San Juan Bautista City Council
August 3, 2023

BACKGROUND
The City of San Juan Bautista is a municipality in San Benito County that is home to approximately 2,000 residents, an iconic Mission, and a historic State Park. The City is largely an agricultural community. Currently, the largest producer of organic salads in the United States is based in San Juan Bautista.

San Juan Bautista is also a popular tourist destination, rich in historic and cultural sites.

One local attraction, the Fremont Peak Observatory situated atop Fremont Peak in the Gabilan Range, is a non-profit astronomical institution serving the local community.

The City is run by a City Manager/City Council form of government. The City Manager oversees daily operations, while the 5-member Council is elected at-large to represent Citywide interests. The City employees 10-full-time employees, half of which are committed to its water and wastewater utilities. The Assistant City Manager also serves as its Community Development Director. The City Manager supports Public Works and was the past Director in a larger City. The City relies heavily upon contract service providers, including its City Engineer and Building departments.

San Juan Bautista's proximity to Santa Clara's Silicon Valley makes the City a vital neighbor to the nation's technology industry.

SAN JUAN BAUTISTA

NOTICE TO PROPOSERS
Notice is hereby given that the City of San Juan Bautista (City) will receive proposals for CIVIL ENGINEERING SERVICES at:

City of San Juan Bautista
ATTN: Don Reynolds, City Manager
311 Second Street
P.O. Box 1420
San Juan Bautista, CA 95045
until 09/27/2022 at 2:00 PM, PST. Email submission may be made in lieu of mailing a hard copy of the proposal to: [email protected] There will be no public bid opening.

Request for Proposal (RFP) Purpose
The goal of the City is to retain a Professional Contractor familiar with "Best Practice" management techniques in their particular line of work. The City is requesting proposals from consultants specializing in the required services outlined in the Scope of Services section of this Request for Proposal.

Terminology
For purposes of this Request for Proposal, "Contractor" may also be referred to as Company, Consultant, Firm, Respondent, Proposer, Supplier or Vendor.

Description of Work
The proposed work is officially known as the Specifications, as further described in the SCOPE OF SERVICES section of this RFP.

Availability and Clarification of Documents
This RFP and any addendums may be posted on the City website at:
https://www.san-juan-bautista.ca.us
Regulatory Requirement
Consultant must possess a valid Civil Engineering License (C) issued by the California Department of Consumer Affairs, Board for Professional Engineers, Land Surveyors, and Geologists.

Question Submittal
Any questions related to this RFP should be submitted in writing to Don Reynolds, City Manager, at [email protected]. Questions received by the City, including responses, will be consolidated and posted on the City website. The deadline for submitting questions is 2:00 pm PST September 20, 2022. Material changes, if any, to the Request for Proposal will be addressed by written addendum.

Respondents will provide written acknowledgment of each addendum issued with their proposal submission. Oral explanations will not be binding. No clarifications, interpretations or addenda may be issued after 5:00 pm PST on September 21, 2022.

It is the sole responsibility of the respondent to check the City website to determine if an addendum has been posted.

Estimated Timeline
RFP Release Date 08/19/2022
Questions Due 09/20/2022, 2:00 PM PST
Clarifications/Addenda Issued 09/21/2022
RFP Response Submittal 09/27/2022 2:00 PM PST
Possible Interviews 10/07/2022
Evaluation Complete 10/13/2022
Contract Award 10/18/2022
Note: Timeline is an estimate only. The City reserves the right to change dates listed.

PROPOSAL PREPARATION
Your proposal should highlight the experience, qualifications and competency of your firm, and of the particular staff to be assigned to this project. It should also specify a detailed approach that will meet the Request for Proposal (RFP) requirements.

The proposal should include:
• Title Page showing the Request for Proposal subject; the firm's name; the name, address, and telephone number of the contact person; and the date of the proposal.
• Signed Transmittal Letter briefly stating the firm's understanding of the work to be done; a commitment to perform the work throughout the contract period (including option renewals); and, the name of the person authorized to represent the firm, title, address, email and telephone number.
• Cost information should be submitted separately as indicated in the Cost Proposal instructions.
• Your proposal should be prepared simply and economically, providing a straightforward, concise description of the firm's capabilities to satisfy the requirements of this Request for Proposal. Please refrain from submitting superfluous literature, promotional material or sales brochures with your response.

While additional information may be presented, the following subjects must be included. They represent the criteria against which the proposal will be evaluated.

1. Authorized to Practice in California
An affirmative statement must be included verifying the firm and all assigned key professional staff are properly licensed and/or authorized to practice in California.

2. Independence
The firm must provide an affirmative statement that it is independent of the City of San Juan Bautista and no member of the proposed project team, or family member, is an employee of the City.

3. Firm Qualifications and Experience
The firm must have extensive experience in the Scope of Services described herein.

The proposal should include the size of the firm and the geographic location of the office from which the work on this engagement is to be performed. Include the firm's organizational chart (block diagram).

4. Partner, Supervisory and Staff Qualifications & Experience Identify the principal supervisory and management staff, including engagement partners, managers, other supervisors and specialists who would be assigned to this project. Indicate the staff to be employed in this engagement on a full-time basis; and, on a part-time basis. Include resumes indicating specialized training, professional certifications and licenses.

Provide information on the government experience of each person, including information on relevant professional education and membership in professional organizations. Indicate steps your firm takes to maximize consistent assignment of your staff over the term of the agreement.

5. Similar Engagements with Other Government Entities
For the firm's staff that will be assigned responsibility for this project, list three (3) to five (5) completed engagements similar to the work described in this Request for Proposal. California Public Agency experience is desirable. Indicate the scope of work, date, engagement partners, total hours, and the name and telephone number of the principal client contact.

The City reserves the right to contact any or all of the listed references regarding services performed by your firm.

6. Litigation and Claims
Respondent shall disclose any lawsuit, litigation or arbitration resulting from:
(a) Any government engagement where litigation is still pending or has occurred within the last five (5) years; or,
(b) Any type of project where claims or settlements were paid by your firm or its insurers within the last five (5) years.

Describe circumstances and outcome for any incident disclosed.

7. Specific Project Approach
The proposal should set forth a work plan, including an explanation of the project methodology to be followed, to perform the services required in this Request for Proposal.

Your proposal should include the following information about your firm's approach:
• Proposed work plan, staffing, and staff hours assigned for San Juan Bautista's Civil Engineering Services;
• Approach to be taken to understand, review and make recommendations regarding City practices and to improve current operations; • Lessons learned, insights gained, and innovations applied from past experience and/or government assignments;
• Steps taken to keep City management informed of work-in-progress and risks to project budget and timelines; and,
• Description of any anticipated problems, the firm's approach to resolving these problems, and any special assistance that will be requested from the City.

Pre-Award Expenses
Pre-award expenses are defined as costs incurred by the respondent in:

1. Preparing its proposal in response to this RFP;

2. Submitting its proposal to the City;

3. Negotiating with the City on any matter related to the proposal; or,

4. Any other expense incurred by the respondent prior to date of award.

There is no expressed nor implied obligation for the City to reimburse pre-award expenses incurred in the preparation of a proposal. Furthermore, proposals received shall become the property of the City and will not be returned.

Cost Proposal
The Cost Proposal should contain detailed pricing relative to performing the Scope of Services as described in this Request for Proposal. Itemize regular hourly rates, overtime hourly rates, and callback hourly rates by job classification. Indicate minimum number of hours for callback service, if any.

Hourly rates shall contain all direct and indirect costs, including out-of-pocket expenses, and may be used for additional work that may be required.

The Cost Proposal shall be submitted in a separate, sealed envelope; or, as a separate file if submitted via email.

Billing shall be made on a monthly basis. Interim billings shall cover a period of not less than a calendar month. The City shall pay only for productive hours spent on Job Tasks.

Note: Any supplemental fuel charges; energy surcharges; required licenses, training, travel, insurance and bond costs; pandemic-related and Personal Protective Equipment (PPE) expenses will not be allowed.

PROPOSAL SUBMITTAL
One (1) signed original and one (1) copy of the proposal must be submitted to the City of San Juan Bautista, 311 Second Street, San Juan Bautista, CA 95202 no later than 09/27/2022 at 2:00 PM, PST. Proposal shall be submitted in a sealed envelope clearly marked with proposal name and number. Email submission may be made in lieu of mailing a hard copy of the proposal to: [email protected] There will be no public bid opening.

Late Proposals
Proposals arriving after the specified date and time shall not be considered, nor will late proposals be opened. Each prospective respondent assumes responsibility for timely submission of their proposal.

Withdrawal or Modifications of Proposals
Any proposal may be withdrawn or modified by written request signed by the respondent and received by the City prior to the final time and date for the receipt of proposals. Once the deadline is past, respondents will be obligated to fulfill the terms of their proposal.

Confidential Information
Any information deemed confidential or proprietary should be clearly identified by the respondent as such. It may then be protected and treated with confidentiality only to the extent permitted by state law. Otherwise, the information shall be considered a public record. Information or data submitted with a proposal will not be returned.

Proposal Acceptance and Rejection
The City reserves the right to accept any proposal, reject any and all proposals, make a partial award, make multiple awards, call for new proposals, or dispense with the proposal process in its entirety. Furthermore, the City may waive any minor deficiencies or technicalities in proposals received.

SCOPE OF SERVICES
The City of San Juan Bautista intends to hire a Civil Engineering Firm to provide yearround engineering services.

The initial term of this agreement will be for three (3) years commencing approximately November 1, 2022 through October 31, 2025, with four (4), one (1) year renewal options, starting November 1
st of each subsequent year.

Consultant will proceed within the scope of services per the requests and priorities of the City Manager, or designee, to handle engineering service tasks as may be required. A Lead Consultant will be designated in the proposal, who shall serve, on an outsourced basis, as City Engineer. The selected consultant will enter into a master agreement which will specify the billing rates, personnel to be assigned, and other terms. No monthly retainer is anticipated; each task will be assigned a Task Order to bill against.

The consultant selected shall provide the following professional civil engineering services:
• Development Oversight and Plan Checking: The consultant shall be wellversed in the Subdivision Map Act (Government Code §66410) and provide plan checking services to thoroughly review and approve subdivision improvement plans and public improvement plans. The consultant will review and approve plans by checking for conformance with City of San Juan Bautista Engineering Standards and Specifications, State of California Standards, and applicable industry standards. Thorough review of plan submittals and supporting documentation is required.
• Private Development of Public Improvements: The consultant shall be well versed in managing, inspecting and eventual City acceptance of public improvements completed by private developers. Inspection services shall be provided on all private work completed on behalf of the City. The acceptance of improvements by the City Council, and the release of securities are additionally related areas of expertise.
• CIP Management and Development: The consultant shall work with City staff to refine and implement the Capital Improvement Program (CIP). The consultant shall participate in coordinating all capital improvement projects and programs, including defining project scope, determining project budget, and locating financial resources.
• Preparation of Plans, Specifications, and Estimates for City Public Works Projects: City public works projects include traffic engineering, utility engineering (e.g., water, sewer and storm). The consultant shall assist City staff to identify and prioritize pavement preservation projects; design and prepare plans, specifications, and estimates for pavement and traffic engineering projects. The consultant must be experienced with state and federal funded projects; including knowledge of Senate Bill 1, the Road Repair and Accountability Act of 2017.

The consultant shall also work with City staff to improve City water, storm and sanitary sewer systems to meet rules and regulations of the State and Federal mandates as well as public demand. Consultant shall assist with work required to complete studies, designs, plans, specifications, and estimates related to City water, storm and sewer projects.
• Public Bid Process Oversight: The consultant shall manage and provide oversight of public Requests for Proposals and/or construction services including the advertising and bid process for projects; evaluation of proposals and recommendations for project award; negotiation and administration of contracts for construction projects.
• General Engineering Support to City Operations and Policies: The consultant shall monitor and make recommendations in relation to changes in laws, regulations and technology that may affect City operations. The consultant shall recommend policy and procedural changes as required. The consultant shall prepare and present staff reports and City engineering documents on various

projects and programs; and, attend City Council and staff meetings as may be required.
• Subcontractors: The consultant shall advise the City of the necessity for subcontract work; such as, special surveys, tests, test borings, or other subsurface investigations in connection with design and engineering work to be performed. Furthermore, consultant shall coordinate, oversee, and approve all aspects of subcontracted work.

Consultant may be required to perform additional civil engineering related tasks not specifically listed above.

Notification
The contractor shall provide advance written notice to the City of work schedule dates and times. Such notice shall be furnished at least monthly to the City Manager, or designee. Work may be performed remotely, on-site, or in a hybrid arrangement, as determined to be most advantageous by the consultant. Alternative arrangements may be requested by the City.

Independent Contractor
Respondent understands that they are an independent contractor, and not an employee of the City of San Juan Bautista. In addition, personnel performing work under this agreement shall be direct employees of the contractor. At no time shall contractor, nor contractor's employees, represent themselves as City staff.

SELECTION PROCESS
Proposals will be evaluated based upon, but not limited to, the following criteria (not listed in order of importance):

1. Project methodology and approach

2. Firm's standing and capability to provide the required services

3. Qualifications and experience of firm and the personnel named in the proposal

4. Technical expertise and resources

5. Past performance on governmental engagements, based on client references and other verifiable information

6. Overall cost
Proposals will be reviewed and evaluated by the City. Oral interviews of the most responsive firms may be scheduled shortly after the deadline submission date and may be conducted remotely or by phone at the option of the City.

The City reserves the right to award a contract based on proposal submittal only, without benefit of an oral interview.

Ranked Responses
The City shall rank, in the order of preference, two or more offerers whose professional qualifications and proposed services are deemed most meritorious. Negotiations shall

then be conducted, beginning with the offerer ranked first. If a contract satisfactory and advantageous to the City can be negotiated at a price considered fair and reasonable, the award shall be made to that offerer. Otherwise, negotiations with the offerer ranked first shall be formally terminated and negotiations conducted with the offerer ranked second, and so on, until such a contract can be negotiated at a fair and reasonable price.

The City reserves the right to make multiple awards as a result of this solicitation.

EVALUATION CRITERIA
The following weighting and points will be assigned to this Request for Proposal for evaluation purposes:

CRITERIA MAX POINTS
Project Understanding 10
Work Plan and Approach 25
Qualifications of Personnel 15
Experience and Resources 15
Past Performance/References 10
Bill Rates 25
Total 100
Award
Award of contract will be made as may be in the City's best overall interest. Award will be made to the lowest, responsive and responsible respondent(s) who, in the City's sole judgement, has the necessary experience, skill, business standing, equipment, staffing, and financial stability to provide professional civil engineering services.

Accordingly, the City reserves the right to award one or more contracts based on professional qualifications and areas of expertise.

CONTRACT TERM
This agreement shall commence upon execution by both parties and shall continue for a period of three (3) years, with four (4), one-year option renewal periods. The prices quoted shall be fixed during the initial one-year period of the contract and price increases may be allowed thereafter as authorized by the City. Price increases may be requested annually after the first year, subject to the following conditions.

Only one (1) price increase will be allowed each year as the result of:
1) Manufacturer or supplier price increases in the product(s) offered 2) Governmental or regulatory agency increases to the trade 3) Consumer Price Index, All Urban Consumers (CPI-U) increases to the industry Any request for a price increase must be substantiated with documentation from a manufacturer, supplier, or governmental agency; and must be submitted in writing at least

thirty (30) days prior to the effective date of the increase. Overall increases of greater than 5% from prior year prices will not be allowed.

The City shall be the sole judge as to whether a price increase will be allowed.

Decreases in service prices will be allowed at any time.

KEY PERSONNEL
If the City, in its sole discretion, is dissatisfied with the contact person or the person or persons actually performing services, then the consultant will recommend a different person or persons to be designated as the contact person or to perform required services.

The City reserves the right to terminate, without penalty, any contract awarded under this Request for Proposal when key personnel identified are not available. Substitution may only occur with advance explicit approval of the City. Substitute personnel must have equal or greater education and experience.

It is further understood that respondent, and its employees, in performing the required services of this RFP, operate as an independent contractor and not as an employee or agent of the City.

Note: Subcontracting of any services required under this Request for Proposal is prohibited unless pre-authorized by the City Manager, or designee.

FAITHFUL PERFORMANCE BOND
Successful respondent may be required to furnish the City with a surety bond conditioned upon the faithful performance of the contract. This may take the form of a bond executed by a surety company authorized to do business in the State of California and approved by the City, an endorsed Certificate of Deposit, or a money order or a certified check. The bond shall be in a sum equal to one hundred percent (100%) of the amount of the first year of the contract price.

INSURANCE
Respondent shall provide proof of Commercial Liability and Property Damage Insurance prior to performance of duties. Coverage shall be from a company authorized to transact business in the State of California and shall be in an amount not less than $5,000,000 combined single limit (CSL). The City shall be named as an additional insured and thirty (30) days notice of cancellation shall be indicated.

Professional Liability coverage in an amount not less than $2,000,000 per occurrence is required.

Automobile Liability coverage in an amount not less than $1,000,000 per accident for bodily injury and property damage is required.

Worker's Compensation coverage in an amount not less than $1,000,000 per claim for each employee engaged in work on City premises is required.

Respondent is solely responsible for all insurance premium payments.

BOND/INSURANCE SUBMITTAL
Within ten (10) consecutive calendar days after the notice of award is issued, the respondent to whom a contract is awarded shall deliver to the City bonds and insurance in the form and amounts authorized by the City as outlined in the RFP documents.

INDEMNIFICATION
Respondent shall defend, indemnify, protect and hold harmless the City, its elected and appointed officers, employees, and agents, from and against all claims for damages, liability, and expenses (including attorney's fees) arising out of this agreement and/or respondent's performance hereunder, except as to such damages, liability, and expenses due to the sole negligence or willful acts of the City, its officers, employees or agents.

TERMINATION
The City may terminate this agreement and be relieved of any consideration to the respondent should respondent fail to perform in the manner required. Furthermore, the City may terminate this agreement for any reason without penalty upon giving thirty (30) days written notice to the respondent. In the event of termination, the full extent of City liability shall be limited to an equitable adjustment and payment for materials and/or services authorized by and received to the satisfaction of the City prior to termination.

PROTESTS
Protests by unsuccessful respondents to the selection for award shall be submitted in writing to the City Manager no later than five (5) business days after award recommendation. Failure to submit a timely written protest to the City Manager shall bar consideration of any such protest.
a) The written protest shall state in detail the specific facts and law or ordinance upon which the protest of the proposed award is based and shall include all pertinent documents and evidence.
b) A written protest may not challenge the relative weight of the evaluation criteria or formula for assigning points.
c) Only a respondent whose proposal is timely received and fully complies with all terms and conditions of the Request for Proposal may protest an award. d) Any and all costs incurred by a protesting party in connection with the protest of a solicitation shall be the sole responsibility of the protesting party.

The City Manager shall evaluate the protest and issue a written decision within five (5) business days after receipt of the protest. The protester shall be notified if additional time is needed to adequately investigate the claim. During the evaluation process, the City may, at its sole discretion, suspend further action on the solicitation, or proceed with an award.

The decision of the City Manager for contract awards valued at $50,000 or less shall be final. For awards exceeding $50,000, an unsuccessful respondent shall have the right to appear before the City Council to protest any award requiring Council approval.

NO COMMITMENT TO AWARD
Issuance of this RFP and receipt of proposals does not commit the City to award a contract. The City expressly reserves the right to postpone proposal opening for its own convenience, to accept or reject any and/or all proposals received in response to this RFP, to negotiate with more than one respondent concurrently, or to cancel all or part of this proposal.

The City further reserves the right to negotiate material aspects of proposals received, including costs, services and scheduling, when determined to be in the best overall interest of the City.

OWNERSHIP OF WORK PRODUCT
All reports, studies, information, data, forms, designs, plans, procedures, systems and any other materials or properties produced for this project shall be the sole and exclusive property of the City. No such materials or properties produced, in whole or in part, shall be subject to private use, copyrights, or patent rights by respondent without the express written consent of the City.

NON-ENDORSEMENT
As a result of the selection of a respondent to provide services; the City is neither endorsing nor suggesting that the respondent's services are the best or only solution.

Respondent agrees to make no reference to the City in any literature, promotional material, brochures, sales presentation or the like without the express written consent of City.

GOVERNING LAW
This Agreement shall be governed by the laws of the State of California. Venue shall be the County of Monterey.

COMMENTS/EXCEPTIONS
Respondents are responsible to become familiar with all instructions, terms, conditions, and contract documents governing this Request for Proposal, including the City's standard Consultant Services Agreement, a copy of which is available upon request.

Submission of a proposal will be considered specific evidence of having performed the above.

Successful respondent shall be required to sign the City's standard Consultant Services Agreement prior to commencement of work. Please note any comments or exceptions with your submittal. Once the award has been made, failure to have read all the terms, conditions, and specifications of this RFP shall not be cause to alter the original proposal nor to request additional compensation.

Note: Excessive and/or material exceptions to the RFP may be cause for rejection of your proposal.

CITY ENGINEER SERVICES QUESTIONS
H&B 1000; MNS 1130

1. Describe San Juan Bautista and its challenges in terms of budget, staffing, and infrastructure

2. What is the difference between City Engineering
services, and Civil Engineering services?

3. Describe small-town customer service.

4. Utilities - maintaining and planning for water and
wastewater; hiring an operator

5. Supporting "up" and "down" within the organization

6. Cost Management and CIP- discuss CIP projects being
worked on now, and that will be needed

7. Task-by-task versus a retainer

8. What resources does the City have now that will be
helpful? What other resources might you need?

9. Continuity- how to work with existing engineering staff to merge into the job.

10. What is the difference between CM for the water project and CM for the Force main?

11. Questions for the City?
Members:

A Ettley
Amanda Musy-Verdel
Aronow, Gabe
Chris Gardner
D Kurcina
Daniel Carley
Don Chapin
Frank Lopez
Frederik Venter
Grace Silverboard
Harris and Associates
Jeff Edwards
Kimbley-Horn
Michael Kenney
Mike Edwards
Mike Leantiades
MNS Engineers
Patrick Dobbins
Railee Glasser
Rosie Herrera
Sean Houck
Tracy Allen
Wildan
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
2 City of San Juan-Bautista
The "City of History"
November 2, 2022
P.O. Box 1420
311 Second Street
San Juan Bautista,
California 95045
Main: (831) 623-4661
Fax: (831) 623-4093
City Council
Mayor
Leslie Q. Jordan
Vice Mayor
Cesar E. Flores
Councilmember
Mary V. F.dge
Councilmember
John Freeman
Councilmember
Scott Freels
City Manager
Don Reynolds
City Clerk
Vacant
City Treasurer
Michelle Sabathia
ww w .sa n-juan-bautista .ca. us
Jeff Edwards
MNS Engineers Inc.
525 Strawberry Road
Royal Oaks, CA 95076
Re: Agreement for Professional Services
Dear Mr. Edwards:

The City Council for the City of San Juan Bautista accepted your proposed agreement for engineering services at their October 18, 2022 meeting. Thank you· for assisting with updating the agreement. Attached is the agreement, signed by both parties.

Additionally, the following information is required of all contractors:

Certificate of insurance naming the City as additional insured, for the levels outlined in Exhibit C of the contract.

Business License. An application is included.

Invoices for payment can be submitted electronically to Veronica Munoz Noriega at [email protected]. us.

We look forward to working with your company.

Sincerely,
j/\14k~kt;
Trish Paetz
Acting Administrative Services Manager
Enclosures

CITY OF SAN JUAN BAUTISTA

PROFESSIONAL SERVICES AGREEMENT

FOR CITY ENGINEER AND ENGINEERING SERVICES
THIS AGREEMENT is made and entered into on October 18, 2022, by and between the City of San Juan Bautista, a California general law city, hereinafter referred to as the "City," and MNS Engineers, Inc, ("MNS"}, a California Corporation, hereinafter referred to as the "Contractor." City and Contractor are sometimes individually referred to as "party" and collectively as "parties" in this Agreement.

Recitals
A. On August 18, 2022, the City issued a Request for Proposal for Civil Engineering services. Proposals were received until 2:00 p.m. PDT on September 27, 2022.

B. Contractor submitted "Proposal to Provide City Engineering Services," dated September 27, 2022, which is hereby incorporated into the scope of services to be provided to the City.

C. On October 18, 2022, the City Council Adopted Resolution 2022- 79, and awarded the Agreement to retain Contractor provide the dedicated hours necessary to be the City Engineer, and to provide associated engineering services as described in Exhibit A "Proposal to Provide Engineering Services," hereinafter referred to as the "Project."
C. Contractor represents and warrants that it has the qualifications, experience and personnel necessary to properly perform the services as set forth herein.

D. City desires to retain Contractor to provide such services.

Terms and Conditions
For of good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged and in consideration of the mutual promises contained herein, City and Contractor agree to the following terms and conditions:

1. Scope of Work.

Contractor is hereby hired and retained by the City to work in a cooperative manner with the City to fully and adequately perform those services set forth in Exhibit "A" attached hereto ("Proposal to Provide Engineering Services"}, to include but not limited to:
a. the duties of City Engineer, the City's role of City Engineer with a retired Public Works Director that will be here at the City 20-24 hours per week;
b. attend public City meetings as necessary,
c. be the on-call 24-hours per day, 7 days a week;
d. Make available to the City its full array of experienced engineers specializing in drinking water, sewer systems, and capital improvements and construction management;
e. Provide the construction management services for the Force Main project and the Pavement Management Program;
f. City will utilize the various engineering services indicated in Exhibit A as needed through-out the term of this Agreement. Each task will be assigned a Task Order to bill against.
(b) Contractor shall perform all such work with skill and diligence and pursuant to generally accepted standards of practice in effect at the time of performance. Contractor shall provide corrective services without charge to the City for work which fails to meet these standards and which is reported to Contractor in writing within sixty days of discovery. Should Contractor fail or refuse to perform promptly its obligations under this Agreement, the City may render or undertake the performance thereof and the Contractor shall be liable for any expenses thereby incurred. (c) If services under this Agreement are to be performed by a design professional, as that term is defined in California Civil Code §2782.8(b)(2), design professional certifies that all design professional services shall be provided by a person or persons duly licensed by the State of California to provide the type of services described in Section 1 (a). By delivery of completed work, design professional certifies that the work conforms to the requirements of this Agreement and all applicable federal, state and local laws, and the professional standard of care in California. (d) Contractor is responsible for making an independent evaluation and judgment of all relevant conditions affecting performance of the work, including without limitation site conditions, existing facilities, seismic, geologic, soils, hydrologic, geographic, climatic conditions, applicable federal, state and local laws and regulations and all other contingencies or considerations.
(e) City shall cooperate with Contractor and will furnish all information data, records and reports existing and available to City to enable Contractor to carry out work outlined in Exhibit "A." Contractor shall be entitled to reasonably rely on information, data, records and reports furnished by the City. However, the City makes no warranty as to the accuracy or completeness of any such information, data, records or reports available to it and provided to Contractor which were furnished to the City by a third party. Contractor shall have a duty to bring to the City's attention any deficiency or error it may discover in any information provided to the Contractor by the City or a third party.

2. Term of Agreement & Commencement of Work.
(a) Unless otherwise provided, the term of this Agreement shall begin on the date of its full execution and shall expire on October 17, 2025, unless extended by amendment or terminated earlier as provided herein. The date of full execution is defined as the date when all of the following events have occurred:
(i) This Agreement has been approved by the City's Council or by the board, officer or employee authorized to give such approval; and 2 (ii) The office of the City Attorney has indicated in writing its approval of this Agreement as to form; and
(iii) This Agreement has been signed on behalf of Contractor by the person or persons authorized to bind the Contractor hereto; and. (iv) This Agreement has been signed on behalf of the City by the person designated to so sign by the City's Council or by the officer or employee authorized to enter into this Contract and is attested to by the San Juan Bautista City Clerk. (b) Contractor shall commence work on the Project on or by October 18, 2022. (c) This Agreement may be extended upon written agreement of both parties, for as many as three one-year term extensions.

3. Compensation.
(a) City liability for compensation to Contractor under this Agreement shall only be to the extent of the present appropriation to fund this Agreement. For services to be provided under this Agreement in the form of Staff Augmentation, City shall compensate Contractor on a time and materials basis in an amount not to exceed Twenty Thousand Dollars per month ($20,000.00) and for specific tasks outside of the Staff Augmentation, ("Task Orders") to include but are not limited to specific capital improvements, or development related work, as approved by the City Manager, in accordance with the provisions of this Section and the Fee Schedule attached hereto as Exhibit B and incorporated herein by this reference.
(b) lnvoice(s) in a format and on a schedule acceptable to the City shall be submitted to and be reviewed and verified by the Project Administrator (see Section 5(a)) and forwarded to the City's Finance Department for payment. City shall notify Contractor of exceptions or disputed items and their dollar value within fifteen days of receipt. Payment of the undisputed amount of the invoice will typically be made approximately thirty days after the invoice is submitted to the Finance Department. (c) Contractor will maintain clearly identifiable, complete and accurate records with respect to all costs incurred under this Agreement on an industry recognized accounting basis. Contractor shall make available to the representative of City all such books and records related to this Agreement, and the right to examine, copy and audit the same during regular business hours upon 24-hour's notice for a period of four years from the date of final payment under this Agreement.
(d) Contractor shall not receive any compensation for Extra Work without the prior written authorization of City. As used herein, "Extra Work" means any work that is determined by the City to be necessary for the proper completion of the Project but which is not included within the Scope of Work and which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. Compensation for any authorized Extra Work shall be paid in accordance with Exhibit B. (e) Expenses not otherwise addressed in the Scope of Services or the Fee Schedule incurred by Contractor in performing services under this Agreement shall be 3 reviewed and approved in advance by the Project Administrator (Section 5(a)), be charged at cost and reimbursed to Contractor.
(f) There shall be no charge for transportation within San Benito, Monterey, and Santa Cruz Counties required for the performance of the services under this Agreement; travel to other locations must be approved in writing and in advance by the City, mileage will be charged at the then current standard rate for business travel as set by the U.S.

Internal Revenue Service for such approved travel.

4. Termination or Suspension.
(a) This Agreement may be terminated in whole or in part in writing by either party in the event of a substantial failure by the other party to fulfill its obligations under this Agreement through no fault of the terminating party, provided that no termination may be affected unless the other party is given (1) not less than ten days written notice of intent to terminate, and (2) provided an opportunity for consultation with the terminating party prior to termination.
(b) If termination for default is affected by the City, an equitable adjustment in the price provided for in this Agreement shall be made, but (1) no amount shall be allowed for anticipated profit on unperformed services or other work, and (2) any payment due the Contractor at the time of termination may be adjusted to cover any additional costs to the City because of the Contractor's default. If after the termination for failure of Contractor to fulfill its contractual obligations, it is determined that the Contractor had not failed to fulfill contractual obligations, the termination shall be deemed to have been for the convenience of the City.
(c) The City may terminate or suspend this Agreement at any time for its convenience upon not less than thirty days prior written notice to Contractor. Not later than the effective date of such termination or suspension, Contractor shall discontinue all affected work and deliver all work product and other documents, whether completed or in progress, to the City.
(d) If termination for default is affected by the Contractor or if termination for convenience is affected by the City, the equitable adjustment shall include a reasonable profit for services or other work performed. The equitable adjustment for termination shall provide for payment to the Contractor for services rendered and expenses incurred prior to the termination, in addition to termination settlement costs reasonably incurred by Contractor relating to written commitments that were executed prior to the termination.

5. Project Administrator, Project Manager & Key Personnel. (a) City designates as its Project Administrator the City Manager, or his or her designee, who shall have the authority to act for the City under this Agreement. The Project Administrator or his/her authorized representative shall represent the City in all matters pertaining to the work to be performed pursuant to this Agreement. (b) Contractor designates Paul Greenway as its Project Manager who shall r-nnr-,...irv,♦o. ,,,ill nh,.,,eoo,r:oo n.f f.hl"III Q.,."'i'"'""+ Th" Dr-"i~,..,• m-,..,,_,,.._",.. ~h-11 h- -""il'"'l-•d" +,... f'i♦" ,..t ,,,11 4 (c) Contractor warrants that it will continuously furnish the necessary personnel to complete the Project on a timely basis as contemplated by this Agreement.

Contractor, at the sole discretion of City, shall remove from the Project any of its personnel assigned to the performance of services upon written request of City.

Contractor has represented to City that certain key personnel will perform and coordinate the work under this Agreement. Should one or more of such personnel become unavailable, Contractor may substitute other personnel of at least equal competence upon written approval of the City. In the event that City and Contractor cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause. The key personnel for performance of this Agreement are as follows:---------------------'-

6. Delegation of Work.
(a) If Contractor utilizes any subcontractors, consultants, persons, employees or firms having applicable expertise to assist Contractor in performing the services under this Agreement, Contractor shall obtain City's prior written approval to such employment.

Contractor's contract with any subcontractor shall contain a provision making the subcontract subject to all provisions of this Agreement. Contractor will be fully responsible and liable for the administration, completion, presentation, and quality of all work performed. If such persons are utilized, they shall be charged at cost. City reserves its right to employ other contractors in connection with this Project. (b) If the work hereunder is performed by a design professional, design professional shall be directly involved with performing the work or shall work through his, her or its employees. The design professional's responsibilities under this Agreement shall not be delegated. The design professional shall be responsible to the City for acts, errors or omissions of his, her or its subcontractors. Negligence of subcontractors or agents retained by the design professional is conclusively deemed to be the negligence of the design professional if not adequately corrected by the design professional. Use of the term subcontractor in any other provision of this Agreement shall not be construed to imply authorization for a design professional to use subcontractors for performance of any professional service under this Agreement.
(c) The City is an intended beneficiary of any work performed by a subcontractor for purposes of establishing a duty of care between the subcontractor and the City.

