of
Planning and Economic Development,
Eco-Rapid Transit
PROPOSAL Grant Research, Writing and Management Services | 27 161 of 322
PROPOSAL Grant Research, Writing and Management Services | 28 Grant Writing and Technical Study Assistance
 2018 - Current, on schedule and within budget
 City of Stockton (425 N El Dorado St, Stockton, CA 95202) EBA has secured $13.5 million in grant funding for the City’s priority projects through several grant writing contracts. The first contract was for the preparation of a Caltrans’ Active Transportation Program (ATP) Cycle 4 grant application for the Safe Routes to School Safety and Connectivity Improvement Project. This project entailed the implementation of recommendations from the City’s SRTS Plan, including bike lanes, missing sidewalk segments, high visibility crosswalks, flashing beacons, curb ramps, safety medians, pedestrian refuges, and traffic islands. Our firm scored a 93/100 on this application, making it one of two projects in San Joaquin County to receive State funding. Additionally, EBA has helped the City secure Highway Safety Improvement Program (HSIP), Congestion Mitigation and Air Quality Improvement (CMAQ), and Transformative Climate Communities (TCC) grants.

The high level of care that you placed in projects research, regular communications and preparing quality applications have been notable. So I would like to express our appreciation of your work.”
- Heba El-Guindy, City Traffic Engineer — former (City of Stockton, CA)

PROJECT

HIGHLIGHTS
» Grant Research
» Grant Writing and Exhibits
» Technical Studies
» Contact: Wes Johnson, PE,
Project Manager Email: wes.
[email protected]
Phone: (209) 937-8088

STAFFING
Daniel Bartelson (Project Manager)
Kevin Nord, Hal Suetsugu (Grant
Writer)
Mengci Yang (BCA Analyst)
Midpeninsula Open Space Regional District
(Midpen) On-Call Grant Writing
 2018-Current, On time and on schedule  Midpeninsula
Open Space Regional District (330 Distel Circle, Los Altos, CA 94022)
Under contract with Midpen, a special district in the San Francisco Bay Area, EBA was responsible for preparing and securing $5.4 million in grants. This included the CNRA’s Prop 68 grant of $999,678 for the rehabilitation of the Alma Cultural Landscape Site, which involves constructing interpretive and educational open space facilities and exhibits. This application required a strong ability to communicate the benefits of the project clearly and concisely. Additionally, EBA was successful in preparing a Wildlife Conservation Board (WCB) grant for a wildlife and regional trail crossing. Midpen has preserved an impressive regional greenbelt system of over 63,000 acres of public land and manages more than 220 miles of grant-funded trails.

PROJECT

HIGHLIGHTS
» Grant Research
» Grant Writing
» Contact: Deborah Hirst,
Grants Program Manager
Email: [email protected]
Phone: (650) 625-6507

STAFFING
Daniel Bartelson (Project
Manager/Grant Writer)
Mengci Yang (Cost Estimator)
162 of 322
PROPOSAL Grant Research, Writing and Management Services | 29 Grant Funding Administration
 2019 - Current
 City of Manhattan Beach (3621 Bell Avenue, Manhattan Beach, CA 90266)
EBA provides the City of Manhattan Beach’s Public Works Department with assistance in the administration of its Federal, State, and local grant-funded projects and programs. EBA reviews and oversees grants related to the capital improvement plan, project funding agreements, and fund balances, such as various grant programs and those funded through the city’s local transportation funding (e.g. Props A, C, Measure R, and Measure M).

The project objectives are for EBA to facilitate the authorization process of the city’s identified grant-funded projects in accordance with Federal, State, and local guidelines and procedures, such as those outlined in the Local Assistance Procedures Manual (LAPM) and the Local Assistance Programs Guidelines (LAPG) Manuals.

This includes assisting in the preparation of Contract Documents, Project Advertisement, Open Bids, Award Packages, Invoicing, Progress Reports, and Project Closeout. EBA staff adheres to the terms of each grant in accordance with the policies and procedures outlined by the city’s Code of Ethics and the LAPM. EBA staff keeps the city updated on a regular basis and participates in project development meetings as established by the City. Additionally, EBA emails the City monthly about grant opportunities.

PROJECT

HIGHLIGHTS
» Grant Management
» Grant Research
» Contact: Leah Portman,
Management Analyst Email:
[email protected]
Phone: (310) 802-5309

STAFFING
Daniel Bartelson (Project
Manager)
Hal Suetsugu (Funds Manager)
Mengci Yang (Assistant Funds
Manager)
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PROPOSAL Grant Research, Writing and Management Services | 30 » City of Anaheim
» City of Arroyo Grande
» City of Avalon
» City of Baldwin Park
» City of Belmont
» City of Brawley
» City of Burbank
» City of Carson
» City of Compton
» Contra Costa County
» City of Corona
» City of Covina
» City of Davis
» City of Desert Hot Springs
» City of Downey
» City of Duarte
» City of Dublin
» City of Escondido
» City of Fort Bragg
» City of Grand Terrace
» Golden Empire Transit District
» City of Hermosa Beach
» City of Irvine
» Kern County
» City of La Verne
» Mendocino County
» Los Angeles County
» Los Angeles County Department of Transportation
(LADOT)
» Los Angeles County Metropolitan Transportation
Authority (Metro)
» City of Manhattan Beach
» Midpeninsula Regional Open Space District
(Midpen)
» City of Monrovia
» City of Montebello
» City of Moorpark
» City of Moreno Valley
» Nevada County
» City of Oakland
» City of Pasadena
» City of Petaluma
» City of Pismo Beach
» Plumas County Transportation Commission
» City of Redding
» City of Redondo Beach
» City of Richmond
» City of Riverside
» Riverside County Transportation Commission
» City of San Bernardino
» San Diego County
» City of Santa Cruz
» San Gabriel Valley Council of Governments
» City of South El Monte
» City of South Gate
» Shasta Regional Transportation Agency (SRTA)
» State of California, Department of Conservation
(DOC)
» City of Stockton
» City of Thousand Oaks
» City of Vallejo
» City of West Sacramento
» Western Riverside Council of Governments
(WRCOG)

CLIENTS DURING THE PAST FIVE YEARS
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PROPOSAL Grant Research, Writing and Management Services | 31 There are no existing or potential conflicts of interest that may arise from our firm’s work on this project.

We are committed to maintaining the highest standards of integrity and impartiality throughout the project’s duration. Our firm has not encountered instances where our work on a contract with a public agency has been terminated.

CONFLICTS AND TERMINATION
Our firm is willing and fully prepared to execute an agreement with the terms specified in the City’s Standard Consultant Services Agreement, including the insurance requirements, for this project.

EXCEPTIONS TO THE CONSULTANT SERVICES

AGREEMENT
PROPOSAL Grant Research, Writing and Management Services | 31 » Resumes

APPENDIX
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DANIEL BARTELSON, MPA, MBA
Principal - Project Manager

EDUCATION
» Master of Public Administration
(MPA), Villanova University
» Master of Business
Administration (MBA),
University of Arizona
» BA, Political Science, UCLA
WORK
» Deputy City Manager, City of
Signal Hill
» Assistant to the City Manager/
Human Resources Director,
City of Lawndale
» Management Analyst, Office of
the City Manager, City of South
Pasadena
» Administrative Analyst, Office of
the City Manager, City of South
Pasadena

CERTIFICATIONS
» Certified in Safe Routes to
School Local Planning, National
Center for Safe Routes to
School
Los Angeles Metropolitan Transportation Authority (Metro) Grant Application Assistance | Los Angeles County, CA
Project manager, leading WSP, Deborah Murphy Urban Design and Planning, Safe Routes to School National Partnership, and Stantec to advise Metro on grant opportunities and prepare applications. To date, Daniel has led the development of more than 20 State grant applications.

Previously, in 2016, Daniel served as task lead/grant writer and was responsible for coordinating and delivering 9 grant applications to Metro. Management tasks included working to achieve Stantec’s (prime) goals and providing direction to a team of internal funding experts and urban planners to develop and enhance Caltrans’ Active Transportation Program (ATP) applications for Metro and several multi-jurisdictional projects through the Metro-covered area. Contract culminated in securing $172.6 million dollars for first/last mile projects throughout the Los Angeles region. Key tasks involved working hand-in-hand with Metro to obtain support for projects from the City of Los Angeles, County of Los Angeles, and local public agencies.

Active Transportation Program (ATP) Cycle 5 Grant Writing Assistance | Shasta Regional Transportation Authority (SRTA) Project manager responsible for the development of several competitive grant applications for the Caltrans’ ATP Cycle 5. The ATP is the primary source of active transportation funding in California, is very competitive, and includes an intensive application effort such that small, local agencies in the Shasta Region can only afford to submit a couple applications per grant cycle, or none at all. As manager and under this contract, Daniel secured more than $17.5 million for the City of Redding and Shasta County.

Daniel has 20 years of experience leading complex, multijurisdictional transportation, planning, and grant acquisition projects. He has served as project manager and firm lead on various contracts with public agencies across the states of California, Oregon, Arizona, and Montana including the Los Angeles County Metropolitan Transportation Authority (Metro) and Shasta Regional Transportation Authority (SRTA). Daniel is adept at project and programmatic budgeting and control, as well as coordinating with public entities because his publicsector career spans more than a decade and includes serving several cities in various capacities. He understands, from goals and objectives to developing and implementing projects, having clear and concise data and working side-by-side each client, is paramount for the project to be a success and to achieve a high return on investment for the client.

Daniel’s experience also includes writing grants, researching new grants, and managing all grant associated work for large agencies, such as Los Angeles Metro and Midpeninsula Regional Open Space District, as well as smaller cities throughout Northern and Southern California. He is skilled at developing strategic relationships with the funding agency, obtaining support from all levels of government, and developing substantive and well-written applications. Daniel’s efforts have secured more than $2 billion in state, federal, and local sources for client projects.
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Grant Funding Strategic Plan | City of Irvine
Project manager responsible for preparing a Grant Funding Strategic Plan (Plan) that will serve as a three-year roadmap that defines specific projects and priorities and matches them to upcoming grant opportunities. Even though the Plan will serve as a living document because timelines change and new opportunities arise, the overall strategy will allow City staff to determine which grant opportunities make the most sense and enable staff to stay ahead of opportunities, which will result in more thoughtful and ultimately more successful grant applications.

California Office of Emergency Services (CalOES) Hazard Mitigation Grant Program | City of Richmond
Grant writer responsible for preparing this $5.3 million application for the Richmond Wastewater Treatment Plan Seismic Retrofit Project. The grant will fund the retrofitting of a 68-year-old wastewater treatment facility which has been previously identified as a critical operational facility (Local Hazard Mitigation Plan, 2018).

The proposed structures for improvement include an influent pump station, primary sedimentation basins, aeration basins, digester tanks, and pipe gallery which are all significantly susceptible and will likely sustain significant damage as a result of seismic activity. This wastewater treatment facility with more than 21,000 service accounts was identified by the city for improvement as a part of a detailed quantitative seismic assessment and development of conceptual retrofit designs.

State and Federal Funding Administration | City of Pismo Beach On-call firm manager for the City’s state and federal grant funded projects and programs. Work includes managing environmental clearances; Right-of-Way (ROW) certifications; completing Request for Authorizations (RFA) to obtain E-76s for initiation, preliminary engineering (PE), and construction; preparing progress invoices, bid, and contract documents; and maintaining records for future auditing purposes according to funding source requirements.

On-Call Grant Writing | City of Desert Hot Springs
On-call manager responsible for aligning projects with grants and leading a team of grant writers to prepare all types of competitive grant applications. Under his leadership, Daniel has helped secure $340,000 under SB821 for bicycle and pedestrian facilities.

California Department of Parks and Recreation’s Statewide Park Program Grant Program (Prop 68) | City of Monrovia
Grant writer responsible for securing funding for the expansion and renovation of Lucinda Garcia Park. The SPP-awarded project involved construction of two new playgrounds with lighting, fencing and picnic tables, five exercise fitness stations, demonstration garden, interpretive garden, bike racks with fixit stations, new “Lucinda Garcia Park” monument sign and historic Red Car signage, and lighting throughout the park.

CalFire’s Urban and Community Forestry California Climate Investments Grant Program | City of Compton
Grant writer charged with developing two City of Compton grant applications under the CalFire Urban and Community Forestry California Climate Investments Grant Program. Awards totaled more than $5 million for green transportation projects designed to decrease greenhouse gas (GHG) emissions through tree planting, divert stormwater through engineering improvements, and educating children through demonstration projects.

ATP Cycle 4 and HSIP Cycle 9 Grant Writing Assistance | Stockton, CA Project manager responsible for leading a team of grant writers to prepare multiple ATP Cycle 4 and HSIP Cycle

9. Daniel coordinated with the City, managed EBA resources, and ensured every deliverable was submitted to the City for draft review on or before the scheduled deadline. The culmination of work resulted in securing $3,631,800.

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HAL SUETSUGU, MA
President

EDUCATION
» MA, Urban Planning, UCLA
» Graduate studies in Geography/
Urban Studies, California State
University, Los Angeles
» BA, Geography (Minor in
Business) California State
University, Los Angeles
WORK
» Vice President of Planning,
Transtech Engineers
» Transportation Manager, City of
South Pasadena
» Transportation Planning
Manager, Capital Planning and
Programming, Los Angeles
County MTA
» Board of Directors
Transportation Deputy, Los
Angeles County MTA

PROFESSIONAL

AFFILIATIONS
» California Chapter, American
Planning Association
La Verne’s Citywide Active Transportation Funding Plan | La Verne, CA
Hal serves a project manager and is charged with developing an active transportation funding plan for the City of La Verne to guide strategic investment and provide a basis for seeking additional capital funds for its planned projects. Under the guidance of the plan, Hal secured more than $3.4 million for highway safety improvement projects, bicycle/pedestrian facilities, regional bikeway connectors, and roadway/bridge widening projects. These projects have increased the speed of active travel, reduced point-to-point distances, and served as a catalyst to multimodal transfer activity.

On-Call Grant Writing | West Sacramento, CA
The City of West Sacramento has built a successful record of obtaining competitive grants, with awards totaling more than $100 million over the last ten years. While most of the work in researching grant opportunities and preparing applications is conducted by the City in-house, staffing constraints presented the need for outside grant writing services. To this end, Hal provides the City with grant writing and monitoring on an oncall basis. Work tasks include, but are not limited to, meeting with City staff in-house to discuss potential applications, conducting grant research and/or advocacy, preparing grant application materials, and packaging and submitting applications on behalf of the City.

Southern California Association of Governments (SCAG),
Grant Funding Identification, Application Development and Grant Scoring | Los Angeles, CA.

Project manager responsible for grants needs assessment; grant funding opportunity identification; grant application development, including Hal has more than 35 years of experience providing regulatory planning support for city projects. Hal has led several projects, including zoning code updates, specific plans, and general plan amendments, and commercial, housing, and mixed-use planning projects. Hal has overseen the award of more than 100 grant-funded projects and plans for municipalities and regional agencies, including the Los Angeles County Metropolitan Transportation Authority (Metro) and the Southern California Association of Governments (SCAG). His expertise includes outreach and grant writing. To date, Hal has obtained funding for Metro Gold Line first/ last mile station enhancements and sound mitigation, active transportation plans, pedestrian linkages, bike facilities/corridors, bus acquisition, and sidewalk improvements. He has an 85% success rate securing grants he has prepared (including ATP, SB1 and AHSC) and has led outreach projects ranging from large-scale, regional events to smaller community congresses and City Council planning commissions. With a Masters in Urban Planning from UCLA, Hal has dedicated his life to creating livable, sustainable communities that elevate education, health, the environment and safety.
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managing large, interagency grant applications, and coordinating SCAG’s interest with potential funders. In coordination with Project Team staff, was also responsible for reviewing and ranking received grant applications for SCAG’s Sustainable Communities program. In less than one year, more than $3 million in local and state grants were secured for SCAG and multi-jurisdictional projects.

On-Call Grant Writing | Stockton, CA
Hal has helped secure $5 million in grant funding for the City’s priority projects. Hal prepared the City’s ATP Cycle 4 grant application for the Safe Routes to School Safety and Connectivity Improvement Project. The project involves constructing bike lanes, missing sidewalk segments, high visibility crosswalks, flashing beacons, curb ramps, safety medians, pedestrian refuge and traffic islands. Hal scored a 93/100 on this application and it was 1 of 2 projects in the San Joaquin County to recieve State funding. Additionally, Hal secured $793,800 for via the HSIP grant program, and has prepared CMAQ grants and supported efforts for the 2020 TCC grant.

California Department of Housing and Community Development’s (CA-HCD) Housing Related Parks Program | El Monte, CA
Grants manager responsible for securing more than $728,600 for the City of El Monte to rehabilitate and restore Lambert Park. The Lambert Park Rehabilitation Project - Phase 1 and 2 of construction will continue the rehabilitation of the park facilities including passive improvements to watershed area (DG paths, benches, picnic tables, etc), removal of existing wading pool and backfill with sod to include irrigation; environmental testing of the two existing buildings (Teen/Youth Hut and Recreation Office/Maintenance Room/Restrooms); and updating conceptual plan to be used at outreach meetings with stakeholders, the community and any other interested parties to solicit feedback on refining the concepts so the concepts can then be further developed into design/construction documents.

California Natural Resources Agency’s Urban Greening Grant | Grand Terrace, CA Grant writer responsible for preparing a State-funded Urban Greening Grant for the City of Grand Terrace to develop a pocket park and transform a 1 mile stretch of a defunct railway into a greenway, complete with 190 trees, protected bike lane, several benches, permeable surfaces, and a hydration station. This $2.3 million dollar grant will provide the City with the additional funds it needs to make this project a reality.

Baldwin Park Health and Sustainability Element | Baldwin Park, CA Hal led the outreach portion for the City of Baldwin Park’s new Health and Sustainability Element for the City’s General Plan. The goal was to adopt an Element to comprehensively plan for a healthier, greener and stronger Baldwin Park. The Plan had defined actions the City will take over the next several years to improve the health of Baldwin Park residents and to create a cleaner, more sustainable environment. The Plan also complemented the Transit Oriented Development Specific Plan for Downtown Baldwin Park.

Caltrans’ Active Transportation Program (ATP) | Various Agencies Grant writer has mastered the Caltrans ATP grant program, securing more than $10 million for nonmotorized projects throughout Southern California, including funding for the development of Complete Streets Improvements, Safe Routes to School, and infrastructure projects. These projects will act as a catalyst for additional road diets and complete streets improvements that are planned throughout region.

Caltrans’ Sustainable Communities | Various Agencies
Grant writer secured nearly $1 million from Caltrans’ Sustainable Communities grant program for multiple municipalities. Funded projects include, but are not limited to, Safe Routes to School Plans, Safe Streets and Corridor Improvement Projects. He also secured $237,000 for the Los Angeles River Bikeway Feasibility Study, which looked at a wide range of alternatives, challenges, and presented recommendations for installing a regionally connected bikeway throughout Vernon to the Los Angeles River. 169 of 322

JANE LEE, MURP, MPH
Urban Planning Associate

EDUCATION
» M.U.R.P., Urban and Regional
Planning, UCLA
» M.P.H., Public Health, UCLA
» B.S.P.H., Public Health, UC San
Diego

EXPERIENCE
» Staff Research Associate
V at Sustainable LA Grand
Challenge
» Planning Intern, LA County
Dept. of Regional Planning
ESGVAP
» Independent Contractor at
Easterseals, Inc.

TECHNICAL
SKILLS
» Canva, ArcGIS, Project
Management, Airtable, SPSS,
STATA, Monday
» Languages: Korean and
Chinese

AWARDS/

AFFILIATIONS
» UCLA Institute of
Transportation Lewis Center
for Regional Policy Studies
Fellow (2022)
» American Public Health
Association (APHA) PHEPH
Award Finalist (2021)
U.S. Department of Homeland Security’s (FEMA) Building
Resilient Infrastructure and Communities (BRIC) Program | Santa Cruz, CA
Grant writer responsible for preparing a $12.3 million dollar grant application to fund a flood hazard mitigation project that will increase protection from increasingly frequent and intense rainfall events. The current level of protection is inadequate for 5- and 25- year floods, with flooding evident in low-lying areas along streets in Downtown Santa Cruz. The City is proposing to harden existing and construct new pump stations, as well as deepen wet wells, to alleviate flows in the existing storm drain lines.

U.S. Department of Transportation’s Reconnecting
Communities Grant Program | Covina, CA
Grant writer responsible for preparing and securing a $5 million dollar grant application to “bridge the gap” between the City’s north and south communities. The funding will help the City meet several objectives, including 1) building a bridge to connect the Covina Metro station to its parking lot across the street, 2) creating wayfinding signage to bolster economic revenue in the historic downtown area, and 3) fostering a better pedestrian experience through reimagined sidewalks and walkways, coupled with better public safety, for a more unified community.

U.S. Department of Transportation’s Safer Streets and Roads for All (SS4A) Grant Program | Riverside, CA
Grant writer responsible for preparing an implementation grant application for $13.8 million towards citywide infrastructure improvements, including the implementation of a Road Diet, and new pedestrian sidewalks, dynamic/variable speed warning signs, bicycle lanes, bicycle signage, sharrows, audible push buttons, and highvisibility crosswalks along the project corridor. This project is building off of recent safety improvements that the City has been implementing, including those with funding from the Active Transportation Program Cycle V and SB-1. The City has also been implementing pedestrian and bicycle improvements at several locations Citywide with Community Development Block Grant (CDBG) funds.

With a Masters in Public Health and Masters in Urban and Regional Planning from UCLA, Jane has more than 5 years of professional experience in several interrelated fields, including community health, public policy, land use planning, and urban development. Through a creative yet grounded approach to grant writing, she has helped solve community challenges for cities and public agencies. Her passion for equity in the built environment, mobility, and health has also allowed her to participate and lend her voice in planning and outreach projects. Jane’s experience and work in urban and rural areas throughout California and beyond have provided her with a comprehensive understanding of community challenges and opportunities. In her free time, Jane enjoys traveling abroad, trying new cuisines, and long-distance running. 
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California State Library’s Building Forward Grant Program | Moorpark, CA and Monrovia, CA
Grant writer responsible for preparing two construction grant applications totaling $11 million for library facility-related capital projects that will address critical maintenance needs, improve energy efficiency, improve sustainability, and expand physical access. The Moorpark City Library application details the need for a critical infrastructure replacement of the current library facility, as a new building is determined to be the most costeffective way to provide a safe library for Moorpark’s residents. The Monrovia Public Library application seeks to revitalize existing grounds, including renovation of exterior patios and landscaping.

Cal Fire’s sUrban and Community Forestry Grant Program | Riverside, CA Grant writer responsible for preparing a grant application for the City of Riverside’s Urban Forestry Management Plan project, The proposed project will include the creation of an in-house database for forestry inventory management, a standardized Urban Forest Management Plan, and the planting of drought-tolerant trees within existing parks located in Census-designated low-income neighborhoods in the City of Riverside.

T-Mobile’s Hometown Grant Program | Brawley, CA
Grant writer responsible for preparing a $50,000 grant application for the Refreshing Brawley Facade Improvement Project. The project would allow the City to provide financial assistance to business owners located in the City’s downtown district towards storefront improvements, with the goal of supporting the City’s vision to increase the Downtown Civic area’s position as the City’s cultural, civic, and entertainment center within a walkable, pedestrian-scale village atmosphere.

California Department of Transportation’s Sustainable Transportation Planning Grant Application | Bell Gardens, CA
Grant writer responsible for preparing a $355,450 planning grant application for the Bell Gardens Transit Oriented Community Specific Plan and Zoning Code Update (BG-ZCU) Project. The project seeks to bring connectivity and safety to the City of Bell Gardens by addressing neighborhood parcel underutilization and mobility gaps that negatively impact access to neighborhood schools, parks, retail centers, hospitals, as well as regional transit centers, and transit stops. The Project will update the City’s outdated General Plan (last updated in 1995) which will help guide future land use development and transportation access for the disadvantaged community of Bell Gardens.

