Santa Cruz City Council
September 22, 2026

xxix
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF
Geotechnical Exploration Plan 35 29-Sep-26 17-Nov-26 5
PRECON-4020 Prepare draft exploration plan / drilling permit 10 29-Sep-26 12-Oct-26 5 PRECON-4050 City review 15 13-Oct-26 02-Nov-26 5
PRECON-4070 Prepare and submit final plan 5 03-Nov-26 09-Nov-26 5 PRECON-4080 Geotechnical investigation 5 10-Nov-26 17-Nov-26 5 Geotechnical Evaluation TM 60 18-Nov-26 01-Mar-27 5
PRECON-4110 Lab testing / prepare draft TM 20 18-Nov-26 17-Dec-26 5 PRECON-4140 City review 15 18-Dec-26 22-Jan-27 5
PRECON-4160 Prepare and submit final TM 10 25-Jan-27 05-Feb-27 5 PRECON-4170 Prepare and submit geotechnical interpretation report 15 08-Feb-27 01-Mar-27 5 Site Survey Drawings 20 11-Dec-26 22-Jan-27 30
PRECON-4120 Prepare site base drawings 20 11-Dec-26 22-Jan-27 30 SORs and SORs and Traffic Con fic Control Plans rol Plans 25 29-Sep-26 02-Nov-26 10 PRECON-4000 Prepare plans 10 29-Sep-26 12-Oct-26 10
PRECON-4030 City review 15 13-Oct-26 02-Nov-26 10
Task 5 - Cost Model - Cost Modeling, Schedu ing, Scheduling, and ing, and Constructability Rev ility Reviews 257 22-Sep-26 13-Oct-27 130 Cost Model 45 22-Sep-26 24-Nov-26 60
PRECON-5000 Prepare cost model 15 22-Sep-26 12-Oct-26 60 PRECON-5020 Submit cost model 0 13-Oct-26 60
PRECON-5040 City review 15 13-Oct-26 02-Nov-26 60
PRECON-5050 Revise and submit with next invoice 15 03-Nov-26 24-Nov-26 60 Cost Estimates 210 13-Oct-26 30-Aug-27 18
PRECON-5060 Prepare OPCC Class 4 w/ CDR 40 13-Oct-26 10-Dec-26 50 PRECON-5080 Submit OPCC Class 4 w/ CDR 0 09-Mar-27 0
PRECON-5070 Prepare OPCC Class 3 w/ 30% 20 09-Mar-27 06-Apr-27 48 PRECON-5100 Submit OPCC Class 3 w/ 30% 0 19-May-27 18
PRECON-5150 Prepare OPCC Class 2 w/ 60% 20 17-Jun-27 16-Jul-27 48 PRECON-5180 Submit OPCC Class 2 w/ 60% 0 30-Aug-27 18
Schedule 257 22-Sep-26 13-Oct-27 0
PRECON-5010 Prepare draft baseline project schedule (incl. Phase 2) 15 22-Sep-26 12-Oct-26 138 PRECON-5030 Submit draft baseline project schedule 0 13-Oct-26 138 PRECON-5090 Submit schedule update 30% design 20 21-Apr-27 18-May-27 18 PRECON-5160 Submit schedule update EWP 20 02-Aug-27 27-Aug-27 18 PRECON-5170 Submit schedule update 60% 20 02-Aug-27 27-Aug-27 18 PRECON-5210 Submit schedule update Phase 2 GMP Proposal 20 16-Sep-27 13-Oct-27 0 Constructability Reviews 91 19-May-27 28-Sep-27 141
PRECON-5110 Submit draft constructability TM - 30% 0 19-May-27 2 PRECON-5120 Complete 30% CR Workshop 1 19-May-27 19-May-27 2 PRECON-5130 Submit final constructability TM - 30% 15 20-May-27 10-Jun-27 2 PRECON-5140 VE 30% Workshop 5 11-Jun-27 17-Jun-27 19
PRECON-5190 Submit draft constructability TM - 60% 0 30-Aug-27 141 PRECON-5200 Complete 60% CR Workshop 1 30-Aug-27 30-Aug-27 141 PRECON-5220 Submit final constructability TM - 60% 15 31-Aug-27 21-Sep-27 141 PRECON-5230 VE 60% Workshop 5 22-Sep-27 28-Sep-27 141
Task 6 - Permitting and App ing and Approvals 257 22-Sep-26 13-Oct-27 160 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2027 2028 2029 2030 2031
Geotechnical Exploration Plan
Prepare draft exploration plan / drilling permit
City review
Prepare and submit final plan
Geotechnical investigation
Geotechnical Evaluation TM
Lab testing / prepare draft TM