7. Skill of Employees. Contractor shall ensure that any employees or agents providing services under this Agreement possess the requisite skill, training and experience to properly perform such services.

8. Confidential and Proprietary Information. In the course of performing services under this Agreement Contractor may obtain, receive, and review confidential or proprietary documents, information or materials that are and shall remain the exclusive property of the City. Should Contractor undertake the work on behalf of other agencies, entities, firms or persons relating to the matters described in the Scope of Work, it is expressly agreed by Contractor that any such confidential or proprietary information or materials shall not be provided or disclosed in any manner to any of Contractor's other clients, or to any other third party, without the City's prior express written consent. 5 9. Ownership of Data. Unless otherwise provided for herein, all documents, material, data, drawings, plans, specifications, computer data files, basis for design calculations, engineering notes, and reports originated and prepared by Contractor, or any subcontractor of any tier, under this Agreement shall be and remain the property of the City for its use in any manner it deems appropriate. Contractor agrees that all copyrights which arise from creation of the work pursuant to this Agreement shall be vested in the City and waives and relinquishes all claims to copyright or intellectual property rights in favor of the City. Contractor shall provide two (2) sets of reproducible of the above-cited items, except for the computer data files which shall consist of one (1) set. Contractor shall use all reasonable efforts to ensure that any electronic files provided to the City will be compatible with the City's computer hardware and software.

Contractor makes no representation as to long-term compatibility, usability or readability of the format resulting from the use of software application packages, operating systems or computer hardware differing from those in use by the City at the commencement of this Agreement. Contractor shall be permitted to maintain copies of all such data for its files. City acknowledges that its use of the work product is limited to the purposes contemplated by the Scope of Work and, should City use these products or data in connection with additions to the work required under this Agreement or for new work without consultation with and without additional compensation to Contractor, Contractor makes no representation as to the suitability of the work product for use in or application to circumstances not contemplated by the Scope of Work and shall have no liability or responsibility whatsoever in connection with such use which shall be at the City's sole risk. Any and all liability arising out of changes made by the City to Contractor's deliverables is waived against Contractor unless City has given Contractor prior written notice of the changes and has received Contractor's written consent to such changes.

10. Conflict of Interest.
(a) Contractor covenants that neither it, nor any officer or principal of its firm has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of the City or which would in any way hinder Contractor's performance of services under this Agreement. Contractor further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager. Contractor agrees to at all tlmes avoid conflicts of interest or the appearance of any conflicts of interest with the interests of the City in the performance of this Agreement. Contractor shall represent the interest of the City in any discussion or negotiation with developers, contractors or any tier, suppliers of labor or materials, and as such, may not accept compensation, commission or payment of any type from any such parties or such parties' agents.
(b) City understands and acknowledges that Contractor may be, as of the date of commencement of services under this Agreement, independently involved in the performance of non-related services for other governmental agencies and private parties. Contractor is unaware of any stated position of the City relative to such projects.

Any future position of the City on such projects may result in a conflict of interest for purposes of this section.
(c) No official or employee of the City who is authorized in such capacity on behalf of the City to negotiate, make, accept, or approve, or take part in negotiating, making accepting or approving this contract, shall become directly or indirectly interested 6 in this contract or in any part thereof. No officer or employee of the City who is authorized in such capacity and on behalf of the City to exercise any executive, supervisory, or similar function in connection with the performance of this contract shall become directly or indirectly interested personally in this contract or any part thereof.

11. Disclosure. Contractor may be subject to the appropriate disclosure requirements of the California Fair Political Practices Act, as determined by the City Manager.

12. Non-Discrimination.
(a) During the performance of this Agreement the Contractor shall comply with the applicable nondiscrimination and affirmative action provisions of the laws of the United States of America, the State of California and the City. In performing this Agreement, Contractor shall not discriminate, harass, or allow harassment, against any employee or applicant for employment because of sex, race, color, ancestry, religious creed, national origin, physical disability (including HIV and AIDS), medical condition (including cancer), age, marital status, denial of family and medical care leave and denial of pregnancy disability leave. Contractor shall give written notice of its obligations under this clause to labor organizations with which it has a collective bargaining or other agreement.
(b) Contractor shall include the nondiscrimination and compliance provisions of this Section in all subcontracts.

13. Indemnification.
(a) Other than in the performance of professional services by a design professional, which shall be solely as addressed by subsection (b) below, and to the full extent permitted by law, Contractor shall (1) immediately defend (with independent counsel reasonably acceptable to the City) and (2) indemnify the City, its Council, boards, commissions, employees, officials and agents ("Indemnified Parties" or in the singular "Indemnified Party") from and against all liabilities regardless of nature or type arising out of or resulting from Contractor's performance of services under this contract, or any negligent or wrongful act or omission of the Contractor or Contractor's officers, employees, agents or subcontractors. Liabilities subject to the duties to defend and indemnify include, without limitation, all claims, losses, damages, penalties, fines and judgments, associated investigation and administrative expenses; defense costs including but not limited to reasonable attorney's fees; court costs; expert witness fees; and costs of alternate dispute resolution ("Liabilities"). The Contractor's obligation to indemnify applies unless it is adjudicated that its liability was caused by the sole active negligence or sole willful misconduct of an indemnified party. If it is finally adjudicated that liability is caused by the comparative active negligence or willful misconduct of an Indemnified Party, the Contractor's indemnification obligation shall be reduced in proportion to the established comparative liability of the Indemnified Party. (b) For Liabilities alleged to arise from design professional's negligent performance of professional services, Indemnified parties shall have no liability to design professional or any other person for, and design professional shall indemnify and hold harmless Indemnified Parties or any Indemnified Party from and against, any and all Liabilities that Indemnified Parties or any Indemnified Party may suffer or incur or to 7 which Indemnified Parties or any Indemnified Party may become subject by reason of or arising out of any injury to or death of any person(s), damage to property, loss of use of property, economic loss or otherwise to the extent occurring as a result of design professional's negligent performance of any professional services under this Agreement, or by the negligent or willful acts or omissions of design professional, its agents, officers, directors, subcontractors or employees, committed in performing any of professional services under this Agreement. For Claims alleged to arise from design professional's professional services, design professional's defense obligation to Indemnified Parties or any Indemnified Party shall include only the reimbursement of reasonable defense costs and attorneys' fees to the extent caused by design professional's negligence. (c) The foregoing obligations of design professional shall not apply to the extent that the Liabilities arise from the sole negligence or willful misconduct of City or its elected and appointed boards, officials, officers, agents, employees and volunteers. (d) In any and all Claims against City by any employees of the design professional, anyone directly or indirectly employed by it or anyone for whose acts it may be liable, the indemnification obligation under this Section 13 shall not be limited in any way by any limitation on the amount or type of damages, compensation or benefits payable by or for the design professional under worker's compensation acts. disability benefit acts or other employee benefit acts.
(e) All obligations under this section are to be paid by Contractor as incurred by City. The provisions of this Section are not limited by the provisions of sections relating to insurance including provisions of any worker's compensation act or similar act.

Contractor expressly waives its statutory immunity under such statues or laws as to City, its employees and officials. An allegation or determination of comparative active negligence or willful misconduct by an Indemnified Party does not relieve the Contractor from its separate and distinct obligation to defend the City. Contractor agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this section from each and every subcontractor, sub tier contractor or any other person or entity involved by, for, with or on behalf of Contractor in the performance or subject matter of this Agreement. In the event Contractor fails to obtain such indemnity obligations from others as required here, Contractor agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder.
(f) If any action or proceeding is brought against any Indemnified Party by reason of any of the matters against which the Contractor has agreed to defend the Indemnified Party, as provided above, Contractor, upon notice from the City, shall immediately defend any Indemnified Party at Contractor's expense by counsel reasonably acceptable to the City. An Indemnified Party need not have first paid for any of the matters to which it is entitled to indemnification in order to be so defended. (g) The review, acceptance or approval of the Contractor's work or work product by any Indemnified Party shall not affect, relieve or reduce the Contractor's indemnification or defense obligations. This obligation to indemnify and defend City, as set forth herein, is binding on the successors, assigns, or heirs of Contractor and shall 8 survive the completion of the services or the termination of this Agreement or this Section.

14. Insurance & Performance Bond.
(a) As a condition precedent to the effectiveness of this Agreement and without limiting Contractor's indemnification of the City, Contractor agrees to obtain and maintain in full force and effect at its own expense the insurance policies set forth in Exhibit "C" "Insurance" attached hereto and made a part hereof. Contractor shall furnish the City with original certificates of insurance, manually autographed in ink by a person authorized by that insurer to bind coverage on its behalf, along with copies of all required endorsements. All certificates and endorsements must be received and approved by the City before any work commences. All insurance policies shall be subject to approval by the City Attorney and Risk Manager as to form and content. Specifically, such insurance shall: (1) protect City as an additional insured for commercial general and business auto liability; (2) provide City at least thirty days written notice of cancellation, material reduction in coverage or reduction in limits and ten days written notice for non-payment of premium; and (3) be primary with respect to City's insurance program. Contractor's insurance is not expected to respond to claims that may arise from the acts or omissions of the City.
(b) City reserves the right at any time during the term of this Agreement to change the amounts and types of insurance required herein by giving Contractor ninety days advance written notice of such change. If such change should result in substantial additional cost of the Contractor, City agrees to negotiate additional compensation proportional to the increased benefit to City.
(c) All required insurance must be submitted and approved the City Attorney and Risk Manager prior to the inception of any operations by Contractor. (d) The required coverage and limits are subject to availability on the open market at reasonable cost as determined by the City. Non availability or non affordability must be documented by ·a letter from Contractor's insurance broker or agency indicating a good faith effort to place the required insurance and showing as a minimum the names of the insurance carriers and the declinations or quotations received from each. Within the foregoing constraints, Contractor's failure to procure or maintain required insurance during the entire term of this Agreement shall constitute a material breach of this Agreement under which City may immediately suspend or terminate this Agreement or, at its discretion, procure or renew such insurance to protect City's interests and pay any and all premium in connection therewith and recover all monies so paid from Contractor. (e) By signing this Agreement, Contractor hereby certifies that it is aware of the provisions of Section 3700 et seq., of the Labor Code which require every employer to be insured against liability for Workers' Compensation or to undertake self-insurance in accordance with the provision of that Code, and that it will comply with such provisions at all such times as they may apply during the performance of the work pursuant to this Contract. Unless otherwise agreed, a waiver of subrogation in favor of the City is required.
(f) Contractor will furnish to the City, at the City's option, one of the following forms of security: a surety bond issued by a surety authorized to do business in 9 California and approved by the City, an endorsed certificate of deposit or a money order or a certified check conditioned upon the faithful performance of this Agreement. The security shall be in the amount of 100% of the not to exceed amount set forth in Section

3.a. herein.

15. Independent Contractor. The parties agree that Contractor, its officers, employees and agents, if any, shall be independent contractors with regard to the providing of services under this Agreement, and that Contractor's employees or agents shall not be considered to be employees or agents of the City for any purpose and will not be entitled to any of the benefits City provides for its employees. City shall make no deductions for payroll taxes or Social Security from amounts due Contractor for work or services provided under this Agreement.

This Agreement shall not constitute, and it is not intended to constitute, either party as an employer, employee, agent, partner or legal representative of the other party for any purpose, or give either party any right to supervise or direct the functions of the other party. Except as specifically provided herein, neither party shall have authority to act for or obligate the other party in any way or to extend any representation on behalf of the other party. Each party agrees to perform under this Agreement solely as an independent contractor and neither party shall have any right, power, or authority, nor shall they represent themselves as having any authority to assume, create, or incur any expense, liability or obligation, express or implied, on behalf of the other party for any purpose. Each party agrees not to permit its employees or agents to do anything that might be construed or interpreted as acts of the other party.

16. Claims for Labor and Materials. Contractor shall promptly pay when due all amounts payable for labor and materials furnished in the performance of this Agreement, so as to prevent any lien or other claim under any provision of law from arising against any City property (including reports, documents, and other tangible matter produced by the Contractor hereunder), against the Contractor's rights to payments hereunder, or against the City, and shall pay all amounts due under the Unemployment Insurance Act with respect to such labor.

17. Discounts. Contractor agrees to offer the City any discount terms that are offered to its best customers for the goods and services to be provided herein, and apply such discounts to payment made under this Agreement which meet the discount terms.

18. Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.

19. Dispute Resolution. If any dispute arises between the parties as to proper interpretation or application of this Agreement, the parties shall first meet and confer in a good faith attempt to resolve the matter between themselves. If the dispute is not resolved by meeting and conferring, the matter shall be submitted for formal mediation to a mediator selected mutually by the parties. The expenses of such mediation shall be shared equally between the parties. If the dispute is not or cannot be resolved by mediation, the parties may mutually agree (but only as to those issues of the matter not resolved by mediation) to submit their dispute to arbitration. Before commencement of the arbitration, the parties may elect to have the arbitration proceed on an informal basis; however, if the parties are unable so to agree, then the arbitration shall be conducted in 10 accordance with the rules of the American Arbitration Association. The decision of the arbitrator shall be binding, unless within thirty days after issuance of the arbitrator's written decision, any party files an action in court. Venue and jurisdiction for any such action between the parties shall lie in the Superior Court for the County of Monterey.

20. Compliance with Laws.
(a) Each party's performance hereunder shall comply with all applicable laws of the United States of America, the State of California and the City including but not limited to laws regarding health and safety, labor and employment, wage and hours and licensing laws which affect employees. This Agreement shall qe governed by, enforced and interpreted under the laws of the State of California. Contractor shall comply with new, amended or revised laws, regulations or procedures that apply to the performance of this Agreement.
(b) If the Project is a "public work," or prevailing wages are otherwise required, Contractor shall comply with all provision of California Labor Code section 1720 et seq., as applicable, and laws dealing with prevailing wages, apprentices and hours of work. (c) Contractor represents that it has obtained and presently holds all permits and licenses necessary for performance hereunder, including a Business License required by the City's Business License Ordinance. For the term covered by this Agreement, the Contractor shall maintain or obtain as necessary, such permits and licenses and shall not allow them to lapse, be revoked or suspended.

21. Assignment or Transfer. This Agreement or any interest herein may not be assigned, hypothecated or transferred, either directly or by operation of law, without the prior written consent of the City. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer.

22. Notices. All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, sent by facsimile ("fax") or certified mail, postage prepaid with return receipt requested, addressed as follows:

To City:

To Contractor:

City Manager
City of San Juan Bautista
311 Second Street
San Juan Bautista, CA 95045
(831) 623-4661 ext. 14
citymanager@san-j uan-bautista. ca. us
MNS Engineers Inc.

Jeff Edwards, Vice President
525 Strawberry Road
Royal Oaks, CA 95076
(805) 692-6921
[email protected]
11 Notice shall be deemed effective on the date personally delivered or transmitted by facsimile or, if mailed, three days after deposit in the custody of the U.S. Postal Service.

A copy of any notice sent as provided herein shall also be delivered to the Project Administrator and Project Manager.

23. Amendments, Changes or Modifications. This Agreement is not subject to amendment, change or modification except by a writing signed by the authorized representatives of City and Contractor.

24. Force Ma'eure. Notwithstanding any other provisions hereof, neither Contractor nor City shall be held responsible or liable for failure to meet their respective obligations under this Agreement if such failure shall be due to causes beyond Contractor's or the City's control. Such causes include but are not limited to: strike, fire, flood, civil disorder, act of God or of the public enemy, act of the federal government, or any unit of state of local government in either sovereign or contractual capacity, epidemic, quarantine restriction, or delay in transportation to the extent that they are not caused by the party's willful or negligent acts or omissions, and to the extent that they are beyond the party's reasonable control.

25. Attorney's Fees. In the event of any controversy, claim or dispute relating to this Agreement, or the breach thereof, the prevailing party shall be entitled to recover from the losing party reasonable expenses, attorney's fees and costs.

26. Successors and Assigns. All of the terms, conditions and provisions of this Agreement shall apply to and bind the respective heirs, executors, administrators, successors, and assigns of the parties. Nothing in this paragraph is intended to affect the limitation on assignment

27. Authority to Enter Agreement. Contractor has all requisite power and authority to conduct its business and to execute, deliver and perform the Agreement. Each party warrants that the individuals who have signed this Agreement have the legal power, right and authority to make this Agreement and bind each respective party.

28. Waiver. A waiver of a default of any term of this Agreement shall not be construed as a waiver of any succeeding default or as a waiver of the provision itself. A party's performance after the other party's default shall not be construed as a waiver of that default.

29. Severability. Should any portion of this Agreement be determined to be void or unenforceable, such shall be severed from the whole and the Agreement will continue as modified.

30. Construction, References, Captions. Since the parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days. The captions of the various sections are for convenience and ease of reference only, and do not define, limit, augment or describe the scope, content or intent of this Agreement.
12 31. Advice of Counsel. The parties agree that they are aware that they have the right to be advised by counsel with respect to the negotiations, terms and conditions of this Agreement, and that the decision of whether or not to seek the advice of counsel with respect to this Agreement is a decision which is the sole responsibility of each of the parties hereto. This Agreement shall not be construed in favor or against either party by reason of the extent to which each party participated in the drafting of this Agreement.

32. Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.

33. Time. Time is of the essence in this contract.

34. Entire Agreement. This Agreement contains the entire agreement of the parties with respect to the matters as set forth in this Agreement, and no other agreement, statement or promise made by or to any party or by or to any employee, officer or agent of any party, which is not contained in this Agreement shall be binding or valid.

IN WITNESS WHEREOF, Contractor and the City by their duly authorized representatives, have executed this Agreement, on the date first set forth above, at San Juan Bautista, California.

CITY 0~ SAN ~AN BAUTISTA
By: ~/
NameCon' Reynolds
Its: City Manager
Date: 10/25/22

CONTRACTOR
BY.:::::::::::•~..C~;!jr~(A? ~~~
Name: -J~-~---- eff Edwards
I ts: Vice President
Date: 10.25.22
Attest: (Pursuant to Reso: 2022-78}
By: _..:.,0~L..,.~::=:===--
.(ctii{gl2)'eputy City Clerk
Approved as to form:
, City Attorney
13 'JMNS

EXHIBIT A

SCOPE OF WORK

CITY OF

SANJUAN

BAUTISTA

PROPOSAL TO PROVIDE
Civil Engineering
Services
DMNS
September 27, 2022 MNS DETAILS
City of San Juan Bautista
Attention: Don Reynolds, City Manager
248 Main Street
Soledad, CA 93960
RE: Statement of Qualifications for Civil Engineering Services Dear Mr. Reynolds:

Thank you for the opportunity to submit this Statement of Qualifications (SOQ) to provide Civil Engineering Support Services tor the City of San Juen Bautista (City).

Since 1962, tvlNS Engineers, Inc, (MNS) has provided quality infrastructure consulting services to the tronspcrtotlon and government service markets throughout California.

We specialize in the core services of civil engineering, construction management, ond land surveying. As City Engineer and City Surveyor to a number of agencies, we have a unique understanding comprised of both the engineering and the municipality perspectives. Our first-hand knowledge and experience with municipal engineering allows us to maintain long-term rnunicipot clients. Having served Caltrans and local public agencies within the region for numerous years, MNS presents our team to provide the City with these key advantages:
our Team's core Benefits
■ Professional and Qualified Team
Leading the MNS team is Paul Greenway, PE, Principal Project Manager. Paul has over 31 years of civil engineering experience in public infrastructure projects end program management. As the former Assistant Director of Public Works and Road Commissioner for the County of Monterey Department of Public Works, Paul brings a depth of understanding of the requirements and importance of delivering a Capital Improvements Program. Poul will be responsible for working directly with the City's staff to ensure the tv1NS staff possesses the expertise specific to the task or project at hand, resulting in providing the City with the best results.

Legal Name
MNS Engineers, Inc.

Firm ownership Type
C-Corporation
Year Firm Established
195?
California Department of
Industrial Relations (DIR)
No. 1000003564
Corporate Office
201 N. Calle Cesar Chavez,
Suite 300
Santa Barbara, CA 93103
805.692.6921 Office/Fax
www.mnsengineers.com
Project Office
525 Strawberry Road
Royal Oaks, CA 95076
805.787.0326 Office
Project Contact
Paul Greenway, PE
Principal Project Manager
831.400.8964 Office
[email protected]
Authorized Signature
Jeff Edwards
Vice President
805.331.4848 Mobile
805.697.1401 Office
jedwards@mnsengineers.
com
■ Similar Project Experience
Our firm understands ogencies expect quality services that remain on schedule and budget, and MNS is committed to providing construction management and inspection services to the City. MNS has held over 150 municipal on-call contracts with over 70 agencies, each with multiple projects. As a testament to our quality of work, we have provided engineering, surveying, government services, construction management, and/or inspection services to the following Northern/Central California public agencies:

Cities of Belmont, South San Francisco, Brisbane, San Carlos, Daly City, East Palo Alto, Sunnyvale, Berkeley, Dublin, Fremont, tvlorgcin Hill, Newark, Pittsburg, Son Jose, Santa Cruz, Arroyo Grande, Buellton, Carpinteria, Goleta, Greenfield, Grover Beach, Marina, Monterey, Paso Robles, Salinas, San Luis Obispo, Santa Barbara, Solvang, and Watsonville
11 .. ,. ,11, .,,11 , t ; 1 l' · .. . l~\' ~ ,. 1 • > ',1 • ,1 • tr I' OMNS
Counties of Alameda, Contra Costa, Humboldt, Monterey, Napa, Sonoma, San Benito, San Luis Obispo, Santa Barbara, Santo Claret, ond Santa Cruz Special Districts such as Alcrnedo County Flood Control and Woter Conservution District, BAT A, Metropolitan Tronsportation Commission, MidPeninsula Regionol Open Space District, Peninsula Corridor Joint Powers Board, San Francisco County Transportation Authority, San Mateo County Transportation Authority, Alameda County Transportation Commission, San Joaquin Regional Rail commission, Santa Clara Valley Transportation Authority, Santo Cruz County Regional Transportation Commission, and Santa Maria Valley Water Conservation District Caltrans Districts 3, 4, 5, 6, 7, and 59 (structures)
II Comprehensive Engineering Services
Diversified Experience. Our firm's experience, coupled with our knowledge of municipalities, makes MNS an easy addition to provide professional on-call services.

We are able to draw from our highly qualified stoff with expertise end resources in the areas of civil engineering, land surveying, and construction management-always finding precisely the right skillset and personality fit for the job. We have included subconsultants to support us with other services that may be required such as envlronrnentol, scheduling, and appraisals and acquisitions.

San Benito County Area Experience. MNS hos extensive experience workirig with Coltrons and the vorious agencies within San Benito County.

Best of Both Worlds. MNS is a full-service firm delivering superior quality and offering a depth of resources-ranging from engineering planning and design to construction management. Our ability to tackle large-scale endeavors without driving up costs or sacrificing personalized service makes us stand out cs a client favorite.

Authorized Representative. I om hereby authorized to negotiate and controctuolly bind MNS and will serve as the firm and project contact:

Jeff Edwards, Vice President
805.331.4848 (mobile) I 805.697.1401 (office) I [email protected] Affirmations
Authorized to Practice in
California
MNS affirms we are a
California Corporation,
in good standing. We
also affirm our staff
are California Licensed
Engineers.

Independent
MNS affirms we
independent of the City
of San Juan Bautista and
no member of our team,
or family, is an employee
of the City.

Thcmk you for the opportunity to submit this SOQ to provide Civil Engineering Services for the City of San Juan Bautista. We are excited about the opportunity cmd are committed to service the City for the duration of this contract, including option renewals. Please feel to contcrct me (805.331.4848 or [email protected]) or Paul Greenway (831.400.8964 or [email protected]) with any questions regarding this proposal. Thank you for your consideration.

Sincerely,
MNS Engineers, Inc.

C: -=c,~
Jeff Edwards
Vice President
OMNS
•1 Contents
Section 1. Qualifications and Experience 1
Section 2. Partner, Supervisory, and Staff Qualifications and 4 Experience
Section 3. Similar Engagements with Other Government Entities 8 Section 4. Litigation and Claims 14
Section 5. Specific Project Approach 15
Section 6. Fee Schedules 22
Appendix A. Resumes A-1

CONTENTS
OMNS
I Section l. Qualifications and Experience
Firm Details
MNS Engineers, Inc. (MNS)
Local • • • • • • •
Address • • • • • • • • •
Santa Barbara (HQ), Antioch,
Buellton, Oakland, Ontario, San
Francisco, San Luis Obispo, and
Thousand Oaks, and San Jose,
CA.
4@4,,i¥1 182
MfafJ@j c-corporation
iiiM#ibii 1962
- No. 1000003564
Jeff Edwards, Vice President
Ph 805.692.6921
[email protected]
Paul Greenway, PE, Principal
Project Manager
Ph 831.242.0058
[email protected]
Other
Offices
Firm Qualifications
AboutMNS
Established in 1962, MNS is a C-Corporation
that provides quality infrastructure
consulting services to the transportation,
water resources, and government
service markets throughout California.

Specializing in the core services of civil
engineering, construction management,
and land surveying, MNS' reputation
has been built on clear and direct
communication and quality services.

We completely understand the technlcct,
environmental, and regulatory aspects
that may be required for any project. We
are experienced and knowledgeable with
utility and multiagency coordination.

Firm Expertise
Municipal City Engineering
Our experienced licensed civil engineers and technical
support staff are available for your project needs. our engineers utilize the latest computer-aided design
(CAD) equipment and technologies to prepare plans,
specifications, and estimates (PS&Es). Our engineering
and technical teams stay current with material and
construction method developments, and public agency
specification and code requirements. We offer in-depth
project experience and a l1igh level of engineering
design skill. We cover design services for all project
phases:
• Preliminary engineering studies
• Preparation of contract documents-plans,
specifications, and estimates
• Plan check and peer review
Coordination with project stakeholders and utilities
Stormwater Pollution Prevention Plan (SWPPP)
preparation
Pre-bid and bid phase assistance
• Permitting with the counties, cities, Caltrans, and other regulatory agencies
• Environmental regulations and permitting
• Requirements for funding from federal, state, and local resources
Construction administration
Construction cost estimates
Report preparation
Land Surveying
Our Land surveying department is comprised of the
following components:
• Municipal Surveying services. Our Municipal Surveying Services division provides a substantial amount of
private development review, conducting map checking
and document review services for tract maps, parcel
maps, lot line adjustments, mergers. and certificates
of compliance. We also support many cities with their
real estate needs such as easement research, roadway
SECTION 1. QUALIFICATIONS AND EXPERIENCE ■
OMNS
vacation services including resolution preprnation,
determining fee or easement status of road rightsof-way, annexation mapping and descriptions, and preparation of various documents including grant deeds, easement deeds, and quitclaim deeds.
• Right-of-Way {R/w) Engineering services. Our
R/W Engineering division has significant expertise
in supporting the R/W acquisitions end dispositions
required for capital improvement projects. We
have very good working knowledge of policies and
procedures regarding R/W acquisition and typically
tailor our products to match their requirements, often
with modifications to suit local agencies. We also have experience in providing early project support preparing the R/W Datasheet and the associated cost estimates.

We provide monument preservation services. This is
typical for roadway construction projects.
• Design Surveying services. Our Design Surveyinq
division has extensive experience in R/W, boundary
and easement retrocernent, ground, aerial and
bathymetric topographic mopping, utility mapping,
os-builts, and 3-dimensiunal (3D) sccmning survey
data collection. Tvpicol projects include roads.
highways, bridges, parking lots, pipelines, ond other
murucipnl prnjec::ts inc::lt 1dina wntP.r, rP.r.yr.lP.rl wntP.r, and wastewater processing and treatment plants.
• Construction Surveying services. Our Construction
Surveying division has significant experience in
providing construction surveying for roads, highways,
bridges, retaining wells, pipelines, water processing
focilities, and multiple story buildings. We provide
stobility monitoring for projects requirinq excovotion
near adjocent structures.

Municipal Services
MNS offers ossistcrnce to cities, counties, und districts that require program management, review of privote
development projects, special engineering expertise,
or to supplement full-time or part-time staff memoers
during periods of heavy workload.

Public Works Administration Functions
Preparation of stctt reports, attending/presenting at
Council meetings
Public works permit administration plan review, fee
collection, ancl permit inspection
Development Review
Entitlement reviews
tnvironrnental review
Envlronrnentql impact report (EIR) ond specific plan
f8\/i8\M
• Preliminary review/Plan check review
• Development project condition preparotion
Permit issuance and inspection
Traffic control plans
• Compliance with approved plans and specifications
Bonding review ond cost analysis
Stormwater Compliance
Wostewater management plans
Stormwater quolity mcnoqernent plans
Stormwater pollution control plans
SWPPP
Construction Management and
Inspection
• Construction inspection
Scheduling and CPM review
Cloirns avoidance
Construction phase surveying and staking
Contract ocJministration
Constructability review
SWPPP compliance
Code compliance
Multiporty and ccntroctor coordination
Utility relocation end coordination
Regulatory agency coordination
Environmental compliance and restricted work
windows
Funding administration: local, state, and federol
City Surveyor
R/W enqineerinq
Pion end map check
Easement ancl R/W resemch
Tentative ancl fined map review and sign-off
SECTION 1. QUALIFICATIONS AND EXPERIENCE ■
OMNS
Professional and Qualified
Team
The key to a successful project is a highly qualified ancl well-managed team. We are confident we have the best,
reputable team to provide the City with quality services to effectively design, manage, and control this project. Our team was assembled to meet all the specific elements
and needs for the project. We work with the following key objectives in mind:

Quality service and project deliverables
• Time and budget efficiency
Adherence to quality assurance standards
Constant communication
Application of technical and practical expertise
Team Organization

CITY OF SAN JUAN BAUTISTA

MNS ENGINEERS

PRINCIPAL-IN-CHARGE
Jeff Edwards •

OPERATIONS PROJECT/

PROGRAM MANAGER
Paul Greenway, PE ~ •

CIP PROJECT/PROGRAM MANAGER
Doug Pike, PE ,,E.> •

ASSISTANT PROJECT/

PROGRAM MANAGER
Gerald "Jerry' Sanguinetti ~ •

SUPPORT RESOURCES
Development Oversight and Plan Checking
Jerry Sanguinetli •
Doug Pike, PE •
Thomas "Brad" Therrien, PE, PLS •
Hoon Hahn, PE •
Dale Lipp, PE •
Private Development and
Public Improvements
Jerry Sanguinetli •
Rob Russell, PE •
CIP Management and Development
Jerry Sanguinetli •
Doug Pike, PE •
Preparation of Plans, Specifications
and Estimates for City Public Works
Jerry Sanguinelti •
Kent Yankee, PE, QSD/QSP •
Public Bid Process Oversight
Jerry Sanguinelti •
Paul Greenway, PE •
General Engineering Support to
City Operations and Policies
Jerry Sanguinetti •
Paul Greenway, PE •
FIRM LEGEND e MNS _,.Key Staff
SECTION 1. QUALIFICATIONS AND EXPERIENCE ■
OMNS
Section 2. Partner, Supervisory, and Staff
Qualifications and Experience
TABLE 2.A.

Team Members
Iearn RP.s1imr,s. Kr,y staff resumes •
are available in Appendix A. ~
Operations Project/Program Manager
Public Bid Process oversight
General Engineering Support to City
Operations and Policies
License/Certifications
Professional Civil Engineer, CA No. 52314
I •. Real Estate Broker, CA No. 01384794
QSO, CA No. 52314
Education I • BS, Civil Engineering, University of Michigan, Ml • BA, Economics, University of Michigan, Ml
Affiliations
American Public Works Association
South Central Coast County Engineers
(former Director)
G7 I 31
Doug Pike, PE ~
CIP Project/Program Manager I I.

Development oversight and Plan 1
Checking Education
CIP Management and Development • MS, construction Engineering Management/ Business Administration, Oregon State
University, OR
BS, Civil Engineering, University of California,
Berkeley, CA
License/certifications
Professional Civil Engineer, CA No. 43330
California Emergency Management Agency
(OES) Safety Assessment Program
Affiliations
American Council of Engineering
Companies, San Luis Obispo Chapter
American Public Works Association, Channel
Islands Chapter Vice President
American Society of Civil Engineers
UC Santa Barbara Economic Forecast
Project, Board President
MNS I 39
Jerry Sanguinetti, PE ,,4,
Assistant Project/Program Manager
Development oversight and Plan
Checking
Private Development and Public
Improvements
CIP Management and Development
Preparation of Plans, Specifications
and Estimates for City Public Works
Public Bid Process Oversight
General Engineering Support to City
operations and Policies
License/Certifications
Six Sigma Blackbelt Certification Lean, DMAIC
Education
Public Policy Credential, Harvard Kennedy
School, Cambridge, MA
MA, Public Administration, University of
California, Santa Barbara, CA
MS, Organic Chemistry, University of
California, Santa Barbara, CA
BS, Molecular Biology, University of California,
Santa Barbara, CA
MNS 17
SECTION 2. PARTNER, SUPERVISORY, AND STAFF QUALIFICATIONS AND EXPERIENCE ■ C)MNS
TABLE 2.A.