California State Park’s Clean California Grant Program | Desert Hot Springs, CA, Redding, CA Grant writer responsible for $5.7 million construction grant application for the Corporate Yard Park Green Development Project in Desert Hot Springs. The project aims to transform 7.5 acres of a 10-acre site into a community park while retaining the remaining space as the city’s corporate yard. Also, prepared a $3.2 million construction grant application for the Calaboose Creek Core Revitalization Project in Redding. The project involves converting underutilized City Right-of-Way into separated trails with curb, gutter, sidewalk, waterefficient landscaping, and decorative art fences created by local artists. The goal is to enhance the area around the historic Calaboose Creek in Downtown Redding, making it an attractive and beautiful destination for the community.

California Public Utilities Commission (CPUC)’s Local Agency Technical Assistance | Desert Hot Springs, CA
Grant writer responsible for preparing a $500,000 planning grant application for the Connecting Desert Hot Springs: Broadband Strategic Master Plan Project. The project seeks funds to create a Broadband Strategic Master Plan that would fund preconstruction activities leading to a last-mile broadband network. The Master Plan would help the City own and operate their own city-wide fiber optic infrastructure network, which would ultimately increase the number of service providers in the Coachella Valley and support lower prices for equitable access to services.
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CAIT GHOSHAL, MPP
Senior Planning Associate

EDUCATION
» Master in Public Administration,
DePaul University
» Bachelor of Arts, Political
Science and Media Studies,
Hobart and William Smith
Colleges
WORK
» Director, Aegis Owner Services
» Senior Consultant, WSP
» Associate, Aon Infrastructure
Solutions
» Program and Development
Director, Congress for the New
Urbanism

AWARDS & SKILLS
» Young Professionals in
Infrastructure
» WTS International
» American Society of Public
Administrators
» Grant writing, value capture
analysis, risk analysis, financial
feasibility and Value-ForMoney, training and curriculum design
MD 5 Great Mills Improvement Project, BUILD | Maryland
Department of Transportation
Grant writer responsible for $14,950,000 grant to replace a bridge. The Great Mills project will increase safety and mobility by expanding capacity for motorized traffic, creating multimodal transportation options, and replacing an obsolete bridge. Analysis found that long traffic queues during the peak travel periods, creates congestion and safety concerns, with a crash rate 40 percent higher than the statewide average for similar routes.

Bushnell to West Kimball, Interstate 80, BUILD | Nebraska Department of Transportation
Grant writer for $25,000,000 grant for a highway reconstruction project.

The I-80 Bushnell to West Kimball Project covers 9 mules in Western Nebraska and plays a crucial role in facilitating commerce among regional rural businesses and national freight carriers that move goods across the state.

Lake Nona Mobility Network, BUILD | Orange County, Florida in partnership with Tavistock
Cait first served as a grant writer for the winning grant and then played an implementation role in executing a partnership with Orange County, Florida. The BUILD grant funded a multi-project infrastructure network program in Lake Nona, Florida. The project included a greenbelt and other park amenities to support both the transportation network and residential development in Lake Nona. Cait created the business processes necessary to support the project move from the grant award phase to implementation phase with an eye toward federal grant compliance.

She also led a project delivery workshop to determine the appropriate delivery method to procure contractors for the program’s five project elements. She was also responsible for drafting procurement documents and providing support to Tavistock throughout their efforts to procure a Construction Manager at Risk.

Cait Ghoshal has provided services ranging from federal and state grant writing, to business process improvement and change management, to infrastructure feasibility and risk analysis. Cait has played an advisory role on more than 25 infrastructure projects in the United States. In addition to her work on alternative delivery projects, Cait is an experienced grant writer. Cait has written federal grants since 2016, including grants for discretionary programs such as Better Utilizing Investments to Leverage Development (BUILD) and Infrastructure for Rebuilding America (INFRA). Cait has also worked as a grant writer in the nonprofit sector, managing initiatives funded by the Ford Foundation, Oram Fund for the Environment & Urban Life, and Surdna Foundation, for six years prior to returning to graduate school.
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Downtown Transit Center, BUILD | New Orleans Regional Transit Authority
Grant writer responsible for preparing this $16,392,000 grant application for a Downtown Transit Center in New Orlean’s Central Business District. The facility is designed to consolidate transfers across routes, integrate passenger amenities, and enhance pedestrians’ safety as they make transfers.

BART Silicon Valley Extension Program | Valley Transportation Authority (VTA) .

Cait was the Deputy Project Manager for an effort to create a funding plan and identify developer incentives for four station areas within the Phase II transit extension. She led a team of six staff members and was the day-to-day point of contact for intergovernmental negotiations between the client and its municipal and county stakeholders. She built a value capture plan for four station areas in the project limits, an instrumental component in securing federal grants and loans. The plan demonstrated a local financial commitment from both BART and its municipal and county stakeholders, helping the Federal Transit Administration (FTA) expedite the Project Delivery Pilot Program Expression of Interest, and was an essential component to BART’s application for a Full Funding Grant Agreement (FFGA). Cait prepared tax and assessment projections, and drafted the legislative and implementation roadmap..

Illinois Bridge Bundling Program | Illinois Soybean Association Cait assisted the Illinois Soybean Association in forming a state-wide working group in coordination with the Illinois Department of Transportation and the County Engineers Association. The group is designed to explore the feasibility of a bridge bundling program. Feasibility of such a program in Illinois depended on understanding both state and local government processes to finance, obligate funding, select, and procure. Cait helped the working group advance the concept of bridge bundling by contacting like-minded organizations, offering case study and research to support the group’s policy recommendations, and organizing webinars with relevant subject matter experts. She also moderated a webinar with the Ohio Department of Transportation and the Ohio County Engineers Association so that the working group could understand both the mechanics of Ohio’s bridge bundling program and the change management strategies needed to execute the program across the state with multiple local government entities.

Procurement, Governance and Financial Feasibility for Commercial and Park Lid Development on Interstate 5 | City of Seattle
Cait participated in a feasibility study to examine the possibility of placing a greenspace and commercial development on top of Interstate 5 in downtown Seattle. She led an effort to assess the governance, procurement, and financial solutions to bridge the highway, support new uses, and reconnect neighborhoods that have been divided for over 50 years. Her analysis contemplated how park and recreational capital needs may be borne by private partners and ways to structure greenspace investments over multiple phases of construction.

Change Management & Business Process Improvement Support | Southern CA Regional Rail Authority (Metrolink)
Cait executed an organizational change management strategy for the revision of Metrolink’s contract and procurement procedures manual. She was instrumental in updating procedures to align with new policies passed by the Metrolink board of directors, bringing procedures in line with best practices, and drafting new procedures for the implementation of alternative project delivery. She led a team that mapped out existing business processes for contracts and procurement for the agency, proposed recommendations to improve or create procedures that made workflows more efficient, and conducted trainings and workshops that helped the agency gain universal adoption of the new procedures.
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Jenna Tourjé is a planner, strategist, and community builder with more than 13 years of experience in active transportation, healthy communities, and community engagement. She is passionate about partnering with communities on the path to creating healthy, whole and equitable places, where people love where they live and have a voice and a stake in the future. Through her career, Jenna has experience working with elected officials, staff, and residents in multiple cities and counties in Southern California. She has led projects related to health, active transportation, transportation planning, community planning, flood-risk & resiliency, and parks and open space. Her clients include cities, regional and federal agencies, and non-profit collaborations LA County Public Works: LA River Master Plan | Los Angeles, CA
Providing facilitation for Advisory Group sub-committees as a contractor to Kearns and West. The LA River Master Plan is a comprehensive blueprint covering all 51 miles of the River. The effort to update the LA River Master Plan was launched in late 2016 to modernize an existing 1996 plan, synthesize more recent ideas for portions of the River, and bring a coherent and comprehensive vision to the transformation and re-imagining of the LA River. Led by Geosytec, Gehry Partners, OLIN, River LA, and Kearns & West.

SANBAG: Rim of the World Active Transportation Plan | San Bernardino County, CA
As public involvement manager on the project, responsibilities included direction and coordination of outreach and engagement activities throughout the planning process. Specific outreach programs and activities included interactive online surveys, pop-up workshops, stakeholder tours, asset mapping, and community workshops.

City of Long Beach: 15th Street Corridor Bicycle Boulevard | Long Beach, CA.

Responsible for managing, coordinating, and facilitating outreach and engagement activities throughout the life of the project. Michael Baker provided preliminary engineering services, community outreach, and final engineering services for a citywide network of bicycle boulevard projects on local neighborhood roadways. The network of bicycle boulevards forms the backbone of the city’s bicycle master plan. The 15th Street Corridor Bicycle Boulevard is a 3.3-mile corridor that travels from Magnolia Avenue at 14th Street; easterly on 14th Street to Long Beach Boulevard; northerly to 15th Street; and easterly to Pacific Coast Highway (PCH). The project consisted of Class II and Class III bicycle facilities, traffic circles, roadway rehabilitation, signage and striping improvements, and traffic signal improvements with bicycle detection.

JENNA TOURJÉ, AICP, IAP2
Senior Planning Associate

EDUCATION
» B.A. International
Development, University of
California, Irvine
» M.S. Urban and Regional
Planning, University of
California, Irvine
WORK
» Founder, Collab Local
» Senior Community Planner,
Michael Baker International
» Millenium Ten Coordinator,
Codman Square Development
Corporation
» Vice President of Community
Development, University of
California, Irvine
» Data and Evaluation, Santa Ana
Building Healthy Communities
Hope Center

CERTIFICATIONS
» American Institute of Certified
Planners (AICP), 2014, 027398
» Licensed International
Association of Public
Participation Trainer (IAP2), 2014
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Jacksonville Transportation Authority: Complete Streets Improvements and Public Workshops | Jacksonville, FL.

Provided content and design for outreach materials for the Jacksonville Complete Streets Mobility Workshops. As part of the MobilityWorks program, Michael Baker provided conceptual design and analysis services for implementation of the Complete Streets model in two improvement focus areas. Michael Baker studied the most appropriate application of the Complete Streets model to the focus areas to accommodate all site users, including pedestrians, bicyclists, buses, and vehicles. Part of the design process included two public workshops that brought local residents together to provide ideas and give feedback to existing conditions in the study areas.

City of Laguna Beach.: Enhanced Mobility and Complete
Streets Transition Plan | Laguna Beach, CA.

Provided writing support and plan structure for the final product.

Michael Baker prepared a Complete Streets transition plan that will provide the policy framework for the city to implement physical and operational changes to the roadway network to improve conditions for all users including bicycles, pedestrians, transit, and motor vehicles. As part of the project, Michael Baker conducted an extensive analysis of the existing facilities in Laguna Beach that support or hinder mobility, including sidewalk locations, street grades, and speed limits. Extensive community outreach, including an online survey, walk audit, and bike audit, resulted in community identification of issues and opportunities.

The final plan included recommendations to improve mobility citywide.

City of San Diego Economic Development: Linda Vista
Comprehensive Active Transportation Strategy (CATS) | San Diego, CA
Responsible for advising on community outreach and participation throughout the project. Michael Baker provided public outreach and GIS modeling services for The Linda Vista Comprehensive Active Transportation Strategy (CATS), a first in the region, with an objective to blend the pedestrian and bicycle master planning processes into one active transportation plan effort. It focuses on GIS modeling and public outreach to arrive at data driven results to develop active transportation projects. Pedestrian and bicycle demand models were overlayed with existing and planned transit routes to determine the high score areas for active transportation propensity. Typologies were created to understand the existing street network and how it relates to land use, so that contextappropriate solutions can be implemented. Two public workshops and an online survey were developed to gain community opinions that would help identify specific areas of need that may not have been captured by modeling efforts.
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LINDSEY R. KINER, AICP
Senior Planning Associate

EDUCATION
» University of California, Los
Angeles, Luskin School of
Public Affairs, M.A. Urban
Planning,
» University of California, Los
Angeles, B.A. Political Science
WORK
» Principal/Founder, LK Planning
» Senior Planner, San Mateo
County Transit District
» Transportation Planner, Fehr
and Peers
» Transportation Planner, WSP
(formerly Parsons Brinkerhoff)
» Rail Operations Intern, San
Mateo County Transit District
» Marketing Coordinator, Meyers
Nave
» Project Manager, Barbary Coast
Consulting

CERTIFICATIONS
» American Institute of Certified
Planners (AICP), 027483
SamTrans Youth Mobility Plan | San Mateo County, CA
As project manager, directed research and community outreach for county-wide Plan to enhance youth awareness and access to bus services through targeted marketing and service improvement strategies. Outreach included surveys and focus groups with middle school, high school and college-aged youths in San Mateo County to better understand challenges and opportunities around transit use. Recommendations for implementation developed in partnership with students from the Youth Leadership Institute.

San Mateo County Transit District US-101 Express Bus
Feasibility Study | San Mateo County, CA
Project Manager for planning-level study exploring the financial and operational feasibility of San Mateo County Transit District (SamTrans) operating cross-county express bus services. Led a multi-disciplinary technical team, including travel demand forecasting, community outreach, and conceptual route design specialists. Designed and implemented a creative public outreach process that was focused on engaging commuters at pop-events, including street fairs and local markets.

Metro Grant Application Assistance | Los Angeles, CA.

Lead author on three Caltrans Active Transportation Program (ATP) Cycle 4 applications in the LA County region: La Cañada Flintridge, Monrovia, and unincorporated East San Gabriel. Manage application writing and development through close coordination with city sponsors and feedback from LACTMA to produce competitive grant applications.

Metro Airport Metro Connector | Los Angeles, CA.

Assistant Project Manager of team of eleven sub-consultant firms in developing CEQA/NEPA studies for a direct rail transit connection to LAX. Coordinated both with Metro and subconsultants, to verify consistency between engineering, environmental and modeling tasks.

Lindsey is an urban planner with 13 years of experience working on transportation and land use projects in both Northern and Southern California. She is passionate about developing sustainable and practical approaches to improving regional mobility and the viability of alternative modes of travel. Lindsey is experienced with preparing CEQA/NEPA documents including initial studies and environmental impact reports for residential, commercial, mixed-use, as well as large transportation projects and plans. Throughout her career, she has served as project manager and deputy project manager on a variety of integrated land use and transportation studies, including the Caltrain Peninsula Corridor Electrification Project EIS/EIR and the LA Metro Airport Metro Connector Project. While at SamTrans, she also managed a number of strategic mobility projects as well as the agency’s short-range transit planning process. Lindsey earned her Master’s in Urban Planning at the University of California, Los Angeles, and is also a graduate of the Coro Fellows Program in Public Affairs in San Francisco. 176 of 322
She assisted in the writing and editing of documentation to be included in the DEIS/DEIR, including authoring the Purpose and Need section.

She also worked closely with the modeling team to gather and verify data inputs for the special generator Air Passenger Model for the project.

Peninsula Corridor Joint Powers Board, Caltrain Peninsula Corridor Electrification Project EIS/EIR | San Francisco, CA Project planner and lead author of the transportation analysis for the EIR. Analyzed and documented the local and regional transportation impacts of converting Caltrain from diesel to electrical power within a study area spanning 16 cities and three counties. Assisted with validating and calibrating the ridership model for future scenarios and coordinating data consistency across traffic model inputs for over 90 study intersections.

Worked with technical specialists to develop and document mitigation measures for traffic, transit, pedestrian and bicycle facilities, emergency vehicle access, and station parking/access.

Santa Cruz County Regional Transportation Commission
(RTC), Santa Cruz Rail Feasibility Study | Santa Cruz, CA Deputy project manager for this planning-level study evaluating the operational feasibility of operating passenger rail service for residents and visitors along the scenic 32-mile coastal Santa Cruz Branch Line between Santa Cruz and Watsonville. Coordinated technical analysis and documentation of results for ridership projections, capital and operating costs estimates, and rail operating scenarios. Assisted client with exploring operational feasibility in conjunction with other transportation uses on the corridor, including an adjacent bicycle-pedestrian path operating alongside rail, often in geographically constrained areas along the coast. 601 Marshall Transportation Impact Analysis | Palo Alto, CA Project Manager for this infill, mixed-use development adding Class A office space and retail in Redwood City’s transit-oriented downtown area. Coordinated with City staff on consistency with the General Plan and Downtown Precise Plan. Developed a Transportation Demand Management plan to accompany the project with an emphasis on reducing automobile trips through the provision of bicycle and transitsupportive amenities on-site for employees.

Los Angeles Bureau of Sanitation Plastic Bag Ban EIR | Los Angeles, CA
Project planner for the environmental study of the ban on use of singleuse plastic bags in the City of Los Angeles. Assisted with data gathering and writing of EIR documentation, including the Initial Study and Biological Resources chapter.
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Eleanor has dedicated the past 10 years of her career to making communities more walkable, bikeable and transitfriendly in an era of new and emerging mobility. Her career includes managing diverse active transportation and safety related projects such as planning and implementing complete street and transit access improvement projects and helping local agencies develop Vision Zero policy frameworks. She continues to be on the cutting edge of exploring how new mobility impacts transportation networks through research exploring autonomous vehicle (AV) safety and rideshare’s effect metropolitan travel patterns. Eleanor completed her dual Masters of City Planning and Transportation Engineering at University of California, Berkeley and her BA in Environmental Economics from Middlebury College. In her free time, Eleanor enjoys spending time outdoors and pitching in on her family’s organic farm in Sonoma County.

Grand Boulevard Initiative Safe and Healthy Corridor
Communities | SamTrans, Palo Alto & Redwood City, CA
Lead planner responsible for multimodal safety analysis for the two corridor segments as well as the stakeholder and public outreach effort for this pedestrian and bicycle safety study. Eleanor and her team worked with the Grand Boulevard Initiative (GBI) – a collaboration of 19 cities, counties, local and regional agencies united to improve the El Camino Real (State Route 82) corridor – by developing two complete streets case studies: one in Palo Alto and another in Redwood City. The final recommendations culminated in conceptual designs for corridor-level and intersection interventions to improve walking and biking in the study areas.

Contra Costa Countywide Vision Zero and Systemic Safety Framework | Contra Costa Transportation Authority (CCTA), Contra Costa County, CA
Project Manager responsible for developing CCTA’s Countywide Vision Zero and Systemic Safety Framework, which advocates Vision Zero as a standard practice in local and regional transportation planning and traffic operations. To achieve this, Eleanor’s team collected and analyzed traffic safety data to identify countywide safety trends and prioritize future efforts, and developed a “How To” guide for local jurisdictions to implement Vision Zero and safety improvement projects consistently across the county.

Contra Costa Countywide Bicycle and Pedestrian Master
Plan Update | Contra Costa Transportation Authority (CCTA), Contra Costa County, CA
Project Manager responsible for developing the CCTA Countywide Bicycle and Pedestrian Master Plan update, including managing a large consultant team. Key elements of the multifaceted project included extensive community outreach; development of a white paper on

ELEANOR LESHNER, MS
Senior Planning Associate

EDUCATION
» M.S., Civil Engineering,
Transportation Engineering,
University of California,
Berkeley
» Master of City Planning,
Transportation Planning and
Policy, University of California,
Berkeley
» B.A., Environmental Economics,
Middlebury College

EXPERIENCE
» Senior Transportation Planner,
Fehr & Peers
» Project Manager &
Transportation Researcher,
UCCONNECT, UC Berkeley
» Program Associate, Institute
for Transportation and
Development Policy

AWARDS/

AFFILIATIONS
» MassTransit Magazine 40
Under 40 Award
» Board Member, Women
Transportation’s Seminar
(WTS), San Francisco
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emerging trends in bicycle/pedestrian planning including micromobility and curbside management; development of updated countywide low-stress bicycle network and priority pedestrian areas; implementation strategy; and creation of a public-facing final plan that is easy to read and visually compelling.

Safer Taylor Street | San Francisco Municipal Transportation Authority (SFMTA), San Francisco, CA
Lead planner responsible for existing conditions analysis, traffic operations analysis, and development of the final report and recommendations for this community-based plan and complete streets design process. Eleanor’s team used an on-the-ground, inclusive community process by partnering with local community-based organizations (CBOs), respecting the extreme diversity and unique needs of the local Tenderloin community, while providing city staff with high-quality technical analysis and sophisticated, creative graphics that build on the City’s ongoing Vision Zero efforts.

Bancroft Corridor Before & After Study | City of Berkeley, CA Lead planner responsible for evaluating the Bancroft Way complete streets pilot project – a newly implemented protected bikeway and transit lane design – using metrics related to safety, access and operations. Her team worked with the city to determine a robust list of study metrics to evaluate the success of the pilot project and to determine any potential design modifications. Metrics included pedestrian and bicycle volumes, vehicle speeds, yielding rates at crosswalks, compliance at traffic signals, loading activity and compliance, and transit reliability.

Fremont Bicycle Master Plan | City of Fremont, CA
Lead planner responsible for developing the City of Fremont’s Bicycle Master Plan Update, which outlined an implementable vision of separated bikeways, protected intersections, and low traffic stress bikeways accessing Priority Development Areas (PDAs) and BART stations. The Plan developed a framework and specific actions to implement the General Plan goal of “retrofitting suburban streets” and reducing auto dependence in the city.

The Plan update creates a phased network of separated bikeways, protected intersections, and bicycle boulevards throughout the City, focusing on access to the City’s many PDAs and transit as well as improving safety on the City’s Vision Zero high injury corridors.

Publications
• Leshner, Eleanor and Nico Boyd (2021). “Autonomous Vehicle Considerations under the Safe System Approach.” ITE Quick Bytes. Accessible at https://www.ite.org/pub/?id=5DD1C888-EDF2-A5CB-DF67- AF82FE873458
• Leshner, Eleanor; Nico Boyd, and Alice Grossman (2020). “Safeguarding Safety for Road Users Now While Planning for an Automated Future.” ITE Journal (Vol. 90, No. 4, April). Accessible at https://www.ite.org/ pub/?id=5DD1C888-EDF2-A5CB-DF67-AF82FE873458
• Balding, Melissa; Teresa Whinery, Eleanor Leshner, and Eric Womeldorff (2019). “What Are TNC’s Share of VMT.” Accessible at https://www.fehrandpeers.com/what-are-tncs-share-of-vmt/ 179 of 322

JOHN GAHBAUER, MPP, MBA
Senior Planning Associate

EDUCATION
» AB, Philosophy, Georgetown
University
» MPP, Transportation, UCLA
Luskin School of Public Affairs
» MBA, Management, UCLA
Anderson School of
Management
WORK
» Lead Planner, WSP | Parsons
Brinkerhoff
» Assistant Editor, Cengage
Learning
Metro Grant Application Assistance | Los Angeles, CA.

Grant writer providing authorship of two grants for active transportation projects in the LA County cities of Artesia and Burbank. Developed application and directed maps and analysis in support of 1.5 miles of bicycle and pedestrian facilities (Artesia) and a bicycle and pedestrian bridge over the Los Angeles River (Burbank).

Metro Gold Line Foothill Extension Construction Authority, Metro Gold Line Foothill Extension Azusa-Montclair EIR | Monrovia, CA
Deputy project manager coordinating the production of a 500-page EIR for a 12.3 mile light-rail extension of the Metro Gold Line. Served as client point-of-contact and coordinated a team of 10 authors over two years. Created numerous public-friendly presentations of engineering and technical data for public meetings and presentations.

Metro LA County Bus Rapid Transit and Street Design
Improvement Study | Los Angeles, CA.

Planner providing an analysis of Metro’s bus system. Analyzed what routes and stop locations had the greatest ridership potential with reconfigured service schedules by using a GIS “transit suitability index”. Identified 108 corridors, developed a screening process for ultimately recommending 9 corridors that could most cost-effectively meet Metro objectives with dedicated peak hour bus only lanes and other general bus speed improvements, such as queue jumps, repaving, limited stops, parking restructuring, installation or optimization of transit signal priority (TSP) systems.

John is a planner and author with experience in planning, outreach, policy analysis, and grant writing. He recently worked as grant writer on two active transportation projects in LA County (Artesia and Burbank).