City review
Prepare and submit final TM
Prepare and submit geotechnical interpretation report
Site Survey Drawings
Prepare site base drawings SORs and Traffic Control Plans Prepare plans
City review
Task 5 - Cost Modeling, Scheduling, and Constructability Reviews Cost Model
Prepare cost model
Submit cost model
City review
Revise and submit with next invoice
Cost Estimates
Prepare OPCC Class 4 w/ CDR
Submit OPCC Class 4 w/ CDR
Prepare OPCC Class 3 w/ 30%
Submit OPCC Class 3 w/ 30%
Prepare OPCC Class 2 w/ 60%
Submit OPCC Class 2 w/ 60%
Schedule
Prepare draft baseline project schedule (incl. Phase 2) Submit draft baseline project schedule
Submit schedule update 30% design
Submit schedule update EWP
Submit schedule update 60%
Submit schedule update Phase 2 GMP Proposal Constructability Reviews Submit draft constructability TM - 30%
Complete 30% CR Workshop
Submit final constructability TM - 30%
VE 30% Workshop
Submit draft constructability TM - 60%
Complete 60% CR Workshop
Submit final constructability TM - 60%
VE 60% Workshop Task 6 - Permitting and Approvals
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26

xxx
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF
PRECON-6000 Prepare and Submit Permitting and Approvals Plan 40 22-Sep-26 17-Nov-26 112 PRECON-6010 City review 15 18-Nov-26 10-Dec-26 112
PRECON-6020 Prepare and Submit Updated permitting and approvals plan 10 11-Dec-26 07-Jan-27 112 PRECON-6021 Prepare and submit updated permitting and approvals plan w/ CDR 20 08-Feb-27 08-Mar-27 92 PRECON-6050 Planning Permits under the zoning code 60 08-Jan-27 06-Apr-27 292 PRECON-6060 Stormwater Pollution Prevention Plan 60 08-Jan-27 06-Apr-27 262 PRECON-6070 Notice of Intent to Comply - National Pollutant Discharge Elimination General Construction Permit
60 08-Jan-27 06-Apr-27 262
PRECON-6080 Permit to Operate New Generator 60 08-Jan-27 06-Apr-27 262 PRECON-6090 Authority to Construct 60 08-Jan-27 06-Apr-27 262 PRECON-6035 Wastewater Discharge Permit Amendment (City) 60 08-Jan-27 06-Apr-27 292 PRECON-6034 National Historic Preservation Act, Section 106 (City) 60 08-Jan-27 06-Apr-27 120 PRECON-6038 Stormwater Pollution Prevention Exemption 60 08-Jan-27 06-Apr-27 262 PRECON-6022 Prepare and submit updated permitting and approvals plan w/ 30% 20 21-Apr-27 18-May-27 62 PRECON-6040 Building Permit 120 08-Jan-27 01-Jul-27 232 PRECON-6100 PG&E Primary Service Replacement Application 120 08-Jan-27 01-Jul-27 202 PRECON-6110 Coastal Development Permit 120 08-Jan-27 01-Jul-27 202 PRECON-6023 Prepare and submit updated permitting and approvals plan w/ 60% 20 02-Aug-27 27-Aug-27 12 PRECON-6024 Prepare and submit updated permitting and approvals plan w/ GMP proposal
20 30-Aug-27 27-Sep-27 12
PRECON-6030 Develop permit applications and approvals with City 202 11-Dec-26 13-Oct-27 0 Task 7 - Public Outreach 337 22-Sep-26 23-Feb-28 50
PRECON-7000 Outreach team meetings, outreach content, public meetings 337 22-Sep-26 23-Feb-28 50 Task 8 - Task 8 - Conceptual Design Repo tual Design Report (CDR) 70 25-Jan-27 04-May-27 0 PRECON-8000 Alternatives Analysis (3 Minimum in Collaboration w/ City) 20 25-Jan-27 22-Feb-27 0 PRECON-8010 Prepare and submit draft CDR (including KJ QC) 30 25-Jan-27 08-Mar-27 0 PRECON-8020 City review 20 09-Mar-27 06-Apr-27 0