Team Members
Development oversight and Plan
Checking
Hoon Hahn, PE
Development oversight and Plan
Checking
I
I
Dale Lipp, PE
Development Oversight and Plan
Checking
Rob Russell, PE
Private Development and Public
) Improvements
· License/certifications I • Professional Civil Engineer, CA No. 37301 Professional Land Surveyor, CA No. 5519
Emergency Response, Assessment and
Recovery
I: HAZWOPPER MNS 31
CA State Registered Disaster Responder
! Education
1 • BS, Civil Engineering, Minor in Environmental
Engineering, University of Rhode Island
• RE Academ
i License/Certifications
• Professional Civil Engineer, CA No. 60003
Education
BS, Civil Engineering, University of California, MNS 27 Los Angeles, CA Affiliations
Past Director, High Desert Chapter, American
Public Works Association
I I License/Certifications
• Professional Civil Engineer, CA No. 36789
I Education
• BS, Engineering Design, Brigham Young
University, UT MNS 52
I
Affiliations
American Society of Civil Engineers
American Public Works Association
National Society of Professional Engineers
License/Certifications
Professional Civil Engineer, CA No. 42871
Education
BS, Civil Engineering, California State
University, Chico, CA MNS 35
Affiliations
American Society of Civil Engineers
American Public Works Association
2012 APWA Person of the Year Award,
Monterey Bay Chapter
SECTION 2. PARTNER, SUPERVISORY, AND STAFF QUALIFICATIONS AND EXPERIENCE ■ OMNS
TABLE 2.A.

Team Members
I Kent Yankee, PE, QSD/QSP ~
License/ Certifications
I • Professional Civil Engineer, CA No. 74570
1 1
• ()11alifiArl SW PPP flP.VP.lopAr, GA No. 74570
• Nuclear Gauge Safety
I • Residential/commercial AdvanTex design
for Septic Systems
Confined Space Awareness
Preparation of Plans, Specifications and Education
Estimates for City Public Works I • BS, Architectural Engineering, California Polytechnic State University, San Luis Obispo,
CA
I
. Affiliations
1 • 2010 APWA Young Professional of the Year
Award, Central Coast Chapter
MNS 20
SECTION 2. PARTNER, SUPERVISORY, AND STAFF QUALIFICATIONS AND EXPERIENCE ■ C)MNS
TABLE 2.B.

ON-CALL ENGINEERINB PLAN CHECKING SUPPORT TEAM
Team Member Municipal Experience
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TYPICAL PRIVATE DEVELOPMENT REVIEW SERVICES
Agreement Management ./ ,/
Attending Meetings with City Staff and/or Developer's ,/ ,/ ./ Design Team Entitlement Reviews and Preparation of Project Conditions " " ,/ Review of Public Improvement Plans ,/ ./ ,/ ./ " ,/ ,/
Review of Street/Roadway Plans ,/ ,/ ,/ ,/ ./ ,/
Review of Water, Sewer, and Recycled Water Plans ./ ,/ ,/ ,/ ./ ./ ,/ Review of Private Improvements Plans ./ ,/ ./ ,/ ./ ./ ,/ Review of Grading and Drainage Plans ./ ,/ ./ " ,/ ./ ./ Review of Storm Drain Plans and Hydrology/Hydraulic ./ " ./ ,/ ,/ ./ ./ Reports
Review of Permanent Stormwater Compliance Plans and ,/ ,/ ./ ./ ,/ ./ ./ ,/ Calculations
Review of SWPPP and Other Temporary Construction ,/ ,/ ./ ./ ./ ,/ ./ ,/ Stormwater Compliance Plans
Review of Engineer's Construction Cost Estimate ./ ,/ ./ ,/ ,/ ./ ,/ Review of Retaining Wall Plans and Structural Design ,/ ./ ./ Calculations Tenant Improvement Reviews ./ ,/ ,/ ,/ ,/ ,/ ./
Constructability Reviews ./ ../ ,/ ./ ./ " ./ "
Development Projects Construction Inspection ./ ../ ,/ ./ ,/ ,/ SECTION 2. PARTNER, SUPERVISORY, AND STAFF QUALIFICATIONS AND EXPERIENCE ■ OMNS
I
. Section 3. Similar Engagements with Other
Government Entities
On-Call Pub ic
Agency Experience

TYPE OF SERVICES
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City of Goleta
City of Greenfield
City of Monterey
City of Newark
City of Pittsburg
City of Salinas
City of San Jose
City of San Luis Obispo
City of San Mateo
City of Seaside
City of Watsonville
County of Monterey
County of San Benito
County of San Luis Obispo
County of Santa Cruz
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SECTION 3. SIMILAR ENGAGEMENTS WITH OTHER GOVERNMENT ENTITIES ■ OMNS
Reference Project Experience
On-Call Engineering Services
Client
Contact
Staff Jeff Greenway, PE
Allocated
Hours
City of Buellton
Rose Hess, Director of Public Works/City
Engineer
805.688.5177 I [email protected]
40 Hours per week
Date 1992-current
Since 1992, MNS has provided development review end
survey services, olong with developing and refining
the standords, forms, submittal, and review checklists
and processes used by private development engineers
and surveyors for designing private development
projects within the City. We coordinote with the Public Works and Planning Departments who rely upon us to
provide professional guidance with regard to any land
development activities. Sample services include:

Private Development Reviews. our Development Review
team has plan checked residenticrl and commercial
project civil plans, including private and public
irnprovernents and managed the permit issuance
system. We have reviewed National Pollutant Discharge
Elimination System (NPDES) compliance calculations,
SWPPP reports, hydrology/hydrc1ulic calculations,
ancl other stormwater-related studies. We have also
performed construction inspection of private and public utility installation, roadway improvement construction, traffic control issues, and stormwater compliance items.

Municipal Surveying and Map Checking. Our Municipal
Survey team provides all aspects of private development review, including tentative and final map review, along with the development ancl refining of map statements,
dedicotlon. and acceptance lcmguage. We have
established the standards, forms, ond processes used by privote development surveyors for development within
the City. Using our experience with the Californio Streets and Highway Code, we recently prepared a Council
Resolution for the vacation of portions of an unused road R/W along with the supporting documents including
legal descriptions, exhibits, ancl quitclaim deeds typically needed with these projects.

On-Call Engineering Services
Client
contact
Staff
Allocated
Hours
Date
City of Greenfield
Paul Wood, CPA, City Manager
831.674.5591 I [email protected]
Doug Pike, PE
24 Hours per week
2014- current
Since 2014, MNS has been providing city engineering,
development plans and map review services,
development inspection services, facilities support,
Special Assessment District Engineering services,
and Building Deportment services, including staff
augmentotion. We have prepared development review
checklists and worked with the City to update their
standards, fees, forms, and review processes. Services
include:

Private Development Reviews. our Development
Review team hos been providing comprehensive
development review services to the City, including review of commercial end residential private development
projects construction plans, such as grading end
droinage plans, utility plans, street improvement,
water supply/distribution plans, sewer systems, storm
drains, stormwater detention/retention calculations,
Stormwater SWPPP, one! erosion control plans. In addition to development reviews, lvtNS coorclinates with other City departments to finalize the plan checking process and
permit management. As part of permit management,
we provide inspection services for private and public
SECTION 3. SIMILAR ENGAGEMENTS WITH OTHER GOVERNMENT ENTITIES ■ OMNS
improvements including utilities, paving, grading, water systems, sewers, traffic control, and construction BMPs.

Municipal Surveying and Map Checking. MNS provides
the City's on-call survey review services, including
review of all tentative and final maps such as signing
and sealing the maps for technical accuracy, review
of lot line adjustments, voluntary mergers, and
certificates of compliance. We work directly with the
staff in the Planning and Development and Public
Works departments. We are often called upon to
provide templates for certain easement or R/W grants,
quitclaims, and roadway vacations. With our decades
of experience with California municipalities, we have
developed a library of forms used for these tasks saving the City time and money by accessing those documents
for their use. We prepare and maintain a unique and
easy to use spreadsheet for tracking the receipt of
project submittals and their subsequent review dates.

This is critical organization given the State-mandated
review time period. We typically target the reviews to be completed within 10 days of receipt in order to ensure
the reviews are completed well within the allowed time.

On-Call Engineering Services
Client
Contact
Staff
Allocated
Hours
Date
City of Pittsburg
Dick Abono, Director of Public Works
925.252.4930 I [email protected]
Jeff Greenway, PE
40 Hours per week
2015 -current
MNS was selected in 2015 to provide on-call professional civil engineering and surveying services for the City
and re-selected for an additional three years of on-call services. Services included transportation, survey, street, waterline, sewer, and storm. Sample relevant projects
include:

BART Pedestrian and Bicycle connectivity Project.

Contract: $134,000.This project connects the existing
trails and surrounding neighborhoods with a planned
Bay Area Rapid Transit (BART) transit station and
multi modal transfer facility located at the State Route 4/Railroad Avenue freeway interchange. The project is
also in close proximity to several retail and commercial businesses-City Hall, City park, County Superior Court, and within one mile of seven different schools. This
project provides a safer and user-friendly corridor to
encourage more bicycle and pedestrian use with a
wide, paved Class 1 multiuse trail or Class IV buffered bikeway. Improvements include trail lighting, intersection improvements, and additional parking. MNS provided
grant writing services as well as plans, specificotlons, and estimates.

West Leland Road Safety Improvements. Contract:
$265,000. MNS supported the City with obtaining grant
funding and ultimately designing this $2.6M project
administered by the Highway Safety Improvement
Program. This project encompassed 11 intersections and
was designed for directional median openings, leftturn phasing, new raised medians, pedestrian safety improvements, and new striping.
on-Call Engineering Services
Client
Contact
Staff
Allocated
Hours
City of Goleta
Charlie Ebeling, Director of Public Works
805.961.7569 I [email protected]
Jeff Greenway, PE
40 Hours per week
Date 2008- current
MNS has provided staff members to address the various
needs of the City from water, wastewater, surveying,
civil/traffic engineers, and construction management/
inspection personnel. MNS has provided services to the
City since 2008. Services include:

SECTION 3. SIMILAR ENGAGEMENTS WITH OTHER GOVERNMENT ENTITIES ■ OMNS
Private Development Reviews. Our development review
team is currently providing full service plan check,
drainage report review, SWPPP review, encroachment
permit, and land development review (impact
evaluation. report evaluation, conditions of approval,
etc.), traffic count data collection, pavement striping/ signing, and construction traffic control designs.

Municipal surveying and Map Checking. Our municipal
survey team provides services such as reviewing
and signing of all parcel maps, tract maps, lot line
adjustments, certificates of compliance, and mergers.

Additionally, we have provided standardized procedures
and document formats and support them with
acquisitions, relinquishments, and roadwoy vacations.

Additional Project Experience
Development Review and Inspection Services
Client
Date
City of Salinas
2016 - current
The City selected MNS in 2016 to provide City Surveyor
services as they pertain to privote development review.

We were specifically chosen, in part, for our depth of
experience in this field, and also because they value our approach to the review process. This process ensures
efficiency by conducting c1 large part of the review using qualified staff; we ensure quality by requiring the signer of the map for the City review to provide the map and
comments prior to delivering the review to the City.

As with all new City clients, we begin our process by
reviewing the City's Subdivision Ordinance and several
final maps that were recently filed in order to understand the conventions and statements typically used. We also
discussed the specific process used from start to finish with subdivision mops. The City also values the fact we do not provide private development services, which
avoids the potential for conflict of interest.

Surveying. MNS completed map review services for the
phased Monte Bella subdivision, a 200-acre subdivision
to ultimately be comprised of 853 units.

Stormwater Inspection Services. MNS previously
provided NPDES Permit Compliance Support, stormwater
compliance inspections, review of submitted documents
to SMARTS, and on-site review of the SWPPP documents
for private development projects on an os-needecl basis. ' Development Review and Inspection Services
Cllent
Date
MNS provides on-call services for map checking, privote development reviews, and construction inspection
services:

Private Development Reviews. Our Development
Review team is currently providing developrnent reviews for the City. our reviews include grading, stormwater
compliance, hydrology report, sewer and water design,
structural design and calculations, flood control issues, certificate of no rise in flood elevation, and other private and public improvements.

Municipal Surveying and Map Checking. our Municipal
Survey team has reviewed parcel maps and tract
maps as well as mergers and lot line adjustments
for the City over the past three years. We also have
reviewed legol descriptions for easements related
to the development process; along the way we have
been reviewing, improving, and standardizing the
map statements and the documents used for lot line
adjustments, mergers. und other processes. Because
we also provide plan review for the same projects, the
survey reviewers coordinate with the design reviewers to ensure certain plan components me consistent with fined map components, particularly with regard to easement
dedications and locations.
on-Call Engineering Services
Cllent
Date
City of Arroyo Grande
2014-current
City of Gonzales
2020- current
MNS was selected in 2020 to provide kmd development
and stormwater services. We are currently providing
assistance to the City of Gonzales (City) to address
Stormwater Management Plan (SWMP) issues for
implementation and reporting to the Regional Water
Quality Control Board (RWQCB). As part of the City's
SECTION 3. SIMILAR ENGAGEMENTS WITH OTHER GOVERNMENT ENTITIES ■ OMNS
requirements under its General Permit with the RWQCB,
MNS is assisting with components of its stormwater
quidance document. Services include:

Program Management
- Review Enforcement Response Plan including
enforcement actions and incidents log/database
and provide update recommendations.
• Illicit Discharge Detection and Elimination
- Review Spill Response Plan and provide update
recommendations.

Construction Site Stormwater Runoff Control
- Review construction site inventory c111d provide
update recommendations.

Post Construction Stormwater Management
- Review construction site inventory, structural control measures, PCR regulated projects, construction site
inspection and enforcement inventory, and provide
update recommendations.

Annual Reporting Program
- Prepare and submit Phase II Small MS4 Annual
Report and Central Coast Post-Construction
Stormwater Management Requirements Annual
Report (2019-2020 and 2020-2021) and address City
comments prior to submitting the Annual Report
through SMARTS. Prepare a consolidated SWMP
Annual Report for upload onto the City's web page
and for use during public meetings (annually).

On-Call Land Development Engineering Services
Client
Date
r.011nty of r.nntm cosro
2017-current
MNS is providing professional engineering services in
compliance with the latest editions of design standards and engineering practices, including and without
limitation, Ordinance Code Provisions, Project Conditions ot Approval, Caltrans Highway Design Manual, Floodplain Management Ordinance, Stormwater Management
end Discharge Control Ordinance, Municipal Separate
Storm Sewer system, NPDES permit, and Public Works
Department Landscape Design, Construction, and
Maintenance Standards and Guidelines.

On-Call Engineering Services
Client
Date
City of Newark
2016 - current
MNS was selected in 2016 to provide on-call professional engineering services. Services include:

Private Development Reviews. MNS is reviewing private
development construction plans and associated stuclies
such as street/roadway improvements, grading and
drainage plans, storm drains, hydrology/hydraulic
reports, stormwater compliance, C.3/C.6 plan review,
temporary cmd permanent best management practices
(BMPs), SWPPP, erosion control plans, and other· NPDES
permit cor npliuuce.

On-Call Engineering Services
Client
Date
City of Carpinteria
1980-present
MNS has been providing numerous staff members
to address the various needs of the City from water,
wastewater, surveying, civil/traftic engineers, and
construction management/inspection personnel. MNS
has provided services to the City since 1980. Sample
services include:

Full service plan check, drainage report review,
Stormwater Pollution Prevention Plan (SWPPP) review,
encroachment permit. and land development review
(impact evaluation, report evaluation, conditions of
approval, etc.)
SECTION 3. SIMILAR ENGAGEMENTS WITH OTHER GOVERNMENT ENTITIES ■ OMNS
Fie/cl inspection of permitted public works and privote land development projects.

Traffic count doto collection, pavement striping/
signing, and cons tructlon traffic control clesigns.

As City Surveyor for over three clecodos, MNS provides
services such as reviewing end signing of all parcel
mctps, troct maps, lot line acljustments, certificotes
of compliance. ancl mergers. Aclditionally, we have
provided vmious stanclardizecl procedures and
document formats ancl support them with acquisitions,
relinquishments, and roadway voccrtions.

On-Call Development Review Services
Client
Date
City of Ventura, Ventura Water Deportment
2016-present
MNS hos been providing engineering and odministrative
services to the Ventura Water Department for review
of private development projects. We manage and
provide staff support for intercleportmental meetings,
entitlement reviews, project conditioning, ond plan
review services for potable and recycled water and
wastewater system improvements of land development
projects.

On-Call Project Management Services
Client Santa cruz County Regional Transportation
Commission
Tier I is a long-term, program-level analysis for the future of the Hiqhwov I corridor between the Cities of Santo
Cruz and Aptos. The Tier I concept for tile corridor will be built over time through a series of smaller incremental projects (referred to as Tier II projects). Tier II is Cl projectlevel analysis of a smaller incrernentcil project within the Tier I corridor which would move forward based on
avoilable funding. Each of the Tier Ii projects would have independent utilities and benefits to the public and
Higllwc,y 1 operations. MNS' Project Managor, Martl,CI
DC1dola, PE, is currently ossistinq tile RIC with three Highway l, Tier II projects, including
Highwoy l Northbound and Southoound Auxiliary
tones, between !)1st Avenue and Soquel Drive. This
project includes improvements to Highway 1, a
pedestrian/bicycle overcrossing cit Chcmticleer
Avenue, and bus-on-shoulcJer facilities
Highway l Auxiliary Lanes ond Bus-On Shoulder,
from Bay Avenue/Porter Street to store Park Drive.

This project includes the demolition of the Copitolo
Overcrossing and tile preparation or project
opprovcl and environmental clocuments (PA&ED) for
improvements to Highway l
Highway 1 Auxiliary Lanes and Bus-On shoulder,
between stote Pctrk Drive cine! Freedom Boulevard
Interchanges. The Highway 1 Project included
improvements in the unincorporated orea of Santa
Cruz County ond proposes the construction of a
segment of rail troil. The project proposes to replcice tile two existing roilrood bridges over Highway I ond
widen the bridge over Aptos Creek and Spreckels Drive.

Date 2020-present
I
,'
The Santa Cruz County Regional Trcnsportctlon
Commission (RTC), in cooperotion with Coltrcns end
the Federol Highway Administration (FHWA), is ancilyzing alternative investments to relieve congestion on State
Route 1 (Highwoy 1) in Santa Cruz County. Tile Highwc1y 1 program is comprised of Tier I and Tier II stages.

SECTION 3. SIMILAR ENGAGEMENTS WITH OTHER GOVERNMENT ENTITIES ■ OMNS
I Section 4. Litigation and Clai1 s
During the past five years, MNS has no past or pending lawsuits, litigation, arbitration, or claims to disclose.

SECTION 3. LITIGATION AND CLAIMS ■
OMNS
Section 5. Specific Project Approach
Project Management
Approach
In the 60 years that MNS has been
providing On-Call Engineering services,
we have developed methodical, effective
procedures for delivering our services in a
cost-effective and professional manner.

The keys to organizational success are
well-thought-out processes and welldocumented, quality communications. 1 Desi n Initiation
Initial Contact Regarding Projects. The
Principal Project Manager, Paul Greenway,
PE, will be the initial point-of-contact for all
engineering services initiated by tl1e City.

Paul is available to discuss and evaluate
project scope and will determine which of
the MNS Project Engineers will be assigned to
the services based upon the scope of work
and availability to meet the City's desired
schedule for project deliverables.

Preliminary Scoping Meeting. Paul will
attend the preliminary scoping meeting
with the City which will take place either
at the City offices or at the project site to
determine the full desires of the City staff
person and project scope. The schedule of
work will be determined at the preliminary
scoping meeting as well as number of
design reviews, nuances of the work, areas
of concern and emphasis, and anticipated
challenges. MNS will schedule and devote
an optimal, cost-effective project team to
oversee and complete the design effort on
behalf of the City.

Prepare Detailed Work Scope. Paul Greenway will prepare detailed scope of services for the project based upon
the following:

Our understanding of the project •
Information supplied by the City at the preliminary
scoping meeting
• Our own evaluation of the project site and services
required
Necessary subconsultants will also be retained at this
time for any portion of the work for which MNS cloes
not maintain adequate depth of technical expertise.

Detailed scope of services by task and subtask, project deliverables, and preliminary project schedule will be
prepared by MNS. The project schedule will identify
necessary reviews by the City, building plan check, and outside reviewers. Estimated staff utilization and fee will be prepared on a task-by-task basis. Scope and fee will be formatted for presentation to the City as a letter or submitted in City format as a task order request.

Assistance with Funding Management and
Administration. MNS has extensive experience in
administering and managing state, federal, and local
funding for capital improvement projects. We can assist in tracking, documenting, and reporting the expenditure of these funds and creating the appropriate audit trail.

Quality Control and Assurance. Quality assurance and
project review is pertinent to a successful project. Project approach, technical content and accuracy, project
layout and appearance, conciseness, completeness,
value engineering, ancl constructability will be carefully considered. The MNS Principal Project Manager will
be in close contact with appropriate City staff during
the review process and will facilitate incorporation of City comments throughout the entire design process.

An tnternot Quality Assurance/Quality Control (QA/
QC) team of specialized engineers and construction
managers is ovcikrble to review and comment on the
project prior to key submittals thmughout development
of the project design.

SECTION 4. SPECIFIC PROJECT APPROACH ■
OMNS
2 Preliminar Desi n
Project Research. Project research consists of detailed site/facility investigation, utility notification, preparing initial utility letters requesting atlas sheets, locating record drawings, nnd other research regarding project
standards ond requirements. Detailed site investigation cit:ptmds greatly upon the type of project and fc1cility involved. Project investigation for a traffic signal
modification will be much different from pavement
rehabilitation. Initial utility notification will be based upon utility operators known to the City ond identified by preplanning requests made to the Underground Service Alert. Notiftcotlon letters that explain the project and project limits will be sent. MNS will maintain a utility matrix that identifies the status of the correspondence, replies, and known conflicts. Record drawings for existing facilities will be obtained by researching the City orcnives. making public records requests with Caltrans for state highway plans, and other sources as appropriate to the specific project. Depending upon the project, research may be
completed prior to initiating design or may continue
through the preliminary design.

Preliminary Project Reports. Preliminary project reports nrA rrnrnrAr:I hy the project team to evaluate existing conditions and make recommendations for the project.

Examples of preliminary project reports include:

Hydrology and hydraulic studies
Geotechnical investigations
Structure type selection
Traffic impact studies
Parking supply demand studies
Preliminary pavement evaluations and
recommendations
Fact sheet for design exceptions, traffic signal
warrants, traffic modeling, traffic studies, and project study reports
Other traffic engineering studies (speecl surveys, crash analysis, etc.)
Preliminary and final environmental studies, including
boundary of area of potential environmental effect, may also be performed in conjunction with this task. For all projects, construction and post-construction stormwater requirements will be evoluoteo and a preliminary
compliance strategy will be developed in conjunction with one of our in-house Qualified SWPPP Developers (QSDs).

Draft preliminmy project reports will be transmitted to the City Project Manager for review and comment.

Engineering Services Design. We will provide a wide
variety of services related to engineering services. This includes, but not limited to:

Prepamtion of 35% plans or geometric opproval
drawings to define the project and provide a basis for
technical and environmentnl rnviAW
Planning, design, construction assistance, and
techrucul review of efforts directed to roodwov design, traffic signols, roadside safety features, signage and
striping programs, pavement maintenance programs,
and related features end activities.

Design and preparation of construction documents
for traffic signal designs, signal and sign warrants,
pavement markings and sign placement construction
orea traffic control plan preparation, crash dote
analysis and evaluation, sight distance analysis, etc.

Coordinated review which involves working with civil
engineering companies and City staff on roadway
design as related to traffic engineering design
principles.

Permitting and Coordination. We will assist City staff
with processing projects with Caltrans and other regional/ state agencies that require permitting of transportationrelated improvement projects. We have a good working relationship with the various divisions within Coltrons, such as permits, traffic operations, electrical operations, and design.

Public Review. The level of project review depends
upon the type of project. Projects such as pavement
sealcooting ond underground utility replacement may
hove very limited public review and may only include
public notification of the proposed project. Projects
such as bikeways, creek bank modifications, 011d new
structures will require design review, neiqhborhood
meetings, and in some cases, approval by the planning
commission. The MNS Principal Project Manager will
determine the appropriate public review for each project cluring the initial scoping with the City.

Prepare 65% Draft Plans, Specifications, and Estimate.

The MNS Principal Project Manager will communicate
with the City during the preparation of the plans,
SECTION 4. SPECIFIC PROJECT APPROACH ■
OMNS
specifications, and estimates, while the MNS Principal
Project Manager will assist with the quality assurance.

As required, CAD base backgrounds will be developed
for the preparation of project plans and documents. The CAD base backgrounds will be used throughout project
development. Field review will be conducted to check
the CAD base backgrounds and determine specific site
features that must be integrated into the project design.

Detailed preliminary (65% complete) design plans
and work tabulations will be prepared as necessary
tor the specific type of work. Plans may likely include sections and details for all project elements. All design calculations and evaluations will be completed at this
time. Construction and post-construction stormwater
designs and details will be developed as recommended
by the QSD to be appropriate to the project. To assist in project review, technical specifications outline or draft technical specifications will be prepored as part of the 65% project submittal. A list ot project bid items and unit costs will be prepared for the project estimate. Unit costs will be based upon recent bid prices tor similar agency work.

Notice to Utilities. With preliminary plans complete,
affected utilities will be notified again of the project and asked to review the plans for the appropriate location
of underground facilities and evaluation of conflicts.

Utilities will be requested to confirm that no conflicts exist with the proposed work. All utility correspondence and
responses will be tracked in the utility matrix.

Project Review Meeting. During the City's review of the 65% submittal, the MNS Principal Project Manager will
schedule a review meeting or teleconference with the
appropriate City staff person to discuss the project
and communicate comments regarding the design
submittal.
3 Final Desi n
Complete 95% Draft PS&E. Comments provided
by the City Project Manager will be evaluated and
incorporoted into the project design as appropriate.

Coordination will be performed with the City to clarify intent, resolve conflicts, and reach closure on comments as appropriate. Written responses will be prepared
tor each comment. Final project plans and technical
documents will be prepared by incorporating comments
and completing remaining detailing and additional plan
sheets required to adequately communicate design
intent. For projects requiring submittal of a SWPPP to the State Board, this document will be prepared during this task. Technical specifications and formal bid packages
will be prepared based upon the City templates and City standards. Estimates prepared for the 65% submittal will be revised to reflect changes during the 95% design and new costing information available. Quality assurance
review of the 95% deliverable will be coordinated by
the MNS Principal Project Manager prior to submittal of review sets to the City Project Manager.

Project Review Meeting. During the City's review of
the 95% submittal, the MNS Principal Project Manager
will schedule a review meeting or teleconference
with the appropriate City staff to discuss the project, and communicate comments regarding the design
submittal and strategy to move the project forward to
bidding and construction.

Final PS&E Revisions. Final comments from the City will be reviewed and incorporated into the 95% draft PS&E
package. Following any necessary external review, final wet sealed/signed documents in reproducible hard copy
and PDF format are prepared and delivered to the City
Project Manager for bidding. Final CAD files are archived and transmitted to the City.

Utility Relocation Notices. Utilities that require relocation will be identified. Notification letters will be prepared to inform utility operators and provide a timeline for each required relocation.
4 Bid and Construction Su ort
Bid Support. The MNS Principal Project Manager will
assist in soliciting bids for the advertised design project.

This will include attending City meetings as necessary
and coordinating with other City staff to publish requests for bids in local newspopers, as well as contacting plan rooms and specific contractors to inform them of the
upcoming project. MNS will facilitate the submission
of plans and specifications in electronic format as
necessary. MNS can take the lead on pre-bid meetings
and assist in fielding inquiries and coordinating
responses from the consultants. During bidding, MNS
will prepare responses to bidder questions that are
submitted to our Principal Project Manager through the
City Responses will be made to the City for distribution SECTION 4. SPECIFIC PROJECT APPROACH ■
OMNS
to the bidder's list. Questions that can be resolved
through references within the contract documents will
be addressed via e-mail. Those questions that require
a more detailed response will result in preparation of
a draft bid addenda. MNS will assist, as desired, with
oddendo to the bid documents. The Principal Project
Manager will be available to attend the bid opening and assist in summarizing tl,e results and determining the
apparent low bidder. MNS will assist in the selection of the Contractor, including calling listed references and ensuring all contract proposal conditions have been
met in accordance with the State Contracting Code.

This intormction will then be submitted to the City and a draft agenda report will be prepared for the Council's approval of the contract.

Design Support During Construction, The MNS
Principal Project Manager will continue to work with
the City and Resident Engineer to prepare the Notice
of Award and send the contractor c1 notlficntion to
prepare proper documentotlon such as insurance, and
coordinate scheduling of the now owarded project.

During construction, our enqlneerlnq team will be
available to attend project meetings, conduct onsite reviews, review contractor submittals, respond to contractor RFls, and participate in projecl closeout and punch list preparation Written responses will be
prepared for all submittals and RFls as forwarded by
the Resident Engineer. The specific level of support will vary depending upon the complexity of the project and
experience of the City's Resident Engineer.

Public Notices and Construction Coordination. The
MNS Principal Project Manager will ensure that contract provisions regarding public coordination are met, and
coordinate with media as necessary. We will ensure
implementation and correctness of any and all proper
notices to the public for upcoming work in the area of
the project.

Record Drawings. MNS will update the electronic CAD
files and prepare plotted mylm. PDF electronic, and
AutoCAD electronic copies of the project plans from the bid set AutoCAD files-to reflect changes shown on a
single official project redlined plan set maintained jointly by the Resident Engineer and the contractor staff during the project construction. It is important this redlined plan submittal clearly represents the changes to be shown
on the project record drawings. Wl,en the recllined set is reacly for record drawing preporotion, we will meet to review the drawing changes and this scope of services
with the Resident Engineer. When redlines have been
implemented, we will return draft paper plots to the
Resident Engineer for review and approval. With the
City's approval, we will prepare final mylar and electronic drawings for engineer approval and archiving.

Schedule Management
Approach
The MNS team will accurately manoge and track the
restrictive elements of time and resources throughout
the project. The development of an accurate, detailed,
and realistic baseline schedule is critical for a successful implementation of a clear and concise path to achieve
project milestones. We will utilize Microsoft Project as the scheduling tool to illustrate and measure our plan
to achieve schedule milestones. Several key elements
are critical to the development and management of
engineering schedules. We will use the following key
elements in our schedule development to protect the
success of the plan.

Identify Key Project Stakeholders
We will identify the key project stakeholders
and how their participation in the project
impacts planning such as the City of
Salinas and Monterey City and other
authorities with jurisdiction, local community involvement, environrnantol considerulions, etc.

Risk Assessment
We will create a detailed and torrnol risk
assessment of those potential issues
that could significantly impact the
planned schedule This is a critical part
of our planning process and may involve formal risk
•
"
' ,
~-
assessment techniques.

Team Member Agreement
We will gain agreement with all entities
involved in the design process to both the
logic end durations of activities contained
in the schedule. Our experience indicates
this "buv-in" from those involved is critical to the success of the schedule plan. While simple in concept, this is one of the most difficult elements to achieve in the planning process.

SECTION 4. SPECIFIC PROJECT APPROACH ■
OMNS
Face to Face Communication
Our Principal Project Monoqer is locoted
in the region, facilitating Icce-to-Ioce
comrnunlcotion. I loving a local presence
near the City offices offers reduced cost
of travel and provides for enhanced communication.
once developed and published, MNS will manage the
schedule as a living document that must be accurately
updated and proactively used as a management tool.

Measurement of the progress on a monthly basis will
provide good control of items that ore lagging behind
projected finish dates. This will then impact successor logic in such a manner that the schedule becomes
totally inadequate. By maintaining updates, problems
are quickly identified and corrective measures are put
into place immediately so a potential delay is mitigated ~
·-
os soon as practicctl.

MNS will issue direction for the design team to
implement ony needed corrective measures including
adding additional team members, working extra days
or hours, etc. tvlNS will reach out to senior management to correct the situation or find other firms to assume
portions of that work. MNS considers no design firm or
individual will be given the opportunity to negatively
impact the project pion.

The MNS team has extensive experience in dealing with
changes from owner-initiated changes, unforeseen
conditions, environmental impacts, and other
unanticipated issues. MNS will submit a time impact
analysis for any issue with the potential to delay the
overall progress of work. MNS will seek ways to mitigate any potential delay as a first course of action. We
maintain an ongoing partnering approach between all
stakeholders. This enables creative solutions to potential delay issues as they arise. A team approach to delay
mitigation can involve such things as expedited submittal review, re-sequencing of work, and other measures
requiring pmticipation from each member of the
team MNS strives to foster an ongoing positive working
relationship between team members to facilitate creative time management solutions.

Schedule Format
We will incorporate the current adopted standard
the City of Monterey utilizes for scheduling projects to ensure the project fits seornlesslv within reports that City staff present in summary to department meetings.

This format will include major categories such as
Project Initiation, Environmental, Design Engineering,
Utilities, Right-of-Way, Permits, Advertise and Award,
Construction and Environmental Mitigation, along with
the many subtasks of these categories depending on
the specifics of the project.

Cost Management Approach
E~ECl:JTE ~I I II I~
Develop trend
report to analyze
progress
, - .

Our cost management approach provides assurance
the design budget will be managed and controlled
appropriately. Three major components of cost
mcmagement involve managing:

Design budget costs to the scope ond limits
established at the start of the project
Estimated construction cost to allowable budget
Actuol construction cost by limiting the potential for
change orders
Development of the activities to establish a defined
project scope of work and project budget will be essential for eoch project. Once the early budgets are estoblished, ongoing evaluation of the solutions developed during
the colloboration process must be checked against
the agreed budget. For each decision, the established
construction budget must be maintained; and after
the alternatives analysis phase, no changes to design
solutions will be implemented without understanding the cost, collaboratively agreeing to the approach, and then establishing the new forecast for the individual element of work once it is agreed upon.

MNS Accounting System
The MNS accounting system will be used to report
project financial information and assist the Principal
Project Manager in assessing the budget status of the
project. The system is updated as costs are entered,
providing the management team with real-time
financial information. Any budget issues can be quickly identified and corrected before they become problems.