Previously, John worked as a Lead Planner at Parsons Brinckerhoff (now WSP), an architecture and engineering firm, where he worked on multiple high-profile transit projects and, as deputy project manager, coordinated the writing of the two-year, $2.9 million Metro Gold Line Foothill Extension Azusa-Montclair Environmental Impact Report (EIR). He also contributed to the Metro Airport Metro Connector project and the Metro LA County Bus Rapid Transit study, among others. John also worked as an intern on the ground-breaking SFpark project at the San Francisco Municipal Transportation Agency (“Muni”) and as a policy and programming intern at the San Francisco County Transportation Authority (SFCTA), where he assisted with bid solicitation on an $11 million grant program for low-income mobility needs. John holds an MPP from the UCLA Luskin School of Public Affairs and an MBA from the UCLA Anderson School of Management. 180 of 322
Metro Airport Metro Connector | Los Angeles, CA
Planner providing pre-engineering rough order of magnitude capital cost estimates for 27 planning concepts and route options for a light-rail connection to LAX airport. Coordinated with engineers and planners to analyses that provided a decision point for early alternatives.

Metro Sepulveda Pass Corridor Systems Planning Study | Los Angeles, CA.

Planner writing the Mobility Problem Definition of the compendium study on transit alternatives to connect Los Angeles’ San Fernando Valley with the Westside. Studied and described the demographic context of the project study area as well as existing land use and activity centers.

Coordinated with travel demand modelers to identify travel markets and characteristics and describe link analyses, and with traffic engineers to define existing freeway, HOV, and transit system performance and delay.

Metro ExpressLanes Market Research | Los Angeles, CA.

Consultant (through UCLA Anderson School of Management) leading a team of MBAs and two expert advisors to design a market research study to understand carpoolers’ attitudes to the then-incipient ExpressLanes project. Surveyed 3,500 carpoolers and organized 4 focus groups to capture input and feedback. Developed a “frequent flyer” style carpooler rewards program concept and a marketing strategy to communicate the project benefits.

Publications
• California Statewide Transit Strategic Plan, with Juan Matute, Teo Wickland, Jasneet Bains, Brian Taylor, Ribeka Toda, Charles Ye, Riley O’Brien and Herbie Huff. Draft presented to the California Department of Transportation, December 2016.
• Does Transit Mean Business? Reconciling Economic, Organizational, and Political Perspectives on Variable Transit Fares, with Allison Yoh and Brian Taylor. Published in Public Works Management & Policy, April 2016.
• Current Issues in Environmental Analysis in Transportation, with Irena Finkelstein and Rebecca Kalauskas. Presented at Transportation Research Board conference, Washington, DC, January 2015. • Does Transit Mean Business? Reconciling Academic, Organizational, and Political Perspectives, with Allison Yoh, Brian Taylor. Presented at Transportation Research Board conference, Washington, DC, January 2013.
• The Thin Red Line: A Case Study of Political Influence on Transportation Planning Practice, with Brian D. Taylor and Eugene Kim. Published in the Journal of Planning Education and Research, December 2009.
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Douglas is a highly experienced and accomplished transportation professional, having served as Director of Regional Planning for both the Los Angeles County Metropolitan Transportation Authority and San Mateo County Transit District. He brings a wealth of expertise, having worked as a lead consultant on transportation analyses throughout California, including oversight of the Dumbarton Transportation Corridor study, a comprehensive analysis of highway, arterial, transit, bicycle, and pedestrian issues for a 26-mile corridor. Doug is a proven leader in managing complex transportation projects, including the Smart Traffic Analytics project in East Palo Alto, aimed at improving vehicle flow and reducing localized air pollution. He has an extensive track record of developing operational plans for transit agencies throughout California, from Torrance Transit to San Mateo County Commute.org, and has managed the development of Short Range Transit Plans for major transportation agencies like Los Angeles Metro and the San Mateo County Transit District.

Metro Grant Application Assistance | Los Angeles County, CA.

Lead author on multiple Caltrans Active Transportation Program (ATP) Cycle 4 applications in the Los Angeles County region. Managed application writing and development through close coordination with city sponsors and feedback from Metro to produce competitive applications.

Transportation Planning
Imperial Valley Association of Governments, Strategic Transportation Plan for the I-8 Corridor
Long Range Planning Transit Corridor Project Evaluations, Los Angeles County Metropolitan Transportation Authority.
Orange County Transportation Authority, Regional Planning Services Southern California Association of Governments, Regional Transportation Plan and EIR
2009 Long Range Transportation Plan, Los Angeles County Metropolitan Transportation Authority.
City of Culver City General Plan Update.

DOUGLAS KIM, AICP
Senior Writer/Planning Associate
Southern California Association of Governments, Regional Transportation Plan EIR.
Los Angeles County Metropolitan Transportation Authority, Short Range Transportation Plan
County of San Luis Obispo, Conservation Element and EIR Metropolitan Transportation Commission, Public Outreach and Involvement Program for the Transportation 2035 Plan.
Long Range Transportation Plan, Orange County Transportation Authority Metro Regional Connector Consultant for Little Tokyo Community Council, Metro, Los Angeles, CA
Imperial Valley Association of Governments, Strategic Transportation Plan for the I-8 Corridor.
Los Angeles County Bicycle Master Plan.
Los Angeles County Transit Needs Assessment for the Lennox Et Al Subregion, County of Los Angeles, Los Angeles, CA
National Transit Database Passenger Miles Report, Torrance Transit, Torrance, CA

EDUCATION
» BA, Economics and City &
Regional Planning, University of
California, Berkeley

PROFESSIONAL

EXPERIENCE
» Mayor, City of Belmont
» Director, Bay Area Air Quality
Management District
» Director of Planning, San Mateo
County Transit District
» Director of Air Quality
Programming, PMC
» Director of Countywide
Planning, Los Angeles County
Metropolitan Transportation
Authority
» Air Quality Specialist, Monterey
Bay Unified Air Pollution
Control District
» Air Quality Specialist, South
Coast Air Quality Management
District
» Assistant Planner, City of Santa
Monica

CERTIFICATIONS
» American Institute of Certified
Planners (AICP), 011509

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KEVIN NORD, MA
Planning Associate

EDUCATION
» MA, Planning with
Transportation and
Infrastructure Concentration,
USC
» BA, Sociology, California State
University, Long Beach
» AA, Liberal Arts and Sociology,
Cypress College

EXPERIENCE
» Blue Zone Policy Intern, Beach
Cities Health District
» Production Manager, Openers
Plus
» Quantitative Methods of Social
Research Teaching Assistant,
CSULB
» Community Health and
Wellness Intern, Orange
County Department of
Education
» Merchandising and Pricing
Associate, Sears, Roebuck and
Co.

Clean California Grant Program | Santa Maria, CA
Author responsible for preparing the City of Santa Maria’s application to Caltrans securing $2.5 million for the Battles Road Green Corridor Rehabilitation and Beautification Project, a 1.1-mile long public pathway that regularly accumulates liter, is under-lit, deteriorating, and lacking beautification/recreation features. The grant will provide funding for lighting, workout/recreation features, local artwork, and droughttolerant landscaping that will surround an educational bioswale, a repaved existing bike path, and a new meandering pedestrian path.

Active Transportation Program | Redding, CA
Author responsible for preparing and securing four (4) City of Redding’s grant applications in ATP Cycle 5 and Cycle 6. More than $24 million was secured for projects that will enhance and improve bicycle and pedestrian infrastructure.

Prop 68 Statewide Park Program | La Verne, CA
Outreach lead and author responsible for preparing La Verne’s California Natural Resources Agency’s Prop 68 grant for the construction of a teen center. The $3 million dollar grant request will fund the construction of interpretive and educational open space facilities and exhibits. This application required five outreach meetings (which Kevin facilitated), a thorough understanding of the benefits of a major rehabilitation project, and a strong ability to convey these benefits clearly and concisely.

Rivers and Mountains Conservancy Grant Program | Covina, CA
Outreach lead and author responsible for preparing the City of Covina’s application requesting $1 million to create a new community park in one of the park-poor community along Banna Avenue at Cypress Street.

The proposed 2 acre new park will incorporate an interactive nature play park, fitness zone, outdoor classroom and lab, pollinator garden, tot lot, walking and bicycling paths, and a dog park -- all of which were identified by the community as priorities via outreach meetings in which Kevin met with nieghborhood residents.

Kevin has a rich background spanning multiple fields, making him an ideal candidate for any project. With over 6 years of experience in public policy, transportation and land use planning, geographic information systems, urban development, and sustainability, he brings a wealth of knowledge to the table. Kevin has contributed to a range of qualitative and quantitative research projects, including studies on transit-oriented development impacts, land-use regulations, and environmental modeling, demonstrating his broad range of expertise. Kevin is known for integrating his diverse interests, such as accessibility, biking, design, environmentalism, housing, mobility, social justice, spatial analysis, and sustainability, into a cohesive and innovative approach to planning. 183 of 322
Mengci is responsible for the direction and coordination of Authorizations to Proceed, quarterly reporting, audit preparation, closeout, and grant reporting requirements. Having worked with Caltrans Local Districts and supervising civil engineers on schematic designs, cost estimates, and specifications, Mengci has extensive experience in obligating, administering, and managing federal, state, county, and foundation grant funding for projects. Mengci also has experience working with disadvantaged communities and is fluent in both English and Mandarin Chinese.

Grant Funding Management and Administration, City of
Compton. (Grant Funding Associate)
Mengci assists the City of Compton’s Public Works Department with the administration of its local transportation projects and programs, including review of previous capital improvement plans, project funding agreements, and fund balances. This includes projects funded through various grant programs and by the City through its local transportation funding (i.e. Prop A, C, Measure R, and Measure M, to name a few).

Grant Funding Management and Administration, City of
Pismo Beach. (Grant Funding Associate)
Mengci assists the City of Pismo Beach with the administration of its local transportation projects and programs, including review of previous capital improvement plans, project funding agreements, and fund balances. This includes projects funded through various grant programs and by the City through its local transportation funding.

National Transit Database (NTD) Annual Report, City of
Covina. (Project Manager)
Mengci prepares the City of Covina’s annual NTD report, which requires a detailed financial report of all local, State, and Federal funding expenditures used throughout the year on the City’s local transit. The report is required in order to maintain Federal compliance and be eligible for future grant funding as it relates to its local transit and shuttle services.

MENGCI YANG, MPP
Analyst

EDUCATION
» Master of Public Policy (MPP),
Minor in Public Financial
Management, University of
Southern California
» B.S., Economics, Beijing
University of Chemical
Technology

PROFESSIONAL

EXPERIENCE
» Grant Finance Specialist, Evan
Brooks Associates
» SEVIS Coordinator, Office of
International Services at USC
» Research Assistant, State
Administration of Forestry
» Human Resources Intern,
Tecon Company Limited

CERTIFICATIONS &
SKILLS
» Funding and Programming
Transportation Projects,
California Local Technical
Assistance Program (LTAP)
» Benefit-Cost Analysis
Fundamentals, FEMA
Emergency Management
Institute
» Bilingual in Mandarin Chinese
Hazard Mitigation Grant Program, City of Grand Terrace. (Grant Writer) Mengci prepared the City of Grand Terrace’s application for the federally-funded CalOES Hazard Mitigation Grant Program for a slope stabilization grant. This included conducting a benefit-cost analysis and preparation of multiple forms. The total request was $2 million.
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Jorge has 20 years’ experience as a regional and city planner, specializing in land use planning, urban design, smart growth, bicycle and pedestrian design, and preparing geographic information systems (GIS) maps. Jorge served as a planner for the Southern California Association of Governments (SCAG). In this position, he integrated health concerns and the built environment to collaborate with multiple cities, including in LA County, to ensure they understood the benefits of long term planning that addresses economic and developmental challenges affecting public health and the built environment. In addition to his planning expertise, Jorge is an expert in Geographic Information Systems (GIS) mapping and cartographically preparing map layouts for grant applications, studies and other applications using ArcGIS and Adobe Illustrator. He prepared several maps in ATP Cycles 1, 2 and 3 and for TIRCP, as well as for several federal grants, including the Transportation Investment Generating Economic Recovery (TIGER).

San Fernando Safe Routes to School Plan
Planner assisted in the preparation of the San Fernando Safe Routes to School Plan, attending stakeholder meetings, communicating with the community at workshops, and preparing several components of the final Plan, including: mapping infrastructure needs, demographics, socioeconomic trends, and preparing zoning, boundary and base maps.

Baldwin Park Health and Sustainability Element
Assistant planner responsible for preparing community maps for stakeholder engagement meetings and the final Plan. The project involved drafting a new Health and Sustainability Element for the City’s General Plan. The completed Plan has defined actions the City will take over the next several years to improve the health of Baldwin Park residents and to create a cleaner, more sustainable environment. The Plan is also intended to complement the Transit Oriented Development Specific Plan for Downtown Baldwin Park.

Rosemead Bicycle Transportation Plan
Planner assisted in the preparation, planning and mapping for Rosemead’s Bicycle Transportation Plan. The five-year Plan includes several Class II (Bike Lanes) along major arterials, bicycle parking nodes at City Hall and community centers, and a future Class I (Bike Path) along the So Cal Edison utility easement. In addition to planning, work included several community outreach and stakeholder meetings to obtain feedback into community needs and desires.

Huntington Park Bicycle Transportation Plan
Planner assisted in the preparation, planning and mapping for Huntington Park’s Bicycle Transportation Plan. Huntington Park’s traditional street grid pattern, diverse land use pattern, and demographics contribute to a high bicycle and pedestrian mode split. This Plan sought to capitalize on these existing conditions to increase the use of bicycling for commuter trips (work and school) and recreational activities.

JORGE ZARZA
Planning Associate

EDUCATION
» BS, Urban and Regional
Planning, California State
Polytechnic University, Pomona
» American Planning Association
(APA), Member

PROFESSIONAL

EXPERIENCE
» Planner, City of San Fernando
» Planner and GIS Technician,
Southern California Association
of Governments
» Assistant Planner, City of
Baldwin Park

CERTIFICATIONS
» GIS Certificate, Rio Hondo
College
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Montebello GIS Mapping
Mr. Zarza prepared more than 60 maps for Montebello’s Line-by-Line Transit Analysis. The maps consisted of the City’s existing and proposed bus line routes, while accounting for demographic changes and census data changes, such as median income, population density and zero vehicle households.

GIS Mapping
• Updated land-use database for Southern California Association of Governments for the 2016-2040 Regional Transportation Plan and Sustainable Communities Strategy.
• Produced 64 maps for the City of Montebello’s Line-by-Line Analysis Report, including but not limited to bus line system maps, weekly boarding by stop and direction, transit use by census tract, and route change proposal maps.
• Prepared 50 maps for the City of San Fernando’s Active Transportation Plan and Safe Routes to School Project, including but not limited to land use, bikeways, existing conditions, school site, and proposed improvement mapping.
• Prepared 23 maps for Baldwin Park’s Non-Motorized Active Transportation Plan, including bicycle lane and pedestrian infrastructure maps, highlighting existing and proposed conditions by neighborhood
• Extensive experiencing producing print-ready maps for all types of applications, including:
Metro Rail to Rail/River Active Transportation Corridor Project Alternative Analysis - Segment B (GIS Mapping Lead)
Bicycle Transportation Master Plan, Huntington Park (Planning and GIS Mapping Lead)
Bicycle Transportation Plan, Rosemead (Planner and GIS Mapping Lead)
Downtown Specific Plan and Environmental Impact Report (Planner and GIS Mapping Specialist)
Health and Sustainability Element, Baldwin Park General Plan (Planner and GIS Mapping Lead)
Non-Motorized Active Transportation Plan, Baldwin Park (Planner and GIS Mapping Lead)
Compton Ports Access Connector Project (TIGER) (GIS
Mapping Lead)
Restoration of a Portion of Compton Creek (Urban Streams) (GIS Mapping Lead)
Maps for several grant application types, including, but not limited to ATP, HSIP, TIGER, and TIRCP.
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CITY COUNCIL
REPORT
DATE: SEPTEMBER 5, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: LILLY WHALEN, COMMUNITY DEVELOPMENT DIRECTOR
SUBJECT: AUTHORIZE RESPONSE TO GRAND JURY REPORT NO. 2306, AFFORDABLE HOUSING: “A PLAN WITHOUT A HOME”

RECOMMENDATION
It is recommended that the City Council approve and authorize the Mayor to sign the response to the Grand Jury report on Affordable Housing: “A Plan Without a Home.”

BACKGROUND
Early in California’s history, the California Constitution established grand juries in each county. The California Penal Code includes provisions on the formation of grand juries and the powers and duties of grand juries.

With respect to public agencies, grand juries are authorized to “investigate and report upon the operations, accounts, and records of the officers, departments, functions, and the method or systems of performing the duties of any such city or joint powers agency and make such recommendations as it may deem proper and fit.” (Cal. Penal Code section 925a) Within 90 days after the grand jury submits a report regarding the operations of any public agency, 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…” (Cal. Penal Code section 933(c))

DISCUSSION AND ANALYSIS
On June 16, 2023 the Grand Jury requested that the City of Pinole, along with other public agencies in the County, respond to the Grand Jury Report No. 2306, Affordable Housing; “A Plan Without a Home.”
Staff has reviewed the Report and identified the following as required responses specific to the City of Pinole:
9F
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City Council Report
September 5, 2023 2
• Thirteen (13) findings. For each finding, the City is responsible for indicating one of the following actions:
 We agree with the finding.
 We disagree with the finding.
 We partially disagree with the finding.

In each case where the City disagrees or partially disagrees, the City must specify the portion of the finding that is disputed and include an explanation of the reasons therefor.
• Ten (10) recommendations. For each recommendation, the City is responsible for replying by stating one the following actions:
 The recommendation has been implemented, with a summary describing the implemented action.
 The recommendation has not yet been implemented but will be implemented in the future, with a timeframe for implementation.
 The recommendation requires further analysis. This response should explain the scope and parameters of the analysis or study, and a timeframe for the matter to be prepared for discussion. This timeframe shall not exceed six months from the date of the publication of the Grand Jury Report.  The recommendation will not be implemented because it is not warranted or is not reasonable, with an explanation thereof.

The response must be provided to the Grand Jury no later than September 13, 2023.

Staff collaborated with other Contra Costa County jurisdictions in drafting responses to the findings and recommendations. Accordingly, the attached draft responses are presented for the City Council’s consideration to transmit to the presiding judge. The City Council may propose alternative language to those responses.

FISCAL IMPACT
There is no direct fiscal impact of preparing this response, aside from staff time.

ATTACHMENTS
A. Grand Jury Report: Affordable Housing: “A Plan Without a Home” B. Pinole’s Draft Response to the Grand Jury Report
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ATTACHMENT A
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CITY OF PINOLE

CITY HALL
2131 Pear Street Phone: (510) 724-9000
Pinole, CA 94564 FAX: (510) 724-9826
August 15, 2023
Contra Costa County Grand Jury
Attention: Cynthia Roberts, Foreperson
PO Box 431
Martinez, CA 94553
[email protected]
Transmitted via electronic mail and regular mail
Subject: City of Pinole’s Response to the Grand Jury’s Report on Affordable Housing: “A Plan Without a Home”
Dear Ms. Roberts:

Below, please find the City of Pinole’s response to the Grand Jury Report No. 2306, Affordable Housing: “A Plan Without a Home.”
Grand Jury Findings:

F1: Within existing city or County infrastructure there is no clear owner who is responsible for achieving RHNA permitting targets.

Response: Respectfully, the City of Pinole partially disagrees with Finding 1 because while a single entity is responsible for planning to accommodate RHNA permitting targets, jurisdictions do not undertake the development of housing projects themselves. Instead the Housing Element Update process requires jurisdictions to plan for how to remove governmental and non-governmental barriers to development and accommodate all types of housing based on RHNA allocations. Each jurisdiction's Housing Element specifies which departments are responsible for carrying out the Housing Element's Plans and Programs. In Pinole, the Community Development Department prepares the Annual Progress Report (APR), which is presented before the City Council annually prior to submission to HCD. The APR provides a status update on the jurisdiction’s progress in implementing its housing element on a yearly basis.

ATTACHMENT B
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City of Pinole’s Response to Grand Jury Report No. 2306 Page 2 of 16 F2. City and County officials see no direct path to meet state-mandated regional housing (RHNA) targets.

Response: Respectfully, the City of Pinole disagrees with Finding 2 because there are multiple paths to meet the state-mandated regional housing needs allocation RHNA targets. First, at a policy level, cities and the County must identify adequate sites to meet the RHNA targets through their Housing Elements. For example, the City of Pinole’s adopted and certified Housing Element for the 2023-2031 Cycle identifies capacity to accommodate 152% (759 units) of the required RHNA (500 units). In addition, Housing Elements include strategies and programs to encourage housing development in accordance with State Law. The State will not certify a Housing Element that does not accommodate RHNA targets. Second, at an implementation or production level, cities and the County create pathways for others to construct housing but do not construct housing themselves. Cities and the County primarily rely on applicants and the development community, including affordable housing developers, to propose and construct units.

F3. There are currently no measurable penalties if a city or a County does not achieve RHNA targets in an approved housing element plan.

Response: Respectfully, the City of Pinole partially disagrees with Finding 3 because while there are generally no legal or financial penalties if the cities and County do not achieve their RHNA targets, qualifying housing projects may take advantage of the streamlined, ministerial process created by SB 35 only if a city or the County has not achieved its RHNA targets.

In addition, jurisdictions are subject to penalties if they do not adopt a Housing Element that is certified by the State, including designating adequate sites to accommodate the RHNA targets.

For example, jurisdictions may be subject to litigation from individuals, housing rights’ organizations, developers, and/or the State of California Department of Housing and Community Development (HCD). Depending on court decisions, local control may further diminish, beyond that prescribed in State law, including, for example, suspending the jurisdiction’s authority to issue building permits or approve certain land use permits. Cities and the County may also be subject to court-issued fines, court receivership, and streamlined approval processes that remove local discretion.

Regardless of the reasons for lack of building permit activities, if jurisdictions do not issue building permits that meet the RHNA targets, developers may choose to use a ministerial process for housing projects that meet specified criteria (i.e., SB 35). In addition, a developer could choose to construct housing on sites that the jurisdiction has not designated for housing.

F4. Data published by ABAG shows that Contra Costa County and most of its cities have missed their current RHNA targets for very low- and low-income housing allocations. The allocation requirements continue to increase (16x for very low-income and 4x for low-income residents).
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City of Pinole’s Response to Grand Jury Report No. 2306 Page 3 of 16 Response: Respectfully, the City of Pinole partially disagrees with Finding 4. While it is true that many cities and the County as a whole missed their RHNA targets for very low and low-income housing, and that RHNA Allocation for very low- and low-income housing has continued to increase, the increase in RHNA allocation is not to the extent mentioned in this report. RHNA numbers from the past 3 cycles indicate that the current (6th) cycle has had the largest increase of 2.5x from the previous cycle in very low- and low-income housing requirements.

Cycle Very Low % permitted Low % permitted Source
1999 - 2006 6,481 44% 3,741 48% link
2007 - 2014 6,512 21% 4,325 24% link
2015 - 2020 5,264 16% 3,086 55% link
2023 - 2031 13,346 n/a 7,685 n/a link
F5. Many obstacles hinder the development of AH at the local level, specifically for very low and low-income housing, including:
a. Limited availability of land;
b. Restrictive zoning policies specific to AH development; c. Limited developer interest to bring projects forward; d. Limited available funding;
e. Lack of community support;
f. NIMBY opposition & city council response to NIMBY opposition.

Response: Respectfully, the City of Pinole partially disagrees with Finding 5. Despite the challenges listed above that may impede the creation of affordable housing, the City has taken steps to address each issue through our Housing Element programs, policies, and actions, to the best of our ability and in compliance with HCD standards.

F6. Zoning changes are generally addressed only when a project is presented for development. Zoning obstacles include:
a. Housing element plans that offer poor land choices for AH development; b. Restrictive height and high-density zoning policies; c. Lack of inclusionary housing ordinance(s) in many cities.