SECTION 4. SPECIFIC PROJECT APPROACH ■
OMNS
Another element of our cost management strategy is
c1 change management log-a tool used to trod all
potential and actual changes during design. The agency
will understand potential cost and schedule impacts of
design changes before they occur.

MNS will provide detailed monthly invoices, which
ir 1cluJ1:1 LI 1e f ulluwir l\:J. cuu e11l f.!tiliuu u1 ,J curnulutive expenditures to date, estimated cost of completion,
estimated date of completion, approved contract
amount by task, and comparison of task budget with an
estimate of the costs to complete the task.

The MNS team will provide a progress report including
o norrotlve summary of the specific accomplishments
ochieved during the billing cycle, problems encountered or anticipated, plans for resolving problems, and
anticipated milestones to be achieved during the
following billing cycle. Using a standard template, each invoice will be accompanied by o progress report.

Cost Estimating
Providing a souncl basis for cost control is the quality of our cost estimating

KEV BENEFIT
Project financials are available in real time. As such, budget issues can be identified and resolved early.

Our approach in estimating features four stages as
follows:

Eoch component of the project will be estimoted by the
design team
The design team estimates will be vetted by the
team's project controls estimotors who will estimate
the work independentlv throughout the process and
hove experience in the field
Pkrns. specifications, end estimates (PS&Es) review for constructability to minimize change orders
Value engineering to achieve construction savings
The project management team will monitor this process
closely and drive the project to ensure the design meets the intended construction budget. This is the essence of design-to-budget.

KEV BENEFIT
A comprehensive and Independent cost estimate process
provides a good level of confidence without surprises.

The design packoge will hove o constructability
r~'"iew hy PxrPriPnr.P.rl r.onstn rctinn mnnnaemPnt
staff. Minimizing change orders focuses on the clarity
of contract documents and how the project risk is
described and allocated in the contrcct,

KEV BENEFIT
We will incorporate the current adopted standard the
City utilizes for a monthly project budget summary.

This budget summary will fit seamlessly within reports
the City staff present in summary to department
meetings.

Staff Hour Allocation
When estoblishing work hours for the City, MNS will
establish a work plan with an ernphosls on base of
needs. Some ot these priorities are the upcoming
streetscape project and the sewer project 011 lhe
immediate horizon followed by next yeor's water project to name a few. We'll also gauge the ornount of traffic
and daily work items that appear each day, currently
we are looking at twenty four hours a week consisting
of Tuesday, Wednesday and Thursday. Once we ore
established, we will have a better feel for the city's needs and will adjust up or down os needed.

Having well over one hundred years of experience in
municipal engineering, our team has fully understands
whot con ond will oppeor at any tirne and me well
equipped to make recommendations, apply innovations
and to keep the city informed at all times. tv1NS Engineers is a pro-active company ond puts an emphasis on
seeing any potential issues before they occur.

We me proposing o cost savings measure with regards
to this proposal with o lower priced employee on
the ground presently scoped at twenty four hours a
week ond are quite comfortabie with this employees
capabilities. When a registered engineer is required
we have broken that into two expertise's. The first is
operations consisting of administrative duties and
SECTION 4. SPECIFIC PROJECT APPROACH ■
OMNS
the other would be CIP related operations. This cost
savings would equate to roughly $75,000 each year.

We anticipate these professional engineer to contribute on average two to five hours a week depending on the
needs of the City.

Also MNS engineers only works for government agencies
and therefore will never have a conflict with any land
developer. This always avoids any conflicts that we
would have to excuse ourselves from.

SECTION 4. SPECIFIC PROJECT APPROACH ■
OMNS
•1 Section 6. le Sch dules
As instructed, MNS rates will be submitted in a separate email.

SECTION 6. FEE SCHEDULE ■
OMNS
I Appendix A. Resumes
Team embers
Name Role Firm PG
Paul Greenway, PE, QSD ~ Operations Project/Program Manager G7 A-2 Doug Pike, PE ~ CIP Project/Program Manager MNS A-4
Jerry Sanguinetti ~ Assistant Project/Program Manager MNS A-6 Brad Therrien, PE Development oversight and Plan Checking MNS A-8 Hoon Hahn PE Development Oversight and Plan Checking MNS A-10 Dale Lipp, PE Development Oversight and Plan Checking MNS A-12 Rob Russell, PE
Private Development and Public
MNS A-14
Improvements
Kent Yankee, PE, QSD ~ Supervising Engineer /structural Engineer MNS A-16 APPENDIX A. RESUMES ■
OMNS
Paul Greenway, PE, QSD
Operations Project/Program Manager
Firm
• G?ei Inc.

Areas of Expertise
• Transportation projects
• Sewer and water projects
• Land development
• Project management
• Construction management and administration
Years of Experience
• 32
Licensing
• Professional Civil Engineer, CA No. 52314
• Real Estate Broker, CA No. 01384794
• QSD, CA No. 52314
Education
• BS, Civil Engineering, University of Michigan,
Ml
• BA, Economics, University of Michigan, Ml
Affiliations
• American Public Works Association
• South Central Coast County Engineers (former
Director)
Mr. Greenway has over 32 years of civil engineering
experience in public infrastructure projects including
roads, bridges, buildings, storm drains, water systems, and land development entitlement processing. Prior to
MNS, Paul served as Assistant Director and Road
Commissioner for the County of Monterey Department of
Public Works. His responsibilities in executive
management included managing teams of staff and
consultants to prepare engineering reports, cost
estimates, plans, specifications, and construction
administration and management. During his tenure with
the County of Monterey, Paul worked on capital projects with a combined value of $300M and land development
projects valued over $1 B.

Paul acted as the Public Works Manager responsible for
ensuring the following land development projects were
implemented and consistent with general plans, specific plans, municipal codes, California Environmental Quality Act (CEQA) engineering standards, and the appropriate
conditions and mitigation measures. His experience
includes:

Main Street Bridge Replacement, City of Watsonville,
CA. Construction Engineer. This $1 OM bridge project
provides a vital transportation link for residents of
Watsonville traveling south over the Pajaro River. Paul role was to oversee construction activities and
communicate with stakeholders on the project status.

The project was delivered on time with minimal impact to the community.

Elkhorn Road Emergency Storm Damage Repair,
County of Monterey, CA. Project Manager. As a result
of heavy rain during the 2016-2017 storm season,
portions of Elkhorn Road near Castroville were severely damaged from erosion and landslides. The County of
Monterey selected MNS to provide overall project
management, design, construction management, and
construction inspection for this important project. MNS also coordinates with the environmental subconsultant to obtain all necessary permits from several agencies and
with the geotechnical subconsultant for the Geotechnical Report, laboratory testing, earthwork observation, and
testing.

Mar Vista Storm Damage Slope Failure Emergency
Repair, City of Monterey, CA. Project Manager. For this emergency storm damage repair project, MNS evaluated
slope failures and prepared engineering sketches for the City and contractor in order to expedite the necessary
APPENDIX A. RESUMES ■
0>MNS
repairs. MNS also monitored construction progress and
coordinated with the environmental subconsultant to
obtain required permitting from several agencies and with the geotechnical subconsultant for the Geotechnical
Report, laboratory testing, earthwork observation, and
testing.
2016 Big Sur Emergency Watershed Protection
Measures, County of Monterey, CA. Consulting
Engineer. MNS provided field review of six locations
eligible for federally-funded emergency watershed
protection measures. In 2016, the Sobranes fire burned
132,000 acres of land in the Big Sur area.

Blackie Road Emergency Storm Damage Repair,
County of Monterey, CA. Project Manager. As a result
of the 2016-2017 winter storms, Blackie Road was
flooded and damaged. The County of Monterey selected
MNS to provide project management, design,
construction management, and construction inspection of the required repairs. MNS also coordinates with the
environmental subconsultant to obtain all necessary
permitting from several agencies and with the
geotechnical subconsultant for the Geotechnical Report, laboratory testing, earthwork observation, and testing.

Paul Greenway, PE, QSD I RESUME PG 2
new 600,000-gallon bolted steel potable water storage
tank, system integration, controls, and a variety of site improvements to transform a greenfield site to a
municipal facility.

Arsenic Removal Treatment Facility, Castroville
Community Services District, CA. Project Manager.

MNS served as the Program and Construction Manager
for the Well 5 Treatment System for the Castroville
Community Services District. Well 5 was established to
meet the increasing demand on the water system which
produced acceptable water until the State reduced the
maximum contaminant level (MCL) for arsenic to 10 µg/1.

MNS provided an alternatives analysis for treatment
options, providing the operating standards for the
treatment system, coordinating with the Integrated
Regional Water Manager Grant Administrator for
Proposition 84 funding, establishing the contract basis and procurement of the design-build services, negotiating the guaranteed maximum price for the project, and acting as the owner's representative during construction.

Public Infrastructure Projects
•
Springfield Water System Improvements,
Pajaro/Sunny Mesa Community Services District, CA.

Project Manager. This project involves planning and
designing upgrades to the Springfield Water System to
provide a high quality water source and long-term water supply reliability for the community. The existing
Springfield system was fed by a single shallow well,
which has documented water quality problems for a
number of contaminants including nitrates, salinity, and sulfate. The proposed system will include a new water
supply from a well or adjacent system, water treatment, water storage tank, booster pump station, back-up
generator, and water transmission mains. In addition, this project will replace water service laterals from the •
existing distribution mains to each residence currently • receiving water from the system. Individual water meters • will be provided for each service connection as individual • service connections are unmetered. MNS is providing •
engineering design services, including an engineering • planning study and developing complete engineered •
construction plans. •
Critical Water Supply Improvements, Pajaro/Sunny
Mesa Community Services District, CA. Project
Manager. This ongoing project involves planning, design and construction management for water storage
improvements for a disadvantaged community in
northern Monterey County. Design elements include a
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Thorne Road Bridge Replacement, Soledad
Arroyo Seco Road Bridge Replacement, Soledad
State Route 68 at San Benancio Road Intersection
Improvements, Monterey
San Juan Road Safety Improvements and Overlay,
Pajaro
San Miguel Canyon Road at Hall Road Traffic Signal,
Prunedale
Toro Park Wastewater Feasibility Study, Salinas
Harris Road Overlay, Salinas
Blanco Road Overlay, Salinas
Carmel Valley Road Overlay, Carmel Valley
Castroville Boulevard Overlay and Safety
Improvements, Castroville
Schulte Road Bridge Replacement, Carmel Valley
Sandholdt Road Bridge Replacement, Moss Landing
Pajaro Storm Drain Improvements, Pajaro
Boronda Storm Drain Improvements, Boronda
East Alisal Soil Remediation, Salinas
Reservation Road Emergency Slide Repair, Salinas
Davis Road Bridge Replacement, Salinas
Peach Tree Road Bridge Replacement, King City
Nacimiento Lake Drive Bridge Replacement, Bradley
King City Pedestrian Bridge Replacement, King City
Castroville Boulevard Pedestrian and Bike Bridges,
Castroville
Moss Landing Bike Trail and Bridge, Moss Landing
Elkhorn Road Tide Gate and Culvert, Las Lomas
APPENDIX A. RESUMES ■
OMNS
Doug Pike, PE
CIP Project/Program Manager
Firm
• MNS Engineers, Inc.

Areas of Expertise
• Street improvement projects
• Water and wastewater systems
• Infrastructure site development
• Project management
Years of Experience
• 39
Licensing
• Professional Civil Engineer, CA No. 43330
Certification
• California Emergency Management Agency (OES) Safety
Assessment Program
Education
• MS, Construction Engineering ManagemenUBusiness
Administration, Oregon State University, OR
• BS, Civil Engineering, University of California, Berkeley, CA
Affiliations
• American Council of Engineering Companies, San Luis
Obispo Chapter
• American Public Works Association, Channel Islands
Chapter Vice President
• American Society of Civil Engineers
• UC Santa Barbara Economic Forecast Project, Board
President
Mr. Pike brings an impressive career experience in the
areas of public works project management, engineering
management, water resources, and transportation
engineering. Previously, Doug contracted as City
Engineer for the City of Solvang, and Assistant City
Engineer for the City of Buellton. As interim Public Works Director for Solvang, he supervised $3.5M in capital
improvement projects. Doug also spent nine years with
the City of Santa Barbara where he managed over 60
capital improvement projects for a total construction cost of over $25M. His experience includes:

Active Transportation Project (ATP) Grant Sidewalk
Improvement and Bike Lane, City of Greenfield, CA.

Project Manager. This sidewalk and bike lane
improvement project constructed new curb, gutter, and
sidewalks; traffic calming islands; bike lane
improvements; and enhanced pedestrian crosswalks to
support safe access to two schools and a park. The
project connected the west end of the City of Greenfield to the downtown area and involved significant
coordination with schools, utility companies, and the
public. Unique features included 8-foot-diameter school thermoplastic school pride medallion mascot logos
applied to intersections in front of the schools. Funding came from local and special grant sources and was
administered per Caltrans Local Assistance Procedure
Manual (LAPM).

Union Valley Parkway Extension at State Route 135,
City of Santa Maria, CA. QA/QC Engineer. This $2.5M
project designed an extension of Union Valley Parkway,
a four-lane secondary arterial. Project elements included a signalized intersection, roadway lighting, landscape
architecture, realigned frontage road, roadway median,
drainage facilities that regulated storm flows to preproject levels and promoted maintenance of existing wetlands, and pedestrian and bicycle facilities. This
project required extensive utility coordination and County and Caltrans encroachment permit applications.

Pedestrian Improvements and City Hall Bioswale,
City of Arroyo Grande, CA. Project Manager. This
project featured sidewalk improvements and in-fill at
various locations in the City to complete Safe Routes to School and general pedestrian safety. Additionally, this project designed the associated drainage improvements
and a bioswale.

APPENDIX A. RESUMES ■
OMNS
Doug Pike, PE I RESUME PG 2
Allan Hancock College Bikeway, Phase II, City of
Lompoc, CA. Project Manager. This project featured a
flood study and hydraulic analysis (Caltrans location
hydraulic study) for the design of bicycle and pedestrian improvements between the H Street Bridge (State Route
1) and Allan Hancock College.

District Engineering Services, Mission Hills
Community Services District, CA. District Engineer.

Responsibilities included providing engineering
assistance, including development of revised water and
sewer standard details and construction standards; water and sewer modeling and master planning; designing
water and wastewater capital improvements; advising the District on development impacts to the infrastructure;
regularly attending Board of Director meetings to present findings and to make recommendations for
improvements as well as other Board actions; and
directing volunteer efforts to benefit the District, including a donated design and survey for a new basketball court
for one of the District's parks.
•
City of Santa Barbara, CA. Project Manager/Engineerin-Charge. Doug's experience includes nine years with the City overseeing over 60 capital improvement projects for a total construction cost of over $25M. Projects
included numerous pavement maintenance, traffic,
bridge, drainage, utility, and water resources projects:
• Gibraltar Dam Gates Seismic Retrofit
• Gibraltar Dam FEMA funded repairs 1995 Storms
• Gibraltar Dam miscellaneous maintenance projects
including log-boom replacement, inspections, and
taking piezometer readings
• Skofield Reservoir Replacement and Site Plan
• Various Reservoir Corrosion Repair and Painting
Projects
• Garden Street Extension
• Cliff Drive Sewer Force Main Replacement
• Hidden Valley Sewer Realignment
Hollister Avenue Bridge Replacement
Hollister Avenue and Bath Street Bridge
Replacements
Doug prepared the most recent Standard Plans update to • the "Mission Hills Community Services District Standards • for Construction of Sewer Mains" and the "Mission Hills Community Services District Standards for Construction
of Water Mains." These standards were updated to
incorporate new technologies and materials, but with the intent to remain similar in general format to those used by the City of Lompoc whose standards were used for
comparison. The Standards language was improved and
clarified, and inconsistencies removed. All submittal
deadlines for review were met.

Foxen Canyon Winery Water and Fire Water
Development Plan, including storage and system
pumps
City of Santa Barbara, CA. Supervising Civil Engineer.

Doug's experience includes nine years with the City
overseeing over 60 capital improvement projects for a
total construction cost of over $25M. Projects included numerous pavement maintenance, traffic, bridge,
drainage, utility and water resources such as the
following:

Regional Open Space Park and Regional Landfill •
Permit Implementation and Compliance, City of Santa •
Maria, CA. Program Manager. This $1.5M engineering
project involves negotiating and obtaining permits with the Regional Water Quality Control Board and Army
Corps of Engineers for development of a large regional
park (1,700 acres) and landfill (900 acres) development for the City. The project includes groundwater protection, verification of closure or re-closure of abandoned oil
wells, BMPs and all aspects of environmental compliance City Engineer, City of Solvang, CA. for these projects.

Commercial Water System Development, CA.

Engineer-in-Charge. Project experience includes:
• Santa Maria Veterans Affairs Clinic Site
Development Plan, including water and fire water
design
• Grassini Winery Water and Fire Water Development
Plan, including storage and system pumps
• Skofield Reservoir Replacement
Garden Street Extension
Cliff Drive Sewer Force Main Replacement
• Hidden Valley Sewer Realignment
• Castillo/ Montecito Intersection Improvements
• Hollister Avenue Bridge Replacement
• Annual Chip Seal, Slurry Seal Projects
• Annual Overlay Projects
• State Water Turnout
• Annual Chip Seal, Slurry Seal Projects
• Annual Overlay Projects
APPENDIX A. RESUMES ■
OMNS
Gerald "Jerry" Sanguinetti
Assistant Project/Program Manager
Firm
• MNS Engineers, Inc.

Areas of Expertise
• State legislative and external affairs
• Public policy
• Land use
• Permitting
• Code Compliance
• Finance and budget compliance
• Bond issuance
• Debt capacity/management investments
Years of Experience
• 17
Certification(s)
• Public Policy Credential, Harvard Kennedy School,
Cambridge, MA
Education
• MA, Public Administration, University of California, Santa Barbara, CA
• MS, Organic Chemistry, University of California, Santa Barbara, CA
• BS, Molecular Biology, University of California, Santa Barbara, CA
Professional Development
• Six Sigma Blackbelt Certification Lean, DMAIC
Award(s)
• Mayor's Office of Small Business Excellence Award (2xParklet Program, Mobile Food Facilities) • AT&T President's Club Award
• AT&T Pinnacle Award
Mr. Sanguinetti has 17 years of experience in a wide
range of organizational expertise including public
administration, code enforcement, emergency
management, large scale capital development and rightof-way regulatory management. Jerry's background Includes navigating through local government requlalions and bureaucracy with particular emphasis related to the following:
• Strategic expertise in all phases of entitlements,
financing, budgeting, economic and workforce
development and community investment
• Land use, permitting, code compliance,
• Building inspection operations, personnel/labor
relations, department administration
• Finance, budget; bond issuance, debt
capacity/management investments
His experience includes:

Transbay Transit Center, City of San Francisco, CA.

Project Manager. Transbay Transit Center is a modern
transportation hub in downtown San Francisco.

Extending three city blocks, this five-level transit center includes a Train Station platform, Lower Concourse
Level, primary circulation hub at the Ground Level,
Second Level with administrative offices and retail space, Bus Deck Level and a 5.4-acre rooftop public park. The
Grand Hall features a dramatic light column that brings natural light into the structure. This project also includes two pedestrian bridges and a host of public artworks
throughout the facility. As Principal right-of-way
interagency coordinator for the $2.2B Transbay Transit
Center Program, Jerry and his team managed the
processing of all required street vacation, encroachment and excavation permit applications. Jerry's team
managed the design, permitting and construction of all
public and private utility relocation and reconnections within the 22-block project area. The project required
coordination of all permit applications with authorities having jurisdiction, such as Department of Public Works general excavation, utility excavation, and night noise permits, and Department of Parking and Traffic special
traffic permits. Utility and infrastructure coordination responsibilities included assessing the development's
impact on existing utility infrastructure and coordination with responsible agencies to determine options to
mitigate these impacts, management of utility and civil designs and coordination of site utility connections
among the design team and affected agencies, such as
PG&E, AT&T, Verizon, Comcast and the SFPUC's
APPENDIX A. RESUMES ■
OMNS
domestic water, auxiliary water supply and sewer
systems, and the negotiation and management of joint
trench and service agreements with utility agencies
serving the development.

Verba Buena Island/Treasure Island (TINBI) Phase 1
Development, City of San Francisco, CA. Project
Manager. The project repurposes the abandoned Naval
Base on Treasure Island into commercial, retail,
residential and park land under a master plan developed by the City and County of San Francisco (CCSF), the
Treasure Island Development Authority (TIDA), and the
Treasure Island Community Development (TICD). Jerry
served as the owner's representative for the Verba
Buena Island/Treasure Island Phase 1 Development,
including infrastructure optimization, design
management, permitting and agency coordination,
construction management and infrastructure acceptance
on behalf of the master developer. Project and
construction management roles and responsibilities span from pre-construction, construction and close-out phases of work. Key services consist of owner's representative for the infrastructure development and management of
the Project's infrastructure team, while maintaining focus on safety, cost, schedule and quality; oversight of the developer's financial interests and risk management to
reduce potential claims, active change management for
undue costs and schedule delays; leveraging existing
relationships to ensure both City and non-City regulatory agencies commitment for the approval of proposed
infrastructure including formal Infrastructure Acceptance by the County Board of Supervisors; all while maintaining existing utilities and traffic to minimize disruption to existing residents and businesses.

Pier 70 Redevelopment, City of San Francisco, CA.

Project Manager. Pier 70 is a 28-acre site located along San Francisco's historic southern waterfront. Once
redeveloped, this part of the waterfront will become an asset to the surrounding community by blending together a variety of uses, including arts and creative spaces,
housing across the spectrum of affordability, lightmanufacturing, local retail, 9 acres of waterfront parks, all carefully designed to prevent any new building out of
scale with historic structures on the site. Jerry led the interagency project coordination team for horizontal
infrastructure supporting the 28- acre waterfront
development site (a subset of the 35-acre SUD). In that capacity, Jerry's team was responsible for coordinating approval of the Projects' subdivision maps and street
improvement permits, monitoring construction progress,
costs and issues on behalf of the Port of San Francisco and bringing infrastructure to acceptance within the
timelines outlined within the Projects' Land Disposition and Develonment Aareement and Phase Anotications.

Jerry Sanguinetti I RESUME PG 2
Candlestick Park Redevelopment, Candlestick Point
Developments and FivePoint, City of South San
Francisco, CA. Project Manager. The project
redeveloped the existing athletic stadium into a regional retail and entertainment district. The project included offsite transportation improvements and associated housing surrounding site. The $1 QOM project included, stadium
abatement and demolition, site clearing, grading,
surcharge, wet and dry utility installations, roadway
construction, streetlights, landscaping, and other
streetscape improvements. As construction manager for
the Candlestick Point Developments, Phases 1, 2, 3, 4,
and 5, Jerry7 led the efforts for infrastructure
coordination, permitting, construction management, and
acceptance support for the master developer, FivePoint.

The first major phase construction project included
abatement, stadium demolition and clearing of Lots 1, 2, 3, and streets surcharge of adjacent development sites.

In addition to infrastructure coordination and
infrastructure construction management, Jerry's team
also managed the design team (civil engineering),
coordinated San Francisco regulatory agencies and 3rd
party utility sign offs, construction inspections, and was principal liaison with City inspection representatives.

Additionally, Jerry's responsibilities included coordination of utilities excavation, special traffic permits for work in the right-of-way, coordination with BAAQMD
representatives, and other environmental consultants.

Administratively, Jerry provided leadership on
construction administration; preparation, review, and
management of project schedules; change order review
and negotiation; and coordination of final city and 3rd party utility acceptance for completed phase.

Additional experience includes:
• Hope Potrero Hill, San Francisco
• San Francisco International Airport Wastewater
Treatment Plant Redevelopment
• San Francisco International Airport Terminal 1
Boarding Area B redevelopment
• Sunnydale Hope, City of San Francisco
• San Francisco International Airport Terminal 3 West
Expansion project
• Bay Area Rapid Transit (BART) Entrance Canopy
design/build
• Hunters Point Shipyard redevelopment, San
Francisco
APPENDIX A. RESUMES ■
OMNS
Brad Therrien, PE, PLS
Development Oversight and Plan Checking
Firm
• MNS Engineers, Inc.

Areas of Expertise
• Construction management and inspection
• Caltrans, Local Agency
• Bridges
• Roadways
• Water and sewer
• Public agency coordination
• Public/Business Liaison
Years of Experience
• 31
Licensing
• Professional Civil Engineer, CA No. 37301
• Professional Land Surveyor, CA No. 5519
Education
• BS, Civil Engineering, Minor in Environmental
Engineering, University of Rhode Island
• RE Academy
• Emergency Response, Assessment and Recovery
• HAZWOPPER
• CA State Registered Disaster Responder
Mr. Therrien is an experienced Construction Manager
with a professional background including construction
management, engineering, surveying, and public agency
management. Brad's project experience includes · bridges, highway and local roads, water resource, and sewage facilities. Brad has served as a Construction
Manager/Resident Engineer Caltrans type projects and
has acted as agency liaison to Caltrans, US Army Corps
of Engineers, and Los Angeles County working on
freeway and river projects in five California communities.

He is familiar with Caltrans specifications, methods, and procedures as well as local agency standards. His
background includes extensive public sector experience
serving as City Engineer and Public Works Director in
several Southern California communities. He has
personnel management, budget preparation and control,
and department program management experience. His
experience includes:

Lost Canyon Development Project, City of Santa
Clarita, CA. Construction Observer. Brad recently
completed a two-year assignment for the City of Santa
Clarita representing the City on a major private
development project. As full-time construction observer Brad watched the construction of significant drainage and sewer facilities along with 18,000 feet of soil cement river levy, dual inverted sewer syphons, 1,500,000 cubic yards of grading with 500,000 cubic yards of dirt import over public roads. The effort required significant liaison skills to deal with the residents and drivers in the area as well as the ability to represent City issues to the developer.

Railroad Avenue Streetscape, Signal and Bridge
Improvement Project, City of Santa Clarita, CA.

Construction Manager. Brad completed the Railroad
Avenue Improvement project consisting of significant
landscape, irrigation, stamped concrete medians, signal and box culvert modifications. This project was
conducted in a heavily traveled business, residential and commuter zone requirement complex traffic handling
techniques. The project also required constant liaison
skills with the business owners and utility company in the area.

Old Town Newhall Streetscape Project, Phase 3,
Newhall Roundabout Project, City of Santa Clarita,
CA. Construction Manager. The project involved the
removal of a four-legged, signalized intersection and
replacing it with an urban roundabout with extensive
landscape, street amenities and nostalgic theme street
lighting. This project demanded a high level of public
APPENDIX A. RESUMES ■
OMNS
Brad Therrien, PE I RESUME PG 2
outreach and involves six months of street closures with significant traffic detour requirements in a heavily
traveled business community with a high volume of
commuter traffic. Brad also served as Construction
Manager on the highly acclaimed first two phases of this project which received the APWA Project of the Year
Award. This third phase project garnered an additional
APWA Project of the Year Award.

Old Town Newhall Streetscape and Roadway
Improvements, City of Santa Clarita, CA. Brad served
as Construction Manager on phases 1, 2, and 3 for this
revitalization project in downtown Newhall. The project consisted of the complete removal and reconstruction of public facilities in an older business community. Work
included brick paver sidewalks, extensive landscaping,
colored concrete curb and gutter, new pavement with
enhanced traffic features, significant utility relocations and coordination, a new storm drains systems and traffic signals, nostalgic street lighting and public amenities.

Brad performed extensive public outreach functions and
served as liaison to the community and business owners
before, during and after construction. Brad was
instrumental in keeping the project on track and
minimizing project and community impacts through
continual coordination with all involved. Maintaining
access to the businesses was critical on this project.

Brad's responsibilities included contract administration, inspection, grade checking, quantity control, negotiating change orders, coordination with numerous agencies,
and records management.

New Well Project, Golden State Water Agency, Ojai,
CA. Construction Observer and Agency Representative.

The project added a new well in an existing well field.

The project consisted of the installation well head
structure, electronic well controls, piping systems and complete replacement of the well field electrical and
mechanical system.

State Route 246 Streetscape Improvements, City of
Buellton, CA. Resident Engineer. Brad completed this
streetscape improvement project within the Caltrans
right-of-way on State Route 246. The project included
reconstruction of sidewalks and pavement, installation of median improvements, signal modifications, landscaping, and enhanced lighting features. The project required
extensive public outreach and coordination of temporary traffic modifications.

Old Town Newhall Streetscape, Phases 1 and 2, City
of Santa Clarita, CA. Construction Manager. Brad
served as Construction Manager on phases 1 and 2 of
this 3-phase revitalization project in downtown Newhall.

The project consisted of the complete removal and
reconstruction of public facilities in an older business community. Work included brick paver sidewalks,
extensive landscaping, colored concrete curb and gutter, new pavement with enhanced traffic features, a new
storm drains systems and traffic signals, nostalgic street lighting and public amenities. Brad performed extensive public outreach functions and served as liaison to the
community and business owners before, during and after
construction. Brad's responsibilities included contract administration, inspection, grade checking, quantity
control, negotiating change orders, coordination with
numerous agencies and records management.

Douglas Road Bridge at the San Luis Rey River, San
Diego, CA. Construction Manager. This emergency
bridge repair project included replacement of abutment
piles and pile extension piers for this multi-span slab bridge that was damaged by storms. Construction also
included reconstruction of portions of bridge deck,
abutments, armored abutment protection, rock slope
protection. Brad's responsibilities included contract
administration, inspection, grade checking, quantity
control, negotiating change orders, coordination. The
project was constructed per Caltrans specifications and the Caltrans Construction Manual per FEMA
requirements.

College Avenue Toll Bridge at the San Luis Rey
River, San Diego, CA. Construction Manager .. This
bridge repair project was constructed in accordance with Caltrans specification, methods, and procedures. Project included replacement of concrete piling, reconstruction of reinforced concrete abutments, construction of a 60-foot by 80-foot concrete debris pier wall, 440 feet of type "W' sheet piling with type "H" soldier pile shoring/retaining wall, 24 inch-restrained joint steel sewer pipe attached to the sheet piling and installed 440 foot by 120 foot rip-rap armor invert stabilizer. Additional items included
falsework, shoring, installing a temporary sewer pumping facility to replace destroyed 24-inch gravity pipe in
riverbed. Brad was responsible for all documentation,
administration, pay requests, field engineering, and
inspection of the project in accordance with Caltrans and FEMA disaster requirements.

APPENDIX A. RESUMES ■
DMNS
Hoon Hahn, PE
Development Oversight and Plan Checking
Firm
• MNS Engineers, Inc.

Areas of Expertise
• Public works management
• Project management
• Capital improvement projects
• Development review
Years of Experience
• 27
Licensing
• Professional Civil Engineer, CA No. 60003
Education
• BS, Civil Engineering, University of California, Los
Angeles, CA
Affiliations
• Past Director, High Desert Chapter, American Public
Works Association
Mr. Hahn has over 27 years of experience in the civil
engineering industry working for municipalities. Hoon's well-rounded experience has given him the opportunity to work closely with the City Manager, City Council,
Department of Public Works, and Traffic Commission as
well as with consultants and contractors. Prior to MNS, Hoon focused on managing the Capital Improvement
Program (CIP) projects for the last 14 years. He served as City Engineer rur Ihe Cities of Oxnard and La Cai'lada Flintridge. He spent most of his career with the City of Santa Clarita where he served as Senior Engineer for the Department of Public Works' CIP. He is also well-versed with development review services where he was
responsible for managing the plan check process, writing conditions for the City's entitlement process, and training plan checkers. Hoon is known for his demonstrated
leadership, project management especially for highprofile projects, effective interdepartmental and outside agency communication, and ability to maintain a strong
team environment. He has been acknowledged as a
creative staff member, engineer, and supervisor. His
experience includes:

Department of Public Works, City of Oxnard, CA. City
Engineer. Responsibilities included managing the
inspection, design, and construction groups; training,
mentoring, and developing the project management
team; and successfully addressing follow-up questions
from citizens and Council members. Notable
accomplishments and projects included: creating the first Department of Public Works Agenda Forecast list;
initiating the development of the first Capital
Improvement Program (CIP) list; and serving as one of
the team members to complete the 2019-2024 CIP. Hoon
also supervised the following projects: Rice Avenue and 5 th Street Grade Separation; City's street resurfacing program; City's wastewater treatment facility upgrade
design and construction projects; Hueneme Road
Recycle Water Line, Phase II; and Seawall Project.

Department of Public Works, City of La Canada
Flintridge, CA. City Engineer. Responsibilities included creating a long-term plan for the Department of Public
Works; managing the day-to-day operations; updating
City Council about Capital Improvement Program (CIP)
projects during City Council meetings; attending the
Planning Commission Meetings to support City Planning
staff; preparing and presenting agenda items to the City Council and the Public Works and Traffic Commission;
facilitating the Public Works and Traffic Commission
meetings; managing the National Pollutant Discharge
APPENDIX A. RESUMES ■
DMNS
Elimination System (NPDES) program which included the
annul permit report, Enhanced Watershed Management
Program (EWMP) and representing the City in the Upper
Los Angeles River (ULAR) Enhanced Watershed
Management Group; and serving as a member of the
City Hall Renovation Committee.

Notable projects where Hoon served as Project Manager
included: Foothill Boulevard Link Bikeway and Pedestrian Greenbelt project and Sound Wall Phase II at Interstate 210.

City of Santa Clarita, CA. Various Roles. Hoon's 21-
year career at the City provided the foundation to
develop and hone his management and civil engineering
expertise. He worked for the Capital Improvement
Program and Development Services Departments:

Senior Engineer, Capital Improvement Program. Hoon
served as a senior staff member in this department
where served as Project Manager responsible for writing Requests for Proposals (RFPs) and Council Agenda
Reports; hiring consultants for environmental clearance and plans, specifications, and estimates (PS&Es);
preparing projects for bid and award process; and
managing construction contracts. He directly supervised five project managers; and four indirectly. Notable
projects where Hoon served as Project Manager
included: $50M New Sheriff Station,
$15M Newhall Parking Structure (Bridging document),
$30M Golden Valley Road Bridge over the Santa Clara
River, $11 M McBean Parkway Bridge Widening, $250K
Brighton Lane Street Rehabilitation; $275K 8th Street
Rehabilitation; and $1.2M Activity Center Tenant
Improvements.

Senior Engineer, Development Services. At the time,
Santa Clarita was the fastest growing area in Los
Angeles County which enabled Hoon to gain extensive
experience in the Transportation and Engineering
Services Department. Responsibilities included
supervising the City's grading and infrastructure plan
check and permitting process; supervising, mentoring,
training, and developing Development Services plan
check staff; negotiating key elements of major
development projects; representing Development
Services in the City's Development Review Committee
(Entitlement Process) and at Planning Commission
meetings; and training the Planning Division on
understanding grading plans.

Notable projects included: Robinson Ranch Golf Course,
Woodlands Community, Gate King Development,
Creekside/Bridgeport, Alta Vista, Stetson Ranch, Golden Hoon Hahn, PE I RESUME PG 2
Valley Ranch, River Village Development, and Rye
Canyon Business Park.

Associate Engineer, Development Services.

Responsibilities included serving as the lead hillside
grading plan checker; reviewed all infrastructure plans associated with major developments; and trained and
developed staff on floodplain related developments.

Assistant Engineer, Development Services. Hoon began
his career with the Transportation and Engineering
Services Department. Responsibilities included plan
checking all improvement plans and reports associated
with development; executing lot line adjustment,
certificates of compliance, and final maps; and serving as a public counter support engineer.

APPENDIX A. RESUMES ■
OMNS
Dale Lipp, PE
Development Oversight and Plan Checking
Firm
• MNS Engineers, Inc.

Areas of Expertise
• Plan check and review
• Public works projects
• Land development
Years of Experience
• 52
Licensing
• Professional Civil Engineer, CA No. 36789
Education
• BS, Engineering Design, Brigham Young University, UT
Affiliations
• American Society of Civil Engineers
• American Public Works Association
• National Society of Professional Engineers
Mr. Lipp is a seasoned civil engineer with experience in planning, designing and managing a wide variety of
projects. During his career he has performed work for
many area agencies including the Cities of Carpinteria, Buellton, Solvang, Ventura, Calabasas, and Seaside;
Santa Barbara County and UC Santa Barbara. Plan
review has been a major part of this work, including both subdivision plan check and review and comment on
plans for public works projects. This experience has
provided Dale with the opportunity to develop a solid
understanding of the issues of real concern in the
condition of approval and plan review process. His
experience includes:

Seaside Highlands Tract, City of Seaside, CA. Plan
Check Engineer. Dale was the Plan Check Engineer for
the City of Seaside Public Works Department for the 380 lot Seaside Highlands tract. This included plan checking of the grading, storm drain, street, structural
improvement plans with respect to conformance of the 72 conditions of approval, the EIR, and the vesting tentative map. Dale was responsible for coordinating and
addressing all concerns related to plan and map
checking with the public works and community
development department, Marina Coast Water District,
City contract environmental support staff, the developer and his project engineer. He also managed the map
checking and was responsible for preparation of
construction permits and on-going supplemental
inspection support during the construction phase.

City of Seaside, CA. Plan Check Engineer. Responsible
for the 380 lot Seaside Highlands tract. Tasks included plan checking of the grading, storm drain, street,
structural improvement plans with respect to
conformance of the 72 conditions of approval, the EIR,
and the vesting tentative map. Dale was responsible for coordinating and addressing all concerns related to plan and map checking with the public works and community
development department, Marina Coast Water District,
City contract environmental support staff, the developer and his project engineer. He also managed the map
checking and was responsible for preparation of
construction permits and on-going supplemental
inspection support during the construction phase.

Cities of Buellton, Solvang, and Carpinteria, CA.

Senior Project Manager/Deputy City Engineer.

Responsible for coordinating project designs, disaster
recovery response work and plan checking for several
agencies from small subdivisions (50 lots) to large
APPENDIX A. RESUMES ■
OMNS
Dale Lipp, PE I RESUME PG 2
subdivisions (175 lots). His services include coordination and management of land development projects by
performing plan and map checking, issuance of grading,
excavation and street construction permits, assisting with the preparation of conditions of approval for tentative maps, and inspection of infrastructure improvements
within the public right-of-way and erosion control. Dale has recently performed plan and map checking for
various size tracts in the City of Buellton. This included preparation of grading, street construction, and
excavation permits with respect to implementing of BMPs for erosion control per NPDES requirements, and
directing acquisition of permits from the various
environmental, federal, state, and county jurisdictions.

City of Calabasas, CA. City Engineer. Responsible for
supervising two public works inspectors, one assistant
civil engineer, four private contract civil engineers and four private contractors. As a member of the City's
Development Review Committee, Dale coordinated and
prepared conditions of approval for tentative tract and parcel maps. This included implementing of public works infrastructure and environmental conditions required by EIRs and negative declaration reports. Dale also
managed and coordinated plan and map checking, and
public works inspection of large subdivisions (200-500
lots) including phasing within each subdivision. He also prepared and presented agenda reports to the City
Council and advised the City Manager and City Council
on technical issues regarding engineering and public
works matters.

Winter Storm Recovery, Goleta Water District, CA.

Project Manager. The District's facilities sustained
widespread damage including District access roads,
water line, and culvert/bridge crossings of major creeks, drainage structures, and distribution mains, which
included a 42-inch transmission line. Dale was
immediately involved in preparing and coordinating the
District's Exhibit "B", conducting DSR team visits with FEMA and OES, and managing all phases of
construction including interfacing of environmental
emergency and permanent repair permits and
inspections with the US Army Corps of Engineers,
Regional Water Quality Control Board, State Fish &
Wildlife, Fish & Wildlife, Santa Barbara County Planning & Development Department, CEQA, NPDES and NEPA.

City of San Buenaventura, CA. Project Manager. In this
capacity, Dale designed and prepared plans,
specifications, and cost estimates for sanitary sewer
systems, storm drains, streets, reclaimed water lines and other public works projects. His duties also included plan checking of improvement plans and parcel/tract maps
prepared by private engineers and developers to ensure
compliance with City standards, local ordinances,
approved conditions and the State Map Act. Dale also
coordinated and managed two Clean Water Grants
through planning and design, totaling $12.7M worth of
construction.

Bike Route Project Study Reports (PSRs), County of
Santa Barbara. Project Engineer. Dale has prepared
PSRs for Santa Barbara County Public Works
Department:
• Carpinteria Class I Bike Path-Santa Claus Lane onramp to Carpinteria Avenue off-ramp adjacent to US 101 (0.5 mile).
• San Jose Creek Class I Bike Path-Camino Real to
the Atascadero Creek Bike Path at Goleta Beach
County Park (1.5 miles).
• North Jameson Lane Class II Bike Lane-Olive Mill
Road to Sheffield Drive (2 miles).

His preparation included coordinating with affected utility companies, Caltrans and City agencies; reviewing all
environmental permitting requirements including
historical preservation; traffic circulation elements;
conceptual design and engineering; surveying and
preparing topographic maps and sketches; preparing
cost estimates for funding purposes; and close
coordination with the Santa Barbara County
Environmental and Transportation Planning Divisions.

APPENDIX A. RESUMES ■
OMNS
Firm
• MNS Engineers, Inc.

Rob Russell, PE
Private Development and Public Improvements
Mr. Russell has over 35 years of civil engineering
experience working for a public agency. While at the City of Salinas, Rob worked in numerous roles; the last 16
years were spent as Deputy City Manager, Deputy City
Engineer, Engineering/Transportation Services Director, City Engineer, and Deputy Public Works Director. His
direct experience gives him an intimate understanding of a public works environment and managing a capital
improvement program (CIP). Rob's expertise includes
program/project management, engineering design for
CIP projects, and inspection. He is also well versed with various funding and grant resources. His experience
includes:

Areas of Expertise
• ProjecVprogram management
• Capital improvement programs
• Engineering design
• Transportation improvements
• Water resources projects
Years of Experience
• 35
Licensing
• Professional Civil Engineer, CA No. 42871
Education
• BS, Civil Engineering, California State University, Chico, CA
Affiliations
• American Public Works Association
• Amt:Hi1;c111 Society ul Civil Engineers
Awards
• 2012 APWA Person of the Year Award, Monterey Bay
Chapter
Department of Public Works, City of Salinas, CA.

Various Roles. Rob spent his civil engineering career
with the City of Salinas (City) where he honed his skills in various roles. Responsibilities included:
• Overseeing all engineering and traffic/transportation operations within the department for seven years
(including traffic/transportation, CIP
design/inspection, and private development proposal
reviews as related to engineering- and public worksrelated issues, and reviewed California Environmental Quality Act [CEQA] documents)
• Directly supervising upper-level staff members (three senior civil engineers)
• Approving final designs for all capital projects placed out for public bidding (12 years)
• City Engineer duties including designation as City
Traffic Engineer, Floodplain Administrator, ADA
Coordinator, TFO interpreter, and serving as the
City's alternate representative on regional
transportation boards (TAMC Board, Executive
Committee, Rail Policy Committee; and MST Board)
• Preparing plans/specifications for a variety of capital improvement projects
• Reviewing numerous private development proposals
and conditioning those proposals for public
works/engineering-related issues via Engineer's
reports
• Building permit and planning level permit processes
• Field surveying (design and construction)
• Reviewing/approving final designs for all City-related capital projects and approving changes to
plans/specifications via contract change orders
APPENDIX A. RESUMES ■
OMNS
Rob Russell, PE I RESUME PG 2
Sample City experience:

Rico Assessment District. Project Manager.

Responsibilities included designing street pavement
section and City-standard street improvements and
sanitary sewer/storm drain systems for 1,500 feet of new streets. Rob prepared and reviewed specifications and
construction cost estimates; and monitored the project
schedule.

Homestead-Wilson-Villa Assessment District. Project
Manager. This project was similar to Rico Assessment
District, but involved more sidewalk, and curb and gutter repairs; and new pedestrian access ramps per City
standards; and design of a lime-treated street pavement section to reduce construction/assessment costs.

Miscellaneous Drainage Improvements. Project
Manager. To successfully complete this project, Rob met with Maintenance Supervisor to identify greatest
drainage maintenance liabilities/biggest maintenance
problems in the City. He designed a comprehensive
project to address deficiencies requiring the greatest time and effort each year. He coordinated improvements with
the City Storm Drain Master Plan Priority List.

Harden Ranch Assessment District. Project Manager.

Responsibilities included reviewing the design of the
Harden Ranch Planned Community backbone
infrastructure and reviewed technical studies related
thereto (SD/SS systems and detention pond designs);
coordinating the backbone infrastructure with individual subdivision improvement plans to ensure consistency
and correctness; and confirming EIR mitigation measures were incorporated into designs as applicable.

High School No. 5 Street Improvements. Project
Manager. Responsibilities included reviewing the design of the Rogge Road Improvements as related to Salinas
High School #5; ensuring consistency with City standards and the certified CEQA document; reviewing the Low
Impact Development design along the street
improvements and consistency of street improvements
with the Future Growth Area's (FGAs) expected Specific
Plan design standards.

APPENDIX A. RESUMES ■
OMNS
Firm
• MNS Engineers, Inc.

Kent Yankee, PE, QSD
Preparation of Plans, Specifications, and Estimates for City Public Works Mr. Yankee is a proficient design engineer with a high
level of skill in creating site and grading plans,
construction plan sets, project specifications and
estimates. Kent's skills in AutoCAD and background in
structural calculations offer a great combination of
services. He is also competent In all aspects of field work including construction observation, and with his
background in materials testing, has a keen eye on
projects as they progress. Kent has excelled at roles in project management by handling the contract
documentation and project implementation of a wide
variety of complex projects and meeting time sensitive
project deadlines. His experience includes:

Areas of Expertise
• Grading and drainage
• Hydrology and hydraulic
• Street improvement projects
• Infrastructure design
Years of Experience
•20
Licensing
• Professional Civil Engineer, CA No. 74570
Certifications
• Qualified SWPPP Developer, CA No. 74570
• Nuclear Gauge Safety
• Residential/commercial AdvanTex design for septic
systems
• Confined Space Awareness
Education
• BS, Architectural Engineering, California Polytechnic State University, San Luis Obispo, CA
Awards
• 2017 APWA Monterey Bay Chapter BEST Award,
Environmentally Sensitive Projects Category, Elkhorn
Road Emergency Storm Damage Repair
• 2017 Transportation Agency of Monterey County (TAMC)
Transportation Excellence Award, Elkhorn Road
Emergency Storm Damage Repair
• 201 O APWA Young Professional of the Year Award,
Central Coast Chapter
2016- 2019 Annual Road Maintenance, City of
Buellton, CA. Project Engineer. MNS has been
maintaining the City Pavement Management Plan for
over 25 years and performs annual maintenance on the
City's roadways to extend the life of the transportation network. The City and MNS performed assessment with
the proper information necessary in the Plans,
Specifications, and Estimate (PS&E) for concrete repairs in the annual projects.
2020 - 2021 Road Maintenance, City of Buellton, CA.

Project Engineer. MNS prepared Plans, Specifications,
and Estimates (PS&Es) for the road maintenance project
for the fiscal year. The City had skipped maintenance on selected streets for several years due to private
development in those areas, and MNS performed
reassessment of the roadway conditions scheduled for
treatment.

Municipal Engineering Services, City of Buellton, CA.

Deputy City Engineer. Kent has been involved in various aspects of work for the City of Buellton including creation of traffic control and construction plans for various street improvements along with engineers cost estimating for
multiple projects. Using his knowledge from field work
and design he has assisted in updating the City of
Buellton Standard Details. Kent has also been intimately involved with mapping of City easements and collecting
and mapping data regarding the City's stormwater,
sewer, and water systems. His involvement in the City's infrastructure has led him to be involved in the
preparation of the City-wide Stormwater Management
Plan and updates to Federal Highway Administration
(FHWA) designated routing.

APPENDIX A. RESUMES ■
0>MNS
Municipal Services/Private Development, City of
Buellton, CA. Deputy City Engineer. Kent was one of the main contacts for issuing small permits within the City as well as issuing permits for Private Development Projects and Capital Improvement Projects. He would meet with
owners and contractors, review plans and calculations,
and make assess City regulations, standards and
ordinances were met or exceeded in the process. Kent
would collect fees and perform intermediate inspections regarding the grading and drainage, storm drain, sewer, water and other infrastructure elements as well as
perform final inspection for permit clearance.

Pavement Maintenance CIP, City of Buellton, CA.

Deputy City Engineer. Kent has been involved in the
annual C.I.P. project involving city road maintenance and rehabilitation. He manages the projects from inception to notice of completion. Using his experience, Kent is able to access city streets and make proper plans,
specifications and estimates to execute projects in a
timely and long-lasting manner. Road conditions are
accessed and treatments ranging from crack seal to full depth reclamation are recommended and used to
prepare bid documents. Kent works closely with City staff to address other small projects/repairs needed
throughout the City to incorporate within the annual
project. Kent has used his experience and skills to
coordinate the maintenance program and phases
necessary of improvements.

Salinas Stormwater Inspections, City of Salinas, CA.

Project Engineer. MNS was contracted by the City of
Salinas to conduct stormwater inspections on a multitude of Private Development Projects in response to a Notice of Violation to the City from the Regional Water Quality Control Board. MNS had to do thorough inspections and
reports under intense review from the City and the Water Board. Kent played an integral part as the QA/QC for the reporting process making sure the data was accurate
and correct for regulatory reporting standards.

Quick Bid and City Standards Updates, City of
Watsonville, CA. Project Engineer. Kent used his
experience with standard specifications, special
provisions, and contract documents to assist the City in updating their existing standards to utilize for their Quick Bid process. The Quick Bid process is utilized by the City for projects under a certain value. Kent was responsible to make sure the documents referenced current
standards as well as all applicable contract codes, laws, and regulations. Kent was able to utilize his knowledge to provide recommendations to the City allowing for a more efficient and thorough process.

Kent Yankee, PE, QSD I RESUME PG 2
State Route 246 Pedestrian Lighting, City of Buellton,
CA. Deputy City Engineer. Working in close coordination with a Caltrans CAPM project correcting and adding
deficient features of the main thoroughfare through
Buellton, Kent directed the installation of much needed pedestrian lighting. Collaboration between Caltrans and their contractor was pertinent for the success of the
project as well as clear communication with PG&E. In the same project, the City was able to advocate updating the existing highway lanes to consider complete streets. Kent led the team that created striping plans with designated bike lanes and proper signage and striping at
intersections on a very tight timeline.

Hampton Inn, City of Buellton, CA. Deputy City
Engineer. Kent worked with the private development
team to go over final punch list items and as-builts to make sure the updates from the field inspections and
changes in the field necessary for stormwater
compliance and infrastructure layout were documented
appropriately.

Flying Flags RV Park Expansion, City of Buellton,
CA. Deputy City Engineer. As a private development
project, Kent has worked with the development team to
ensure the City infrastructure and drainage facilities are properly installed for long lasting service. He worked
diligently with the team to have quick responses to
requested changes and additions to the work all the while protecting the City of Buellton's infrastructure.

Pedestrian Safety Improvements, City of Buellton,
CA. Deputy City Engineer. Kent led a coordinated effort to apply and be awarded an ATP Cycle 3 Grant utilizing
concept plans created by MNS to improve the needed
safety of crossing State Route 246. The project involves many traffic calming devices and coordination efforts with Caltrans to create a Safe Routes to School crossing.

Once funds were allocated, Kent implemented multiple
phases of safety improvements along the residential
corridor split by State Route 246. The project culminated in installing a flashing beacon system at Sycamore Drive.

Kent was a Lead Designer creating plans, specifications and estimates as well as attaining a Caltrans
encroachment permit and working through construction
as the Project Manager. Kent performed all reported
necessary for grant funding as well as before and after studies as required through Caltrans Local Assistance.

The project was opened and incorporated not only the
flashing beacons but many other safety elements such
as curb bulb outs, curb ramps, and signage and striping.

APPENDIX A. RESUMES ■
OMNS EXHIBIT 8

FEE SCHEDULE
(Section 3a)
• · Section 6. Fee Schedules

PROJECT/PROGRAM MANAGEMENT
Principal-In-Charge $320
Senior Project/Program Manager 295
Project/Program Manager 255
Assistant Project/Program Manager 215
Senior Project Coordinator 175
Project Coordinator 145

ENGINEERING
Principal Engineer $280
Lead Engineer 245
Supervising Engineer 235
Senior Project Engineer 220
Project Engineer 200
Associate Engineer - 180
Assistant Engineer 165

SURVEYING
Principal Surveyor $260
Lead Surveyor........................... .. 250
Supervising Surveyor : 215
Senior Project Surveyor 195
Project Surveyor 170
Senior Land Title Analyst... 165
Associate Project Surveyor 160
Assistant Project Surveyor 145
Party Chief (PW) 170
Chainperson (PW) 150
One-Person Survey Crew (PW) 210

CONSTRUCTION MANAGEMENT
Principal Construction Manager $305
Senior Construction Manager 275
Senior Resident Engineer 265
Resident Engineer 240
Structure Representative 235
Construction Manager 210
Assistant Resident Engineer 195
Sr. Construction Inspector (PW) 177
Construction Inspector (PW) 168
Office Administrator 130

TECHNICAL SUPPORT
CADD Manager $195
Supervising Technician 165
Senior Technician 155
Engineering Technician 125

ADMINISTRATIVE SUPPORT
Senior Management Analyst.. $180
Management Analyst.. 155
IT Technician 135
Graphics/Visualization Specialist.. 120
Administrative Assistant 95

GOVERNMENT SERVICES
City Engineer $240
Deputy City Engineer 215
Assistant City Engineer 205
Plan Check Engineer 190
Permit Engineer 180
City Inspector 150
Senior City Inspector (PW} 177
City Inspector (PW} 168
Principal Stormwater Specialist.. 175
Senior Stormwater Specialist 165
Stormwater Specialist 155
Stormwater Technician 140
Building Official 215
Senior Building Inspector 190
Building Inspector 160
Planning Director 215
Senior City Planner 190
Assistant Planner 160
Senior Grant Writer 175
Grant Writer 165
Grant Associate 145
Grant Assistant 125

DIRECT EXPENSES
Use of outside consultants as well as copies. blueprints, survey stakes. monuments, computer plots, telephone, travel (out of area) and all similar charges directly connected with the work will be charged at cost plus fifteen percent ('I 5%). Mileage will be charged at the current federal mileage reimbursement rate. Expert Witness services will be charged at three (3) times listed rate.

PREVAILING WAGE RATES
Rates shown with Prevailing Wage "(PW)" annotation are used for field work on projects subject to federal or state prevailing wage law and are subject to increases per DIR.

ANNUAL ESCALATION
Standard fee rates provided for each classification are subject to annual escalation appropriate for the prevailing economic conditions.

OVERTIME
Overtime for non-exempt employees will be charged at 1.5 x hourly rate; overtime for exempt employees and other classification will be charged at 1 x hourly rate.

SECTION 6. FEE SCHEDULE
Exhibit C - Insurance
Insurance Requirements for Professional Services
Consultant shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Consultant, its agents, representatives, or employees.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:

I. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an "occurrence" basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: Insurance Services Office Form Number CA 0001 covering, Code 1 (any auto), or if Consultant has no owned autos, Code 8 (hired) and 9 (non-owned), with limit no less than $1,000,000 per accident for bodily injury and property damage.

3. Workers' Compensation insurance as required by the State of California, with Statutory Limits, and Employer's Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease. (Not required if consultant provides written verification it has no employees.)

4. Professional Liability (Errors and Omissions) Insurance appropriates to the Consultant's profession, with limit no less than $2,000,000 per occurrence or claim, $2,000,000 aggregate. The Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Consultant must purchase "extended reporting" coverage for a minimum of five (5) years after completion of contract work. A copy of the claims reporting requirements must be submitted to the Entity for review.

If the Consultant maintains broader coverage and/or higher limits than the minimums shown above, the Entity requires and shall be entitled to the broader coverage and/or higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the Entity. 1 Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:

The Entity, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Consultant including materials, parts, or equipment furnished in connection with such work or operations.

General liability coverage can be provided in the form of an endorsement to the Consultant's insurance at least as broad as one of the following ISO ongoing operations Forms: CG 20 l O or CG 20 26 or CG 20 33 (not allowed from subcontractors), or CG 20 38; and one of the following ISO completed operations Forms: CG 20 37, 2039 (not allowed from subcontractors), or CG 20 40.

Primary Coverage
For any claims related to this contract, the Consultant's insurance coverage shall be primary insurance coverage at least as broad as ISO CG 20 01 04 13 as respects the Entity, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the Entity, its officers, officials, employees, or volunteers shall be excess of the Consultant's insurance and shall not contribute with it.

Notice of Cancellation
Consultant shall provide immediate written notice if (I) any of the required insurance policies is terminated; (2) the limits of any of the required polices are reduced; (3) or the deductible or self-insured retention is increased. In the event of any cancellation or reduction in coverage or limits of any insurance, Consultant shall forthwith obtain and submit proof of substitute insurance.

Waiver of Subrogation
Consultant hereby grants to Entity a waiver of any right to subrogation which any insurer of said Consultant may acquire against the Entity by virtue of the payment of any loss under such insurance. Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the Entity has received a waiver of subrogation endorsement from the insurer. However, the Workers' Compensation policy shall be endorsed with a waiver of subrogation in favor of the Entity for all work performed by the Contractor, its employees, agents and subcontractors.

Self-Insured Retentions
Self-insured retentions must be declared to and approved by the Entity. The Entity may require the Consultant to provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or Entity.
2 Acceptability of Insurers
Insurance is to be placed with insurers authorized to conduct business in the state with a current A.M. Best's rating of no less than A:VII, unless otherwise acceptable to the Entity.

Verification of Coverage
Consultant shall furnish the Entity with original Certificates of Insurance including all required amendatory endorsements ( or copies of the applicable policy language effecting coverage required by this clause) and a copy of the Declarations and Endorsement Page of the CGL policy listing all policy endorsements to Entity before work begins. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant's obligation to provide them. The Entity reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

Subcontractors
Consultant shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Contractor shall ensure that Entity is an additional insured on insurance required from subcontractors.

Special Risks or Circumstances
Entity reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer coverage, or other special circumstances. 3 5. Right-of-Way Forms RD 442-21 and 442-22
Notes pertaining to the attached map:

RIGHT OF WAY:

1. ALL PROJECT COMPONENTS AND ACCESS ARE ON
PUBLIC PROPERTY OR IN PUBLIC RIGHTS OF WAY.

2. DRAWINGS C041 TO C043 DEPICT PROJECT AREAS

ON CITY OF SAN JUAN BAUTISTA PROPERTY OR
PUBLIC RIGHTS OF WAY.

3. DRAWINGS C043 TO C076 DEPICT PROJECT AREAS IN
COUNTY OF SAN BENITO PUBLIC RIGHTS OF WAY.

4. DRAWINGS C076 TO COBO DEPICT PROJECT AREAS
ON CITY OF HOLLISTER PROPERTY.

5. DRAWING C078 DEPICTS PROJECT AREA ACROSS

CALIFORNIA DEPARTMENT OF TRANSPORTATION
HIGHWAY 156.

6. SEE DRAWINGS NOTED HERE AND DETAILS

REFERENCED THEREFROM FOR ADDITONAL RIGHT OF
WAY AND PROPERTY BOUNDARY DETAILS.

Forni RD 442-21
(Rev. 12-95)

UNITED STATES DEPARTMENT OF AGRICULTURE

RURAL DEVELOPMENT

RIGHT- OF-WAY CERTIFICATE
FORM APPROVE[)
0MB NO. 0575-0015
The undersigned, City of San Juan Bautista
hereby certifies except as noted in item 4 below:

1. That the undersigned has acquired and presently holds continuous and adequate rights-of-way on private lands needed for the construction, operation, and maintenance of the facilities to be installed, repaired, or enlarged with the proceeds ofa loan made or insured by, and/or a grant from, United States Department of Agriculture and such omissions, defects, or restrictions as may exist will in no substantial way or manner endanger the value or the operation of the facilities.

2. That the undersigned has acquired the necessary permits, franchises, and authorizations or other instruments by whatsoever name designated, from public utilities and public bodies, commissions, or agencies authorizing the construction, operation, and maintenance of the facilities upon, along or across streets, roads, highways, and public utilities.

3. That the attached "Right-of-way Map" shows the location and description of all land and rights-of-way acquired by right of use or adverse possession and by legal conveyances such as right-of-way or casement deeds, permits, or other instruments.

4. Exceptions:

All project components are located on City property (San Juan Bautista and Hollister), San Benito County roadways, or across California Department of Transportation (Caltrans) Highway 156. All parties have approved the project and signed the project drawings cover sheet except Caltrans. A Caltrans encroachment permit has been applied for and will be provided herewith as part of this certificate.

WITNESS WHEREOF, applicant hereunto affixes its name and corporate seal this -,..~• ~£,--..c &~v-L~(~/)_\/'J_day of By
' Title_C\ --'=-"--_._::\--(l _, \{v¼Jv _.._..__.~_ L _ (Affix Corporate Seal Here)
l
111b/lc r1.•1mrli11g burden for this cottecuon fl/ 111/urmmion is tstimmed to m•qmp,e I honr fH!I' response, urdudinJ! the time fur roncwm,1,,: tnstructtons, .,·CJarchmx t!.'tl.tllng ,/1110 sources, gathurln~ mul mamtainlng th« ""'" ,,cetlotl, and &.'t1mple1l11x ,md revlcw;11~ 1hr ,:alle,:tlon of 11,furm11fi11u .• \'end ,v,,1111cn1,1· regarding thts burden estiumto or any other t1.vpe,:1 0/1/tls ,·"llccllo11 of in/urmatwn. i11d11d11,1: ,111xxesllo11.,for reducing 1/,/.f h11r,Je11. In U.S. /)u/Htrlmc111 of As;m'U/111,e, < '/cc1m11,·e OJJlccr, OIRM. ,I(; Box 76)0, W1u-l1i11gl1111, /).('. 102J0 l'/ea,c 00 NOT IIKl'llRN tlrisfi,rm /Q this address. /.'o,wutd to //,e tocat l/,\'JJA office 011/y. Yo,, ora nDI rt11/11/r,.·tl to respond to 1/u.t cottectton of m/11ru1111fo11 ,111/c.,s If tll,'fplt1Jt1' u ,·11rr11n1~• vo/M OA,f/J ,·cmtrul number.

RD 442-21 (Rev. 12-95)
Position 5
Form RD 442-22
(Rev. 10-96)

UNITED ST ATES DEPARTMENT OF AG RI CULTURE

RURAL DEVELOPMENT

OPINION OF COUNSEL RELATIVE TO RIGHTS-OF-WAY

FORM APPROVED
0MB NO. 0575-0015
Date __ 0_7_-_0_6_-_2_0_2_3 _
Dear Sir:

Ihavcreviewe<ltheaetiontakenhy the City of San Juan Bautista, County of San Benito, California {hereinafter called the "Corporation") in obtaining a right-of-way for the construction. operation. and maintenance of the facilities lo be installed, repaired. or enlarged with the proceeds of a Joan made or insured by. and/or a grant from Rurnl Development to the Corporation. I have examined the right-of-way instruments, permits, or licenses obtained from landowners. public bodies, and public utilities and made such searches of the public records necessary to determine the legal sufficiency of the instruments covered by the "Right-of-way Certificate," executed hy the Corpunuion on February 13 . 20 E__ I also have examined the "Rightol-wuy Map" to determine whether continuous and adequate lund and rights-of-way are owned or have been acquired by the instruments covered in the "Right-of-way Certificate",
Based on the foregoing examination. and to the best of my knowledge. information, and belief, l am of the opinion that:

A. The legal instruments by which the Corporation has acquired said rights-of-way (a) are in appropriate and due legal form and adequately confer upon the Corporation the necessary rights-of-way for the construction. operation. and maintenance of its facilities in their present or proposed location, and such omissions or defects as may exist will in no substantinl way or manner endanger the value or operation of the facilities, and {b) have each been properly recorded in the appropriate public land records of each County in which any of the land affected thereby is situated. Such consents, releases. or subordinations from lienholders recommended by me or required by Rural Development have been obtained.

B. The legal instruments referred to above give unto the Corporation a continuous and adequate right-of-way to permit the construction. operation, and maintenance of the Corporation's facilities except a, below noted.

C. Exceptions:
(i)The letter dated May 2, 2023, from the San Benito County Engineer confirming no recorded easements, property purchases, or rights of way or land use permits are required for the construction, operation and maintenance of that portion of the project located within lands and/or rights of way owned by the County of San Benito is not of record in the County land records. (ii) The Encroachment Permit No. 05-23-N-UJ-0094 approved by the California Department of Transportation on May 4, 2023, to allow installation of one 10" HDPE force main and one 6 11 conduit inside an
existing 42" casing pipe in and adjacent to State Route 156 right of way is not of record in the County land records. (iii)CA Public Utilities Code 10101 giving the City a statutory right to construct operate and maintain sewer mains upon roads and highways is not of record in the County land records---- Very tru
Attorney for the City of San Juan Bautista
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City of San Juan Bautista

SANITARY SEWER FORCE MAIN

TO HOLLISTER PROJECT
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CIVIL SHEET KEY,
SURVEY CONTROL INFO. &

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6. Letter from Engineer discussing the status of any permits required for construction.
() Stantec
Stantec Consulting Services
101 Providence Mine Road, Suite 202, Nevada City, CA 95959 June 7, 2023
File: 184031441
Attention: Don Reynolds
City Manager
311 Second Street
San Juan Bautista CA 95045
Dear Mr. Reynolds,
Reference: San Juan Bautista Sanitary Sewer Force Main to Hollister Project Permit Status The San Juan Bautista Sanitary Sewer Force Main to Hollister Project requires a variety of environmental regulatory and agency jurisdictional permits. Permits secured by the City of San Juan Bautista include the following:

Permit/Action Permit Number Status
USFWS BO 08EVEN00-2022- Completed 08/23/22. 0031493-S?
USACE 404 Permit Corps file number: Not required. Confirmed 10/24/22. 2022-00065 USACE Section 10 Not required. Confirmed 10/18/22. Permit -- CDFWITP 2081-2022-033-04 Completed 02/09/23
CDFWSAA SB0-29921-R4 Agreement not needed per SAA Supervisor 02/02/23.

RWQCB NOi -- Completed. NOi issued 10/21/22
RWQCB Water WW0110 Completed. Petition issued 03/28/23 Change Petition Caltrans 05-SBT-156-8 Encroachment 05-23-N-UJ-0094 Completed. Received 05/05/2023 Permit
As noted, the above permits have been completed. However, the Contractor will also be required to secure project related permits to work under the jurisdictions described below. These permits will be secured after the low bid Contractor is under contract with the City to complete the project.