Response: Respectfully, the City of Pinole partially disagrees with Finding 6. Most jurisdictions consider changing zoning during the review of the Housing Element and/or updating the General Plan, rather than solely in response to a proposed development project. The following provides specific responses to items a-c, above:
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City of Pinole’s Response to Grand Jury Report No. 2306 Page 4 of 16 a) Housing Element plans are required by law to provide an inventory of land that addresses the unique conditions of each jurisdiction. Pursuant to Government Code Section 65583.2(b), Housing Element sites must include information on the number of dwelling units that a site can realistically accommodate, the RHNA income category the parcel is anticipated to accommodate, whether the parcel has available or planned and accessible infrastructure, and the existing use of the site, amongst other details. When selecting sites to accommodate the lower income RHNA, HCD provides jurisdictions with best practices to consider factors such as:

1. Proximity to transit

2. Access to high performing schools and jobs

3. Access to amenities, such as parks and services

4. Access to health care facilities and grocery stores

5. Locational scoring criteria for Low-Income Housing Tax Credit (TCAC) Program funding

6. Proximity to available infrastructure and utilities

7. Sites that do not require environmental mitigation

8. Presence of development streamlining processes, environmental exemptions, and other development incentives.

However, sites that meet these locational criteria do not always meet the other existing use criteria required by HCD to demonstrate substantial evidence for existing uses to discontinue within the planning period. These include high vacancies, deteriorating conditions, marginally operating businesses, underutilization of sites, etc. These conditions are often directly contrary to access to high performing schools and jobs, amenities, adequate infrastructure, and clear of environmental hazards.

In addition to the above requirements and pursuant to AB 686 (Government Code Section 65583(c)(10)), for Housing Elements due on or after January 1, 2021, sites must be identified throughout the community in a manner that affirmatively furthers fair housing (AFFH). AFFH means taking meaningful actions, in addition to combating discrimination, that overcome patterns of segregation and foster inclusive communities free from barriers that restrict access to opportunity based on protected characteristics.

Very often the approach to sites selection is to target declining areas for redevelopment. Without tax increment financing as a reinvestment tool, jurisdictions must rely on private investments as catalyst to induce redevelopment in declining neighborhoods. Housing is the best catalyst. For jurisdictions that take a neighborhood revitalization approach to accommodating the RHNA, place-based strategies that focus on public improvements, economic development, prioritization of funding, and targeted outreach are used to complement the sites inventory strategies. For example, the City of 236 of 322
City of Pinole’s Response to Grand Jury Report No. 2306 Page 5 of 16 Pinole’s adopted and certified 6th Cycle Housing Element contains Program 19, which commits the City to pursuing programs to increase environmental health and quality of life across Pinole.
b) Recent projects in Pinole demonstrate that the existing development standards (including setbacks and height requirements) do not constrain development from meeting, and in many cases exceeding, the maximum allowable density in each zone.

According to State Density Bonus Law (SDBL), local agencies are required to allow increased density, reduced standards, and development incentives based on the number and type of affordable housing units proposed in a project. The SDBL applies to housing projects, including mixed-use developments, new subdivisions, or commoninterest development. Developers may request incentives and concessions from the jurisdiction’s regulatory or development standards that result in actual and identifiable cost reductions to provide for affordable housing costs or rents. The number of required incentives is based on the percentage of affordable units provided in the qualifying project. For example, developers may ask for increased height above that allowed by the zoning regulations. As such, height and density do not represent a restriction to development. Furthermore, many sites are located in transit-oriented neighborhoods where recent State laws have preempted restrictions on height and density. c) 16 jurisdictions in Contra Costa County have implemented inclusionary housing ordinances. The City of Pinole has an inclusionary housing ordinance that was adopted in 2010. The inclusionary housing ordinance stipulates that, for all rental or ownership developments of four or more units, at least 15 percent of the total units must be constructed and offered for sale or rent as affordable housing units. Of those units, no less than 40 percent (or 6 percent of the total) must be made available to very lowincome households.

The City has seen recent development not only complying with these standards, but exceeding them. In the last two and a half years the City has entitled development of over 615 new units in Pinole, with 274 of the units being affordable. Two recent projects are one hundred percent affordable projects. The recently approved Pinole Vista project includes inclusionary units which exceeded the required percentage of very low-income units by the inclusionary housing ordinance to take advantage of state density bonus laws. Another recent development includes a subdivision of four units that increased from three to four units to provide one moderate income for-sale unit. This and other recently approved market and affordable housing projects demonstrate that the cumulative regulations have been able to facilitate a variety of new housing development, such that 80% of the City's RHNA could be met with currently approved projects. Recent development trends demonstrate that the City’s inclusionary housing requirements do not constraint development.
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City of Pinole’s Response to Grand Jury Report No. 2306 Page 6 of 16 The City currently utilizes an incentive-based approach to achieving affordable housing on-site and does not collect in-lieu fees through the City’s inclusionary requirement.

Program 7 in the City's Housing Element aims to address the constraints faced by smaller development projects, which often end up providing a higher proportion of affordable units due to their size. One such constraint is the lack of an in-lieu fee option.

To create more flexibility for smaller projects and a new funding source for affordable housing initiatives, the City is pursuing the creation of an in-lieu fee alternative for the inclusionary housing requirement. The inclusionary fee will help ensure that the inclusionary requirements do not constrain smaller projects and that smaller projects are providing an equal proportion of affordable units as larger projects.

F7. Penalties directed at cities and the County (financial, loss of control over local planning) are tied to not meeting state deadlines for Housing Element plan approval.

Response: Respectfully, the City of Pinole partially disagrees with Finding 7. We agree that there are penalties that are directly related to not meeting the statutory deadline of the Housing Element. Builder’s Remedy, where individuals may apply for a building permit on land that is not designated for housing, is one such penalty that is directly linked to meeting state deadlines for Housing Elements.

We partially disagree with Finding 7 because there are other penalties that are not directly tied to the statutory deadline. There are penalties associated with lawsuits, which are rarely brought forward for simply missing the statutory deadline, but more due to a perception of continued inactions. Penalties also include eligibility for funding.

As stated in the response to Finding 3, jurisdictions may be subject to litigation from individuals, housing rights’ organizations, developers, and/or HCD. Depending on court decisions, jurisdictions may lose additional local control, such as suspension of authority to issue building permits or approve certain land use permits; and/or cities and the County may be subject to court-issued fines, court receivership, and streamlined approval processes that remove local discretion.

In addition, depending on specific programs, eligibility for some state funds requires a certified Housing Element (such as PLHA and State HOME funds). Finally, loss of local control is not limited to jurisdictions that do not meet specified timeframes for a certified housing element.

For example, SB 35, the Housing Accountability Act, the No Net Loss Act, Density Bonus Law, and AB 2011/SB 6 specify what types of projects local jurisdictions must approve and where such projects must be approved, regardless of whether jurisdictions meet state deadlines for Housing Elements.
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City of Pinole’s Response to Grand Jury Report No. 2306 Page 7 of 16 F8. Builder's Remedy and SB35 projects do not address ingrained local obstacles identified in this report that prevent the completion of approved AH projects.

Response: Respectfully, the City of Pinole partially disagrees with Finding 8 because while Builder's Remedy and SB35 projects are valuable tools that can expedite affordable housing development, they may not comprehensively address all the ingrained local obstacles identified in this report that hinder the completion of approved AH projects. The effectiveness of these streamlined processes can vary from jurisdiction to jurisdiction, and while they can help overcome certain barriers like restrictive zoning policies and prolonged approval timelines, other challenges mentioned in the report, such as limited available funding, community support, and NIMBY opposition, may continue to persist in diverse degrees in different locations. To achieve the successful completion of approved AH projects and effectively address these obstacles, a multifaceted and jurisdiction-specific approach is required, taking into account the unique circumstances and complexities faced by each locality.

F9. When local Redevelopment Agencies (RDA’s) were discontinued by the state in 2012, the County and cities, did not address the loss of funding for affordable housing or find alternative funding to support affordable housing projects until voters passed Measure X in November 2020. Projects that target very low- and low-income residents were particularly impacted.

Response: Respectfully, the City of Pinole partially disagrees with Finding 9 because while the County and cities did not create or find new sources of funds for affordable housing after the State discontinued local RDAs, State law limits local jurisdictions’ ability to create new funding sources. Voters need to approve virtually all new funding or financing mechanisms to generate the revenues or funds needed to preserve existing affordable housing and construct or finance new affordable housing. The Board of Supervisors and Town/City Councils cannot, for example, float bonds any longer without voter approval.

While Measure X, the countywide 20-year ½ cent sales tax was approved in November 2020, Measure X is projected to provide up to $12 million annually for “housing and related services” for the entire County (emphasis added). Measure X Affordable Housing funds will be distributed through a Notice of Funding Availability (NOFA) process, a competitive process.

The City of Pinole has maintained former RDA assets, and revenues generated from those assets, in a Low- and Moderate-Income Housing Asset Fund that continues to be used to administer and monitor compliance with affordable housing and loan agreements and provide for affordable housing development. For example, the Satellite Affordable Housing Associates (SAHA) development at 811 San Pablo is 33 units on a 0.61 acre previously vacant infill parcel.

The development is all lower-income housing units. The project is on city-owned land and the City is contributing over three million dollars in Housing Asset Funds towards the project’s construction in addition to providing the land. The project was entitled in under five months from application submittal and in one hearing with the Planning Commission. A grading permit 239 of 322
City of Pinole’s Response to Grand Jury Report No. 2306 Page 8 of 16 was submitted on July 5, 2022 and building permit was submitted on December 12, 2022.

Construction began in June 2023.

As a part of Program 7 in the City of Pinole’s adopted and certified Housing Element, the City is developing a Housing Successor’s Low and Moderate Income Housing Asset Fund Policy. The policy will set priorities and goals for the use of affordable housing funds in the City as well as investigate the creation of an in-lieu fee as an additional alternative to the inclusionary housing requirement.

F10. Measure X housing funds are not fully dedicated to building AH for very low- and lowincome residents.

Response: The City of Pinole agrees with Finding 10.

F11. Local funding provided by bonds like Measure X Housing Fund is a critical component of a developer’s overall ability to raise funds for an AH development.

Response: Respectfully, the City of Pinole partially disagrees with Finding 11 because while local funding provided by bonds like Measure X Housing Fund in Contra Costa County are a beneficial component to help fund affordable housing construction, the amount of funding available from Measure X is not high enough to be a critical factor in a developer's overall ability to raise funds for an affordable housing (AH) development. Bond funding requires voters’ approval. Depending on the timing (economic conditions and bond measures for other competing interests), bond financing has not been the most significant source of affordable housing financing. Under the Measure X Program Allocation Summary, only $10 million dollars (about 13% of FY 2022-23 funding and about 4.5% of total funding) were allocated to a Local Housing Trust Fund; for FY 2023-24, $12 million dollars were allocated. The Measure X Housing Funds are to be dispersed by the Department of Conservation and Development (DCD) and the Health Services’ Health, Housing and Homeless (HSD-H3) Services and the Housing Authority of the County of Contra Costa. While a contributing factor, Measure X dollars allocated to housing production is not critical to the overall ability of the jurisdictions to meet their RHNA requirements for affordable housing.

F12. Cities that proactively engage citizens, address zoning obstacles, make reasonable zoning concessions, work collaboratively with developers, provide local funding support, and are united in addressing NIMBY opposition, have been successful in attracting AH projects.

Response: Respectfully, the City of Pinole partially disagrees with Finding 12 as the City of Pinole agrees that proactive strategies can help attract affordable housing developers and mitigate the barriers to housing production; however, proactive strategies alone do not result in affordable housing projects being constructed. For example, while City of Pinole engages in all of the above, a variety of other obstacles towards affordable housing development exist beyond a local jurisdiction’s control. This includes the gap in financing between constructing 240 of 322
City of Pinole’s Response to Grand Jury Report No. 2306 Page 9 of 16 market-rate versus affordable housing, land costs, the land-to-building ratio when a property contains an underutilized building, the cost to upgrade or renovate an existing nonresidential building to accommodate housing, infrastructure costs (on- and off-site), fees for public utilities (particularly for non-municipal utilities), among others.

F13. The latest RHNA targets for cities and unincorporated Contra Costa County show a significant increase in the number of units that are expected to be permitted for very low and low-income housing.

Response: Respectfully, the City of Pinole partially disagrees with Finding 13 as it is true that RHNA Allocation for very low- and low-income housing has continued to increase, however, the increase in RHNA allocation is not to the extent mentioned in the report. The overall number of RHNA targets has increased significantly over the last four cycles. The most dramatic increase was from Cycle 5 to Cycle 6, where the overall number of RHNA targets increased over twofold—from 20,630 to 49,043.

However, proportionally, there has not been a significant increase in the percentage of verylow and low-income RHNA targets. For example, the proportion of very low-income targets increased by only one percent – from 26% to 27% between Cycles 5 and 6; likewise, the proportion of low-income RHNA targets increased from 26% to 27% during the same period of time.

Cycle Total
Contra
Costa
RHNA
Very Low Low
Allocation Percentage
of Total
RHNA
Allocation Percentage of
Total RHNA
3rd: 1999 - 2006 34,710 6,481 19% 3,741 11%
4th: 2007 - 2014 27,072 6,512 24% 4,325 16%
5th: 2015 - 2020 20,630 5,264 26% 3,086 15%
6th: 2023 - 2031 49043 13,346 27% 7,685 16%
Grand Jury Recommendations:

R1. Each city and the County should consider assigning a staff position with clear leadership, ownership and accountability to achieve allocated RHNA targets. The individual in this position would be responsible for establishing and promoting an operational plan to achieve the RHNA goals set forth in the housing element plan.
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City of Pinole’s Response to Grand Jury Report No. 2306 Page 10 of 16 Response: The recommendation (R1) has been implemented. California’s Housing Element Law acknowledges that, in order for the private market to adequately address the housing needs and demands of Californians, local governments must adopt plans and regulatory systems that provide opportunities for (and do not unduly constrain) housing development.

Cities and Counties are not responsible for the development and construction of housing to achieve the allocated RHNA targets. Instead, they are responsible for the effective implementation of their housing elements and associated programs to address any existing constraints to housing and for tracking and reporting the jurisdiction’s progress toward achieving their RHNA. In the City of Pinole, the Community Development Department is assigned with the responsibility of the above tasks.

R2. Each city and the County should report AH progress and lack of progress using data across all four measured income groups. Special attention should be paid to tracking the housing needs of residents categorized as very low- and low-income. Cities and the County should communicate their progress biannually, against RHNA targets at council and supervisor Meetings.

Response: The recommendation (R2) has been implemented. State Law (§65400) requires each jurisdiction (city council or board of supervisors) to prepare an Annual Progress Report (APR) on the jurisdiction’s status and progress in implementing its housing element (HE) using forms and definitions adopted by the California Department of Housing and Community Development (HCD).

The HE APR allows HCD to track the progress of the implementation of a jurisdiction’s Housing Element and requires its submission as a threshold requirement for several State housing funding programs1.

Through the forms and tables provided by HCD2, jurisdictions must report annual data on housing in the APR, including the following:
• Housing development applications received (including proposed number of units, types of tenancy, and affordability levels)
• Building/construction activity
• Progress towards the RHNA
• Sites identified or rezoned to accommodate a shortfall in housing need • Program implementation status
• Local efforts to remove governmental constraints to the development of housing • Projects with a commercial development bonus
• Units rehabilitated or preserved
• Locally owned lands included in the sites inventory that have been sold 1 https://opr.ca.gov/docs/20220120-APR_Memo_2022.pdf 2 https://www.hcd.ca.gov/sites/default/files/docs/planning-and-community/housing-element/housingelement-annual-progress-report.xlsm 242 of 322
City of Pinole’s Response to Grand Jury Report No. 2306 Page 11 of 16 • Locally owned surplus sites
Government Code §65400 requires the planning agency to provide this report, which covers the previous calendar year) to the legislative body (i.e., local Council or Board), HCD, and OPR by April 1 of each year. APRs must be presented to the local legislative body for its review and acceptance on a meeting agenda. The statute does not specify in which order they be provided, and HCD does not require the report to be submitted to the legislative body prior to submitting it to HCD. However, HCD recommends that planning departments provide the report to the local legislative body prior to sending it to HCD and OPR3. Biannual reporting would divert staff time from other housing programs.

R3. Each city and the County should consider creating a dedicated AH commission comprised of a multi-disciplinary team of diverse citizens and led by a current, nonelected, city expert in planning. Each commission would be charged with providing a community voice in the process and helping to identify and address obstacles that hinder the development of affordable housing projects in their community.

Response: The recommendation (R3) will respectfully not be implemented. We appreciate the thoughtful recommendation to create a dedicated Affordable Housing (AH) commission comprised of a multi-disciplinary team of diverse citizens, led by a current, non-elected, city expert in planning. While we acknowledge the potential benefits of such a commission, after careful consideration, we have decided not to pursue its implementation due to the following reasons:
● Existing Planning Mechanisms: Our city and County already have established planning mechanisms and committees responsible for addressing affordable housing issues.

These existing structures provide platforms for community engagement and collaboration, making the formation of a separate commission redundant and potentially duplicative of efforts. Pinole’s Planning Commission is comprised of a variety of citizens that provides recommendation on policy changes, reviews development projects, provides a community voice, and makes recommendations on changing zoning regulations, which can lead to a reduced number of obstacles to development. ● Resource Constraints: Establishing and maintaining a dedicated AH commission would require additional financial and administrative resources. At present, our city and County are already allocating resources to multiple initiatives aimed at addressing affordable housing needs. Adding another commission might spread resources too thin and hinder the efficiency of current efforts. For example, the City of Pinole has a Planning Commission, Community Services Commission and Transportation and Traffic and Pedestrian Safety Commission. In the City of Pinole’s experience, each commission requires a designated staff member to manage the meeting, minutes, calendar, noticing, 3 https://www.hcd.ca.gov/sites/default/files/docs/planning-and-community/housing-element-annualprogress-report-faq.pdf 243 of 322
City of Pinole’s Response to Grand Jury Report No. 2306 Page 12 of 16 among other tasks. Given the limited number of staff in the city, the City does not have staffing or staff capacity to create additional commissions. • Efficient Decision-Making: By involving a diverse range of citizens and experts in our existing 7-member Planning Commission, we maintain a balanced and inclusive approach. This integration ensures streamlined decision-making processes and comprehensive representation of community interests without creating an additional layer of bureaucracy.
● Alternative Approaches: Instead of forming a separate AH commission, we are committed to strengthening the involvement of community members and experts in our existing Planning Commission. Enhancing public outreach, conducting regular town hall meetings, and encouraging community feedback will remain focal points in our efforts to address obstacles hindering affordable housing development. In addition, our adopted and certified Housing Element includes Goals, Policies and Actions that identify and promote collaborations with the community, other agencies, and the development community.

While we do not intend to pursue the recommended dedicated AH commission, we value the underlying principle of community engagement and recognize the importance of community input in the decision-making process. We will continue to explore alternative strategies that promote transparency, inclusivity, and community-driven solutions for affordable housing development in our city and County and we remain committed to finding the most effective and sustainable approaches to address affordable housing challenges, working in collaboration with stakeholders and community members to achieve our shared goals.

R4. Each city and the County should consider reviewing existing processes and identifying changes that would address or resolve the specific obstacles identified in this report that hinder achieving RHNA allocation targets for very low- and low-income housing in their Community.

Response: The recommendation (R4) has been implemented. As required by State Law, jurisdictions have reviewed existing processes and identified programs to address any potential constraints to development through the Housing Element’s Constraints and Zoning Analysis Section. Pinole’s adopted and certified Housing Element includes a number of zoning amendments as identified in the constraints section to ensure compliance with state law and remove constraints to development (Program 12). Additionally, the City will review and amend the Zoning Ordinance and Design Review Guidelines to ensure that all development standards, design guidelines, and findings are objective, and promote certainty in the planning and approval process (Program 13). Furthermore, the City has included multiple efforts to expedite the permitting and review process through reducing the necessary levels of approval (Program 15).
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City of Pinole’s Response to Grand Jury Report No. 2306 Page 13 of 16 It is important to mention the following additional components:
• Stakeholder Engagement: To ensure a comprehensive and inclusive approach, stakeholders, including community members, developers, housing advocates, and relevant government agencies, were actively engaged throughout the process. Feedback and input from these stakeholders played a pivotal role in shaping the subsequent actions.
• Identifying Key Obstacles: Based on the review and stakeholder input, specific constraints hindering the achievement of RHNA allocation targets were identified. These included issues related to zoning restrictions, lengthy permitting processes, funding constraints, and limited community support.
• Development of a Housing Plan: With a clear understanding of the obstacles, each city and the County developed tailored action plans to address the identified challenges.

These action plans outlined concrete steps, timelines, and responsible parties for implementation that have been or are in the process of being deemed appropriate by the State Department of Housing and Community Development. • Policy and Regulatory Reforms: To streamline affordable housing development, policy and regulatory reforms were introduced to the broader community at both the Planning Commission and City Council levels and noticed public hearings. These reforms aimed to remove unnecessary barriers, expedite permitting processes, and incentivize the construction of affordable housing.
• Community Outreach and Education: Recognizing the importance of community support, extensive outreach and education efforts were undertaken to inform residents about the benefits of affordable housing and dispel common misconceptions.

As a result of these actions, tangible progress can be made towards meeting RHNA allocation targets for very low- and low-income housing in each community. The review and reforms will lead to a more efficient and supportive environment for affordable housing development.

In the two years prior to the January 31, 2023 deadline, the City of Pinole entitled over 615 new units in Pinole, with 274 of the units being affordable. Two affordable housing projects have broken ground, with more building permits currently in plan check, which will increase the overall housing stock for low-income residents. The engagement of stakeholders has fostered a collaborative approach to address housing challenges, and community support for affordable housing initiatives has grown significantly.

While challenges persist, the ongoing commitment of the City of Pinole to address the obstacles identified in the report demonstrates significant strides in advancing affordable housing goals. 245 of 322
City of Pinole’s Response to Grand Jury Report No. 2306 Page 14 of 16 Continued efforts and collaboration will be crucial in achieving sustained progress and ensuring housing accessibility for all members of our communities.

R5. Each city and the County should consider developing a public dashboard to report progress against RHNA targets.

Response: The recommendation (R5) has been implemented. Each jurisdiction (city council or board of supervisors) must prepare an annual progress report (APR) on the jurisdiction’s status and progress in implementing its housing element using forms and definitions adopted by the California Department of Housing and Community Development (HCD). (Government Code Section 65400.) Each jurisdiction’s APR must be submitted to HCD and the Governor’s Office of Planning and Research (OPR) by April 1 of each year (covering the previous calendar year (CY)).

HCD compiles and showcases all APRs through their interactive digital data dashboard with downloadable data sets4.

In addition, all jurisdictions are subject to Government Code Section 65863 (No Net Loss Law), which was amended in 2017 with SB 166, and requires jurisdictions to maintain adequate sites to accommodate remaining unmet RHNA at each income level throughout the life of an adopted Housing Element. The No Net Loss Law restricts cities and the County from approving a housing project at a lower density, or with fewer units than identified in the Housing Element unless a corresponding number of units are accommodated and identified elsewhere in the cities or County. To assist with the monitoring, cities and the County are developing standard language to include in staff reports when housing projects come forward to decision-makers for approval and are exploring a No Net Loss Tool to help monitor RHNA progress. Additionally, new to the most recently adopted Housing Element, the City of Pinole maintains a list of additional development opportunity sites to be used in the case of a net loss situation (Program 1).

R6. Each city and the County should consider, in their individual Housing Element plans, putting forth land zoned "suitable for residential use," without development obstacles, and located strategically close to existing services, for AH purposes.