Permit Description
Caltrans Form TR-0429 This informs Caltrans who (the contractor) is working under the City's permit, described above
County of San Benito Encroachment This informs the County who is working in their rights of way Permit and provides requirements for the contractor to work in the County rights of way
Design with community in mind
June 7, 2023
Don Reynolds

Reference: San Juan Bautista Sanitary Sewer Force Main to Hollister Project Permit Status Permit (continued) Description
City of Hollister Tree Removal Permit This is required for tree removal on the City of Hollister Wastewater Treatment Plant site
California Air Resources Board Air Permit to operate combustion engine equipment in the Air Permit District
Occupational Safety and Health These are safety related permits for excavation and work Administration (OSHA) Excavation and under or near overhead utilities Overhead Utility Proximity Permit California State Water Resources
Control Board (SWRCB) General This permit regulates stormwater runoff for the project Construction Activity Storm Water Permit
The pending contractor secured permits will be managed by the Construction Management and Inspection team and can be provided to the City or USDA upon request.

Regards,
Stantec Consulting Services, Inc.

Gabe Aronow, PE credentials
Principal
Phone: 530-913-9197
gabe. a ronow@sta ntec. com
Attachment: none
c. Doug Pike, City Engineer; Paul Greenfield, City Engineer; Mike Starinsky, State Engineer, RD USDA Design with community in mind

7. Updated total project budget based upon the actual bid showing all costs associated with the project.

Description Amount
Funding Sources
EPA STAG $1,000,000
State of California Appropriation $3,000,000
USDA Grant $4,303,000
USDA Loan $10,268,000
Reimbursable with SD County $4,000,000
STBG $410,000
Potential USDA Grant $250,000
Wastewater Fund $427,937
Total Funding Sources $23,658,937
Project Costs
Bond Counsel $76,812
Legal Counsel $92,232
Interim Financing Interest & Cost of Issuance $543,650
Municipal Advisor / Financial Consultant $90,000
Hollister Connection Fee $2,547,200
Misc Administration, Permits and Fees $300,000
Environmental Services $291,667
Engineering Services:

Basic Services $2,212,173
Additional Services (incl. Mitigation Credits) $864,388 Subtotal: Engineering Services $3,076,561
Construction Costs:

Construction Base Bid $18,632,399
Less: Deductive Alternatives ($2,113,650)
Less: Construction CCO ($391,676)
Subtotal: Construction Costs $16,127,073
Contingency $513,742
Total Project Costs $23,658,937
Funding less Costs $0
City of San Juan Bautista
Sanitary Sewer Force Main to Hollister Project
Project Budget Summary
Prepared by Ridgeline Municipal Strategies, LLC 7/28/2023 ITEM Subtotal Budget
Total
Budget for
Award with
Deferred
Project
Elements (a)
Property Purchase / Lease Agreements $0 $0
Easement Acquisition / Right of Way / Water Rights $0 $0 Bond Counsel $76,812 $76,812
Legal Counsel $92,232 $92,232
Interim Financing Interest and Costs of Issuance $543,650 $543,650 Municipal Advisor / Financial Consultant $90,000 $90,000 Hollister Wastewater Treatment Connection Fee $2,547,200 $2,547,200 Miscellaneous Administration, Permits and Fees $300,000 $300,000 Environmental Services
- CEQA Environmental Report $70,000
- NEPA Environmental Report $30,323
- Environmental Permitting $66,844
- Spoils Site Clearance $20,000
- Biological Monitoring During Construction $104,500
$291,667 $291,667
Engineering Services
Basic Services:
- Preliminary Engineering Report (PER) $112,000 $112,000 - Preliminary and Final Design Phase Services $675,022 $675,022 - Bidding/Contract Award Phase Services $57,832 $57,832 - Engineering Services During Construction (RFIs, Submittals, DB Support, Meetings, Record Dwgs) $521,019 $521,019 - SCADA and PLC Programming $198,500 $198,500
- Resident Project Representative Services (resident inspector) $647,800 $647,800 Additional Services:
- Regulatory Compliance Reports $5,000 $5,000
- Environmental Mitigation (Construction Phase - 7.8 credits) $468,000 $468,000 - Easement Acquisition/ROW's Services (Construction Phase) -- -- - Surveying Services (Construction Phase) -- --
- Operation & Maintenance Manual $125,000 $36,888
- Geotechnical Services $104,500 $104,500
- Hydrogeologist Services -- --
- Materials Testing Services (Construction Phase) $250,000 $250,000 $3,164,673 $3,076,561
--
Construction
- Construction Cost (bid with value engineering and deferred work) $17,236,581 $16,127,073 $17,236,581 $16,127,073
Contingency Allowance $862,185 $513,742
TOTAL PROJECT BUDGET: $25,205,000 $23,658,937
Total Environmental Services:

Equipment/Materials (Direct purchase using approved methods, separate from construction bid/cost) Total Engineering Services
San Juan Bautista Construction Costs

CITY OF SAN JUAN BAUTISTA

SANITARY SEWER FORCE MAIN TO HOLLISTER PROJECT
SECTION 1. REVISED SCOPE OF SERVICES | 1-1
SECTION 1

REVISED SCOPE OF SERVICES
Background and Project Understanding
MNS understands the City is seeking a qualified
consulting firm capable of providing construction
management (CM) and inspection services for the
Sanitary Sewer Force Main to Hollister Project (Project).

MNS also understands this portion of the Project will
require coordination with Caltrans. The work consists of the following:
• Construction of a 10-inch high-density polyethylene
force main (HDPE) sanitary sewer force main
extending from the City of San Juan Bautista
Wastewater Treatment Plant to the City of Hollister
Domestic Wastewater Treatment Plant
• Construction of a primary pump station to convey
the wastewater to Hollister
• Construction of a Storage Pump Station
• Construction of Chemical Feed System
MNS understands the work will be complete by June
24, 2024.

The MNS Work Plan
MNS Team
Based on discussions with the City, we have revised
our scope to just include inspection, materials testing, and part-time administrative support. The MNS team for
this project includes:

Construction/Project Manager. Murat Bozkurt, PE,
PMP, QSD/QSP, will manage the CM contract. Murat
has over 18 years of experience in large ($100M+)
complex construction projects (water, wastewater, and
power). Murat will be responsible for managing and
overseeing the MNS staff and is available to assist with additional technical if needed. He will work directly with the City and will coordinate with the City’s Resident
Engineer (RE) for the project.

CITY OF SAN JUAN BAUTISTA

SANITARY SEWER FORCE MAIN TO HOLLISTER PROJECT
SECTION 1. REVISED SCOPE OF SERVICES | 1-2
Assistant Resident Engineer (Senior Construction
Inspector). Bill Smith, PE, has over 36 years of
experience in the design and construction field. Over
the past 15 months, Bill has been providing inspection
services on various underground storm drain, sanitary
sewer, water, and miscellaneous utilities in City right-ofway in both San Juan Bautista and Greenfield. He has a deep understanding and knowledge of City standards
and expectations. As the project inspector, Bill will be responsible for daily inspection of the project and
coordinating with the City’s RE, materials testing
subconsultant, and City staff on field related items. It is anticipated that Bill will split his time between the pump station improvements and the pipeline. Since the
planned pump station and the pipeline are several miles apart, Bill will not be able to be dedicate full-time
inspection to either operation.

Electrical Inspector. It is my understanding that the
design engineer will provide electrical inspection as
needed for the pump station and plant improvements;
therefore, MNS has not included electrical inspection in our scope of work.

Project Administrator/Document Control (Office
Administrator). MNS will provide part-time project
administration for the project. MNS plans on utilizing
Construction Management Information System (CMIS),
a cloud-based document control system, to provide all
project stakeholders a tool to handle key issues and
communications quickly and efficiently. The Office
Administrator duties include assisting the RE with
managing the document control system, assisting with
weekly statement of working days, spot check of
certified payroll, assist with progress payments.

Special Inspections and Testing. Pacific Crest
Engineering, Inc. (PCE) will provide quality assurance
special inspections and materials testing for the new
construction as needed. Located in Watsonville, PCE is
a local firm that provides geotechnical engineering,
geology, materials testing, and special inspections to
the public and private sectors of the Monterey Bay area.

Scope of Services
Upon further discussions with the City and in an effort to reduce project costs, it is our understanding that the
City will be responsible for providing the RE for the
project. MNS will provide one full-time inspector for the project, part-time office administration support, and will contract directly with the materials testing
subconsultant, PCE, to provide as needed quality
assurance materials testing. We have broken our scope
down into three work groups—Task Group 1, PreConstruction Phase; Task Group 2, Construction Phase; and Task Group 3, Post-Construction Phase.

TASK 1 Pre-Construction Phase
TASK 1.0 Communications Protocol
We will identify key project contacts during the preconstruction phase to include appropriate contacts and permissions for the document control system. Our
cloud-based document control system, CMIS, ensures
the document distribution process reflects this
communication matrix; defines those items requiring
action; and provides a resource to ensure timely and
effective communication. This system ensures all
project stakeholders are informed of the status and
allows for effective communication.

TASK 1.1 Pre-Construction Meeting
A pre-construction meeting will be scheduled once the
contractor receives the Notice of Award. MNS will
attend the meeting. Topics of discussion typically
include special contract requirements/concerns and
establishing the protocol used throughout the project.

The RE will be responsible for chairing the preconstruction meeting.

TASK 1.2 Pre-Construction Site Survey
MNS will use both video and photographs to conduct
the pre-construction survey. This site survey will provide a record of the conditions of all areas that may be
impacted by construction associated with this project.

TASK 1.3 Electronic Document Control System

CITY OF SAN JUAN BAUTISTA

SANITARY SEWER FORCE MAIN TO HOLLISTER PROJECT
SECTION 1. REVISED SCOPE OF SERVICES | 1-3
Before commencing construction, MNS will establish a
cloud-based construction document control and filing
system—saving time and reducing risk. MNS will utilize
CMIS to integrate information from the design,
construction, and City teams. MNS will provide detailed instructions and training on the document submission
process.

TASK 2 Construction Phase
TASK 2.0 Weekly Progress Meetings
MNS will attend weekly meetings throughout the project
as dictated by the City’s RE.

TASK 2.1 Project Communication and Correspondence
It is understood that all project correspondence will be initiated and maintained through CMIS. This project
workflow ensures all project correspondence is held in a single cloud-based file and is available for review on a 24/7 basis.

TASK 2.2 Inspection
MNS approaches inspection with the understanding we
serve as an extension of the City to ensure the
contractor provides a quality product meeting the plans and specifications. The Construction Inspector’s
(Inspector) primary duties involve inspecting and
verifying the work in place meets the requirements of
the contract. The Inspector’s responsibilities include:

Quality Assurance. Inspect the work for quality
assurance to verify it meets the requirements of work
outlined in the contract documents, tracking of pay
items, and materials verification. Any observed deficient work will be rejected.

Daily Inspection Reports/Documentation. The daily
report will accurately describe the labor and equipment, work description, and work performed. The inspector
will also maintain as-builts; coordinate materials testing; monitor work to comply with project permits and
approved stormwater BMPs; regularly photograph
construction activity/progress; verify the material
conform to the project specifications and approved
submittals.

TASK 2.3 Progress Payment
MNS will work with the contractor's team and the RE
monthly to ascertain the work's fair value since the last period and apply this to the pay request. Extra work and supplemental work costs will be tracked.

TASK 3 Project Closeout
MNS will review the Contractor’s As-Built plans for
completeness prior to forwarding drawings to the
Design Engineer for final processing of the as-built
record drawings. The Inspector will work with the RE
and City staff in preparing a final punch list of
outstanding contract items to the contractor. A final
walkthrough of the project will be scheduled with the
City and any other involved entities at the City’s
discretion. MNS will re-inspect outstanding punchlist
items. MNS will submit electronic job files and final
reports to the City upon completion of the contract.

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Pre-Construction $ 43,520.00
Construction Management $ 1,265,661.20
Project Closeout $ 73,840.00
Role Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Construction/Project Manager (Principal CM) 16 16 0 320.00 332.80 $ 5,120.00 Resident Engineer 80 80 0 255.00 265.20 $ 20,400.00
Assistant Resident Engineer(Sr. Insp) 40 40 0 190.00 197.60 $ 7,600.00 Supplemental Asst. Resident Engineer(Sr. Insp) 0 0 190.00 197.60 $ - Project Administration/Document Control 80 80 0 130.00 135.20 $ 10,400.00 0 0 0 0 0 0 216 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 216 0 $ 43,520.00 Construction/Project Manager (Principal CM) 20 20 20 20 20 20 20 20 20 20 20 100 120 320.00 332.80 $ 71,936.00 Resident Engineer 150 150 150 150 150 150 150 150 150 150 150 750 900 255.00 265.20 $ 429,930.00 Assistant Resident Engineer(Sr. Insp) 172 172 172 172 172 172 172 172 172 172 172 860 1032 190.00 197.60 $ 367,323.20 Supplemental Asst. Resident Engineer(Sr. Insp) 80 80 80 80 80 160 240 190.00 197.60 $ 77,824.00 Electrical Inspector(Asst. RE) 0 0 205.00 213.20 $ -
Project Administration/Document Control 80 40 40 40 40 40 40 40 40 40 40 240 240 130.00 135.20 $ 63,648.00 0 0 0 0 0 0 0 422 382 382 462 462 462 462 462 382 382 382 0 0 0 0 0 2110 2532 $ 1,010,661.20 Construction/Project Manager (Principal CM) 20 10 0 30 320.00 332.80 $ 9,984.00 Resident Engineer 80 40 0 120 255.00 265.20 $ 31,824.00 Assistant Resident Engineer(Sr. Insp) 80 0 80 190.00 197.60 $ 15,808.00 Supplemental Asst. Resident Engineer(Sr. Insp) 0 0 190.00 197.60 $ - Project Administration/Document Control 80 40 0 120 130.00 135.20 $ 16,224.00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 260 90 0 0 0 0 350 $ 73,840.00 0 0 0 0 0 0 216 422 382 382 462 462 462 462 462 382 382 382 260 90 0 0 0 2326 2882 $ 1,128,021.20 Subconsultants
Materials Testing
Environmental
Notes:

1. Hours based on a construction period start date of August, 2023 and final completion by before June 26, 2024

2. Durations based on contractor working 8 hours per day. Overtime will be considered extra and billed at Regular x 1.5.

4. Direct expenses will be billed per MNS Standard Fee Schedule

5. In the event the services needed beyond 12/31/2024, 4% escalation will be added to hourly rates. $ 5,000.00

TOTAL HOURS

TOTAL COST
DIRECT EXPENSES SUB-TOTAL $ 5,000.00
Direct Expenses
PCE

CONSTRUCTION PHASE TOTAL

TOTAL COST
$ 250,000.00
Watearth
SUBCONSULTANTS SUB-TOTAL $ 250,000.00
$ -
PHASE
2023
2023

CONSTRUCTION MANAGEMENT AND INSPECTION SERVICES
Sanitary Sewer Force Main to Hollister Project
City of San Juan Bautista
2023
HOURLY
RATE
TOTAL COST 2024
2024
PHASE
Project Schedule
2023
TOTAL
HOURS
2024
HOURLY
RATE
2024
TOTAL
HOURS
CONSTRUCTION MANAGEMENT Construction

PRE-CONSTRUCTION

3. Inspection hourly rate reflects day shift rate; night shift hours will be billed at regular plus $7/hr night differential; hourly rate may adjust should there be any increase in DIR prevailing wage rates.

SUB-TOTAL
Project Closeout

SUB-TOTAL

SUB-TOTAL
$ 1,383,021.20
Direct Expenses
Page | 1 27 July 2023

EXHIBIT A
City of San Juan Bautista
City of San Juan Bautista to Hollister
Sanitary Sewer Force Main Project
Stantec Scope of Services
The following tasks constitute the scope of work for engineering services during construction, construction management support, biological monitoring, and SCADA and PLC programming for the City of San Juan Bautista to Hollister Sanitary Sewer Force Main Project. The project components for said services are as defined in the Project Documents bids June 2, 2023, include the following:

1. New HDPE force main from San Juan Bautista to the City of Hollister, including open cut and casing construction, canal crossings, pig launch and receiving stations, tie-in manhole rehabilitation, manhole removal and road restoration, conduit and pull box placement, and pavement repair, placement, and stripping.

2. New primary pump station, including geotechnical exploration and final structural design (via design-build delivery by Contractor), chemical feed odor control, force main flushing system and control valve, yard piping, pig launch station, and site work. Existing screen and influent pumps will be replaced and converted to use as storage pumps for peak flow equalization and emergency use. Existing treatment basins will be emptied and converted to equalization and emergency volume. To return contents from the basins, a new drain manhole and pump is included.

3. New electrical service, controls and standby generator are included for the new pump station facilities.

4. Demolition and decommissioning of wastewater treatment facilities that are not retained as part of the new pump station facilities.

This scope also includes project management of the engineering, construction management support, biological monitoring, and SCADA and PLC programming services, and USDA coordination support as the Engineer of Record. Project management of the construction project is not included.

Assumptions:

1. The City or City finance team will manage funding reimbursement requests and nontechnical USDA or other grant coordination.

2. The City will manage reporting and coordination related to the State Compliance Project.

3. The City will manage coordination with State and Federal regulators (EPA and RWQCB).

4. Stantec’s focus, as provided in this scope of services, is limited to technical input and the specific services described herein.

5. The project will be substantially completed within one year.

6. Changed environmental field observations from those anticipated in the permits are not included in this scope.

7. Biological monitoring services will be provided by EMC as a subconsultant, included in this Page | 2 27 July 2023
scope. (EMC completed the CEQA/NEPA work and applied for the environmental permits.)

8. The City will provide arborist services, tree removal permitting, and tree replacement services, if required. These services are not included in this scope (tree services may be avoided with careful placement of the force main on the Hollister WWTP site.)

9. SCADA and PLC programming will be provided by ControlPoint as a subconsultant, included in this scope. (ControlPoint is the design electrical engineer.)

10. A limited Operation and Maintenance manual is included in this scope to limit costs. It will need to be completed as part of a separate project when funds allow.

TASK 1. ATTEND PRE-CONSTRUCTION MEETING
Stantec will attend the pre-construction meeting with the Contractor, inspection staff, and City, and contribute technical input on the project in support of a smooth project launch. It is assumed that safety, sequencing, staging, communications, inspection expectations, biological monitoring, schedule (3-week and critical path), and future construction meetings will be discussed at this meeting. It is also anticipated that the Contractor will provide a detailed work schedule and schedule of values at or around the time of meeting. Any unanswered questions will be assigned as action items to be addressed by the appropriate party.

TASK 2. REVIEW CONTRACTOR SUBMITTALS
Upon receipt from the Contractor, Stantec design staff will review material, equipment, and operation manual submittals for compliance with the contract documents and the design intent.

Review comments will be returned to the Contractor and City staff. Submittals will be reviewed and returned within 30 days unless an earlier reply is requested on selected submittals.

Deliverables: Review and provide written responses electronically for an estimated 100 submittals and 30 resubmittals.

TASK 3. RESPOND TO CONTRACTORS RFIS AND CLARIFICATIONS
Stantec design staff will respond in writing and in a timely manner to requests for information (RFIs) from the contractor. RFI’s will be reviewed and returned to the Contractor. Stantec will respond to RFI’s in writing within 7 calendar days, unless and earlier reply is requested on selected RFIs.

Deliverables: Respond in writing electronically to an estimated 75 RFIs.

TASK 4. ASSIST IN PREPARATION OF CHANGE ORDERS (5)
Stantec will assist with the technical review, drawings and specifications for change orders.

Deliverables: Respond in writing electronically to an estimated five (5) modest change orders.

TASK 5. ATTEND CONSTRUCTION PROGRESS MEETINGS
Stantec will attend and participate in the weekly construction progress meetings and visit the job site as necessary in order to provide better communication between the Contractor, Design Team and City staff.

Deliverables: Attend, support and provide meeting minutes electronically (Teams, Zoom or teleconference) for a maximum of fifty (50) weekly construction progress meetings. Three of the meetings may be in the field, if required. The electrical engineer can have up to four Page | 3 27 July 2023
additional site visits. The biological monitor will have additional field meetings per the attached EMC scope.

TASK 6. LIMITED OPERATION & MAINTENANCE MANUAL
Stantec will develop a hard copy operation and maintenance (O&M) manual for the new pump station and force main facility. The manual will be limited in detail and comprehensiveness to accommodate available budget, covering only the most critical project elements. References will be made to the design drawings; specialized graphics will not be included.

The O&M will include entries for future development such that an outline for the completed O&M is provided. The completed O&M manual may be developed at a time in the future when funds allow. Until it is completed, the operations team may be handicapped.

The O&M is estimated to include the following limited sections:

O&M Chapter Current
Scope Deferred
Manual Purpose and Organization X
Process Overview X
Headworks & and Storage Pumps X
Primary Pump Station X
Pipeline X
Pipe pigging X
Odor Control X
Emergency Storage Basins X
Flushing Tanks X
Electrical, MCC and Generator X
SCADA and Instrumentation X
Monitoring and Sampling X
Support Systems X
Safety Programs X
Personnel X
Deliverables: Three (3) hard copy manuals and a PDF manual will be provided.

TASK 7. PREPARE CONFORMED DRAWINGS AND RECORD DRAWINGS
Stantec will prepare conformed drawings (incorporate addenda changes) and as-built record drawings based on the markups from the Contractor and inspection team. It is expected that the inspection team will verify that the as-built markups prepared by the Contractor are accurate and correct.

Deliverables: PDF files of conformed drawings and as-built record drawings will be provided to the City.

TASK 8. SCADA AND PLC PROGRAMMING
ControlPoint will provide SCADA and PLC programming services in accordance with the attached scope. (ControlPoint’s engineering services scope and hours are also attached.) TASK 9. BIOLOGICAL MONITORING
EMC will provide biological monitoring services in accordance with the attached scope.

Page | 4 27 July 2023
TASK 10. SUPPLEMENTAL ENVIRONMENTAL SITE SURVEY
EMC will survey for protected habitat sites local to the force main project that the City identifies for potential expanded project work areas. Identifying these sites will allow the City to expand potential staging or storage areas needed for the project. EMC will present the survey results in a letter report. There is no guarantee that sites will be usable, and this scope does not accommodate determination of mitigation measures or costs.

TASK 11. CONSTRUCTION MANAGEMENT SUPPORT SERVICES
Stantec shall provide Construction Management (CM) support services consisting of tracking and managing project submittals and clarifications, reviewing of project schedules, logging, tracking and managing project cost changes (PCOs) and change orders, attending and facilitating project meetings, preparing reports and project punch lists, and review of the construction record drawings. The Contractor and inspection team will also be required to keep record drawings for compilation at the end of the project.

These Construction Administration services will be performed as an extension of the engineering services that Stantec will already be providing as the project engineer, and this CM effort will not repeat that work effort. Stantec will also coordinate with the MNS inspection team and rely on them for support of the CM tasks, anticipating their inclusion in RFI, submittal, and change review and logging, and will count on their participation in keeping construction record changes for as-built preparation in the field and participate and support construction meetings and stakeholder interface needs. Stantec will keep project documents on behalf of the City and will prepare formal correspondence in conjunction with the City Manager and City Engineer and MNS will provide the on-site extension of these services in addition to construction observation and daily status reports (see MNS scope). The goal is to a provide appropriate project administration with minimal staff responsibility overlap and to maximize the utility of each team member to help the City and the Contractor efficiently deliver a successful project.

For the tasks listed below, work effort will not be redundant where it is also defined in the engineering services tasks. These services will add the CM perspective to each assignment, including possible disbursement of materials to the inspection team, City staff, operations staff (if approved by the City), and other agencies as appropriate, such as the City of Hollister, County of San Benito or other stakeholders.

Specialty Construction proposes to use the data management Procore for the project and has offered access to all members of the project team. Stantec is familiar with Procore and proposes to adopt use of this platform. Stantec will also keep a copy of all files for ultimate delivery to the City.

Subtask 11.1 – Submittal Coordination
Stantec will review general conformance of project submittals and submit to the Design Engineer (specific design staff) and/or City for technical review. Stantec will manage, prepare and issue comments by the Design Engineer and City, including resubmittals provided by the Contractor. Stantec will manage and track the review and approval status.

Subtask 11.2 – Manage Clarifications
Stantec will process, manage, and issue responses to Requests for Information (RFI) submitted by the Contractor. Stantec will review RFIs and coordinate with the design team disciplines to compile the final response to the construction Contractor.

Page | 5 27 July 2023
Subtask 11.3 – Project Scheduling
Stantec will review and provide written comments for project schedules submitted by the Contractor for conformance with the contract documents. Stantec will review up to two revisions of the Original CPM Schedule (Baseline Schedule) and up to five subsequent monthly CPM updates. The Contractor will provide weekly 3-week look ahead schedules that will also be reviewed.

Subtask 11.4 – Stantec Payment Requests
Stantec will review the construction Contractor’s Schedule of Values for the purpose of making detailed periodic requests for payment of scheduled and completed work. Stantec will review payment applications submitted by the construction Contractor to verify the requested amount reflects the progress of the work and the required project monthly schedule update. Stantec will review up to twelve monthly progress payments. This work will rely on input from the inspection team to confirm work progress in the field.

Subtask 11.5 – Change Order Management
Stantec will manage project potential change orders (PCO) for the Project and establish a change order tracking system, identifying each PCO item to a unique number. Stantec will review change order requests submitted by the Contractor for merit, entitlement, and general conformance to the contract documents and accuracy. Stantec will prepare contract change orders (CCOs) for the City to review and process. Stantec will maintain a log of PCO items consisting of cost, schedule impacts, status and total change order amounts for the Project.

Subtask 11.6 – Project Meetings
• Subtask 11.6.1 – Weekly Progress Meetings: During the weekly progress meeting, Stantec will review the project status by covering a variety of topics and issues related to safety, WWTP operations and maintenance concerns, specific current issues, stakeholder interface issues, status of key RFIs and submittals, and other items for third party quality control testing, and closeout issues. These meetings will be a mix of on-site and virtual meetings (Microsoft Teams) to allow for easy participation. It is anticipated that various parties may join these meetings including the CM, inspection staff, Contractor, or other City staff. These meetings are anticipated to occur to June 2024. • Subtask 11.6.2 – Issues Management Meetings: Project issues will arise and require specific meetings as standalone items. Issue types can include submittal, PCO, quality control deficiencies, traffic or operation related, or public outreach complaints. These meetings will be held as needed, in person or virtually, as appropriate. • Subtask 11.6.3 – Site Visit Meetings: Stantec will periodically visit the site to observe the work in progress, coordinate field issues, document the progress of the work and to identify potential issues. These will likely be doubled with the construction meetings and coordinated with the Contractor and inspection team.

Subtask 11.7 – Project Reports
Stantec will prepare monthly statements of contract time, summarizing the working days charged by the construction Contractor, and general project status for the City. The inspection team will be required to support these statements.

Page | 6 27 July 2023
Subtask 11.8 – Project Punchlist
Stantec will prepare a project punchlist summarizing the outstanding deficient or uncompleted work items that need to be completed prior to the Contractor filing its Notice of Completion. The inspection team will be required to support this process.

Subtask 11.9 – Post-Construction Services
Prior to the completion and acceptance of the project and before final payment to the construction Contractor, Stantec will provide project closeout services during the postconstruction phase supported by the City and inspection team consisting of the following:
• Subtask 11.9.1 – Contractor Record Drawings
Stantec will review the final record drawings submitted by the Contractor and provide review comments for items requiring correction, clarification and inclusion. The inspection team will be heavily relied upon to confirm accuracy.
• Subtask 11.9.2 – Notice of Final Completion
Stantec will review the final requirements of the contract documents and prepare a written Notice of Completion for the City.
• Subtask 11.9.3 – Final Payment
Stantec will review the final payment requested by the Contractor, verify completion of the work, and make a recommendation to the City as a condition for final payment. The inspection team will be heavily relied upon to confirm accuracy.

CM Task Assumptions:
• Work effort is limited to the hours identified in the fee estimate. • Inspection staff and City staff will work as an extension of the CM staff and share responsibilities as a team.
• The count for submittals, RFIs, changes, etc. shall match those identified for engineering. • Schedules are limited to those identified in the bid documents. • Final Project electronic files will be transferred to the City.

Page | 7 27 July 2023

BUDGET ESTIMATE
The total budget estimate for the above scope of services is $880,882. A cost summary is provided below and a breakdown of the estimated labor hours and budget by task is shown on Attachment A.
1 Pre-Construction Meeting $11,971
2 Review Submittals (100 submittals; 30 resubmittals) $190,984 3 Review RFIs (75) $85,940
4 Assist in Preparation of Change Orders (5; modest) $11,432 5 Construction Meetings (50 total; 3 civil and 4 electrical on site) $45,232 6 Limited Operation & Maintenance Manual $36,888
7 Prepare Conformed Drawings and Record Drawings $25,444 Total Engineering Services and Limited O&M Manual $407,891 8 PLC and SCADA Programming $198,498
9 Biological Monitoring $104,492
10 Supplemental Environmental Site Survey $20,000
11 Construction Management Support Services $150,000
Total Scope of Services $880,882
Page | 1
Proposal for PLC & SCADA Integration
March 27, 2023
Gabe Aronow, P.E
Principal
Stantec
101 Providence Mine Road, Suite 202
Nevada City, CA 95959
[email protected]
RE: Proposal for San Juan Bautista Sanitary Sewer Force Main Engineering PLC & SCADA Integration Mr. Aronow:

This document describes our proposal to provide PLC & SCADA integration for all of the processes associated with the San Juan Bautista Sanitary Sewer Force Main Project. These processes include the Headworks, Emergency Storage System, Primary Pumps, Chemical Metering, and miscellaneous signals.

The attached fee summary details the associated tasks and their costs.

Scope of Work
Our offer includes the following:

1. Project Management

2. Process Control Strategies

3. Hardware Configuration & Installation

4. PLC Programming

5. SCADA System Development

6. Software Testing

7. System Commissioning

8. Training

1. Project Management
We have included time for project check-in meetings and ongoing project-related correspondence and coordination.

Labor: 36 hours

2. Process Control Strategies
We will conduct two (2) workshops with Engineering and Operations in order to develop a comprehensive control strategy for all of the processes associated with the project. The output of these workshops will be a written document that includes process descriptions and detailed listings of all alarm and control functions.

Labor: 40 hours

3. Hardware Configuration & Installation
We will install and configure a new SCADA server, Historian, QNAP storage device, alarm SMS modem, communications router, and SCADA clients to operate Ignition® software from Inductive Automation.

Page | 2
Proposal for PLC & SCADA Integration
Labor: 52 hours

4. PLC Programming
A new PLC with approximately 90 I/O points will be programmed per the control strategies developed in Task 2.

Labor: 216 hours

5. SCADA System Development
We will develop new control graphics and tags within the Ignition® software to provide process visualization, setpoint manipulation, alarming, and trending for all processes connected to the new PLC plant and the vendor-provided Headworks PLC. These SCADA controls will provide the ability to monitor and control all of the new equipment.

Labor: 400 hours

6. Software Testing
Will bench test the new PLC code with the new SCADA application objects. This labor-intensive exercise provides an opportunity to find development bugs prior to field deployment. We will test display points, setpoints, alarms, and control strategy functions during this exercise.

Labor: 92 hours

7. Startup & Commissioning: Loopchecks, Function Tests, Acceptance Tests Each I/O point will be loop checked to/from the corresponding field device in the field. There are roughly 90 I/O points associated with the project. Once loop checks are completed, the PLC code and HMI functionality will be tested. Functional tests will be performed with operations staff as each motor and field device are brought online. We have planned for our programming team to be onsite during the functional and acceptance testing and to address post-commissioning punch list items after startup.

Labor: 150 hours

8. Training
We will provide system training to Operations staff.

Labor: 10 hours
Exclusions

1. Hardware / Materials (by Contractor)

2. Software Licenses (by Contractor)

3. VFD Drive Configuration (by Contractor)
$190 $190 $150
Task 1 20 16

1.1 4

1.2 16 16
Task 2 20 20

2.1 4 4

2.2 16 16
Task 3 26 26

3.1 16 16

3.2 4 4

3.3 4 4

3.4 2 2
Task 4 16 100 100

4.1 4.2 4 30 30

4.3 4 30 30

4.4 4 20 20

4.5 4 20 20
Task 5 24 188 188

5.1 2 16 16

5.2 4 40 40

5.3 4 40 40

5.4 4 20 20

5.5 2 16 16

5.6 2 16 16

5.7 2 16 16

5.8 2 16 16

5.9 2 8 8
Task 6 20 24 48

6.1 16 16 40

6.2 4 8 8
Task 7 70 80

7.1 30 30

7.2 30 30

7.3 10 20
Task 8 10

8.1 10
170 Hours 464 Hours 362 Hours
Description

PM, EE,
SCADA
Developer
Lead
SCADA
Developer
SCADA
Developer
Facility Overview
Alarm Configuration, Summary, and History Pages
Historical Trends
Miscellaneous (roughly 15 signals)
Emergency Storage (storage pumps, return pump, EQ valve, tanks, basin) Miscellaneous (roughly 15 signals)
Chemical Metering (2 pumps, storage tank)
SCADA Application Development
Headworks
Emergency Storage (storage pumps, return pump, EQ valve, tanks, basin) Project Management
Primary Pumps (three 75 hp VFDs)
Chemical Metering (2 pumps, storage tank)
Primary Pumps (three 75 hp VFDs)
PLC Programming
Headworks PLC (vendor-provided, no PLC code required)
Communications Router
SMS Alarm Modem
Hardware Configuration & Installation
SCADA Hardware Setup and Configuration
SCADA Clients
Post-commissioning Punchlist
Total
Training
SCADA Training for City Operations Staff
Process Control Strategies
Control Strategy Development Meetings
Control Strategy Document (Draft, 90%, 100% Submittals) City of San Juan Bautista Force Main
SCADA Integration Fee Summary
Project Update Meetings
Project Correspondence and Coordination
City of Hollister View Portal
System Commissioning
Loopchecks with the Contractor
Functional and Acceptance Testing with the Contractor and the City Software Testing
Bench Test New PLC Code with New SCADA Screens
Field Test Headworks Vendor PLC with New SCADA Screens
Proposal
March 27, 2023
Gabe Aronow, P.E
Principal
Stantec
101 Providence Mine Road, Suite 202
Nevada City, CA 95959
[email protected]
RE: Proposal for San Juan Bautista Sanitary Sewer Force Main Engineering Services During Construction Mr. Aronow:

ControlPoint Engineering, Inc. is pleased to present this proposal for electrical engineering services during construction for the City of San Juan Bautista Sanitary Force Main Project.