Response: The recommendation (R6) has been implemented. As required by State Law, jurisdictions are required to prepare a site inventory identifying land suitable and available for residential development to meet the locality’s regional housing needs by income level. Please see the response to Finding 6(a) for details. Further, in addressing HCD’s Affirmatively Furthering Fair Housing (AFFH) requirements there is a thorough review of the site selection via the Tax Credit Allocation’s Committee (TCAC) Resource Map that designates areas of low-, moderate-, high-, and highest-resource within a jurisdiction and requires specific justification for placing affordable housing projects within low-resources areas (see Figure 37 in Pinole’s adopted and certified Housing Element).
4 https://www.hcd.ca.gov/planning-and-community-development/annual-progress-reports 246 of 322
City of Pinole’s Response to Grand Jury Report No. 2306 Page 15 of 16 R7. Each city and the County should consider reviewing their zoning policies to identify restrictive zoning policies unique to their jurisdiction that impede AH projects and consider making zoning changes in light of that review that will support AH in their community.

Response: The recommendation (R7) has been implemented. Through the Housing Element process, jurisdictions have reviewed their zoning policies and identified potential affordable housing development constraints unique to their jurisdiction. The Housing Element Goals, Policies and Programs section outlines forthcoming changes to zoning policies with specified timeframes to address the identified constraints.

R8. Cities should consider adopting an inclusionary housing ordinance as part of their standard development policy by the end of 2023 (if not already in place).

Response: The recommendation (R8) has been implemented. The City of Pinole has adopted a local inclusionary housing ordinance as of 2010. See the discussion in the response to Finding 6(c) for details on the success of the ordinance.

R9. Each city and the County should consider how to prioritize the implementation of housing projects that promote development of very low- and low-income housing.

Response: The recommendation (R9) has been implemented. Due to permit streamlining requirements, it is critical for cities and counties to assess all development projects in the sequence they are received. Nevertheless, jurisdictions have implemented incentives and expedited permitting processes for certain categories of housing type or tenure. As a part of the City of Pinole’s adopted and certified housing element, the City will be developing permit streamlining, priority permitting process and a fast-track process for eligible applications (Program 15). Additionally, Program 6 commits the City to preparing, updating, or revising the General Plan Environmental Impact Report (EIR) as appropriate to provide CEQA clearances for projects that comply with existing zoning. By reviewing and updating the EIR individual projects can utilize opportunities for tiering from environmental documentation and streamlining provided under CEQA, where applicable, which can reduce duplicative analyses, streamline environmental review and ultimately save time and money for the applicant.

Further, the preservation and promotion of naturally occurring affordable housing (NOAH), is also part of our affordable housing strategy. While developing housing that is affordable to lower income households is important and a key strategy, preservation of affordable units is equally important and requires additional resources. It may, in some cases, be more cost effective to preserve existing units. Additionally, the promotion and fast-tracking of Accessory Dwelling Units, as NOAH, is a key strategy identified in our Housing Element. 247 of 322
City of Pinole’s Response to Grand Jury Report No. 2306 Page 16 of 16 R10. Each city and the County should consider prioritizing Measure X funding requests that support projects that address RHNA targets for very low- and low-income residents. Each city and County should consider reporting regularly to their residents on the use of Measure X funds for such purposes.

Response: The recommendation (R10) will respectfully not be implemented. Measure X is a countywide 20-year, ½ cent sales tax approved by Contra Costa County voters on November 3, 2020 “to keep Contra Costa’s regional hospital open and staffed; fund community health centers, emergency response; support crucial safety-net services; invest in early childhood services; protect vulnerable populations; and for other essential county services.” Under the Measure X Program Allocation Summary, only $10 million dollars (about 13% of FY 2022-23 funding and about 4.5% of total funding) were allocated to a Local Housing Trust Fund; for FY 2023-24, $12 million dollars were allocated. The Measure X Housing Funds are to be dispersed by the Department of Conservation and Development (DCD) and the Health Services’ Health, Housing and Homeless (HSD-H3) Services and the Housing Authority of the County of Contra Costa. The use of Measure X funds for housing are reported by the County here:
https://www.contracosta.ca.gov/8530/Measure-X
The jurisdictions have identified local funding sources for each of their Program Actions in their Housing Element to support affordable housing projects that address RHNA targets for very low- and low-income residents.

In Conclusion
In closing, your letter has shed some light on critical aspects of the housing crisis we face today and affirmed that we are not alone as a jurisdiction in facing these challenges. Despite potential areas of partial disagreement, we acknowledge the factual basis of your findings and recognize the interconnectedness of the underlying conditions that have given rise to the current challenges.

By working collaboratively and understanding the broader context of the housing crisis, we strive to develop more effective strategies and policies to address this pressing issue and create a more inclusive and sustainable housing landscape for all members of our community.

Very Sincerely,
Devin Murphy
Mayor, City of Pinole
CC: Pinole City Councilmembers
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CITY COUNCIL
REPORT
9G
DATE: SEPTEMBER 5, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: SANJAY MISHRA, PUBLIC WORKS DIRECTOR
SUBJECT: AWARD A CONTRACT TO TETRA TECH TO COMPLETE AN ENERGY

CONSERVATION, GENERATION AND STORAGE ASSESSMENT IN AN
AMOUNT NOT TO EXCEED $47,938

RECOMMENDATION
Staff recommends that the City Council adopt a resolution (Attachment A) to award a contract in a form acceptable to the City Attorney to Tetra Tech to complete an Energy Conservation, Generation and Storage Assessment (CIP Project # IN2201) in an amount not to exceed $47,938 and authorize the City Manager to execute the contract.

BACKGROUND
The City of Pinole provides services from numerous City facilities and through a variety of City infrastructure, including roads, parks, and streetlights. The City has invested in some energy conservation and generation measures over the past 10 years. These include solar arrays, EV charging stations, and streetlight improvements. The City anticipates spending approximately $1.3 million on electric and natural gas consumption in City facilities during FY 2022-23.

The City is interested in identifying steps that it could take to further conserve, generate, and store energy in City facilities and infrastructure. Through the Energy Conservation, Generation and Storage Assessment, the City seeks to achieve the following outcomes:
• An assessment of the City’s energy use in its facilities and infrastructure. • Identification of cost effective and environmentally responsible investments in energy conservation, generation, and storage.
• Identification of investments to make the City more resilient during power outages, natural disasters, and from the impacts of climate change. • A recommended system(s) to track and provide reports on savings that result from investment in energy conservation and generation at City facilities.

On June 6, 2023, City staff released a Request for Proposals (RFP) soliciting consultant proposals to complete an Energy Conservation, Generation and Storage Assessment.

The RFP was listed on www.publicpurchase.com, posted on the City of Pinole website, 249 of 322
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September 5, 2023 2
and distributed to firms identified through a web search. Responses were due on July 14, 2023.

The scope for this project includes the following:

A. Energy Efficiency and Resiliency Trends Review
B. Conditions Assessment
C. Opportunities Analysis
D. Recommendations
A Final Energy Conservation, Generation and Storage Assessment report will be presented to the City Council.

A total of five proposals were submitted and provided to the review panel (Panel). The Panel consisted of two City of Pinole staff representing the Public Works Department and a project management consultant who supported the RFP process. All responses were evaluated using the criteria in the RFP:

A. Qualifications
B. Cost
C. Method for Executing Scope of Work
D. Exceptions to the Consultant Services Agreement
E. References
Three firms were selected by the Panel for interviews to further demonstrate their qualifications. The Panel members identified Tetra Tech as the preferred consultant. A copy of the Tetra Tech proposal is attached (Attachment B).

REVIEW & ANALYSIS
City staff recommends Tetra Tech based on the firm’s experience conducting similar assessments, ability to match recommendations to available funding sources, the breadth of talent on the team that would be assigned to the project and the proposed approach to completing the scope of work.

Tetra Tech’s proposal included a budget of $39,978. After selecting Tetra Tech as the preferred firm, staff added additional services related to EV charging at City facilities and validation of the Senior Center solar design and negotiated a contract cost of $47,938 for the project.
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FISCAL IMPACT
The FY 2023/24 adopted CIP budget includes $50,000 in funding for CIP Project IN2201– - Energy Conservation, Generation, & Storage Assessment. There are sufficient funds in the City’s adopted CIP budget to award the contract to Tetra Tech in an amount not to exceed $47,938.

ATTACHMENTS
A. Resolution
B. Tetra Tech proposal
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RESOLUTION NO. 2023 – XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE, COUNTY OF

CONTRA COSTA COUNTY, STATE OF CALIFORNIA, AWARDING A CONTRACT TO TETRA TECH FOR $47,938 TO COMPLETE AN ENERGY CONSERVATION, GENERATION AND STORAGE ASSESSMENT (CIP PROJECT # IN2201) IN AN AMOUNT NOT TO EXCEED $47,938 AND AUTHORIZING THE CITY MANAGER TO

EXECUTE THE CONTRACT
WHEREAS, the City of Pinole (“City”) recognizes that energy efficiency and resiliency of City facilities is important to provide effective City services; and WHEREAS, the City would like to better understand steps that it could take to further conserve, generate, and store energy in City facilities and infrastructure; and WHEREAS, the City is also interested in identifying investments to make the City more resilient during power outages, natural disasters, and from the impacts of climate change; and
WHEREAS, the City has adopted the FY 2023/24 through FY 2027/28 Capital Improvement Plan (CIP) which includes an energy conservation, generation, and storage assessment (CIP Project # IN2201) as a funded project; and WHEREAS, the City issued a Request for Proposals (RFP) on June 6, 2023, on www.publicpurchase.com, posted the RFP on www.ci.pinole.ca.us/bids and distributed to firms based on a web search, seeking proposals from qualified consultants to provide professional services for the development of a Energy Conservation, Generation and Storage Assessment; and
WHEREAS, five proposals were received and evaluated by an interview panel based on the criteria outlined in the RFP, including the consultant's experience, qualifications, interview and proposed methodology; and WHEREAS, the interview panel has recommended that the contract be awarded to Tetra Tech based on the firm’s experience conducting similar assessments, ability to match recommendations to available funding sources, the breadth of talent on the team that would be assigned to the project and the proposed approach to completing the scope of work;
NOW THERFORE BE IT RESOLVED that the City Council of the City of Pinole as follows:

1. Tetra Tech’s proposal is found to be the most responsive proposal and is accepted by the City Council for development of an Energy Conservation, Generation and Storage Opportunities Assessment.

ATTACHMENT A
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2. There is $50,000 allocated in the City’s adopted Capital Improvement Program budget for this project.

3. The City Manager is authorized to execute a professional services contract with Tetra Tech in an amount not to exceed $47,938 for the Project in a form to be approved by the City Attorney.

PASSED AND ADOPTED at a regular meeting of the Pinole City Council held on the 15th day of August 2023 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

ENERGY CONSERVATION, GENERATION AND STORAGE

ASSESSMENT
City of Pinole
July 14, 2023 Revised – August 3, 2023

STATEMENT OF QUALIFICATIONS ATTACHMENT B
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a
i
Table of Contents
Cover Letter ........................................................................................................................................................................................

A. Qualifications .......................................................................................................................................................................... 1 B. Key Personnel ......................................................................................................................................................................... 8 C. Method for Executing Scope of Work .................................................................................................................................. 15 D. Fee Proposal ......................................................................................................................................................................... 17 E. References ............................................................................................................................................................................ 19 F. Conflicts and Termination .................................................................................................................................................... 19 G. Standard Agreement ............................................................................................................................................................. 20 255 of 322
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RFQ No. 2005 January 16, 2020
Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.

Cover Letter
July 14, 2023
Public Works Director
City of Pinole
2131 Pear Street
Pinole, CA 94564
Subject: Proposal for an Energy Conservation, Generation, And Storage Assessment for the City of Pinole facilities
Dear Sanjay Mishra:

Tetra Tech Inc. is pleased to submit our proposal to provide an energy conservation, generation, and storage assessment for the City of Pinole facilities.

Over the past 23 years, the Tetra Tech Energy Team has been an industry leader in energy and water auditing, onsite generation solutions including microgrids, energy resiliency, energy management, and sustainability services. Tetra Tech has an unparalleled track record of providing top-level technical and engineering services and site-specific solutions to consistently deliver improved facility performance, energy conservation, and energy generation solutions to our clients. We have established technical teams with expertise in a wide range of relevant skills. We excel in developing technically sound, economically attractive, and actionable results for our clients.

Tetra Tech’s Energy Team has extensive experience in conducting comprehensive and technology-specific energy audits and assessments. Our team has performed ASHRAE Level II and other energy and water audits for 5.5. million square feet of federal, state, and local government facilities in multiple states over the past few years, as well as developed onsite energy generation and storage solutions and implementation plans to help our clients put the energy audit findings into practice to realize savings and improve resiliency.

Main Point of Contact
Jennifer Brainerd, Program Manager, Energy Services will serve as the main point of contact during the RFP review process. P: 619.321.6703, Email: [email protected].

I hope that after review of our qualifications, you will agree that Tetra Tech offers the best overall expertise to the City of Pinole in meeting your energy study needs. This proposal is valid for 90 days following the date of this letter. If you should have any questions regarding our capabilities or similar work, please contact Jennifer or me.

Sincerely,
Kathy Vandenheuvel PE
Operations Manager
1230 Columbia Street, Ste. 1000, San Diego, CA 92101
P: 619.321.6712, Email: [email protected] 256 of 322
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1 A. Qualifications
Tetra Tech offers the City of Pinole the following qualifications, experience, and benefits to perform the services:

Proven background accomplishing energy audits with meaningful results. We provide realistically priced capital improvement projects, in addition to low-cost and no-cost recommended operational changes and training that can drive energy efficiency.

Experienced energy audit and resilience team backed by 27,000 employees world-wide and an established Energy Team ready to complete the work in a short timeline. We have audited millions of square feet of facilities for clients across the country and developed onsite generation solutions. We are not an ESCO and provide neutral assessments for clients, agnostic to specific technologies or implementation approaches.

Experience identifying comprehensive energy solutions that qualify for state and federal funding sources and low-interest financing sources. Tetra Tech energy professionals work with stakeholders at all levels to craft an execution plan for each energy opportunity.

The ability to develop site-specific energy generation and storage solutions. We conduct a rigorous technical and economic evaluation of various onsite power generation sources. We determine appropriate generation sources to provide complete resilience for your site as required, including the most ideal capacity of renewable energy and battery storage.

A team of Professional Engineers, Certified Energy Managers, and other energy professionals who have worked together on similar successful projects, including a lead auditor local to the East Bay who has supported a wide range of California utility customers, including PG&E.

Tetra Tech History
Founded in 1966, Tetra Tech has grown into a global leader in providing engineering and technical services. Tetra Tech’s innovative, sustainable solutions help our clients address their energy, water, environment, infrastructure, and resource management needs. We are proud to be home to leading technical experts that stay at the forefront of emerging technologies in order to provide the highest and best solutions for our clients. We combine the resources of a global, multibillion-dollar company with local, client-focused delivery.

Throughout its history, Tetra Tech has proudly served local, state, and federal government agencies. We lead with science to provide services for the full life cycle of sites, from initial assessments, planning, and design for efficient communities through remediation and closure. Our industry-leading experts understand the complex challenges that face communities in managing their water, energy, infrastructure, asset management, and environmental needs. Tetra Tech provides energy management, infrastructure design, fuel storage design and maintenance, environmental compliance, natural and cultural resource management and protection, information technology support and cyber security, National Environmental Policy Act (NEPA) documentation, and master planning for governmental sites and facilities.

Over the past 23 years, the Tetra Tech Energy Team has provided energy and water auditing, onsite generation solutions including microgrids, energy resiliency, energy management, retrocommissioning, resource conservation, and sustainability services. Tetra Tech has an unparalleled track record of providing top-level technical and engineering services and sitespecific solutions to consistently deliver improved facility performance, energy conservation, and energy generation solutions to our clients. We have established technical teams with expertise in a wide range of relevant skills. We excel in developing technically sound, economically attractive, and actionable results for our clients.

Tetra Tech has a long-standing history of providing innovative and cost-effective solutions to planning, engineering, management, environmental and energy problems worldwide. As a publicly-traded company headquartered in Pasadena, California, we have more than 550 offices in 120 countries on seven continents. Formed in 1999, our specialized Energy Team is headquartered in San Diego, California, with team members spread out across the country, with the lead auditor located in Lafayette, CA, to provide comprehensive energy management, assessment, planning, and design services to 257 of 322
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2 local, state, and federal clients across the U.S. Our Energy Team has performed energy assessments for more than 60 million SF of facilities in the last 5 years, as well as comprehensive energy generation assessment and master planning.

Specialized Expertise
Tetra Tech’s expert energy auditors regularly accomplish energy audits for government clients, and we have established proven audit processes and procedures which we have shown to be effective in accomplishing multiple audit projects for government facilities in short periods of time. In a recent project for the Michigan State Department of Veterans Affairs, we audited 63 facilities across the state, encompassing 2.3 million square feet as part of one contract including audits of administrative facilities, warehouses, vehicle maintenance facilities, secure areas, and emergency response facilities. Our team will leverage the skills, techniques, and lessons learned to execute a cost-effective, thorough audit that meets all RFP requirements. We aim to identify innovative energy solutions for our clients in all energy audits as the applicable technologies continue to develop and practices and procedures continue to be redefined. Our technical experts identify deficiencies and develop diverse energy conservation measures (ECMs) including HVAC upgrades, lighting retrofits, control optimizations, building envelope improvements, combined heat and power, renewable energy and energy storage systems solutions as appropriate at each site. All measures are fully evaluated with building modeling software or engineering calculations to take the results of the on-site audits and translate them into cost-effective projects that deliver substantial savings. Tetra Tech understands that all solutions identified must be vetted by the client to make certain that the client can operate and maintain the equipment. This is critical to any energy reduction strategy to maintain the integrity of the energy conservation solution implemented.

We also have created 17 energy and water resilience plans, which help clients prioritize projects for the most critical functions, identifying potential funding sources, and create a 5-year implementation plan and strategy, in addition to identifying solutions to conserve energy, increase efficiency, improve resilience, and close vulnerability gaps related to utility infrastructure. The resilience solutions frequently include an onsite microgrid capable of generating all or part of the site power requirements if the commercial grid fails. Tetra Tech carefully analyzes the most appropriate generation sources such as solar, wind, battery storage, combined heat and power, fuel cells, backup diesel, and natural gas generators. Our recommended solutions are most often hybrid microgrids with a combination of renewables, energy storage and continuous generators (natural gas or diesel). Tetra Tech will provide a baseline for current site resilience, along with the most economical and technically feasible plan to achieve the desired level of resilience.

Tetra Tech has provided detailed write-ups of three projects that highlight our experience with energy audits and on-site generation assessment and project development, including microgrids.

1. Michigan Department of Military and Veterans Affairs – Energy Audits, Resilience Plans, and Microgrids

2. State of South Dakota ASHRAE Level II Energy Audits and Resilience Planning, and Microgrids

3. Energy and Water Resilience Plans for Idaho Military Department 258 of 322
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3 Michigan Department of Military and Veterans Affairs
– Energy Audits, Resilience Plans, and Microgrids
ASHRAE Level II Energy Audits – Tetra Tech conducted Level II ASHRAE comprehensive energy and water audits on 2.5 million square feet of facilities for the Michigan ARNG. Tetra Tech audited 63 facilities across the state of Michigan, including a wide variety of administrative and training facilities, vehicle and aircraft maintenance, aircraft hangars, water and wastewater systems, fire stations, and security police facilities. At each facility and group of facilities, our team assessed renewable energy alternatives and the feasibility of incorporating CHP systems.

Tetra Tech established a valid energy and water baseline for each facility, and calculated energy and water use intensities for all facilities to track future progress as energy and water conservation measures are implemented. Tetra Tech’s auditing efforts identified $6.1 million of viable energy and water saving projects with a savings-to-investment ratio greater than 1.0. The total estimated cost savings associated with these ECMs and WCMs was $858,000 annually, which equates to roughly 16% of the DMVA’s electric consumption, 12% of the natural gas consumption, and 3 million gallons of water consumed across the state each year. Additionally, $300,000 in utility rebates were identified to help offset the capital costs of implementing the ECMs and WCMs. Projects included lighting and lighting controls; DDC system upgrades; plumbing; HVAC; building envelope; and renewable projects.

Client: Department of Military Veterans
Affairs (DMVA), State of Michigan
Location: Michigan ARNG Sites Statewide
Dates: 2017 – 2020
Scope of Services: Energy and Water
Resilience Plans, Microgrid Assessments,
Energy Audits
Contact:

Maj Del Avery
Real Property Specialist
DMVA Michigan
3423 N. Martin Luther King Jr., Blvd
Lansing, MI 48906
517.481.7566
[email protected]
Fort Custer had a small pilot microgrid in place, which Tetra Tech expanded to create a fully operational microgrid that could serve the entire installation in the event of an emergency. Fort Custer had two ground mount PV arrays in place already, along with a small battery storage system and simple microgrid controller. Tetra Tech identified an optimal amount of additional PV (1.0 MW) along with 960 kWh of new battery storage to serve the installation in routine grid connect mode. The FCEC (Fort Custer Education Center) was found to be a good candidate for CHP. A 333-kW CHP would serve the power and thermal requirements of the existing building, as well as the requirements of the future Armory, providing electric and thermal resilience for both sites. Additional 333-kW natural gas generators can be added to the microgrid generation system as Fort Custer incurs future load growth. A cybersecurity specialist then assessed the cybersecurity of the microgrid and generation systems and made recommendations. Cybersecurity is an increasingly important factor in today’s world. Tetra Tech designed the Fort Custer microgrid to include the ideal combination of onsite generation assets to provide energy resilience, utility cost savings and increased reliance on renewable power.

Energy and Water Resilience Plans – Tetra Tech developed four energy and water resilience plans for the Michigan Army National Guard (ARNG) – at three major sites (Camp Grayling, Fort Custer, and the Joint Forces Reserve Center), and one for ARNG statewide facilities. The plans included comprehensive energy audits of all facilities to identify energy conservation opportunities and included assessing each site for on-site power generation opportunities for increased resilience and utility cost savings.

Tetra Tech met with base leadership and the mission owners to determine the mission-critical functions and talk about risks, threats, and opportunities with the stakeholders. Tetra Tech led a thorough discussion of the mission-critical loads as well as the essential supporting facilities and loads that would be required to keep critical missions fully operational.

We conducted site visits, collected data, and established the energy, thermal, water, and wastewater resilience baselines. The energy consumption history was consolidated and put into an Excel spreadsheet for this client. 259 of 322
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4 During the site visits, Tetra Tech discussed issues with the commercial power and natural gas distribution utilities as well as water and wastewater companies, as appropriate for each installation. The resilience of many military installations is only partially controlled within the confines of the post, so the agencies outside the post that play a role must be interviewed and their resilience evaluated to assess the vulnerabilities to the military site. The resilience of the energy and water supplies and the commercial infrastructure were assessed from the source to the fence line of the installations. Additionally, the infrastructure on the installation was assessed for age, condition, and risks of physical damage.

Tetra Tech reviewed the recent energy audits to account for demand and consumption reductions that could reduce the size and quantity of assets required to meet the 14-day planning factor. We evaluated 3 years’ worth of energy data and discussed facility usage during that time to determine the most appropriate benchmark to use as steady state requirements.

We then discussed the mission requirements with the mission owners to assess an appropriate planning factor for the facilities under emergency operating conditions – the 14-day demand and consumption that would support the mission in all reasonable situations. This is an important distinction in that steady-state requirements don’t equate to emergency demand requirements. Tetra Tech also incorporated the Real Property Development Plans (RPDPs) for each of the installations, making rough estimates of the future facility loads where data were not available.