Scope of Work
Our scope of work will provide the following:
• Engineering Construction Coordination
• Contractor Shop Drawing, RFI, and Change Order Review • Pre-Construction Meeting
• Electrical Inspections
• Start-Up Assistance / Close Out / Record Drawings
Labor: 270 hours
Exclusions
• PLC Programming and SCADA Systems Integration
270
Task 1 40

1.1 24

1.2 16
Task 2 80

2.1 50

2.2 20

2.3 10
Task 3 10

3.1 10
Task 4 40

4.1 40
Task 5 100

5.1 30

5.2 30

5.3 8

5.4 12

5.5 20
270
Up to 4 trips onsite.

Finalize and coordinate an electrical punch list and walkthrough.

Witness Factory Test (Switchboard, MCC, Primary VFD Sections, and Control Panel) Review shop drawings and submittals from the Contractor (assume 15-20).

Attend one (1) site pre-construction meeeting.

Start-Up Assistance / Close Out / Record Drawings
Coordination with PG&E.

Verify Contractor mark-ups and assist with the preparation of Record Drawings accordingly.

Engineering-level design and oversight during start-up.

Coordinate with City operations staff and Contractor for start-up and commissioning.

San Juan Bautista Sewer Force Main Engineering Services During Construction Task List and Hourly Breakdown Prepared by ControlPoint Engineering, Inc.

March 27, 2023
Description Hours
TOTAL
Electrical Inspections
Pre-Construction Meeting
Engineering Construction Coordination
Phone calls, email correspondence, meetings.

Review and respond to RFIs submited by the Contractor (assume 8-10).

Review and respond to Contract Change Order (CCO) requests submitted by the Contractor (assume 2).

Contractor Shop Drawing, RFI, and Change Order Review
March 7, 2023
Gabe Aronow
Principal

STANTEC
3785 Atherton Road
Rocklin, CA 95765
Re: San Juan Bautista to Hollister Sanitary Force Main Project Proposal for Biological Construction Compliance Services Dear Gabe,
Thank you for requesting a scope of work for biological construction compliance services for the San Juan Bautista to Hollister Sanitary Force Main Project. For purposes of this scope of work, a construction duration is estimated as twelve months, with a start date estimated in summer 2023.

The following scope of work includes tasks needed to comply with biological measures as described in the following documents:
 Mitigation Monitoring and Reporting Plan (EMC Planning Group 2022);  Biological Opinion for the San Juan Bautista to Hollister Sewer Force Main Project, San Benito County, California (“BO”, USFWS 2022);
 Section 2081 Incidental Take Permit, San Juan Bautista to Hollister Sewer Force Main Project (2081-2022-033-04) (“CDFW ITP”, CDFW 2023); and  Notice of Applicability for the San Juan Bautista to Hollister Sanitary Sewer Force Main Project, San Benito County, Project No. 33522WQ04 (Water Board 2022).

Mr. Aronow

STANTEC
March 7, 2023, Page 2
Task 1 Project Administration and Communication
EMC Planning Group will conduct necessary project management and administration tasks, and coordinate with the construction team/client as needed.

Task 2 Offsite Mitigation Credit Approval
Per California Department of Fish and Wildlife (CDFW) Incidental Take Permit (ITP) measure 17 and the U.S. Fish and Wildlife Service (USFWS) Biological Opinion (BO), habitat impacts would be offset through the purchase of conservation credits.

According to the BO, 7.8 acres of dual species credits are required. 2.1 of the credits for California tiger salamander will also satisfy the CDFW ITP measures. This task will include coordination with Sparling Ranch Mitigation Bank, or another conservation bank if preferred by the City of San Juan Bautista (City). Prior to the purchase of the credits, CDFW and USFWS approval of the bank will be requested.

Once the credits have been purchased, a copy of the bill of sale and payment receipt will be submitted to CDFW and USFWS prior to the start of burrow/crevice excavation and/or construction.

Schedule: Upon contract authorization
Task 3 Submittal of Biologist Qualifications, Project Schedule, and Project Plans
To comply with MM BIO-7 and conservation measures identified in the CDFW ITP and USFWS BO, EMC Planning Group will submit qualifications of the project team biologists for USFWS and CDFW approval. We have included Bryan Mori as a part of our project team, an independent wildlife biologist with the handling permits specific to California tiger salamander and California red-legged frog. Once approved, the project plans and work schedule will be submitted to USFWS and CDFW.

In addition to the project plans, Geographic Information Systems (GIS) data files for the temporary and permanent habitat impact areas authorized under the CDFW ITP will be submitted to CDFW.

Schedule: Upon contract authorization
Mr. Aronow

STANTEC
March 7, 2023, Page 3
Task 4 California Tiger Salamander and California Red-Legged Frog Mortality Reduction and Relocation Plan
If California tiger salamanders and/or California red-legged frogs are found during surveys or construction, they will require relocation to an offsite location. Per CDFW ITP Measure 9, a California Tiger Salamander and California Red-Legged Frog Mortality Reduction and Relocation Plan will be prepared and submitted to CDFW for review and approval.

The Plan shall include, but not be limited to, a discussion and map of the portion of the project area which represents potential upland habitat; identification of the area within

1.3 miles of known or potential breeding habitat for California tiger salamander; detailed survey, capture, handling, and relocation methods; identification of relocation areas; and identification of a wildlife rehabilitation center or veterinary facility capable of treating injured wild amphibians.

Schedule: Upon authorization; to be submitted a minimum of 30 days prior to construction.

Task 5 Pre-Activity Surveys and Letter Reports
There are a number of special-status species with the potential to occur in or adjacent to the project area. Pre-activity surveys will be conducted for the following:
 California tiger salamander, California red-legged frog – immediately prior to construction within potential aquatic habitat (BO CTS/CRLF 4, CDFW ITP 12);  American badger – within 14 days prior to construction (MM BIO-3);  San Joaquin kit fox – within 30 days prior to construction (MM BIO-4, BO SJKF 1);
 Burrowing owl – within 14 days prior to construction (MM BIO-5);  Roosting bats – within 14 days prior to construction (MM BIO-6);  Nesting birds - within 14 days prior to construction if started during nesting season (January 15 – September 15) (MM BIO-8); and
 Dusky-footed woodrat – within 14 days prior to construction (per request from the City of Hollister).

Some surveys can occur concurrently. This task includes six (6) survey site visits and two (2) letter reports documenting the results of the surveys to be submitted to USFWS, Mr. Aronow

STANTEC
March 7, 2023, Page 4
CDFW and the City of San Juan Bautista. Surveys for amphibians will adhere to the recommendations in the Declining Amphibian Populations Task Force’s Fieldwork Code of Practice. If special-status species, roosting bats, or nesting birds or raptors are identified during the surveys, additional monitoring, coordination with USFWS/CDFW, or relocation may be recommended, and a contract amendment may be required.

Schedule: Fourteen (14) days prior to the start of project activities, six (6) site visits Task 6 Burrow/Crevice Flagging and Excavation
To comply with CDFW ITP measures 13 and 14, the biologist will flag all animal burrows and crevices suitable for California tiger salamander occupancy within the project area and a 50-foot buffer outside the project area. Prior to ground disturbance, the burrows/crevices will be fully excavated. Methods include hand excavation or guided machine excavation with assistance from the construction crew. For purposes of this proposal, three (3) full days of burrow excavation are included. If additional days are needed, a contract amendment may be required.

Schedule: Prior to the start of construction (3 site visits) Task 7 Delineation of Habitat, Exclusion Fencing Plan and Installation
CDFW mitigation measure 7 requires a clear delineation of habitat prior to the start of construction. Signs, posting stakes, flags and/or rope or cord may be used to delineate the boundaries. Per CDFW ITP measure 15, an Exclusion Fencing Plan will be prepared and submitted to CDFW. Once the Plan has been approved, exclusion fencing will be installed under the direct supervision within no longer than 48 hours after burrow/crevice excavation has been completed. The biologist will work with the construction crew to identify the areas requiring symbolic fencing and coordinate the extent and locations of exclusion fencing.

Schedule: Prior to the start of construction, periodic checks of fencing throughout project duration (1 site visit)
Task 8 Training Session for All Construction Personnel
To comply with USFWS and CDFW conservation measures and MM BIO-2, an EMC Planning Group biologist will develop and implement a worker environmental awareness program (WEAP) to inform workers of sensitive biological resources in the Mr. Aronow

STANTEC
March 7, 2023, Page 5
area, the potential presence of special-status species and their protected status, work boundaries, and measures to be implemented to avoid loss of these species during construction.

This task includes preparation of program materials and two (2) “tailgate” meetings to train workers on the site. A log documenting completion of the training will be maintained and submitted to the CDFW, USFWS, and the City with a copy of the education materials to document compliance.

Schedule: Immediately prior to project activities, 2 site visits Task 9 Construction Monitoring
To comply with USFWS and CDFW conservation measures and measures contained in the MMRP, monitoring during initial disturbance (MM BIO-7, BO CTS/CRLF 4 and 6), inspection of excavated holes and trenches (BO CTS/CRLF 7), trash removal and storage compliance monitoring, exotic species removal, and designation of a construction biological monitor (BO CTS/CRLF) will occur. Daily monitoring will occur during construction in or adjacent to aquatic habitat and grassland (upland) habitats (30 days).

Once construction in or adjacent to aquatic habitat and grassland (upland) habitats has been completed, the monitor selected from the construction crew, not under contract to EMC Planning Group, will provide weekly monitoring and monitoring for the remainder of the project duration. The biological monitor will conduct a site visit once per month to document compliance with measures during construction (12 half-day site visits).

Schedule: During project activities, 30 8-hour visits, 12 4-hour visits Task 10 Reporting
To comply with USFWS and CDFW conservation measures and the MMRP, EMC Planning Group and the designated construction biological monitor will maintain a daily log to document excavate hole and trench investigation, trash removal and storage compliance, and wildlife observations. Weekly reports on construction monitoring activities for San Joaquin kit fox, California red-legged frog, and California tiger salamander will be completed and submitted to USFWS and the City of San Juan Bautista. Quarterly compliance reports will also be submitted to CDFW and the City of San Juan Bautista. For construction conducted in 2023, an annual report will be prepared Mr. Aronow

STANTEC
March 7, 2023, Page 6
by January 15, 2024, and a final project report will be prepared in 2024 after the work is completed.

An Annual Project Status Report will be prepared and submitted to the Central Coast Water Board by May 31 of each year following the issuance of the Notice of Availability, regardless of whether project construction has started or not.

Schedule: 48 weekly reports, 4 quarterly reports, 1 annual report (CDFW/USFWS), 1 final project report (CDFW/USFWS), 3 Central Coast Water Board Annual Project Status Reports Assumptions
Duration and number of site visits required are based on the assumption that construction would begin in spring 2023 and require 12 months to complete. It is also assumed that the City will provide arborist services, if required, tree removal permitting, and tree replacement directly and that scope is therefore not included here.

Additional tasks or survey days may require a contract amendment.

Biological Team
The following biologists would administer and perform the tasks listed above.  Janet Walther, EMC Planning Group Principal Biologist Monitor;  Patrick Furtado, EMC Planning Group Senior Biologist Monitor;  Inger-Marie Laursen, EMC Planning Group Associate Construction Monitor/Wildlife Biologist; and
 Bryan Mori, Wildlife Biologist, Bryan Mori Biological Consulting Services.

When possible, site visits will be combined to comply with multiple tasks for cost savings.

Expenses, Travel
ControlPoint
SCADA and PLC
Programming
ControlPoint
E&I Support
EMC, Environmental
Monitoring
Capstone; Structural
Support
Staff Name Aronow,
Gabe
Cohen,
Beth
McGartland,
Kelly
Vakulchik,
Alex
Padilla,
Mitchell
Bartos,
Andy
Olivia
Herrera
Billing Rates $276 $275 $200 $200 $187 $211 $164
Total Hours 616 66 482 438 164 72 156 Hours Labour Expense Subs Total Total Fee * $170,016 $18,150 $96,400 $87,600 $30,668 $15,192 $25,584 $12,100 $192,236 $59,459 $118,476 $55,000 1,994 $301,002 $2,500 $407,380 $880,882 Task Name Hours Labour Expense Subs Total
1 Pre-Construction Meeting 12 12 12 $500 $3,359 36 $8,112 $500 $3,359 $11,971 2 Review Submittals (100 submittals; 30 resubmittals) 70 40 250 250 24 16 $19,800 $33,000 650 $138,184 $52,800 $190,984 3 Review RFIs (75) 40 24 80 80 $14,300 $22,000 224 $49,640 $36,300 $85,940 4 Assist in Preparation of Change Orders (5; modest) 6 16 16 16 54 $11,432 $11,432 5 Construction Meetings (50 total; 3 civil & 4 electrical on site) 32 60 40 $1,000 $15,400 132 $28,832 $1,000 $15,400 $45,232 6 Limited Operation & Maintenance Manual 8 40 140 $500 188 $36,388 $500 $36,888 7 Prepare Conformed Drawings and Record Drawings 4 4 40 40 $500 $6,600 88 $18,344 $500 $6,600 $25,444 Total Engineering Services and Limited O&M Manual 172 64 462 438 164 72 $2,500 $59,459 $55,000 1,372 $290,932 $2,500 $114,459 $407,891 8 PLC and SCADA Programming 12 2 12 $192,236 26 $6,262 $192,236 $198,498 9 Biological Monitoring 8 8 $100,684 16 $3,808 $100,684 $104,492 10 Supplemental Environmental Site Survey 8 $17,792 8 $2,208 $17,792 $20,000 11 Construction Management Support Services 416 156 $9,600 572 $140,400 $9,600 $150,000 Total Scope of Services 616 66 482 438 164 72 156 $12,100 $192,236 $59,459 $118,476 $55,000 1,994 $443,610 $2,500 $407,380 $880,882 * 2023 rates used for 2023 and 2024; no rate escalation included. Rates will have to increase for 2025 if there are delays and the budget adjusted.

Project Summary Totals
FEE ESTIMATE - San Juan Bautista Force Main Project
Page | 7 27 July 2023

BUDGET ESTIMATE
The total budget estimate for the above scope of services is $880,882. A cost summary is provided below and a breakdown of the estimated labor hours and budget by task is shown on Attachment A.
1 Pre-Construction Meeting $11,971
2 Review Submittals (100 submittals; 30 resubmittals) $190,984 3 Review RFIs (75) $85,940
4 Assist in Preparation of Change Orders (5; modest) $11,432 5 Construction Meetings (50 total; 3 civil and 4 electrical on site) $45,232 6 Limited Operation & Maintenance Manual $36,888
7 Prepare Conformed Drawings and Record Drawings $25,444 Total Engineering Services and Limited O&M Manual $407,891 8 PLC and SCADA Programming $198,498
9 Biological Monitoring $104,492
10 Supplemental Environmental Site Survey $20,000
11 Construction Management Support Services $150,000
Total Scope of Services $880,882
Item: 4.B
City Council Meeting
August 3, 2023
Page | 1

CITY OF SAN JUAN BAUTISTA

CITY COUNCIL STAFF REPORT
DATE: AUGUST 3, 2023
DEPARTMENT: CITY MANAGER
FROM: DON REYNOLDS
BY: DON REYNOLDS
TITLE: AUTHORIZING THE CITY MANAGER TO SIGN AND FILE A

FINANCIAL ASSISTANCE APPLICATION FOR A FINANCING

AGREEMENT FROM THE STATE WATER RESOURCES CONTROL
BOARD FOR THE CITY’S SANITARY SEWER FORCE MAIN
PROJECT (“PROJECT”)
RECOMMENDED MOTION:

A motion is sought to approve the attached Resolution designating the City Manager to sign and file application and related documents as required by the State Water Resources Control Board and allow the City access the $3 million State grant awarded in June 2022.

RECOMMENDATION:

Designate Don Reynolds, City Manager to sign and file the application, agreement, requests for reimbursements, and other related documents required by the State Water Resources Control Board to allow the City to access the $3 million State grant awarded in June 2022 EXECUTIVE SUMMARY:

With the support of Speaker of the House Rivas, and Senator Caballero, the City was awarded $3 million in the State’s Fiscal Year 2022/23 Budget. It has taken a year to get the application, agreement and paperwork situated and ready for execution. These funds are flexible and can be used to reimburse the City for the costs of design, and future construction costs. The City has also received grant commitments from the Environmental Protection Agency, and the United States Department of Agriculture (USDA) for a total of $8 million, and a low interest loan of $10 million from the USDA.

FISCAL IMPACT:

These State grant funds are a critical piece of the City’s financial plan to build the Project.

Executing this Resolution is the final step towards receiving these funds.

ATTACHMENT- Resolution
RESOLUTION NO. 2023- XXX

A RESOLUTION OF THE CITY OF SAN JUAN BAUTISTA AUTHORIZING

THE CITY MANAGER TO SIGN AND FILE A FINANCIAL ASSISTANCE

APPLICATION FOR A FINANCING AGREEMENT FROM THE STATE WATER RESOURCES CONTROL BOARD FOR THE CITY’S SANITARY SEWER FORCE MAIN PROJECT (“PROJECT”)
WHEREAS, On July 11, 2022, the City issued a press release in gratitude to Assemblymember (now Speaker of the House) Rivas and Senator Caballero for their success in securing a $3 million dollar appropriation from the State for the City’s sanitary sewer force main project (“Project”); and
WHEREAS, this $3 million is a critical part of the $23.6 million needed to fund the whole project, that now is ready to break ground and commence construction once the contract is awarded; and
WHEREAS, Municipal Code 2-2-120 “City Manager powers” provides for the City Manager to have the power and authority to properly perform any duty assigned to him/her by the City Council or by other process of law, including the signing and filing of legal documents and agreements that implement City policy; and
WHEREAS; the City Council agrees to delegate its authority to the City Manager to execute agreements and documents with the State Water Resources Control Board, that will allow the City to receive the $3 million grant awarded in the State’s Fiscal Year 2022/23 Budget for the Project.

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA (“ENTITY”) NOW HEREBY FINDS:

1. That the recitals in this Resolution and accompanying staff report are true and correct and are hereby made a part of this Resolution.

2. The City Manager (the “Authorized Representative”) or designee is hereby authorized and directed to sign and file, for and on behalf of the Entity, a Financial Assistance Application for a financing agreement from the State Water Resources Control Board for the planning, design, and construction of its sanitary Sewer Force Main (the “Project”).

3. This Authorized Representative, or his/her designee, is designated to provide the assurances, certifications, and commitments required for the financial assistance application, including executing a financial assistance agreement from the State Water Resources Control Board and any amendments or changes thereto.

4. The Authorized Representative, or his/her designee, is designated to represent the Entity in carrying out the Entity’s responsibilities under the financing agreement, including certifying disbursement requests on behalf of the Entity and compliance with applicable state and federal laws.

PASSED AND ADOPTED by the City Council of the City of San Juan Bautista at a special meeting held on the 3rd day of August 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________
Leslie Q. Jordan, Mayor
CERTIFICATION/ATTEST:

I do hereby certify that the foregoing is a full, true, and correct copy of a resolution duly and regularly adopted at a meeting of the San Juan Bautista City Council held on August 3, 2023 ___________________________
Elizabeth Soto, Deputy City Clerk
Item #
City Council Meeting
July 18, 2023
1 CITY OF SAN JUAN BAUTISTA

CITY COUNCIL REPORT
AGENDA TITLE: FIRST ANNUAL REPORT OF THE ECONOMIC

DEVELOPMENT CITIZEN ADVISORY COMMITTEE
(EDCAC) - A STANDING COMMITTEE OF THE CITY

COUNCIL FOR BUSINESS IMPROVEMENT,

RESILIENCY, AND OVERALL COMMUNITY ECONOMIC

DEVELOPMENT
MEETING DATE: July 18, 2023
DEPARTMENT HEAD: Brian Foucht, Community Development Director RECOMMENDED ACTION(S):

Accept the report of the EDCAC and direct staff and the committee toward preparation of an economic development strategy for San Juan Bautista.

BACKGROUND:

In September, an informal group of San Juan Bautista business interests (San Juan Bautista Business Forum) expressed a desire to establish a formal, organized approach to address business improvement, resiliency and overall economic development in San Juan Bautista. The Business Forum discussion focused on the need for 1) enhanced resources for local business development and support; 2) organized communication and follow up with staff and City Council regarding these concerns, and 3) ongoing liaison and follow up with economic development resources in San Benito County and through State and Federal agencies.

In September 2021, Mayor Jordan asked that this discussion be placed on the City Council agenda for discussion and possible direction to staff, resulting in formation of the EDCAC. The attached report contains and brief history of the formation of the EDCAC, followed by a report and recommendations prepared by three subcommittees established by the EDCAC as working groups to address various aspects of economic development.

DISCUSSION:

The 11 - member (as constituted) EDCAC provides an invaluable filter to identify economic development connections and relationships initiatives most helpful to the City’s business and overall economic outlook. The EDCAC has struggled at times, but prevailed collaboratively to achieve a unified set of prescriptions capable of evolving a local strategy.

Item #
City Council Meeting
July 18, 2023
2 Nonetheless, the Committee, through the activities of its subcommittees, ultimately over-reached beyond the intent of the City Council; i.e. subcommittee members have developed and implemented specific programs well ahead of City Council acknowledgement, direction and assignment of administrative support. In a few instances lines have been blurred between private or individual member interests and those local public interest initiatives that require support from strategic and leveraged grant funding or the City’s general fund. These are not negative results; it means that aspirations of Committee members for the City, commitment, and excitement among members regarding a new way of looking community health and economic resilience, and communication between EDCAC members, its subcommittees and community affiliates is at a very high level. The EDCAC was designed to accommodate this sort of integrated outreach, as a way of enriching the Committee’s knowledge base necessary for informed recommendations to the City Council.

Further Discussion Items: As the Committee goes forward staff recommends that the City Council request that the EDCAC incorporate the following measures:

1. EDCAC more frequently (quarterly) involve the City Council in dialogue;

2. Prioritize and report EDCAC subcommittee recommendations, endorsed by the Committee as a whole, as a set of economic development policies and implementation programs for reference in the SJB Economic Development Strategy Plan and General Plan;

3. Continue to work to evolve relationships using resources referenced in the City’s 2023-24 Budget;

4. Reemphasize and confirm the valuable role of each subcommittee, as currently constituted.

Staff recommends that the existing EDCAC subcommittees demonstrate the continued ability to work to accomplish their objectives in the manner established by the EDCAC. In particular, staff recommends that the City Council direct the EDCAC to ensure that working subcommittees are integrated, interdependent and mutually supportive.

Attachments:

EDCAC Report 2022-23
EDCAC Bylaws
Community Resource Committee Annual Report | 1
San Juan Bautista Economic Development Citizens Advisory Committee Overview Of Activities and Report 2022-23
With Recommendations
Formation, Organization and Support
The City Council formally established the Economic Development Citizens Advisory Committee (EDAC) via Resolution 2021-65 in November 2021 in response to a desire by the business community to establish a formal, organized approach to addressing business improvement, resiliency, and overall economic development in San Juan Bautista. The focus at the time was on 1) enhanced resources for local business development and support; 2) organized communication and follow up with staff and City Council regarding these concerns, and 3) ongoing liaison and follow up with economic development resources in San Benito County and through State and Federal agencies.

The need for organized community input to the then impending San Benito County Comprehensive Economic Development Strategy (CEDS) was cited a persuasive reason to establish the EDCAC. The importance of the EDCAC in addressing economic development initiatives for the benefit of the SJB community remains significant with the ongoing development of the Comprehensive Economic Recovery Fund (CERF) program. This top down economic development planning exercise is paving the way for funding economic development projects at the local San Benito County and SJB City levels.

EDCAC was established as a “standing committee” , first with 7 members and then subsequently increased membership to 11 members shortly thereafter via Resolution 2021-74.

Subsequent resolutions have been adopted recognizing member resignations and appointments; however, despite several opportunities to do so, the City Council’s intent and the assigned activities have not been amended in any way.

The City Council determined that organized, ongoing and formal communication regarding economic development requires a concerted partner-driven effort involving local education, the arts and culture, education, transportation, land development, public and private investment priorities, marketing and promotion. To accomplish this objective, the City Council established the EDCAC as a “standing committee” with the following purpose:
1) Stimulate the provision of enhanced resources for local business development and support; Community Resource Committee Annual Report | 2
2) Establish and maintain communication with City staff and City Council regarding business support, development, and overall economic development; 3) Establish and maintain an ongoing liaison with economic development resources in San Benito County and State and Federal agencies.

To accomplish this purpose, the City Council directed the EDCAC to conduct activities including but not limited to the following:
1) Host an active forum for exchange of ideas and information and otherwise reach out to the business community, residents, and visitors to promote business development; 2) Evaluate and determine the economic needs of the business community and residents; 3) Interact proactively with a broad spectrum of economic development interests; 4) Recommend strategies to the City Council to provide resources directly to local businesses.

A standing committee of this sort, distinguished from an ad hoc committee, is subject to the Brown Act (Government Code Section 54952) and also the “Maddie Act” (Government Code Section 54970 et seq) designed to increase public awareness of appointments made by the City Council and to provide the local legislative bodies access to critical talent resources that would otherwise go unused. This type of committee is subject to specific reporting requirements regarding appointments, terms and qualifications of committee members. Staff resources are necessary to support such committees, including preparation of the list of appointees, management of agendas and minutes, arrangement of resources, research, report preparation, and meeting facilitation, and implementation, via grants and staffing, of programs and activities.

The EDCAC adopted Bylaws on December 21, 2022.
(EDCAC meetings are recorded video meetings, and agendas, minutes and videos can be accessed on the City’s website at the following location: Welcome to San Juan Bautista, CA (san-juanbautista.ca.us)) This model is precisely what the Business Forum participants suggest is an important objective for the committee - a way to bring information, resources, and feedback to the City Council that would otherwise be difficult to access or obtain. Information and resources would be expected to come to the committee from staff, advisors, and committee research and outreach for organized presentation to the City Council.

The EDCAC has been supported from the beginning, at nearly every meeting, by a dedicated and knowledgeable technical advisory group (“advisors”) group of economic development professionals via the San Benito County Economic Development Corporation (Renee’ Wells) and Governor’s Office of Business and Economic Development (GoBiz: Danna Stroud and Brian Community Resource Committee Annual Report | 3
Coleman). Staff at the Monterey Bay Economic Partnership (MBEP) recently joined with GoBiz staff to provide support in connecting key resources discussed later in this report.

To date, the EDCAC has functioned without specific budget as a general fund expenditure as a Community Development Department Program.

The EDCAC very quickly understood the importance of establishing both a Mission Statement aligned with the City Council’s statement of purpose and of establishing a San Juan Bautista Vision statement as a way of ensuring that the Committee would work toward results that are aligned with the community values and long-term aspirations. The following are EDCAC Mission and City Vision statements adopted by the EDCAC to guide the work of the Committee and to frame recommendations to the City Council:

EDCAC MISSION STATEMENT
The San Juan Bautista EDCAC’s Mission is to engage, support and attract local business to create a sustainable, diverse community that promotes, increases and sustains economic opportunities and success, facilitates and promotes community activities that attract local citizens and visitors alike, and improves the quality of life in San Juan Bautista.

EDCAC VISION (statement) OF SAN JUAN BAUTISTA
San Juan Bautista is a small, welcoming City with a vibrant economy that is surrounded by protected and conserved open space. The City is enriched through preservation of its historical resources and creative expression through the arts and within its public places.

The City rests on a rural foundation that celebrates diversity, connectivity and supports residents and visitors alike with quality services and amenities within a well-developed central business district, a new employment center, and well-maintained neighborhoods. These attributes are made possible through education at all levels, focused government programs, and enlightened and compassionate governance.

Key work products attached as exhibits to this report explain the process used to derive these statements, including a member questionnaire, organized discussion of key topics of concern derived from the questionnaire, content analysis by staff of alternatives (interpretive guide) and finally a limited menu of preferred statements from which the above statements were derived.

These statements are the result of a successful EDCAC practice of establishing subcommittees to set the stage for action by full EDCAC.

Community Resource Committee Annual Report | 4

SUBCOMMITTEES
The depth and variety of the topics in the member responses to the questionnaire prompted staff and advisors to work with the Committee to establish subcommittees arranged by key topics derived from the City Council Resolution and the Mission and Vision Statements.

The EDCAC thereafter shifted the most significant work of the EDCAC to these subcommittees, with coordination by the EDCAC of subcommittee findings and recommendations during monthly meetings. Due to Brown Act requirements, such a structure prompted the EDCAC to establish rules of member conduct within and between subcommittees and with the EDCAC.

The EDCAC determined that all voting members must participate in one of three (3) subcommittees, with a requirement that not more than a quorum of EDCAC members may serve on an individual subcommittee, no member may serve on more than one subcommittee, and committee members may not discuss their work with members of other subcommittees outside an EDCAC meeting.

Each subcommittee has been responsible to develop an agenda, methods and cultivate resources necessary to accomplish their objective.

The work of subcommittees, taken together, are the basis for development of a local economic development strategy that can then be integrated with the City’s Economic Development planning, County CEDS program, CA GoBiz CERF program, and other ED programs.

The following are subcommittee roles, responsibilities membership and recommendations of each subcommittee
I. Economic Development Outreach Subcommittee (2022 members: Darlene Boyd, Lizz Sanchez-Turner, Fran Fitzharris; 2023 Members: Leslie Jordan, Fran Fitzharris, Lizz Sanchez - Turner) :

A. Role and Responsibility: This subcommittee will research and inform the EDCAC and other subcommittees of work by economic development organizations and entities within San Juan Bautista, the County and the broader region including: the San Juan Business Association; San Juan Committee; San Benito County Economic Development Corporation (CEDS initiative); San Benito County Economic Development Advisory Committee; San Benito County Business Council; San Benito County Chamber of Commerce; Hollister Downtown Association; Economic Development Corporation Partnership (San Benito County); Monterey Bay Economic Partnership; Rural Counties Representatives of California, Central Coast Coalition (Uplift Central Coast), and GoBiz (CERF initiative); and CALED.
• Current EDCAC appointed Members: Fran Fitzharris, Lizz Sanchez-Turner, Leslie Jordan.

Community Resource Committee Annual Report | 5
• Previously Appointed Members: Luke Kerbs (resigned); Beverly Meamber (resigned); Darlene Boyd (appointed to Community Relations and Resources subcommittee) B. Recommendations of the Outreach Subcommittee for the 2023 SJB EDCAC Outreach subcommittee researched nearly 40 organizations to obtain an idea of who might be positioned to:
1- Offer grants that may be pertinent to our planning – what are our priorities? 2- Might become suitable partners with our plans – what are our priorities? 3- Tools to guide us through the planning processes to create & review priorities, including sustainability.

San Juan Committee DBA:

San Juan Bautista Business
Association
The mission of this organization is to promote economic vitality while maintaining the charm and history of San Juan Bautista. .(This group can function to provide programs, offer services and engage in other activities that promote and support community development, acting much like a
community development corporation.)
San Benito County Economic
Development Corporation
(CEDS initiative development)
promotes economic growth and development in San Benito
County, California through business attraction, retention, expansion and creation, while maintaining and preserving our agricultural land and rural environment.

San Benito County Economic
Development Advisory
Committee
is committed to preserving and nurturing public access and participation in economic development and revitalization San Benito County Business
Council
Local business, agency & government leaders committed to actively contributing to the economic vitality and wellbeing of the communities of SBC
San Benito County Chamber of
Commerce
provide benefits and resources to support member
businesses for a strong community and regional economy, civic, cultural and educational climate.

Economic Development
Corporation Partnership (San
Benito County)
promotes economic development through business
attraction and support, creating economic opportunities to improve our quality of life.

Central Coast Coalition California’s Economic Development Network California Main Street Transformation strategies that articulate a focused, deliberate path to revitalizing or strengthening a
downtown or commercial district’s economy
Community Resource Committee Annual Report | 6
Save Our Town
https://saveyour.town/
specialize in low or no cost solutions, ones that will work in even the tiniest of towns.

SERP = CEQA Statutory
Exemption Restoration Projects:
https://wildlife.ca.gov/CuttingGreen-Tape/SERP
for fish and wildlife restoration … San Juan Creek?
Marsh/riparian restoration habitat? Upland restoration
habitat?

C. EDCAC Adopted Outreach Recommendations

1. City Council
Immediately update the City Community Center to a variable use facility. (i.e.: sound proofing, installing WIFI access, white board(s) projector, zoom live stream camera, microphone(s) for use by city committees and other organizations. Create a “Room Request Form” and calendar and access protocols for use.

2. Planning Commission
Legislate for the Historic Downtown Business zone property owners to maintain certain building and upgrade standards for appearance, safety, useability of space and timeliness of vacancies to help support city infrastructure and services to benefit the City, property owners, attract upscale tenants and economic development.

3. SJBBA (staff note: formerly San Juan Committee)
o Prepare actuary of city grants and statistical analysis upon the impact of advocacy efforts, marketing, and visitor attraction to our city. o Consider hiring a part/full-time social media producer and coordinator to attract visitors to our city/region. Use of grants with developing plans to sustain this position.