Tetra Tech provided a prioritized list of projects that could individually be accomplished to improve resilience of the sites over time. Each of these projects had an associated increase in energy and water resilience that would be achieved by implementing the projects. The team accomplished a cost estimate and life-cycle cost analysis (LCCA) for each of the projects and identified a possible funding stream. The final IEWPs included all identified solutions. 260 of 322
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5 South Dakota – ASHRAE Level II Energy Audits, Resilience Planning, and Microgrids
Tetra Tech was contracted by the State of South Dakota Department of the Military to perform ASHRAE Level II audits on 593,960 square feet of Army National Guard (ARNG) facilities statewide. Tetra Tech identified ECMs and WCMs, including lighting, HVAC upgrades and controls, which will save 1,323,629 kWh, 1,394 kGal water and $169,686 annually when implemented. Tetra Tech audited 44 facilities, including buildings such as armories, training facilities, headquarter buildings, dining facilities, and fitness centers. In addition, Tetra Tech developed Energy and Water Resilience Plans for sites to assess vulnerabilities to energy and water supplies and infrastructure and make recommendations for measures to improve energy and water resilience. Tetra Tech identified a microgrid project and assisted the state in developing a funding request submission through the Army’s Energy Resilience and Conservation Investment Project (ERCIP).

The microgrid for Camp Rapid was developed in an effort to provide more onsite power generation for the installation, such that the base was less susceptible to commercial power outages. Research into the current South Dakota Public Utility Commission policy revealed that the utility serving the base had proposed major changes to the existing netmetering policy. The utility was attempting to introduce a buy-all/sell-all tariff whereby all customers would be required to purchase all power from the utility and sell all power generated on site back to the utility at a price far below market value. If the policy were adopted, it would completely erode the economics of all onsite power generation installed on base. While the policy was ultimately not adopted by the PUC, it is an indicator of the local utility’s attempt to block customers from installing local microgrids. This was a main driver for Tetra Tech to help design a microgrid that could potentially allow the base to move completely off-grid.

The base had a goal of installing as much renewable energy as could be economically justified. Tetra Tech performed extensive analysis on the base’s load profile, the utility rate structure, potential locations for solar arrays including rooftop, carports and ground mount, and the current cost of renewable microgrid components. Analysis indicated that the ideal capacity for PV was 600-kW as a PV array exceeding this capacity would generate too much surplus power that would need to be stored in a large and expensive battery storage system. Tetra Tech then estimated an appropriate amount of battery capacity that would provide both resilience during a power outage, as well as peak shaving economic benefits. Operating the battery in peak shaving mode can reduce demand charges and improve PV system economics by 10-20 percent for most systems. Tetra Tech designed the remaining generation components to be natural gas fired microturbines. Natural gas is an abundant, affordable and reliable fuel source in South Dakota. The microturbines were designed to replace an oversized backup diesel generator. One of the microturbines is designed to operate in combined heat and power service, providing both heating and cooling for the installation headquarters building. Additional microturbines are included in the design to provide a complete backup power solution for the base in the event of grid failure. When the price of gas is favorable, the base can operate completely off grid with the hybrid microgrid. The CHP system offers a very attractive return on investment. The renewable and gas combined microgrid offers sufficient utility cost savings to meet the Army’s economic performance hurdles with an estimated simple payback of 15 years.

Tetra Tech followed the specific army process to identify and review requirements, assess risk and conservation opportunities, generate solutions, and develop an implementation plan. The Energy and Water Resilience Plans identified over 100 projects for both resilience and energy and water conservation, including the hybrid microgrid project that would take the entire Camp Rapid site completely off grid for electricity. Solutions were designed to safeguard the installation from future policy and net metering changes that would be unfavorable to the base.

Client: South Dakota Department of the Military
Location: South Dakota ARNG incl. Camp Rapid
Dates: 2020 – 2021
Scope of Services: Audits and Resilience Plans
Contact:

Mike Haltiner
Energy Manager
605.737.6557, [email protected]
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6 Energy and Water Resilience Plans for Idaho Military Department Tetra Tech developed two energy and water resilience plans for the Idaho Army National Guard (ARNG) at Gowen Field and Orchard Combat Training Center (OCTC). Tetra Tech collected data through the Initial Data Request, conducted site visits, facilitated stakeholder meetings, and developed solutions to improve resilience. Tetra Tech followed four steps to identify and review requirements, assess risk and conservation opportunities, generate solutions, and develop an implementation plan. Tetra Tech identified solutions to sustain critical facilities for 14 days should the energy and water services be disrupted. Solutions included combined cooling, heating, and power (CCHP) systems, microgrids powered by the CCHP microturbines and existing solar arrays, as well as additional solar photovoltaic arrays with battery storage to meet resilient requirements. Tetra Tech identified potential advantages to allowing the State of Idaho to apply for federal Energy Resilience and Conservation Investment Program (ERCIP) funding for a project that proposes installing multiple combined heat and power microgrids to power critical facilities and reduce demand charges. Propane air systems were suggested for all sites to mitigate a natural gas utility disruption and provide critical thermal energy during winter months that, without, would greatly hinder operations.

At Gowen Field, 21 facilities were audited with ASHRAE Level II audits which revealed 23 various energy conservation measures (ECM’s). The ECMs included upgrades to boiler systems, hot and chilled water pumps, indoor and outdoor lighting, compressed air systems, plumbing fixtures, building automation system programming for make-up air units, supply air temperatures and schedules, heat pumps, unit heaters, water heaters, and window seals for a total savings of $96,000. Reducing energy consumption is an important first step to planning for energy resilience. Reducing the site load also reduces the first costs of generation assets needed to provide on-site power.

The Army’s traditional approach to backup power is to provide diesel generators for all critical facilities. Historically, these diesel generators are poorly maintained and frequently do not start in times of emergency. In addition, fuel storage is typically only sufficient to last 24 to 72 hours, and fuel maintenance is critical to ensure moisture and/or sediment buildup has not contaminated the fuel supply. The least expensive and simplest solution for meeting resilience requirements is to expand the existing diesel generation system and add fuel storage to sustain the site through the desired time period. However, this solution adds diesel maintenance and testing costs, increases emissions during operation, and offers no long-term utility savings or progression towards site energy independence.

The expanded diesel generation solution, along with other alternatives, was thoroughly investigated for Idaho’s Gowen Field.

Expanding the existing backup diesel system for Gowen Field would include adding bulk diesel storage in three different areas, including one 9,000-gallon tank and two 3,000-gallon tanks. However, there is an added burden of fuel testing with this option, along with the uncertainty of obtaining additional fuel delivery during an emergency.

Therefore, Tetra Tech investigated other on-site generation opportunities for Gowen Field. Natural gas-fired CCHP was found to be a good solution across the installation. CCHP solutions were developed for four groups of buildings, all in close proximity, that had sufficient use for the waste heat off of microturbines year around. Three of these solutions included the use of absorption chillers, which turn waste heat into cooling, further reducing the electric cooling loads during warmer summer months. It was also discovered that if Gowen Field installed natural gas-fired microturbines, they would qualify for a discounted gas rate from the local utility as a large-volume user. The lower gas rate significantly improved the economics of CCHP. Two of the CCHP systems have savings-to-investment ratios (SIR) of greater than 1.0 and two of the systems have SIR = 0.84. CCHP assets have a positive return on investment, whereas diesel generation systems offer no return on investment and are only used during an emergency.

Idaho ARNG leadership had another goal to increase renewable energy on site. Therefore, Tetra Tech evaluated suitable locations along with the economics of a new PV array. Tetra Tech found two locations on base that were suitable for ground-mount arrays. The first was an open field that could support a 600-kW PV system, and the second was a smaller open area that could support a 210-kW system. 262 of 322
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7 1,560 panels, 600-kW system 546 panels, 210-kW system The local utility in Idaho has a net metering rule that any PV installations over 100-kW capacity cannot export surplus power back to the grid. Therefore, Tetra Tech recommended that all PV power be directed onto the common distribution grid on base such that the majority of the renewable power could be consumed at the time of generation.

Appropriate battery storage capacity was added to the system such that the surplus renewable power could be stored and not exported to the grid. The addition of renewable generation will prolong the duration of the diesel generation system during an emergency. Even though utility rates are relatively inexpensive in Idaho, this renewable generation system has an SIR of 0.85.

Client: Idaho Military Department
Location: Gowen Field and OCTC
Dates: 2019 – 2021
Scope of Services: Energy and Water Resilience
Plans
Contact:

Lee Keeling
State Energy Manager
208.272.3293, [email protected]
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8 B. Key Personnel
Name and Address of Firm / Corporate Officer Authorized to Execute Agreements Tetra Tech, Inc.

Contracting/Project Management Office
1230 Columbia Street, Suite 1000
San Diego, CA 92101
Principal-in-Charge: Kathy Vandenheuvel, [email protected], Staffing
Tetra Tech’s proposed Energy Auditing and Resilience Planning team members are ready and available to perform this energy study for City of Pinole. The following key personnel will be supported by our team of energy professionals across the U.S. Tetra Te3ch does not intend to use subcontractors for any portion of this contract.

Tetra Tech’s proposed Project Manager, John Havens, is a 40-year veteran of the energy industry. John worked as the Energy Manager for the Washington Army National Guard for over 12 years and then worked for the energy program at the National Guard Bureau for over 5 years. Mr. Havens will be the point of contact for the City of Pinole to include all project communication, weekly progress updates, status meetings, billing, site visit coordination, schedule, quality assurance/quality control (QA/QC), etc. Mr. Havens has full authority to commit company resources to ensure timely, costeffective response and production of quality products to meet Pinole’s needs and expectations.

Brennan Herdt, an East Bay-based mechanical engineer, will serve as the Lead Auditor and Deputy Project Manager to be the local lead for Tetra Tech on this contract. He has over 15 years of expertise in performing energy audits, retrocommissioning, energy project management, and developing Energy Savings Performance Contracts (ESPCs). He will be the field lead for onsite assessments and will present the findings of the study to the City Council.

Kristin Webster, will serve as the Energy Generation and Storage Subject Matter Expert. She is a Renewable Energy Professional (REP) and Certified Energy Manager (CEM) with 21 years of experience in energy efficiency, renewable energy sector and industrial manufacturing. She has experience performing feasibility studies for alternative power generation including PV, fuel cell, advanced energy storage, and combined heat and power (CHP) technologies.

Neil Morrissette will serve as the Lead Electrical Engineer. He will review electrical distribution systems to evaluate the compatibility of existing electrical infrastructure with new energy generation and storage equipment. Mr. Morrissette has technical expertise in reviewing designs of mechanical and control systems; and developing energy and water conservation opportunities. He has also provided substation design services to an electric utility.

Jim Perkins will serve as the Senior Technical Advisor for the contract. He has 20 years of experience identifying energy and water savings opportunities, developing a demand reduction plans in California, and implementing various energy storage technologies. He will provide technical guidance and reviews for all energy conservation, generation, and storage measures included in the assessment.

Jennifer Brainerd is the Program Manager for the Tetra Tech Energy Services Team. She will provide quality control over all deliverables for the contract. She has over 25 years of experience in quality control (QC), program management, and project management.

Tetra Tech’s proposed team has the requisite background, experience, and certifications. Our team includes: professional engineers (PE), Certified Energy Managers (CEM), Renewable Energy Professionals (REP) Certified Building Commissioning Professionals (CBCP), Leadership in Energy and Environmental Design (LEED) professionals, and other energy professionals with direct experience conducting energy audits for government facilities Resumes for key personnel are provided on the following pages. Tetra Tech does not anticipate using any subcontractors for this contract. 264 of 322
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9 JOHN HAVENS, CEM
Project Manager – Direct and guide all aspects of the project, working closely with team personnel and the City of Pinole to carry out all phases of work on time and on budget while exceeding expectations.

EXPERIENCE SUMMARY
Mr. Havens is an energy consultant, Certified Energy Manager, former LEED Green Associate, project manager, and program manager providing technical and administrative support to the government sector. His background as a former HVAC technician who specialized in DDC systems gives him a unique perspective when performing analysis of critical building energy systems and while conducting energy and water audits. Mr. Havens has been providing energy consulting since 1995, with over 12 years as the Energy Manager for the ARNG in Washington state and another 5 plus years as the National Guard Bureau (NGB) Energy and Water Conservation Program Manager for the ARNG. He previously served as the REM for the Army Reserve’s 88th Readiness Division which is responsible for a 19-state region spanning Ohio to Washington state, where he was instrumental in analyzing and identifying energy and water deficiencies and suggested improvements in all of these facilities. He identified capital improvement projects across the 19-state region that once implemented will save over $3 million in avoided costs. Projects included multiple energy management system/direct digital control implementations, retrocommissioning, lighting upgrades, HVAC upgrades, water efficiency upgrades, and two microgrid projects. His deep understanding of the ARNG’s four distinct funding types allows him to properly identify project funding streams for potential projects and with over 18 years working with the ARNG, he also understands the dual roles and responsibilities of the ARNG.

RELEVANT EXPERIENCE
Energy Audits – SDARNG, Michigan ARNG, West Virginia ARNG, Mississippi ARNG, North Carolina ARNG, Montana ARNG. Led team that completed ASHRAE Level II and EISA-compliant energy audits for 5.5 million SF of ARNG facilities.

Installation Energy and Water Plans – SDARNG, Michigan ARNG, West Virginia ARNG, Idaho ARNG, North Carolina ARNG, Montana ARNG, Colorado ARNG, Presidio of Monterey. Led development of IEWPs and resilience projects for the Army and ARNG.

These plans include the inclusion of energy demand reduction measures either through conducting energy audits or incorporating energy audit data.

REM, Army Reserve 88th Readiness Division at Ft. McCoy, WI. Supported a 19-state region from Ohio to Washington state of 300+ sites with 900+ buildings and 3 million+ SF. Developed projects such as DDC, RCx, lighting upgrade, HVAC upgrades, and water efficiency upgrades. Worked on two solar photovoltaic projects that were selected as ERCIP projects.

NGB Energy and Water Conservation Program Manager, National Guard Bureau.

Responsible for oversight of the 55 state and territorial ARNG energy managers, ERCIP and QUTM project review and oversight, ESPC project review, energy cost and usage tracking and analysis, and quarterly and annual reporting.

Washington ARNG Energy Manager. Responsible for energy conservation in the 2 million plus SF operated by Washington ARNG. His efforts resulted in cutting the energy footprint in half and documented avoided cost of over $13 million.

AREA OF EXPERTISE
Program/Project Management
Energy Resilience
Sustainable Design
Data analysis
Energy Training
Solar PV
Wind Energy
Microgrids

REGISTRATIONS/AFFILIATIONS
Association of Energy Engineers,
Certified Energy Manager,
#8118, 1999 – present
LEED Green Associate, USGBC’s
Green Building Certification
Institute, # 10927373, 2014 -
2016

TRAINING/CERTIFICATIONS
40-hour Sustainable Design
certification, Portland State
University, 2001
LEED NC and EB training,
CFMOU, 2007
Life Cycle Cost Analysis. CFMOU,
1998 - 2007
Energy Management, CFMOU,
1998 – 2007
Energy Laws and Regs, CFMOU,
2007-2012
Tridium Niagara Certified

YEARS OF EXPERIENCE
40 YEARS WITH TETRA TECH
4 SECURITY CLEARANCE
Secret
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10 BRENNAN HERDT, ENERGY CONSULTANT
Deputy Project Manager, Lead Auditor – Complete energy engineering, energy auditing, HVAC assessment, and resource utilization to determine energy savings opportunities for customers. Collect data, conduct site visits, analyze data, and develop plans and reports. Be local lead and assist Mr. Havens with managing project.

EXPERIENCE SUMMARY
Mr. Herdt is a qualified and experienced mechanical engineer with over 15 years of expertise in performing energy audits, retrocommissioning, energy project management, and developing financed energy projects. Mr. Herdt has extensive experience catering energy conservation and production recommendations to government facilities with critical duties to the public during times of emergency.

RELEVANT EXPERIENCE
Resource Efficiency Manager. Performs energy audits on USCG bases, air stations, sector facilities, and housing developments. Buildings included office buildings, server rooms, auditoriums, classrooms, hangars, shops, and vehicle maintenance bays, and storage areas. Audited 4.4 million square feet of facilities and identified $6 million of potential savings.

Developing projects from energy audit conservation measures to compete for USCG energy project funding. I have successfully secured over $4.25 million in projects for sites in my area of responsibility. Project include lighting retrofits, heating equipment replacements, HVAC controls, rooftop air handler replacements, solar hot water installations, solar electric installation, and irrigation controls. These projects reduce the annual utility cost of the sties by an estimated $628,000.

Providing technical support to USCG design engineers for major renovations of facility energy and water systems. This includes analysis of the energy impact of designed projects, and review of additional energy savings from new technologies such as heat recovery systems, ground source heat pumps, and battery energy storage. Serving as a point of contact for USCG utility providers for energy rebates, metering programs, outage notifications and rate changes. Review billing statements to track energy and water usage of USCG sites. Analyze alternative rate schedules to identify the lowest cost option. Through billing reviews, removed over $56,000 of erroneous utility charges for USCG accounts.

Worked with the Tetra Tech team to provide data and economic analysis for electric vehicle supply equipment (EVSE) at Coast Guard sites across the country. The team performed economic analysis at 27 locations for potential installation of photovoltaics paired with EVSE, identifying sites that were economically feasible and providing supporting documentation to assist the client to apply for funding and as part of an EVSE solicitation package. The team analyzed charging station technologies and existing site electrical infrastructure to maximize benefits and minimize costs of new charging stations.

EDUCATION
B.S. Mechanical Engineering,
University of California, Davis,
Davis, California, 2008

AREA OF EXPERTISE
ASHRAE Level I, II, & III Audits
Energy Data Analytics
Renewable Energy Site
Assessments
Energy Project Management
Developing and Executing Energy
Capital Improvement Projects
Rebate and Incentive Programs
Energy Auditing and Identification
of ECMs
Retrocommissioning
Measurement and Verification for
ESPCs/UESCs
Energy Efficiency Energy Training

REGISTRATIONS/AFFILIATIONS
Professional Engineer, California
#M35823
Association of Energy Engineers,
Member

TRAINING/CERTIFICATIONS
HVAC Control and Energy
Management Systems
Chiller and Condenser Water
Systems: Design, Performance,
and Commissioning

YEARS OF EXPERIENCE
15 266 of 322
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11 KRISTIN WEBSTER, CEM
Onsite Generation Engineer – Lead analysis of renewable options, including PV, battery storage, and CHP. Develop microgrid solutions. Conduct data analysis, develop solutions, collaborate with team, and document findings.

EXPERIENCE SUMMARY
Ms. Webster is a CEM with 20 years of experience in energy efficiency, renewable energy sector and industrial manufacturing. She has experience performing feasibility studies for alternative power generation including PV, fuel cell, advanced energy storage, and CHP technologies. She has conducted energy audits, data collection, interval data analysis, and detailed analysis of energy efficiency measures. Ms.

Webster has extensive experience identifying energy conservation projects, developing renewable solutions, and performing lifecycle cost analysis for energy projects. Current experience includes developing renewable microgrid solutions for 12 Department of Defense (DoD) clients in California and over 15 microgrid solutions in other states across the U.S. Ms. Webster’s most recent microgrid designs include U.S Coast Guard Base Honolulu, West Point Academy, NY, and PV/BESS designs for multiple buildings across the Presidio of Monterey, CA campus.

RELEVANT EXPERIENCE
• Develop renewable and energy storage solutions to meet demand reduction and energy resiliency goals for DoD installations through energy and water audits • Develop hybrid microgrid solutions including solar, wind, storage, CHP, and diesel generation technology for DoD installations
• Design energy storage systems to be paired with existing solar PV installations to accommodate zero export regulations and shifting peak period tariffs • Evaluate the feasibility and economics of CHP systems • Assess utility risk and infrastructure vulnerabilities for DoD installations. Create long-range plan for energy and water resilience.

Army Microgrid Solutions. Conducted CHP and PV analyses for South Dakota ARNG and other ARNGs in Michigan, Idaho, New York, and North Carolina. Helped develop three microgrid solutions for Michigan ARNG installations to ensure complete resilience for critical buildings. Developed a hybrid microgrid solution using solar, CHP with microturbines and energy storage for Camp Rapids, South Dakota, allowing the base to operate completely off-grid when needed. Developed a solution to expand an existing small microgrid at Fort Custer, Michigan to add more PV, battery storage and natural gas generation to serve the entire installation. Developed backup power and CHP solutions for three substations on the West Point Academy campus.

Presidio of Monterey and USASA. Helped develop a multiple microgrid approach across the large campus. Performed the analysis and strategy for the addition of renewables and battery storage to multiple buildings across the site. Established the energy resilience baseline for the site based on current diesel generation capacity and storage. Performed CHP feasibility studies across the site. Designed a 2.0 MW ground-mount array with BESS to serve a remote satellite operation (USASA) located in a wildfire-prone area. Ms. Webster’s area of expertise lies in identifying appropriate technology and capacity for on-site distributed generation which can offer both utility cost savings as well as energy resilience.

Renewable Microgrid Solution for Coast Guard Base Honolulu. Developed a combination of carport and rooftop PV arrays across the base in order to offset the amount of electricity purchased from the local grid, as well as provide resilient power to base in the event of commercial power outages. Identified the appropriate amount of battery storage to pair with PV to provide both economic and resilience benefits. Designed the system in accordance with the strict zero export regulations in the state of Hawaii. Designed the system to accommodate EV chargers for future fleet electrification.

EDUCATION
B.S. Chemical Engineering, Minor
Environmental Sciences,
Colorado School of Mines

AREA OF EXPERTISE
Solar PV
Energy Storage
Combined Heat and Power
Energy Assessments
Energy Efficiency Projects
Distributed Energy Generation
Training, Outreach, and
Awareness

REGISTRATIONS/AFFILIATIONS
Engineer in Training (EIT)

TRAINING/CERTIFICATIONS
Renewable Energy Professional
(REP)
Certified Energy Manager (CEM)

YEARS OF EXPERIENCE
20 YEARS WITH TETRA TECH
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12 NEIL MORRISSETTE, EIT
Lead Electrical Engineer – Provide evaluation of electrical infrastructure as required.

Assess capacities, limitations of existing transformers and distribution system to accommodate new solar and battery systems.

EXPERIENCE SUMMARY
Mr. Morrissette is an electrical engineer specializing in energy infrastructure, energy engineering, HVAC engineering, energy resilience, energy auditing, and resource efficiency management. Mr. Morrissette provides energy auditing and energy resilience assessments services to various government clients, including the U.S.

Army and the Army National Guard. Mr. Morrissette has technical expertise in reviewing designs of mechanical and control systems; and developing energy and water conservation opportunities. He has also provided substation design services to an electric utility. Responsibilities included assisting lead engineers in schematic and wiring design of substations ranging from 34.5 kV up to 500kV. In addition, Mr.

Morrissette assisted with estimating of future projects, feasibility studies including lightning protection and voltage drop calculations, and coordinating with construction teams and field engineers for post-construction drawing revisions to ensure drawing accuracy for the client.

RELEVANT EXPERIENCE
Energy Resilience Planning and Infrastructure Assessments Installation Energy and Water Plan Development, Multiple Installations, Multiple DoD Clients, 2021-Present. Mr. Morrissette provided energy- and water-systems expertise to contribute to the development of Installation Energy and Water Plans (IEWP) for Department of Defense (DoD) clients. Mr. Morrissette’ contributions to IEWP efforts include resilience assessments of energy and water infrastructure, identification and development of solutions to improve resilience and mission assurance through improved infrastructure and operational procedures and accomplishing cost estimates. Mr. Morrissette has supported IEWP projects for multiple states across the U.S.

Energy Audits, Multiple Clients, 2021-Present. Mr. Morrissette has performed energy and water audits for government and commercial facilities across the U.S. He has identified and developed energy efficiency, conservation, and resilience projects.

Electrical Engineering
Design of Substation Relay, Protection, and Controls for First Energy Transmission Infrastructure, 2017 – 2020. Mr.

Morrissette provided design services as a consultant for Burns & McDonnell with their client First Energy. Responsibilities included assisting lead engineers in schematic and wiring design of substations ranging from 34.5 kV up to 500kV. In addition, Mr. Morrissette assisted with estimating of future projects, feasibility studies including lightning protection and voltage drop calculations, and coordinating with construction teams and field engineers for post-construction drawing revisions to ensure drawing accuracy for the client.