4. 2023 EDCAC planning
o Create a handbook for EDCAC members to allow for easy access to organizational expectations and processes as well as updating subcommittees and other task force formations and activities.
o Do a review of the Brown Act as presented to the City Council and the Planning Commission. Include this slide presentation and any updates in the handbook.

Community Resource Committee Annual Report | 7
o Study the SJB Strategic Plan to determine areas in which to pursue assistance, grants, partnerships. Brainstorm ideas, choose best ones to pursue. o Find funding sources ( and partners) that fit our priorities, rather than shaping our priorities to fit funding sources (and partners).
o Urge Business Development and Retention subcommittee to create a work plan (Pg. 18 in Revitalizing Main Street), including timelines, assignments, itemized budget if needed, pertinent data, and evaluation (benchmarks) procedure. Also read and adopt significant ideas of the book Recast Your City by Ilana Preuss.

Also review “Why Business Retention and Expansion Plans are Important for Downtowns” at https://www.mainstreet.org/blogs/national-main-streetcenter/2017/05/24/why-business-retention-and-expansion-plans-are-importantfor-downtowns. o Urge both Business Development and Retention and Community Relations and Resources subcommittee to review the Community Heart & Soul grant ( i.e.:
seed funds to establish the CHS community engagement model in your district; https://www.mainstreet.org/howwecanhelp/fundingopportunities) and MobileT grants (https://www.t-mobile.com/brand/hometown-grants).

II. Business Development and Retention subcommittee (3 members: Heliena Walton, Patricia Bains, Stephanie Correia ):

A. Role and Responsibility: This committee will take a hard and critical look to develop recommendations for establishing and enhancing business development and retention tools and practices in the City. The focus will be on the experience of prospective, new, and existing business interactions with the City, County, State and economic development entities to achieve stability and success.

• Current Appointed members: Heliena Walton, Patricia Bains, Stephanie Correia, Deanna Snyder;
• Previously Appointed Members: Fran Fitzharris (appointed to Outreach subcommittee)
B. The Business Development & Retention Sub-Committee Recommendations:

1. Update the City's website with a tab for business resources to make it user-friendly for potential businesses and resources for new and existing companies to utilize with actionable intel. We should have periodic workshops, such as the one provided by GoBiz, to educate and instruct our businesses regarding available resources and to stay up to date with emerging business support resources.

Community Resource Committee Annual Report | 8

2. It would be helpful to have a list of strategic alliances with community-based organizations, County and even State resources. For instance, we can partner with a Business Association and have a Business Resource Center in the heart of downtown.

Use the GoBiz model of providing information locally that will benefit local businesses.

3. Create a strategic plan for our new Business District and implement outsourced resources with the core competency to accomplish the goals. One measure of such a strategy would be to create disincentives for vacant buildings in Downtown.

4. Create a healthy City with Tourism which is a critical component to maintaining existing businesses and attracting new businesses to our City. We need to create a business retention and expansion plan. One way to do this is to create a marketing tool that emphasizes San Juan Bautista charm, such as a “San Juan Bautista Insider” magazine.

5. The revitalization of the main street is essential, whether we use Retail Strategies or piggyback on some options with the downtown Main Street program. Whatever source(s) are chosen, the bottom line is that we need professional assistance in order to reach our desired goal. The City should invest in a staff person that is contracted specifically to work directly and closely with local businesses and groups to accelerate ED.

6. There should be a program to support rehabilitation, including seismic retrofit of historic resources (via Mills Act tax credit program and grant funding) of buildings in the Downtown. Downtown revitalization should result in a greater diversity of restaurants and lodging.

7. We need to develop and maintain a social presence and marketing strategies with quantitative and qualitative rates with measurable outcomes.

8. We need to create on-boarding experience(s) around”aha” moments. A prime example would be partnering with the State Park to do re-enactments and maintain a consistent presence on the main street. The concept would be to ensure that activities at the State Park and the Mission filter into the Downtown in a significant way.

9. We need to create strategic alliances around tourism with Tour Bus Companies and create actionable moments. Revitalization must be accompanied by a reimagined and vibrant social atmosphere for locals that visitors would enjoy participating in.

For example, some of the things that are in the planning stages through one of our partners will be a “Murder Mystery” for the City which will create a “buzz” and draw in new people to participate in functions. These types of events will bring Community Resource Committee Annual Report | 9
excitement as well as anticipation of things to come.

10. We have identified some funding sources to support our efforts; however, we need a Grant Writer in order to gain access to the additional funding options such as Grants, funding from City, County, State and Federal sources.

11. We would like to work with the San Juan Committee to identify marketing benchmarks in the effectiveness of our current marketing strategy. It would be great to have a facilitated retreat with the San Juan Committee and the SJB Business Association to create a cohesive and mutually supportive, unified strategy.

III. Community Relations and Resources subcommittee (3 members):

A. Role and Responsibilities: This subcommittee will look ways to enhance the SJB Community with relationships and resources necessary to support the health, safety and well-being of City residents and business owners/employees, including creative placemaking, parks and recreation, business and resident collaborative groups, active transportation support amenities, the arts, security (connections with the safety committee) and health and wellness community and neighborhood activities and events. Appointed Members: Teresa Lavagnino, Kim Calame, Darlene Boyd; Previously Appointed Members: Rosa Velez (resigned); Kristina Hastings (resigned); Stephanie Correia (appointed to Business Development and Retention subcommittee) B. Subcommittee Report Summary:

Community Engagement This report reflects the work lead by the Community Resources sub- Committee of EDCAC. The committee is apprised of three volunteers from within the SJB community that strive to facilitate a process leading to a community- driven community recreation program. Rather than reformat the report delivered to the EDCAC and approved, the Community Relations and Resources Report is Attachment 1, as submitted.

The work of this subcommittee focusses on the health of residents and employees via recreation as a means of enhancing quality of life and establishing San Juan Bautista as a desirable place to live and invest in the future (see the attached subcommittee full report).

RESOURCES CONSIDERED BY EDCAC
 GoBiz: Governor’s Office Of Business Development
Business Forum CALOSBA - YouTube (January 11, 2023)
[email protected]; [email protected] Community Resource Committee Annual Report | 10
Linda Quiñones-Vaughan
Central California Regional Advisor
California Office of the Small Business Advocate (CalOSBA) Governor’s Office of Business and Economic Development
1325 J Street, Suite 1800 | Sacramento, CA 95814
(916) 447-7937 [Office]
(916) 716-2614 [Mobile]
 Comprehensive Economic Development Resilience Fund (CERF): See initial EDCAC presentation 2022 February 16 EDCAC (Economic Development Citizens Advisory Committee) - YouTube
 Retail Strategies Inc.: See EDCAC presentation September 21, 2022 2022 September 21 EDCAC (Economic Development Citizens Advisory Committee) - YouTube  California Main Street (Main Street USA): See EDCAC presentation October 26, 2022 2022 October 26 EDCAC (Economic Development Citizens Advisory Committee) - YouTube
 San Benito County Economic Development Corporation Comprehensive Economic Development Strategy (CEDS) See September 21, 2022 2022 September 21 EDCAC (Economic Development Citizens Advisory Committee) - YouTube

EDCAC AFFILIATED MEMBERSHIPS
Affiliated Memberships Various subcommittee members are also involved in other economic development initiatives and organizations as follows:
 Leslie Jordan and Stephanie Correia: EDCAC liaison to San Benito County Comprehensive Economic Development Strategy (CEDS) Steering Committee;  Fran Fitzharris, Leslie Jordan: San Juan Bautista Business Association (501C3) (Formerly San Juan Committee / San Juan Bautista Community Business Association)  Heliena Walton, Patricia Bains: San Juan Bautista Business Association (501(c ) (3); Discover San Juan Bautista (501(c )(6) in process)
 California Main Street (CAMS): The City is a member of California Main Street as a basic member. Sub members with access : Darlene Boyd, Leslie Jordan, Heliena Walton (in addition to Don Reynolds, with Brian Foucht as Main Street membership lead)
Community Resource Committee Annual Report | 11
 San Benito County Economic Development Advisory Committee (now combined with the SBC EDP): the SJB EDCAC is formally established as an ex-officio member. An EDCAC liaison has not been assigned.
 The City is a member of California Association for Local Economic Development (CalED) with free individual member access to webinars. CalEd programs include California Academy for Economic Development - CALED; AND Local Economic Advisory Program (LEAP) | edacademy.org
Community Resource Committee Annual Report | 1
EDCAC Report 2022-23
Attachment 1
San Juan Bautista Economic Development
Citizens Advisory Committee
Community Relations & Resources Sub-committee
2022-23 Annual Report
Community Resource Committee Annual Report | 2
San Juan Bautista
Community Recreation Project
Dream, Develop, and Deliver!
Community Resource Committee Annual Report | 3
The Benefits are ENDLESS!
Co mmu n i ty Recr ea t io n bui ld s Hea lthy Co mmu n i t ies ! It imp ro ves the “Quality of Life”
wi t h i n i ts commu n i t y.

The ben ef i ts of Co mmu nit y Recr ea t io n
rea ch es co mmu n i ty memb er s of all ag es and cu ltu res .

Parks an d Recr ea t io n pro grams br ing
o p p o r t un i t ies fo r t o u r ism.

Quali ty recrea t io n prog ra ms inv i te new families and b u s i n ess t o a co mmu n i ty.

SUMMARY
The City of San Juan Bautista, Ca.
hosts a population of 2,086. To
address local issues, an Economic
Development Citizens Action
Committee (EDCAC) was
developed.

This report reflects the work lead
by the Community Resources subCommittee of EDCAC. The
committee is apprised of three
volunteers from within the SJB
community that strive to facilitate
a process leading to a communitydriven community recreation program.

Community Resource Committee Annual Report | 4
Community Resource Committee Annual Report | 5

INTRODUCTION

D R E A M
A unique opportunity to “dream” what we as the citizens want in a community recreation program.

D E V E L O P
Create values, systems, and funding opportunitiestailored to meet our foundational needs through ongoing community engagement.

D E L I V E R
Provide a sustainable community recreation program that will benefit the community of San Juan Bautista.

Figure 1
Community Resource Committee Annual Report | 6
DREAM Priorities
• Engage our
community
• Partner with
businesses
• Build
relationships
• Analyze existing
programs

A D D E D

P R I O R I T I E S
• Engage with
youth
• Connect with
advocates
• Develop
partnerships and
sponsorships
• Explore Mutiagency Use
Agreements,
(school district,
County, nonprofits, etc.)
A g e n d a s
D R E A M M e e t i n g 1
A g e n d a
• Introductions
• Meet and Greet
• Activity
Brainstorm
• Survey
• Wall Exercise
DREAM

C O M M U N I T Y E N G A G E M E N T
Community engagement is essential to building support for developing a community recreation program. As a small community, our physical and structural resources that are available for recreation programming are limited. By leveraging the support of the community through engagement, we can benefit from a variety of individual, non-profit, commercial and government resources.

M E E T I N G 1
Our first meeting hosted 18 people from a variety of backgrounds. We talked about the benefits that a community recreation program can bring to a community. We brainstormed the recreational activities that people were looking for in our community. We also developed a big idea form that anyone could complete. These were available at a variety of locations around SJB.

In summary, we want it all!
In introductions, each person introduced themselves and talked about how recreation programs have influenced their lives. There were a variety of different recreation interests, including sports, music, fitness, wellness, aquatics, field trips, camps, free programs, events, and more. We also discussed:
“How Community Recreation can benefit a community?”
• Connects and brings a community together including the Mission, the School District, and local and regional business partners. • Improvesthe health and wellness of people within the community. • Providesskill-building and socialization in a positive environment. • Delivers life-long learning opportunities.
• Can support localsocial problems (drug use, mental health, nutritional support, builds confidence, obesity, etc.)
• Provides positive activitiesfor all ages.
• Builds economic development through events, programs, and activities.
• Recreation provides a conduit for Social Equity through free and reduced fee programs.
• Connects communities with local business through sponsorships/ partnerships.
• Increases tourism.
• Escalates economic development.
• In recreation, sportsmanship matters.
• Recreation can work with other agencies to provide services, (Meals on Wheels, Shuttle services, etc.)
• Celebrates Cultural Events.

Community Resource Committee Annual Report | 7
D R E A M M e e t i n g 2
A g e n d a
• Introductions
• Brainstorm
Results
• Survey Results
• Focus Groups
Q1-4
D R E A M M e e t i n g 3
A g e n d a
• Introductions
• Review Meetings
1 and 2
• Results of Focus
GroupQuestions
1-4
• Focus Groups
Q5-8
Next, each person completed a survey and added activities to our wall exercise. Large poster paper was placed on the wall with categories of recreation activities, and participants listed activities/programs in which they were most interested.

M E E T I N G 2
In this meeting, about a third of the attendees were also at the first meeting, We had a total of 19 attendees. We reviewed the results of our activity brainstorm, and we reviewed the results of the survey and the ideas collected in the Big Idea form. We had a solid variety of interests represented in this meeting and a strong interest to get some going as soon as possible.

There were community members that have been at each meeting and representatives that can connect us with sponsorship/partnership opportunities.

M E E T I N G 3
We had 17 attendees at this meeting, many of them were new and leaders within their organizations. In this meeting, we had several new advocates including representatives from the city council, the school district, non-profit leaders, and state parks. We provided a summary of all our meetings and reviewed the results of focus group question 1-4. Then, we divided into focus groups and completed discussion for focus group questions 5-6. Finally, we asked for volunteers to help us develop systems, programs and administrative policies and processes.

T H R O U G H T H E S E M E E T I N G S A N D T H E

S U P P O R T O F O T H E R G R O U P S I N T O W N ,

W E H A V E C O L L E C T E D A N I N V E N T O R Y O F

P R O G R A M S , C O N T A C T S , A N D
A D V O C A T E S .

For the next two, meetings, we had a nice mix of new people and returning supporters. Below, you will see a summary for each meeting. Please refer to Addendum pages for the survey results, which includes activities listed during a wall exercise. Also, see the discussion notes regarding each focus group questions.

Community Resource Committee Annual Report | 8
The first phase of the Community Recreation Project was to connect and to create engagement opportunities with people that see the benefits that come with community recreation. While we identified “Dream” as the “first phase”, that doesn’t mean the dreaming ever stops.

We will always seek input and feedback throughout all our processes as we move toward the next phases,
DEVELOP, then, DELIVER!
Community Resource Committee Annual Report | 9

W H A T C A N

S O C I A L

E Q U I T Y L O O K

L I K E I N

S A N J U A N

B A U T I S T A

C O M M U N I T Y
R E C R E A T I O N ?
“It is a right, not just a privilege,
for people nationwide to have
safe healthful access to parks
and recreation…regardless of
income level, ethnicity, gender,
ability or age.” Cities across the
nation are beginning to
incorporate the value of social
equity into their parks and
recreation planning.

Free and reduced fee-based
programs and activities are
strong components on the path
to social equity in recreation.

Social Equity in Recreation
Providing access to parks and recreational
opportunities to all members of a
community is a critical opportunity for
enhancing social sustainability within a
community. Parks promote physical activity
and promotes mental wellness in addition
to decreasing crime rates. In local
governments across the nation,
consideration of social equity in parks and
recreation operations lie on a broad
spectrum. The Department of Parks and
Recreation at the City of Sacramento,
California has its own sustainability
plan based on the Triple Bottom Line
principle including social equity. This strategy
is something we should explore in the
Develop Phase.

In other communities, public serviceoriented leadership strives to provide low or no cost recreational programs to allow
greater access.

We must address these concepts as a
foundation to building our Community
Recreation Program.

Community Resource Committee Annual Report | 10

DEVELOP
We are now recruiting volunteers/advocates to build
program priorities, foundations, and schedules, and to help develop an administrative structure and processes with the city, develop funding strategies, and meet with potential partners and sponsors.

Once we recruit support, we will start working through all the steps necessary to building a community recreation
program. Our next meeting with be April/May.

Recreation
makes
life
Better.

DELIVER
Feedback has been consistent. People want to get something going so our community can see it and get excited about new recreational opportunities for the SJB community.

While we have some serious work in developing our values, infrastructure, administrative processes, volunteers and staff recruitment, there are programs that we can start very
soon…. the low hanging fruit. We will collate all the existing programs and work to promote them by season/quarter and send them to the community through an eblast.

To deliver a sustainable community recreation program, we need to think out of the box! We need to ask for more than we think we deserve and be creative in developing
sustainable funding strategies while attaining strong
partnerships and sponsorships. We can build our own unique model.

Community Resource Committee Annual Report | 11
The Little Town that could,
should, and will…
Phase 2 and 3, Develop and Deliver, will and can go hand in hand. We can develop as we go.

It will be a process, but with patience and support from our community, our local and regional government leadership, schools, and our business community, we can design an
organically-grown, unique, sustainable, robust community recreation program for all ages.

Community Resource Committee Annual Report | 12
• Establish task forces consisting of interested parties, including local and regional volunteers, local non-profits, and city leadership. Each committee becomes one of three task forces:

Program Taskforce, Administrative Taskforce, Strategic Funding Task Force. • Develop clear,sustainable funding strategies.
• Identify potential corporate and sponsorship
opportunities. Make contact. Develop levels of
sponsorship packages.
• Collaborate with organizations thatsupport and
provide existing sports, arts, and other
recreational programs to bring them under one
umbrella. Identify summer programs to develop an eblast. • Collaborate with School District to involve kids in this process. Connect with school leadership to develop school contest to develop artwork and tagline for a Community Recreation logo.
• Collaborate with school leadership to create programs for youth and teens, such as Youth Alliance, Teen Council, etc.
• Build facility inventory and identify gaps.
• Build a sustainable scholarship fund.
• Explore partnerships with local and regional.
• Collaborate with city leadership to develop systems that support registration, accounting, policies, and procedures.
• Develop Joint-Use Facility Agreements with the School District, State Parks and Hollister Parks and Recreation.
• Plan strategies to keep some activities free and/or reduced.

Next Steps
Community Resource Committee Annual Report | 13
CEDS: Recommended Projects
• Complete Luck Park Plan-Expand library
• At Luck Park, add Senior Center with catering kitchen, meeting rooms, and multi-purpose classrooms attached to Library. Add Visitor Center at Luck Park to better interpret the story of SJB.
• Use funding strategies to expand the High School Campus to include a full-service Community Recreation Center and
Community School programs to bring a Recreation/Education hub to the community, including a Technology Center. If not, explore a stand-alone Community Recreation Center.
• Support a Multi-Modal Hub that would increase tourism and support Community Recreation and Events.
• Splash Pad-Verutti Park, Abbe Park, or property near
Washington/Lang.
• More restrooms to support events and community
• Downtown Revitalization
• Skatepark
• Dog Park
• Active Transportation Plan
Community Resource Committee Annual Report | 14
The End…and the BEGINNING!
Parks and Recreation is more than just fun and games. It becomes the heartbeat of a community and provides a conduit to skill building, arts, improved health, wellness, sports, events, and socialization for all ages! Community Recreation raises the quality of life within a community, and it increases opportunities for tourism, and local businesses. “If change is to be, it’s up to you and me.”
“Dreams are simply goals with wings.” Charles Jordan, Parks, and Recreation The BENEFITS ARE ENDLESS!
Community Resource Committee Annual Report | 15
Addendum
An informal Survey includes a list of suggested activities/programs Focus Group Questions and Answers
Community Engagement Flyers Examples
Task Force Recruitment letter
Community Resource Committee Annual Report | 16
An Informal survey to determine priorities. Each X represents an answer for an individual.

1. Do you reside in San Juan Bautista?
Yes – X X X X X X X X X X X-11
No - X X X-3

2. Do you currently own, operate or volunteer for any organization that offers recreational programming in San Juan Bautista?
Please list:

None
Not Yet
ASJUSD
Scouts
Battle Barn Games
Anza Trail Volunteer
R.E.A.C.H San Benito Parks Foundation
Jr. Giants
Soccer
EDCAC
GoBIZ (Funding)
Pinnacles National Park Partnership
Who, in your household, would be participating in programs? (Check all that apply) Children under age of 5 - X X X
Children between 6-10 – X X X
Children between 11- 15 X X X X
Teens/Young adults between 16-20 X X
Adults 21-30 – X X X X X
Adults 31-40 X X X
Adults 41- 50 X X
Adults 51- 65 – X X X X X X X
Adults 66 + X X X X X X
Person(s) with a disability X (! yes, please), X
Are there any parks, recreation, or cultural activities that you or members of your household would like to see offered in San Juan Bautista that are not currently available? List as many as you would like.

Justice, Equity, Inclusion, Access
Judo, Intro extension of Watsonville Judo Club
Dog Park
Walking Trails in Town
Walking Club
Art & Wine
Community Resource Committee Annual Report | 17
Singles Events
Couples Events
Kids Waterpark
Festivals
Splashpad
Aquatic programs
Indoor park
Music
Dance
Art
Interactional Activities
Skate Park - X
Basketball courts,
Tabletop Gaming
Board Gaming
Robotics
STEM programs
STEAM Programs
Game Nights
Luck Park Plan
Community Garden
Culinary Arts
Theater
Biking
Chess Club
Bonsai
Yoga
Senior specific wellness programs
SJB Youth/Teen Commission
Camps-themed, school breaks for holidays, spring breaks and summer camps.

Transportation to out of town facilities for field trips.

Adult Leagues-All sports
Community Resource Committee Annual Report | 18
What programs would you be interested in? (Check all that apply) Children/young adult team sports
Craft/Fiber Art/ cooking activities - X X X X X X X
Fitness/wellness activities – X X X X X X X X X X
Recreation for people with disabilities – X X X X
Life-time sports (e.g., hiking, pickleball, climbing) – X X X X X X X X X Arts/music programs (i.e., art, theater or music lessons – X X X X X X Adult team sports – X X X X X X X X
Special Interest (i.e., Table games, gardening, self-improvement – X X X X X X X Educational programs (e.g., tutoring, English as a second language classes, STEM, STEAM) – X X X X X X
Childcare (afterschool, preschool, summer, and holiday break camps) – X X X X X X Technology programs (i.e., computer fluency lessons – X X X X X X X X Family activities (i.e., movie night, Indoor Park, Game nights) – X X X X X X X X X Senior programs – (i.e., social activities, health, and wellness activities) X X X X X X X Other (please specify)

3. Would you be willing to pay a fee to participate in programs offered through the Recreation Department?
Yes – X X X X X X X X X X
No – X
Comments: Budget-friendly, please

7. Do you participate in recreational activities offered in other cities? Yes - X X X X X X X
No - X X X
Community Resource Committee Annual Report | 19

8. If yes, which programs have you participated in and in which city have they been located? Where?
Swim
Santa Cruz
Capitola Bay Area Gaming Events
Historical Park
Regional Park
FPOA
Watsonville Bonsai Club
Hollister Recreation
Elkhorn Slough
SJB Life Drawing Group
7th & 8th grade basketball

9. How would you like to learn about future Community Recreation planning? (indicate all that apply) Emails - X X X X X X X X
Flyers in school backpack – X X X
Newspaper – X X X X
Public access television – X
Recreation information fair – X X X
Recreation website – X X X X X X
Social media – X X X X X X X
Other (please specify) – X
EDCAC

10. Do you support the development of a SJB Community Recreation Program? Yes –X X X X X X X X X
Comments – Absolutely!, Definitely
No – zero responses
Community Resource Committee Annual Report | 20
Focus Group Questions 1-4
The bullets listed under each question reflect the combined notes taken from multiple discussion groups. Repeated or similar listings indicate answers from more that one person.

1. Prioritize ourservice priorities. What are the benefits of recreation for each group. Why or why not …do we need to set priorities?
• Priorities determined by money and resources
• Find funding through grants
• Social, learning, Health, and Fun
• Look for city support to provide more access
• Take care of land, transportation, equipment
• Mental and physical health, community support
• Data collection
• Open space
• Youth and Teen-keep them active and engaged and off the streets • Adults-Time off from kids & parents, health, and Wellness activities • Seniors-Keep active and engaged
• People with disabilities
• Notes: Naming opportunities for Big Farm/Business
• Money from: True leaf, Taylor Farms, Coke, Willis, Granite Rock, • Strada Verde-get them to build a community center for P&R to serve senior programs, sports, fitness, classroom space, connected to outdoor space.

2. What are local community issues, with any age group, that we can address through recreation programming.

How can we best address immediate needs while working through the bigger picture? • Social/community engagement with good leadership
• Limit bullying-provide community support for team building and skill building (building relationships) • Provide training for community to work together and leadership skill building • Health and Well-being
• Gathering spaces
• Volunteerscreenings
• P&R can identify and show where more attention is needed. • A year-round, diverse recreation program
• Utilize the resources we in town to create recreation programs and a schedule • Collaboration and communication city and school district-all public money • Human Resources
• Transportation
• Accessibility
• Inclusion
• Vacant lots
• Identify programsthat don’t need money-knitting, walking, pick-up basketball, Indoor park Community Resource Committee Annual Report | 21

3. What values are important to sports programs: How do we establish a value surrounding sportsmanship and other bad behaviors from participants and spectators?
• Encourage participation
• Team building
• Leadership
• Community support
• Behavior contract
• Teach sportsmanship
• Competitiveness
• Self-motivation
• Fun
• Develop mission statement
• Set protocols-Program and Individual activity
• Spectators with bad behavior-no tolerance-eject them
4) What would the administrative structure look like in a SJB Community Recreation program? Is there a parks and recreation committee> Recreation Coordinator, Special event Coordinator? Both? Who would manage them? • Parks and Recreation Director FT or PT
• Parks & Recreation Coordinator
• School staff-sports to get credit for coaching
• City would manage them
• Volunteered-Require background checks
• Funded, paid positions
• Volunteers are important, sometimes hard to sustain
• Partnersupport San Benito County support
• CM Asst ACM Parks and Recreation Coordinator
• Create Parks and Recreation Commission
Community Resource Committee Annual Report | 22
Focus Group Questions 5-8
Our third community engagement meeting participants were divided into 4 groups to discuss and to initiate discussion on important topics needed to develop a Community Recreation program. Below, you will see the combined results of discussion for each group for questions 5-8.
5) How can we work with local businesses to support community recreation? Talk about ideas for developing partnership relationships?
• Work with local business to teach students about the business: Provide hands on experience such as, What it takes to run a business, fashion design, ask business to be a part of teaching skills. • Have a career fair, Rent a dad or mom program, Big Brother, Big Sister programs, Mental Health resources. • Collaborate with SJB Business Association
• Ask for donations from local groups. Ex: El Camino Produce-funded soccer. • Recruit/collaborate with parents who are business owners. • Tech companies-Employee sponsorships
• Bring business to school programs such as afterschool to enrich content. • Luna Gallery can off a space for studio art.
• Business Grant programs
• Partner with small business of large organizations
• Plan outcomes: Who, What, when, where, and Why.
• Business mentoring and fundraising opportunities
• Appeal-share the why
• Grant writing and story-telling
• Find seed money, tap the community, leverage community interest. • Government support-Local and regional
• Offer different levels of support of stakeholder investment with opportunity to buy in. • Identify Point person or liaison to connect with lead person at agency. • Collaborate utilizing Chamber Mixers, Events Networking/ San Juan Committee/ SJBBA • Sponsorships-Go Big!
Ag. Businesses, State Parks, Hildebrand, Foundations-Shawn Herrera, Libraries And local Artisans
• Host Lunches for: jobs, skillsets, building, artisans, agriculture 6) What funding strategies can we start now as “seed” money? How can we fund community recreation without becoming an unsustainable burden to our community.
• Paid Classes-Sip and Donate
• Beer Garden
• Carnival-Dunk the Principal
• Game Nights-Pay to Play-Adults: Chess, Backgammon, Cards, Bingo • City Sponsored Pickleball Tournament
• Restaurant Week-A % will go to fund.
• Tourism brings visibility and helps business and would fund percentage • Kaiser Foundation
Community Resource Committee Annual Report | 23
• San Benito Health Center
• Afterschool Aces-60 students
• Sustain partnerships with school Youth Alliance
• Non-profit average X three years to sustainability
• Rotary, Veterans, R.E.A.C.H, Historical Society
• Fiscal sponsors in exchange for media/marketing
• Grant writing
• Innovative-new approach
• Youth Advocates
• San Benito Foundation
• Social Media Fundraising
• Communication is the challenge
• QR codes Direct Mail/ Email Blast/Social Media
• Events Calendar
• Create Campaigns
• Annual Crab Feed-Unduplicated
• Creative and innovative, per quarter
• Charter Fund provides sustainable funding
• Marketing/ Tourism- for Recreation @ 5 year term
• Music Festivals
• Jasper Movie Festival
7) Scholarship programs are generally based on the free lunch income guidelines. How do wee ensure that we keeps fees affordable for everyone in SJB. Can/ Should we establish some fress programs for our community. • Non-profits
• Yes
• Skill building with Seniors
• Asking for donations-sending letters out
• Volunteer Parks and Recreation tax
• Grants
• Mentorship opportunities/skill building with referred cohort (employee development) • Peer mentorship
• Volunteer hours
• Reduced/free lunch to incentivize participation
• Community Service hours
• Provide opportunities for corporate and organizations • Community members to sponsor
• Exchange: Annual appreciation event
• Free=for everyone, community supported, consistency, sustainability • Yes
• Soccer partners w/other (insurance $10 because in the umbrella • Kids only pay $100 for soccer and there is a need for scholarships Community Resource Committee Annual Report | 24
8) What are your thoughtsin developing a small parks district with other local communities. Is that the direction we want to go… or…do we just do what we can with our limited resources? Should we do our own thing…and partner with Hollister on some programs, aquatics, sports leagues, etc. • City Leagues
• Recreation Coordinator
• Recreation Commission
• We reach out to Hollister pool program
• Horse Play-Aromas
• Community Garden
• Azevdo - Family Non-profit
• Stay within the San Juan Community
• Expand for growth (Hollister and other communities)
• Partners-Create Special District/Property tax vote
• Go with Aromas or not if you want the city to run it and not have a special vote • Partner with Hollister for Aquatics
• Buses to Gilroy/ Hollister
• Hollister Aquatics-non-profit
You are invited to a series of "Think Tank" Discussions to talk about "Community-based" Resourcesl Programs & Eventsl
Please join us to dreaml definel develop & deliver
what we want in our communityl
Each meeting will build from the previous meetings.

Mark your calendars and be a part of planning
SJB Community-based programs.

Hosted Bv Economic Development Citizens Action Committee Dates: October 20 November 9 January 29
Location: VFW, 58 Monterey St
Time: 6-Spm
For more information, contact:

Brian Foucht <[email protected]
831-623-4661 X20 Office 831-207-5430 Cell
Community Resource Committee Annual Report | 26
San Juan Bautista
Community Recreation
Think Tank!
Join engaged SJB community members to
“Dream, Develop, and Deliver “ a
grassroots Community Recreation Program
Community Resource Committee Annual Report | 27
DRAFT Recruitment letter for Task Force members.

Dear Friends of the Community Recreation Project
My name is Kim Calame and many of you have shown interest or have participated in our effort to create a Community Recreation program. We have made good progress. We have hosted three community engagement meetings that included residents, business owners, school leadership, non-profit leadership, state parks, and local government representatives. In addition, we have surveyed and discussed what members of the community want to see in a Community Recreation program, and we have developed a mechanism for individuals to give us their “Big Ideas”.

Finally, we have had great discussions on key topics that will impact how we approach Community Recreation programs.

You may remember our tagline: Dream, Develop, Deliver! We have been dreaming since October 2023 and now we are moving to the next phase, Develop.

There are only three of us on the Community Resource Committee facilitating this project. We need your time, your knowledge, and your energy to keep our momentum moving forward to make this a reality. We have three groups that will be meeting to start working through programming priorities, administrative structures, policies and processes.

The first task force is the Programming Committee, led by Teresa with my support.

Identify low hanging fruit-look at Youth, Teen, Adult (Bring existing programs together to promote) Discussion: Transitioning existing programs under a Parks & Recreation umbrella Develop 1st quarterly eblast to provide recreation program information for existing programs by quarter Teen Council
Develop behavior contract
Develop participant waiver
Develop registration process for new recreation
Identify available spaces by quarter Fall, Winter, Summer, Spring Volunteer Guidelines/Recruitment strategies/Background check
The second taskforce is Administration Development, led by Kim and Darlene, who will take the lead on the Strategic Funding Task Force with my support.

Identify Administrative Reporting Structure
Research current city policies/permitting rules for park/facility usage Meet with students
Work with city to develop systems (program registration, website, FaceBook, GoFundMe, etc.) Develop SJB Community Recreation Report
Identify potential grants, sponsors and partners and make contact Work with grant writer to identify project scope, etc.

Develop a presentation package for funding support
Connect with SBC P&R Foundation (represent)
Present to Rotary other local agencies
Of course, this isn’t EVERYTHING! Each working committee will prioritize, research, and work together to develop different areas. We need people that are currently active and/or that are interested in recreational programs. We need people that represent a variety of our community’s needs. We also need folks with administrative and managerial background, and we need people who can get excited about developing funding strategies.

Join us to making our Community Recreation Project a reality! Please give us your time! Once we get a list of interest, we will survey everyone for the best times to meet. If you are interested in any level of participation, please reply to this email with indicate which area, Programming or Administrative Development/ Funding Strategies. Make sure I have the email that you want for communication and a phone number.

Community Resource Committee Annual Report | 28
Sincerely, Kim Calame
This report reflects information gathered by community
members, non-profit and for-profit representatives, and Community Recreation advocates.

A BIG Thank you for your input and support!
EDCAC/Community Resource Committee/ Dream, Develop, and Deliver Community Recreation Project