EDUCATION
B.S. Electrical Engineering,
University of Nebraska-Lincoln,
Lincoln, NE, 2017

AREA OF EXPERTISE
Electrical Infrastructure
Assessments
Energy Auditing
Energy Efficiency Projects

REGISTRATIONS/AFFILIATIONS
Engineer in Training (EIT)

YEARS OF EXPERIENCE
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13 JIM PERKINS, CEM, CBCP, CORS IN EM, LEED AP
Senior Technical Advisor – Provide planning and technical support for the project, review work products to ensure top performance.

EXPERIENCE SUMMARY
Mr. Perkins is the Planning and Technical Advisor providing support for all of the Energy Programs including energy audits, energy master planning, retrocommissioning, REM, and energy resilience supporting a wide range of clients including the City of San Diego, Orange County (New York), ARNG, Army, Army Reserves, Navy, Marine Corps, Coast Guard, Air National Guard, Department of Veterans Affairs, and various state and city agencies. Mr. Perkins has previously served as the Resource Efficiency Manager for Camp Pendleton, CA identifying energy and water savings opportunities for the base, as well developing a load-shedding plan for rapid demand reduction in response to California grid constraints. Mr. Perkins supports the evaluation and implementation of microgrids, distributed generation assets, and various energy storage technologies. Mr. Perkins is a Certified Energy Manager (CEM) and a Certified Building Commissioning Professional as well a Certified Organizational Resilience Specialist in Emergency Management: Continuity of Governmental Operations, certified by International Consortium of Organization Resiliency. He has extensive experience performing and overseeing millions of square feet of energy and water assessments and identifying energy and water capital improvement projects. Mr. Perkins has also led efforts to complete Installation Energy and Water Plans, energy master plans for the Army and Army Reserves.

RELEVANT EXPERIENCE

PROJECT AND TEAM MANAGEMENT
Comprehensive Audits and Studies. Oversaw energy audits for 5.5 million SF of facilities, led Advanced Metering Initiative study nationwide, supported feasibility studies.

Resource Efficiency Manager Program. Provides project management and program leadership to resource efficiency management programs across the country for government clients, including ARNG, Army, Army Reserve, Navy, Marine Corps, Air Force, Air National Guard, and Coast Guard. Focuses on core performance goals including conducting energy and water audits, identifying opportunities to reduce utility costs, save energy and water, improve resilience, develop projects, increase renewable energy, and ensure a strong return on investment for each program.

Energy Resilience. Leads the Tetra Tech team managing energy resilience, energy security, microgrids, and distributed generation projects. Efforts include developing IEWPs, analyzing feasibility of improving energy resilience of critical facilities, as well as determining order of magnitude cost estimates.
• South Dakota ARNG
• Michigan ARNG Statewide
• Idaho ARNG
• North Carolina ARNG
• Colorado ARNG
• US Army at Presidio of Monterey and other sites, California

EDUCATION
B.A. International Economics,
University of California, Los
Angeles, 1999

AREA OF EXPERTISE
Project and Team Management
Complex Data Analysis and
Financial Modeling
Technical Report/Plan
Preparation and Review
Manage Client Relationships and
Project Expectations
Energy Auditing and Identification
of Energy Conservation Measures
Life-Cycle Cost Analysis

REGISTRATIONS/AFFILIATIONS
Association of Energy Engineers
US Green Building Council, Long
Beach, Steering Committee

TRAINING/CERTIFICATIONS
Certified Energy Manager (CEM)
Certified Organizational
Resilience Specialist in
Emergency Management:

Continuity of Governmental
Operations (CORS in EM)
Certified Building Commissioning
Professional (CBCP)
USGBC Leadership in Energy and
Environmental Design Accredited
Professional (LEED AP)
Civil Engineering Corps Officers
School (CECOS) Facilities
Management Course

YEARS OF EXPERIENCE
20 YEARS WITH TETRA TECH
10 269 of 322
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14 JENNIFER BRAINERD
Program Manager, Quality Control – Manage all contractual and financial aspects of the project. Oversee Tetra Tech’s 3-step quality control process on all deliverables, to include a Technical Review, an Editorial Review, and a final Quality Control Coordinator review.

EXPERIENCE SUMMARY
As the Program Manager, Energy Services, Ms. Brainerd has over 25 years of consulting experience, including quality control (QC); program management; project management; document editing; public participation and community relations; contract administration; fact sheet, newsletter, and article development; meeting facilitation; policy development and analysis; and recruiting. She is currently providing program management, QC, document editing, community relations, and contract administration support for multiple energy management services contracts for multiple federal agencies. Ms. Brainerd manages the development, QC, and submittal of monthly status reports (MSRs), including administering a web-based online monthly reporting administration system. She ensures that all team contracts have appropriate quality control systems in place for all deliverables.

RELEVANT EXPERIENCE

QUALITY CONTROL
Oversees the quality control of all deliverables and documents for the Tetra Tech Energy Team, including contracts to develop energy and water audits, as well as IEWPs. She ensures every deliverable goes through a three-tier review process and that teams follow procedures and policies in Quality Control Plans and Tetra Tech’s Quality Management Plans. She serves as a quality advocate on all contracts for the Tetra Tech Energy Team.
• Energy and Water Audits – SDARNG, Michigan ARNG, Mississippi ARNG, West Virginia ARNG, North Carolina ARNG, Montana ARNG, US Coast Guard, ANG • IEWPs – SDARNG, Michigan ARNG, Idaho ARNG, West Virginia ARNG, North Carolina ARNG, Montana ARNG, Colorado ARNG, Presidio of Monterey

PROGRAM MANAGEMENT
Works with Tetra Tech’s Program Manager, Energy Services, to manage the programs, contracts, marketing and proposal efforts, and team members that provide energy auditing, energy management, energy efficiency, and energy resiliency support to clients worldwide. Ensures that all team contracts have appropriate QC systems in place for all deliverables, oversees team recruiting efforts, and facilitates various communication systems for the team.

TECHNICAL EDITING
As a Tetra Tech Associate Editor, she works with other editors and QC staff to ensure the quality and consistency of all deliverables and documents. Ms. Brainerd edits plans, documents, reports, articles and MSRs.

OUTREACH AND PROGRAM SUPPORT
Provides community relations, program management, document editing, QC, and contract administration support to multiple REMs at Army, Air National Guard, Air Force, Navy, Marine Corps, Army, and Coast Guard bases, and other federal agencies such as Bonneville Power Administration. Develops articles for publication in base periodicals and websites to increase energy awareness among sailors and marines at those bases. She edits energy-related documents, such as monthly reports, award nominations, and technical manuals.

EDUCATION
B.A., Religious Studies and
Theater, Occidental College,
1992

AREA OF EXPERTISE
Quality Control
Technical Editing
Program Management
Project Management
Contract Administration
Marketing and Proposal Writing
Outreach
Recruiting
Meeting Facilitation

TRAINING/CERTIFICATIONS
Tetra Tech Technical Writing OnLine Training Course, 2009 and 2012
Tetra Tech Project Management
On-Line Training Course, 2007

YEARS OF EXPERIENCE
29 YEARS WITH TETRA TECH
27 SECURITY CLEARANCE
None
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15 C. Method for Executing Scope of Work
Tetra Tech has provided energy management and resilience planning and implementation support for more than 20 years for federal, state, and municipal clients around the country. Tetra Tech is an industry leader in energy management through our energy and water auditing, energy master planning, energy resilience, retro-commissioning (RCx), and sustainability services. Based on that experience Tetra Tech has created the following project plan for the Energy Conservation, Generation, and Storage Assessment.

A. Energy Efficiency and Resiliency Trends Review (August 7 – August 18) To demonstrate the current state of building energy performance and energy resiliency, Tetra Tech will review and summarize case studies from similar institutions that have recently underwent major energy upgrades. Case studies are published by the California Energy Commission, California utilities, the Energy and Efficiency Institute, the National Renewable Energy Laboratories, energy service companies, and other reputable sources. We will look for facilities and minimalities with similar use profiles to provide the City a clear vision of what can be achieved.

B. Conditions Assessment (August 14 – September 1)
Identify Energy Use Index and Load Profile
Energy use at each facility will undergo a thorough analysis, including determining an Energy Use Index (EUI) for each facility to see how it compares with other buildings of similar use. Tetra Tech uses specialized software to create load profiles for each facility that reveal if there are certain energy spikes or anomalies in energy use throughout the day or at certain times of the year. Such energy spikes can present good opportunities for peak shaving or demand reduction.

Tetra Tech understands that to identify solutions that will make sense for the various city facilities, it is necessary to understand how each facility is used, what operation the facility performs, and the current energy profile of each facility. To gain this understanding, our team will conduct a kickoff meeting, ask the necessary questions to all stakeholders, perform a comprehensive site investigation, and collect and analyze all relevant data for each facility. Tetra Tech will collect all electric and gas bills, as well as interval data, for each building respectively. Tetra Tech will review all available utility tariffs to ensure each facility is on the most advantageous tariff. PG&E offers alternative tariffs for customers who install solar PV systems on site. Such tariffs will be evaluated in conjunction with any renewable system that is recommended for the site.

Conduct Facility Energy Assessment Site Visits
Tetra Tech will then perform energy assessments on all facilities identified in the RFP and discussed during the kickoff meeting. The assessment will provide a condition and energy use summary of HVAC systems, control systems, lighting systems, pumps, electric infrastructure, and building envelope components. During the site visits, Tetra Tech will take spot measurements and set up monitoring to evaluate the demand and operating hours of equipment with significant energy impacts. While on site, Tetra Tech’s lead auditor will conduct interviews with staff and occupants to establish the typical schedule of each building and identify issues with HVAC and lighting equipment that impact the comfort of occupants.

C. Opportunities Analysis and D. Recommendations (September 4 – September 29) Identify Opportunities to Reduce Facility Energy Usage
Our technical experts will identify energy conservation measures (ECMs) for each facility. Identified ECMs are fully evaluated with building modeling software or engineering calculations to take the results of the on-site audits and translate them into cost-effective projects that deliver substantial savings. We aim to identify innovative energy solutions for our clients in all energy audits as the applicable technologies continue to develop and practices and procedures continue to be redefined. We also understand the importance of finding low cost/no cost quick win measures for our clients, not only large capital improvement projects. Our experience in auditing over 60 million square feet of facilities in the last 5 years means we also know which solutions are practical. Our proposed solutions will include routine maintenance recommendations such that the positive effects and cost savings of each energy project can be fully realized for the life of 271 of 322
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16 the project. We assess implementation costs and cost savings to provide a simple payback and savings to investment ratio (and other financial indicators as requested) for each measure.

Evaluate Options for Onsite Power Generation
In addition to evaluating energy conservation opportunities for each facility, Tetra Tech will also evaluate the potential for on-site generation such that county facilities can supply all or a portion of their own energy requirements. On-site power generation will allow county facilities to accomplish several key items: (1) savings on current utility bills, (2) energy resilience in the event the commercial grid is unavailable, and (3) energy independence. Tetra Tech will evaluate the existing electrical distribution systems to determine the best approach for on-site power generation. The Tetra Tech approach to scoping on-site generation technologies is to first evaluate the amount of renewable energy that the site can support, both from a real estate perspective and economic perspective.

Tetra Tech will continue to develop the on-site power generation solution to include additional backup power generators to support the remaining facility load. This can include adequate generation resources to serve the entire load of all city facilities, or it may include only the facilities that the City deems critical. Backup power generation is typically provided with diesel or natural gas, though propane can be considered where appropriate.

Evaluate Energy Data Tracking Options
Tracking building performance is an essential part of any energy initiative. Tetra Tech has worked with a wide variety of energy monitoring software and can find a solution that meets the needs of all City of Pinole facilities. Based on statements made by facilities staff during the site tour, the HVAC controls systems for most or all of the facilities are not functioning. Upgrades to these controls will likely be part of the recommended energy conservation measures. This presents an opportunity for the City to integrate energy monitoring into building controls systems. Including building level and equipment level power monitors in the building controls system would allow facilities staff to respond to energy needs alongside comfort and operational requirements. Energy monitoring will also allow the Public Works Department to verify the savings achieved through energy projects and energy produced by renewable energy systems. The cost of these upgrades will be included in the total project cost estimates.

Determine Potential Funding Sources
Over the last few years many new funding aids for local municipalities have been created at the federal and state level.

Tetra Tech will review all available incentive programs, grant programs, and low-interest financing options for the City of Pinole so that the City can fully invest in their energy future. Programs included in the Inflation Reduction Act can allow the City to install leading edge energy technologies at a deep discount. Programs created in California’s Energy Conservation Assistance Act can provide the City with low-interest loans to pursue energy conservation and storage, and can reduce the burden on the City in contracting out energy work.

Perform Lifecycle Cost Analysis
Tetra Tech will perform a detailed financial analysis for cost savings associated with each energy efficiency and generation technology. Tetra Tech will determine cost savings based on current utility rate structures, as well as alternative rate structures that may apply for renewable projects. Determining an appropriate amount of energy storage capacity, along with cost savings attributed to energy storage will be a key component to the financial analysis. Tetra Tech has extensive expertise and experience in pairing energy storage systems with renewables. We will right-size the battery energy storage system (BESS) and evaluate the best use-case for cost savings such as peak shaving or load shifting. Previous experience indicates that microgrid project economics can be improved by 10 to 20 percent by using the BESS appropriately.

Tetra Tech has excellent relationships with many microgrid industry vendors that will enable us to quickly obtain technical and budgetary estimates. We have current contacts with CHP vendors, solar, battery storage, and microgrid controllers that we can contact should there be any obstacles outside of our immediate expertise. Tetra Tech will perform a lifecycle cost analysis (LCCA) for all design solutions that are developed. The LCCA will include all operations and maintenance costs for the life of the system. Tetra Tech will also include a thorough evaluation of all incentives that are available to assist with offsetting first costs of the project and any tax incentives that can be passed through to third parties. As a fullservice engineering and technical services consulting company, Tetra Tech has capabilities that cover all aspects of a 272 of 322
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17 project. Tetra Tech has become an industry leader in energy management through our energy and water auditing, energy resilience, retro-commissioning (RCx), sustainability, and climate change services over the past 23 years.

Tetra Tech’s proposed organizational structure for this contract is based on our proven success in performing on comparable contracts. We understand the nature of this solicitation’s requirements and propose a simple, flexible management structure that is based on (1) an established Program Management team who supports the project execution team; (2) a Senior Project Manager, who will manage the day-to-day tasks, deliverables, invoicing, and cost accounting to ensure all contractual obligations are met on-time and within budget; (3) a highly qualified Technical Support team of energy engineers and professionals who will carry out activities, and (4) access to a comprehensive reach-back network of subject matter experts who can provide specialized expertise when needed.

Evaluate Electric Vehicle Charging Options
The City of Pinole has the goal of installing electric vehicle (EV) charging stations at city facilities for use of staff, residents, and future city EVs. There are three main options for installing new EV charging stations: (1) add stations to existing parking lots of city facilities, (2) install stations at streetside parking spots adjacent to city facilities, and (3) install stations in a new proposed parking lot at the Senior Center. Tetra Tech will evaluate each of these options by assessing the capacity and condition of the electrical infrastructure at sites with significant parking availability. This evaluation will identify locations where charging stations can be installed with minimal additional costs associated with upgrading electrical panels, installing new transformers, or trenching though large sections of pavement. Tetra Tech will also review existing solar and EV proposals to assess the building loads with new charging ports. Finally, we will review incentive programs, grants, and low interest loans available to fund new charging ports.

Validate Senior Center Solar Design
The City of Pinole has sought out a proposal to install solar panels on parking lot canopies and the roof at the Senior Center. Tetra Tech will review the size and scope of the proposed project to validate the assumptions made by the solar installer. We will compare the production of the proposed system to the existing load of the building and estimate the load changes from new electric vehicle charging stations and from proposed energy conservation measures. Tetra Tech will provide an independent evaluation of the necessary size of a new PV system and the return on investment of PV installation options.

E. Draft and Final Report and F. City Council Presentation (October 2 – October 27) Once all measures and recommendations have been evaluated Tetra Tech will prepare a report outlining the energy use, energy conservation measures, onsite energy generation opportunities, and energy storage requirements for each facility.

The goal of this report will be to provide the City Council with a clear picture of the condition and needs of all facilities and provide City Staff a pathway for project funding and execution. A draft report will be completed by week 10 of the contract for the City to provide comments and feedback for the final report to be delivered withing 12 weeks of contract initiation.

The Lead Auditor will then present the findings of this report to the City Counsel at a meeting of their choosing. These findings can be provided live or over video conference.

D. Fee Proposal
Tetra Tech proposes a Time and Materials, Not-to-Exceed pricing structure. Our labor categories and rates are provided below along with a not-to-exceed estimate for the scope of work described in the RFP. These rates include all labor costs, general and administrative costs, and travel costs. All fees for non-hourly costs or services are included in the hourly rates.

A. Energy Efficiency and Resiliency Trends Review
Project Manager $146 8 $1,168
Lead Energy Auditor $133 32 $4,256
Onsite Generation Engineer $120 14 $1,680
Lead Electrical Engineer $95 8 $760
Senior Technical Advisor $145 8 $1,160
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18 Subtotal $9,024
B. Conditions Assessment
Project Manager $146 8 $1,168
Lead Energy Auditor $133 54 $7,182
Onsite Generation Engineer $120 6 $720
Lead Electrical Engineer $95 8 $760
Senior Technical Advisor $145 $0
Subtotal $9,830
C. Opportunities Analysis
Project Manager $146 8 $1,168
Lead Energy Auditor $133 48 $6,384
Onsite Generation Engineer $120 32 $3,840
Lead Electrical Engineer $95 32 $3,040
Senior Technical Advisor $145 $0
Subtotal $14,432
D. Recommendations
Project Manager $146 8 $1,168
Lead Energy Auditor $133 8 $1,064
Onsite Generation Engineer $120 8 $960
Lead Electrical Engineer $95 8 $760
Senior Technical Advisor $145 $0
Subtotal $3,952
E. Draft and Final Report
Project Manager $146 10 $1,460
Lead Energy Auditor $133 32 $4,256
Onsite Generation Engineer $120 12 $1,440
Lead Electrical Engineer $95 8 $760
Senior Technical Advisor $145 6 $870
Subtotal $8,786
F. City Council presentation.

Project Manager $146 4 $584
Lead Energy Auditor $133 10 $1,330
Onsite Generation Engineer $120 $0
Lead Electrical Engineer $95 $0
Senior Technical Advisor $145 $0
Subtotal $1,914

Estimated Not-to-Exceed Total

$47,938
*These rates are fixed until December 31, 2023, at which time they are subject to an inflation-based adjustment Tetra Tech will invoice on a monthly basis by level of effort expended during that period based on the above rates.

In developing our rates, Tetra Tech made the following assumptions:
• The City of Pinole will provide Tetra Tech with reasonable access to facilities and information conducive to the efficient and accurate provision of Services, including such maps, drawings, records, and site access as are needed for the proper conduct of the Services, and shall indicate the reliability of all information provided. 274 of 322
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19 • Tetra Tech shall exercise the degree of skill, care and diligence consistent with customarily accepted good practices and procedures at the time and location and for the type of Services performed. • Regarding an agreement to perform the services indicated in the proposal, neither the City of Pinole or Tetra Tech will be liable for any special, indirect, liquidated or consequential damages arising from or in connection with such agreement; and Tetra Tech’s total liability in connection with or arising out of the performance of services shall not exceed two times the amount paid for services rendered. Additionally, neither the City of Pinole or Tetra Tech will be considered in default in the performance of services to the extent that such performance is delayed by causes outside its control and not due to its fault or negligence and not reasonably foreseeable or, if foreseeable, cannot be avoided by the exercise of all reasonable efforts.
• Rates include all labor costs, general and administrative costs, and travel costs.

E. References
The following table list multiple projects that Tetra Tech has recently completed for government clients, demonstrating our previous success with this scope of work. For these projects, Tetra Tech exceeded client expectations, providing added value on a consistent basis. Highlights of four shaded projects are in Section G. Other Information.

Project Client Contact
ASHRAE Level II Energy Audits, Energy
and Water Resilience Plans, and
Microgrid Assessments and Planning,
statewide
State of South Dakota
Department of the Military
Mike Haltiner, Energy Manager
(605) 737-6557
[email protected]
ASHRAE Level II Energy Audits and
Energy and Water Resilience Plans,
statewide
North Carolina Department of Public Safety
MAJ Kevin Sigmon, Director of Plans and
Programming
(984) 664-6251
[email protected]
ASHRAE Level II Energy Audits, Energy
and Water Resilience Plans, and
Renewable Energy Feasibility,
statewide
State of Michigan
Department Military and Veterans Affairs
MAJ Del Avery, Real Property Specialist
(517) 481-7566
[email protected]
State of West Virginia – ASHRAE Level II
Energy Audits and Energy and Water
Resilience Plans, statewide
West Virginia Army National Guard
MAJ Jason Fernatt, Facilities Management
Brach Chief, (304) 561-6353
[email protected]
Energy and Water Resilience Plans –
Microgrid Assessments, Idaho Army
National Guard, Statewide
State of Idaho Military Department
Lee Keeling, State Energy Manager
(208) 272-3293
[email protected]
Energy and Water Resilience Plan /
Resource Efficiency Manager, Presidio
of Monterey, California
Presidio of Monterey,
Mr. Jay Tulley, PE, CEM, Mechanical Engineer
(217) 373-5870
[email protected]
F. Conflicts and Termination
Tetra Tech has screened this opportunity for any potential conflicts of interest and has not identified any. 275 of 322
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20 G. Standard Agreement
Tetra Tech looks forward to supporting the City if we are selected as a contractor. We have carefully reviewed the terms and conditions (T&Cs) associated with the Request for Proposal and Sample Contract. We have agreed to accept the T&Cs without changes, should that be necessary.

In our original proposal, we identified the following exceptions and are open to discussing their relevance to the scope of work (SOW) we are bidding on, if selected. We regularly work with clients to reach mutually agreeable terms based on the scope of work, value, and risks associated with task orders and contracts. We are providing suggested exceptions and suggested language for your consideration as itemized below. 1) Regarding 4.2.1 Commercial General and Automobile Liability Insurance General Requirements.

Tetra Tech’s standard insurance policy for this size of project covers up to $1 million per occurrence and $4 million aggregate. Tetra Tech requests the following change:
a. 4.2.1 General requirements…in an amount not less than TWO ONE MILLION DOLLARS ($2,000,000 $1,000,000) per occurrence and FOUR TWO MILLION DOLLARS ($4,000,000 $2,000,000) aggregate… 2) Regarding 4.4.5 Waiver of Subrogation.

Tetra Tech’s take exception and is unable to provide a waiver of subrogation for our professional liability insurance. a. Suggested Revision: “4.4.5 Waiver of Subrogation. Except for Professional Liability, Consultant hereby agrees to waive subrogation which any insurer or contractor may require from Consultant by virtue of the payment of any loss...”
3) Regarding 4.4.7 Excess Insurance. As part of Tetra Tech’s corporate risk management practices and policies, we require the required amount of insurance to be defined within the Agreement with the City.

Tetra Tech takes the following exception:
a. 4.4.7 Excess Insurance. If Consultant maintains higher insurance limits than the minimums specified herein, City shall be entitled to coverage for the higher limits maintained by the Consultant. 4) Regarding Consequential Damages,
Tetra Tech takes the following exception:
a. “5.1 General Indemnification. To the fullest extent permitted by law, Contractor shall defend, indemnify and hold City, its officials, officers, employees, volunteers and agents free and harmless from any and all …including without limitation the payment of all consequential damages, attorneys’ fees and other related costs and expenses.”
Tetra Tech requests addition of the following provision:
b. “CONSEQUENTIAL DAMAGES. Neither Party shall be liable to the other for indirect, incidental or for consequential liabilities, damages, losses, costs or expenses, including specifically but without limitation, any based on loss of profits or revenue, loss of or interference, whether or not by third parties, with full or partial use of any equipment, facility or property, including real property, cost of replacement power, energy or product, delay in or failure to perform or to obtain permits or approvals, cost of capital, loss of 276 of 322
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21 goodwill, claims of customers, fines or penalties assessed against client or similar damages or any other similar damages or loss suffered or incurred by such other party.” 5) Regarding an Overall Limitation on Liability, Tetra Tech requests addition of the following provision:
a. a. “LIMIATION ON LIABILITY. To the fullest extent permitted by law, the total liability, in the aggregate, of Consultant, Consultant’s officers, directors, partners, employees, agents, and subconsultants, to the City and anyone claiming by, through, or under the City for any claims, losses, costs, or damages whatsoever arising out of, resulting from or in any way related to this Agreement from any cause or causes, including but not limited to negligence, professional errors and omissions, strict liability, breach of contract, or breach of warranty, shall not exceed twice the dollar value of the work performed. Notwithstanding, this limitation shall not apply to damages resulting from death, bodily injury, or damage to tangible property.” 277 of 322
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22 Contracting Office
1230 Columbia Street, Suite 1000, San Diego, CA 92101 USA p. +1 (619) 525-7188
f. +1 (619) 525-7186
tetratech.com
Tetra Tech is Leading with Science® to provide innovative, sustainable solutions that help our clients address their water, environment, infrastructure, resource management, energy, and international development challenges. We are proud to be home to leading technical experts in every sector and to use that expertise throughout the project life cycle. Our commitment to safety is ingrained in our culture and at the forefront of every project. We combine the resources of a global, multibillion-dollar company with local, client-focused delivery. tetratech.com 278 of 322
5098295.1

CITY COUNCIL
REPORT
9H
DATE: SEPTEMBER 5, 2023
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: ERIC CASHER, CITY ATTORNEY
SUBJECT: ORDINANCE AMENDING PINOLE MUNICIPAL CODE SECTION

2.04.200 COUNCIL-MANAGER RELATIONS AND SECTION 2.12.010

TIME OF REGULAR CITY COUNCIL MEETINGS

RECOMMENDATION
Staff recommends that the City Council waive the second reading and adopt an ordinance amending Pinole Municipal Code (“PMC”) Section 2.04.200 to update the description of City Council and City Manager relations, and amending Section 2.12.010 to modify the start time of regularly scheduled City Council meetings.

BACKGROUND
At its regularly scheduled meeting on Tuesday, August 15th, the City Council received a presentation and staff report to introduce and conduct a first reading of an ordinance amending: 1) PMC Chapter 2.04 “City Manager,” Section 2.04.200 “Council-Manager Relations” to clarify that the matters on which the Council may instruct the City Manager; and 2) PMC Chapter 2.12 “Council Meetings,” Section 2.12.010 “Time of Regular Meetings” to revise the start time of the regularly scheduled Council meetings. The staff report and ordinance from the August 15th meeting are included as Attachment A.

There was a typo in the prior version of Section 3 of the ordinance which incorrectly referenced the proposed revisions to PMC Chapter 2.12, Section 2.12.010 as PMC Chapter 2.04, Section 2.04.200. A revised copy of the proposed ordinance, with corrections to Section 3 is attached here as Attachment B.

The proposed ordinance reflects the sections of the Pinole Municipal Code which require revision in order to align with the recent updates to the City Council Meeting Procedures, as identified and approved by the Municipal Code Update Subcommittee.

All five councilmembers voted affirmatively to approve the proposed ordinance subject to correction of the typographical error at Section 3.
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September 5, 2023

FISCAL IMPACT
There is no direct fiscal impact as a result of adopting the attached ordinance.

ATTACHMENTS
A. August 15, 2023 Staff Report.

B. Ordinance of the City Council of the City of Pinole Amending Section 2.04.200 and Section 2.12.010 of the Pinole Municipal Code
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5098295.1

CITY COUNCIL
REPORT 10A
DATE: AUGUST 15, 2023
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: ERIC CASHER, CITY ATTORNEY
SUBJECT: INTRODUCTION AND FIRST READING OF AN ORDINANCE AMENDING PINOLE MUNICIPAL CODE SECTION 2.04.200
COUNCIL-MANAGER RELATIONS AND SECTION 2.12.010 TIME OF

REGULAR CITY COUNCIL MEETINGS CONSISTENT WITH THE

UPDATED CITY COUNCIL MEETING PROCEDURES

RECOMMENDATION
Staff recommends that the City Council introduce and waive the first reading of an ordinance amending Pinole Municipal Code Section 2.04.200 to update the description of City Council and City Manager relations, and amending Section 2.12.010 to modify the start time of regularly scheduled City Council meetings, consistent with the updated City Council Meeting Procedures.

BACKGROUND
The Pinole City Council has established, by resolution, procedures for creating and posting City Council meeting agendas, the standard Council meeting agenda format, and procedures for conducting City Council meetings. The City Council has a tradition of reviewing the meeting procedures each year and considering revisions. The current procedures are contained in Resolution 2022-07, approved on February 1, 2022.

In its regularly scheduled meeting of March 7, 2023, the Pinole City Council discussed and approved changes to the City Council Meeting Procedures. On March 21, 2023, the City Council provided direction to staff to work with the Municipal Code Update Subcommittee to propose updates to the Pinole Municipal Code to align with the recent updates to the City Council Meeting Procedures. Specifically, updating the Municipal Code to reflect a new City Council Meeting time of 5:00 p.m. and any additional changes to the Municipal Code that may be required for consistency with the City Council Meeting Procedures.

On April 24, 2023, the Municipal Code Update Subcommittee reviewed the City Council Meeting Procedures and relevant sections of the Pinole Municipal Code as directed by the City Council. The Subcommittee identified two sections of the Municipal Code which require revision in order to effectuate consistency with City Council Meeting Procedures.

ATTACHMENT A
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City Council Report
August 15, 2023
The proposed Ordinance (Exhibit A) reflects the Subcommittee’s proposed and unanimously approved revisions to amend Pinole Municipal Code Section 2.04.200 to clarify matters on which City Council may give orders or instructions to the City Manager, and amending Section 2.12.010 to modify the start time of regularly scheduled City Council meetings.

DISCUSSION
The proposed ordinance will amend the following sections of the Pinole Municipal Code:

1. Chapter 2.04 “City Manager,” Section 2.04.200 “Council-Manager Relations” to clarify that the matters on which City Council may give orders or instructions to the City Manager must relate to matters requiring City Council Approval; and

2. Chapter 2.12 “Council Meetings,” Section 2.12.010 “Time of Regular Meetings” of the Pinole Municipal Code to revise the start time of the regularly scheduled meetings of the Pinole City Council from six p.m. (6:00 p.m.) to five p.m. (5:00 p.m.).

Section 2.04.200 “Council-Manager Relations”
Chapter 2.04 “City Manager,” Section 2.04.200 “Council-Manager Relations” currently provides:
“The City Council and its members shall deal with the administrative services of the city only through the City Manager, except for the purpose of inquiry, and neither the City Council nor any member thereof shall give orders or instructions to any subordinates of the City Manager. The City Manager shall take his or her orders and instructions from the City Council only when sitting in a duly convened meeting of the City Council and no individual councilman shall give any orders or instructions to the City Manager.” Consistent with the City Council Meeting Procedures the proposed Ordinance will 1) revise Section 2.04.200 to remove language which authorizes individual Council Members to direct the City Manager with respect to administrative services in order to avoid the appearance that Council members act independently, and 2) add language to clarify that the matters on which City Council may give orders or instructions to the City Manager must relate to matters within the City Council’s jurisdiction as a governing body, and not as individual Councilmembers.

Section 2.12.010 “Time of Regular Meetings”
Section 2.12.010 of the City of Pinole Municipal Code establishes a set time, date and location for regularly scheduled meetings of the Pinole City Council. It currently provides that the regularly scheduled meetings of the Pinole City Council shall be held at six p.m. (6:00 p.m.).
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Certain council actions, such as adoption of ordinances and discussion of executive compensation, are required to take place during regular City Council meetings.

Meetings with multiple action items for the City Council to consider, as well as presentations, can often last several hours extending into the late evening. Because certain closed session items can only be discussed at a regular meeting under the City’s current Ordinance and compliance with the provisions of the Brown Act, the City Council must schedule all closed sessions at the beginning of a Council meeting or immediately following the regular council meeting.

The City of Pinole is authorized to change or amend the start time of regularly scheduled City Council meetings. The proposed Ordinance amends Section 2.12.010 of the Pinole Municipal Code to advance the start time of regularly scheduled City Council meetings from six p.m. (6:00 p.m.) to 5 p.m. (5:00 p.m.) consistent with the updated City Council Meeting Procedures.

FISCAL IMPACT
Adopting the proposed Ordinance will have no direct fiscal impact. Costs related to staff attendance and preparation for Council Meetings will not change as the proposed Ordinance will only impact the meeting start time and not impact meeting duration or frequency.

ATTACHMENTS
A. Ordinance of the City Council of the City of Pinole Amending Section 2.04.200 and Section 2.12.010 of the Pinole Municipal Code
5329893.2
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ORDINANCE NO. 2023-XX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF PINOLE
AMENDING SECTION 2.04.200 OF THE PINOLE MUNICIPAL CODE RELATING TO CITY COUNCIL’S RELATIONS WITH THE CITY MANAGER AND AMENDING SECTION 2.12.010 OF THE PINOLE MUNICIPAL CODE TO MODIFY THE START

TIME OF REGULARLY SCHEDULED CITY COUNCIL MEETINGS
WHEREAS, on February 1, 2022, the City Council established, by resolution, procedures for creating and posting City Council meeting agendas, the standard Council meeting agenda format, and procedures for conducting City Council meetings pursuant to Resolution 2022-07 (“City Council Meeting Procedures”); and
WHEREAS, on March 7, 2023, the Pinole City Council discussed and approved changes to the City Council Meeting Procedures; and
WHEREAS, the City Council has identified two sections of the Pinole Municipal Code (the “PMC”) which require revision in order to eliminate inconsistencies between the Municipal Code and the revised City Council Meeting Procedures; and WHEREAS, the City Council desires to amend PMC Chapter 2.04 “City Manager,” Section 2.04.200 “Council-Manager Relations” to clarify that with respect to administrative matters, the full City Council may give orders or instructions to the City Manager in a City Council meeting; and
WHEREAS, the City Council desires to amend PMC Chapter 2.12 “Council Meetings,” Section 2.12.010 “Time of Regular Meetings” to advance the City Council’s fixed meeting time from six p.m. (6:00 p.m.) to five p.m. (5:00 p.m.) consistent with the City Council Meeting Procedures.

NOW, THEREFORE, the City Council of the City of Pinole does ordain as follows:

Section 1. Recitals.

The above recitals are true and correct and made a part of this Ordinance.

Section 2. Municipal Code Amendment – Chapter 2.04.

Pinole Municipal Code Chapter 2.04 “City Manager,” Section 2.04.200 “Council-Manager Relations” is hereby amended as follows (with text in strikeout indicating deletion and double underline indicating addition).
“2.04.200 COUNCIL- MANAGER RELATIONS.

The City Council and its members shall deal with the administrative services of the city only through the City Manager, except for the purpose of inquiry, and neither the no member of the City Council nor any member thereof shall give orders or instructions to any subordinates of the City Manager. The City Manager shall take his or her orders and instructions from the City Council on matters requiring City Council approval only

ATTACHMENT B
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when sitting in a duly convened meeting of the City Council and no individual councilman shall give any orders or instructions to the City Manager.

Section 3. Municipal Code Amendment – Chapter 2.12.

Pinole Municipal Code Chapter 2.12 “Council Meetings,” Section 2.12.010 “Time of Regular Meetings” is hereby amended as follows (with text in strikeout indicating deletion and double underline indicating addition).
“2.12.010 TIME OF REGULAR MEETINGS.

The regular meetings shall be held in the council chambers on the first (1st) and third (3rd) Tuesdays of each month at six five p.m. (6:00 5:00 p.m.), except when a meeting day falls upon a holiday, in which case the meeting shall be held on the next succeeding business day at the same hour.”
Section 4. Severability.

If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid, the remainder of this Ordinance, including the application of such part or provision to other persons or circumstances shall not be affected thereby and shall continue in full force and effect. To this end, provisions of this Ordinance are severable. The City Council of the City of Pinole hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause, or phrase hereof irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases be held unconstitutional, invalid, or unenforceable.

Section 5. Effective Date.

In accordance with California Government Code Section 36937, this Ordinance shall take effect and be in force on the thirty-first day after adoption.

Section 6. Publication.

Within fifteen (15) days after the passage of this Ordinance the City Clerk shall cause this Ordinance or a summary thereof to be published or to be posted in at least three public places in the City of Pinole in accordance with the requirements of California Government Code Section 36933.

PASSED AND ADOPTED on this _____ day of _______ 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

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ATTEST:
______________________________
Heather Bell, CMC City Clerk
APPROVED AS TO FORM:
______________________________
Eric S. Casher, City Attorney
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CITY COUNCIL
REPORT
9I
DATE: SEPTEMBER 5, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: LILLY WHALEN, COMMUNITY DEVELOPMENT DIRECTOR
SUBJECT: ADOPT A RESOLUTION AUTHORIZING THE APPLICATION TO AND

PARTICIPATION IN THE CALIFORNIA DEPARTMENT OF HOUSING

AND COMMUNITY DEVELOPMENT (HCD) PROHOUSING

DESIGNATION PROGRAM

RECOMMENDATION
To secure competitive funding for the City’s various housing programs, Staff recommends Council adopt a Resolution (Attachment A) authorizing the City of Pinole to apply for the Prohousing Designation Program from the California Housing and Community Development Department and authorizing the City Manager to execute and deliver the application and any related documents if the application is approved.

BACKGROUND
At the March 21, 2023 Council meeting, Councilmember Sasai requested as a future agenda item a presentation from the California Department of Housing and Community Development (HCD) on the Prohousing Designation Program (PDP). Staff reached out to HCD and discovered that although they could not present to the City Council, they could provide technical assistance to staff on the program so that they could inform the Council. After learning more about the program, staff is recommending the City prepare and submit an application to HCD for Prohousing Designation status.

In 2019, AB 101 established the PDP administered by HCD. This program created incentives for jurisdictions that are compliant with state housing laws (including housing element laws,) and have enacted prohousing local policies that go beyond state law.

HCD began receiving Prohousing Designation applications on July 1, 2021. Applications are reviewed on a rolling basis. Currently, 30 jurisdictions have been designated as prohousing, with 19 additional jurisdictions currently under review by HCD. More information on the PDP can be found online1.

A prohousing designation both demonstrates the City’s commitment to the development of affordable housing and provides a competitive advantage (priority processing or 1 https://www.hcd.ca.gov/planning-and-community-development/prohousing-designation-program 287 of 322
City Council Report
September 5, 2023 2
funding points) on some large state affordable housing and infrastructure grant programs, including the Affordable Housing Sustainable Communities Program (AHSC), the Transformative Climate Communities (TCC) and the Infill Infrastructure Grant Program (IIG). A brief overview of these programs follows:

AHSC. The AHSC Program builds healthier communities and protects the environment through prioritizing the creation of affordable housing near jobs, transit, and other important resources. The program funds land-use, housing, transportation, and land preservation projects that support infill and compact development in proximity to transit to reduce greenhouse gas (“GHG”) emissions. HCD’s Notice of Funding Availability Calendar2 indicates that a Notice of Funding Availability (NOFA) for a total of $600 million for AHSC projects will be issued in January 2024, with applications due in March 2024 and funding awards granted in August of 2024.

TTC. The TTC Program empowers the communities most impacted by pollution to choose their own goals, strategies, and projects to reduce greenhouse gas emissions and local air pollution. The Program funds community-led development and infrastructure projects that achieve environmental, health, and economic benefits in California’s most disadvantaged communities. Examples of funded projects include solar installation and energy efficiency, urban greening and green infrastructure, electric bicycle and car share programs, recycling and waste management and affordable and sustainable housing developments. The next round of TCC funding has not yet been released, however, the last round of TCC funding (Round 5 – $100 million) was announced in the spring of 2023, with applications due in August of 2023 and funding awards expected to be announced in December of 2023.

IIG. The IIG promotes infill housing development by providing financial assistance for Capital Improvement Projects that are an integral part of, or necessary to facilitate the development of affordable and mixed-income housing. The IIG Program provides nonprofit or for-profit developers or tribally designated housing entities critical infrastructure gap funding necessary to unlock sites for residential development. For example, the funding sources for the SAHA project, at 811 San Pablo include IIG funding.

PIP. The PIP is intended to increase participation in the PDP by pairing the designation with an impactful award grant. The 2022 NOFA indicated that the base award amount for the first round of PIP funding is based on the size of a community’s population. For communities under 20,000, the base award amount is $75,000. In addition, applicants may receive a bonus award equal to the Prohousing Designation score multiplied by $10,000, up to $500,000. For example, an Eligible Applicant with a Prohousing Designation score of 35 points will be eligible to receive up to a $350,000 bonus award in addition to the base award. A prohousing designation would make the City eligible for PIP funding. Such funds are critical for local 2 hcd.ca.gov/grants-and-funding/nofa-calendar
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development projects and affordable housing projects which often necessitate multiple sources of funds to make a project viable. HCD also intends to expand benefits for prohousing designated jurisdictions in the future.

DISCUSSION AND ANALYSIS
The PDP application assigns points within four scoring categories plus an “enhancement factor” category. Applicants must demonstrate that they have implemented, or have a near-term plan (within 2 years) to implement, at least one policy in each of the four categories, and receive an overall score of at least 30 points out of a possible 69. While not required, scores in the “enhancement factor” category add to the City’s overall prohousing score. The minimum threshold requirements applicable to Pinole include:
 Adopting a compliant Housing Element
 Submitting legally sufficient Annual Progress Reports prior to designation  Being in compliance with Housing Element Law; “No Net Loss” Law; the Housing Accountability Act; State Density Bonus Law; laws relating to the imposition of school facilities fees or other requirements; Least Cost Zoning Law (Gov. Code, § 65913.1); the Housing Crisis Act of 2019; and antidiscrimination law  Adopting and certifying a Formal Resolution for the Prohousing Designation Program (action recommended as a part of this item)
Each of the scoring categories are described below:

Favorable Zoning and Land Use (18 possible points). Policies in this category include having sufficient sites in the City’s Housing Element sites inventory to accommodate 150 percent or more of its overall Regional Housing Needs Allocation (RHNA), streamlined permitting of missing middle housing uses (e.g., duplexes, triplexes, and fourplexes) in single-family residential zones and going beyond state law for Accessory Dwelling Units (ADUs).

Acceleration of Housing Production Timeframes (19 possible points). Policies in this category include ministerial approval processes for a variety of housing types, streamlined environmental review processes, streamlined permitting processes, and reduced plan check times.

Reduction of Construction and Development Costs (11 possible points).

Policies in this category include adoption of pre-approved plans for ADUs, promoting innovative housing types (such as mobile homes) and measures that reduce costs for transportation infrastructure.

Providing Financial Subsidies (21 possible points). Policies in this category include participating in a regional housing trust fund, offering surplus City-owned land 289 of 322
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for affordable housing development, and prioritization of local general funds for affordable housing.

Enhancement Factors (9 possible points) provide bonus points for additional strong housing policies in each of the four categories.

Staff has conducted a preliminary self-scoring evaluation for PDP. Due to Pinole’s history of pro-housing development policies and practices, along with the robust programs in its newly adopted and certified Housing Element, staff believes that the City’s application will earn above the minimum 30 points required to qualify for the Program. The City's application does not commit to any policies or programs that are not already adopted in the Housing Element, in progress or currently in place.

The Prohousing Designation Program is consistent with the City’s adopted and certified 6th Cycle Housing Element programs, including:
• Program 3. Outreach to Developers and Technical Assistance to Applicants • Program 4. Facilitate ADU Production
• Program 7. Development of Housing Successor’s Low and Moderate Income Housing Asset Fund Policy
• Program 9. Housing for Extremely Low, Very Low, Low, and Moderate Income Households and Special Needs Households, Including Persons with Disabilities • Program 11. Home Sharing and Tenant Matching
• Program 13. SB 330 Objective Design Standards and SB 35 Streamlining Compliance
• Program 16. Rehabilitation Assistance
• Program 17. Acquisition/Rehabilitation of Properties
• Program 18. Housing Preservation/Below Market Rate Regulations and Conversions
• Program 19. Place-Based Improvements
Upon submission of the application, HCD has sixty (60) calendar days to review the application and provide its final determination. If approved, the HCD will send an official letter formalizing the prohousing designation.

In order to maintain the designation as a Prohousing jurisdiction, the City will be required to continue to comply with applicable housing laws and commit to affirmatively further fair housing and to refrain from enacting laws, developing policies, or taking other local governmental actions that may or do inhibit or constrain housing production.

Examples of such local laws, policies, and action include moratoriums on development; local voter approval requirements related to housing production; downzoning; and unduly restrictive or onerous zoning regulations, development standards, or permit procedures. Additionally, the designation may be revoked if a jurisdiction fails to implement a necessary policy within the timeframe.
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Staff recommends that the City Council adopt a Resolution (Attachment A) authorizing the City to apply for the PDP and further authorizing the City Manager to execute and deliver the application and any related documents required if the application is approved by HCD.

ENVIRONMENTAL REVIEW
Participation in the PDP program is not a “project” under CEQA, as participation is a “governmental fiscal activity” that does not “involve any commitment to any specific project” pursuant to CEQA Guidelines 15378(b)(4). Any project funded by the PDP will be subject to CEQA at the time of its approval.

FISCAL IMPACT
Staff does not anticipate this action will have any fiscal impact to the General Fund.

Participation in the PDP will have a positive effect on the competitiveness of future applications for several funding programs including AHSC, IIG and TCC programs in addition to eligibility for PIP funding.

ATTACHMENTS
A. Resolution
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RESOLUTION NO. 2023-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE AUTHORIZING

APPLICATION TO AND PARTICIPATION IN THE PROHOUSING DESIGNATION

PROGRAM
WHEREAS, Government Code section 65589.9 established the Prohousing Designation Program (“PDP” or “Program”), which creates incentives for jurisdictions that are compliant with state housing element requirements and that have enacted Prohousing local policies; and
WHEREAS, such jurisdictions will be designated Prohousing, and, as such, will receive additional points or other preference during the scoring of their competitive applications for specified housing and infrastructure funding; and WHEREAS, the Department of Housing and Community Development (“Department”) has adopted emergency regulations (Cal. Code Regs., tit. 25, § 6600 et seq.) to implement the Program (“Program Regulations”), as authorized by Government Code section 65589.9, subdivision (d); and
WHEREAS, participation in the PDP program is not a “project” under the California Environmental Quality Act (CEQA), as participation is a “governmental fiscal activity” that does not “involve any commitment to any specific project” pursuant to CEQA Guidelines 15378(b)(4); and
WHEREAS, the City of Pinole (“Applicant”) desires to submit an application for a Prohousing Designation (“Application”).

NOW THEREFORE, BE IT RESOLVED, that the above recitals are true and correct and made part of this resolution.

BE IT FURTHER RESOLVED that participation in the PDP program is not a “project” pursuant to CEQA Guidelines 15378(b)(4).

BE IT FURTHER RESOLVED that the City Council of the City of Pinole takes the following actions:

1. Applicant is hereby authorized and directed to submit an Application to the Department.

2. Applicant acknowledges and confirms that it is currently in compliance with applicable state housing law.

3. Applicant acknowledges and confirms that it will continue to comply with applicable housing laws and to refrain from enacting laws, developing policies, or taking other local governmental actions that may or do inhibit or constrain housing production. Examples of such local laws, policies, and action include

ATTACHMENT A
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moratoriums on development; local voter approval requirements related to housing production; downzoning; and unduly restrictive or onerous zoning regulations, development standards, or permit procedures. Applicant further acknowledges and confirms that it commits itself to affirmatively furthering fair housing pursuant to Government Code section 8899.50.

Pinole City CouncilSeptember 5, 2023

Pinole City Council
September 5, 2023