PRECON-8030 Prepare and submit final CDR (including KJ QC) 20 07-Apr-27 04-May-27 0 Task 9 - Design Submittal 160 09-Mar-27 25-Oct-27 122
30% Design Submittal 90 09-Mar-27 16-Jul-27 48
PRECON-9000 Prepare 30% Design 50 09-Mar-27 18-May-27 0 PRECON-9050 Package 30% Design Submittal 2 15-Jun-27 16-Jun-27 0 PRECON-9060 30% review meeting 0 02-Jul-27 58
PRECON-9070 City review 20 17-Jun-27 16-Jul-27 0
QC 30% design 20 19-May-27 16-Jun-27 0
PRECON-9010 Discipline Review 5 19-May-27 25-May-27 0
PRECON-9020 Address Discipline Comments 5 26-May-27 02-Jun-27 0 PRECON-9030 Interdisciplinary Review 5 03-Jun-27 09-Jun-27 0 PRECON-9040 Address Comments 5 10-Jun-27 16-Jun-27 0
60% Design 90 17-Jun-27 25-Oct-27 122
PRECON-9080 Prepare 60% design 50 17-Jun-27 27-Aug-27 0 PRECON-9130 Package 60% Design Submittal 2 24-Sep-27 27-Sep-27 0 PRECON-9140 60% review meeting 0 12-Oct-27 0
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2027 2028 2029 2030 2031
Prepare and Submit Permitting and Approvals Plan
City review
Prepare and Submit Updated permitting and approvals plan Prepare and submit updated permitting and approvals plan w/ CDR Planning Permits under the zoning code
Stormwater Pollution Prevention Plan
Notice of Intent to Comply - National Pollutant Discharge Elimination General Construction Permit Permit to Operate New Generator
Authority to Construct
Wastewater Discharge Permit Amendment (City)
National Historic Preservation Act, Section 106 (City)
Stormwater Pollution Prevention Exemption
Prepare and submit updated permitting and approvals plan w/ 30% Building Permit
PG&E Primary Service Replacement Application
Coastal Development Permit
Prepare and submit updated permitting and approvals plan w/ 60% Prepare and submit updated permitting and approvals plan w/ GMP proposal Develop permit applications and approvals with City Task 7 - Public Outreach Outreach team meetings, outreach content, public meetings Task 8 - Conceptual Design Report (CDR) Alternatives Analysis (3 Minimum in Collaboration w/ City) Prepare and submit draft CDR (including KJ QC)
City review
Prepare and submit final CDR (including KJ QC) Task 9 - Design Submittal 30% Design Submittal
Prepare 30% Design
Package 30% Design Submittal
30% review meeting
City review
QC 30% design
Discipline Review
Address Discipline Comments
Interdisciplinary Review
Address Comments
60% Design
Prepare 60% design
Package 60% Design Submittal
60% review meeting
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26

xxxi
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF
PRECON-9150 City review 20 28-Sep-27 25-Oct-27 122
QC 60% design 20 30-Aug-27 27-Sep-27 0
PRECON-9090 Discipline Review 5 30-Aug-27 03-Sep-27 0
PRECON-9100 Address Discipline Comments 5 07-Sep-27 13-Sep-27 0 PRECON-9110 Interdisciplinary Review 5 14-Sep-27 20-Sep-27 0 PRECON-9120 Address Comments 5 21-Sep-27 27-Sep-27 0
Early Works Procurement Package Package 80 17-Jun-27 11-Oct-27 2 PRECON-9160 Prepare Early Works Procurement Package 15 17-Jun-27 09-Jul-27 2 PRECON-9170 Submit Early Works Procurement Package 0 09-Jul-27 2 PRECON-9180 City Review 20 12-Jul-27 06-Aug-27 2
PRECON-9190 Prepare Early Works Procurement Package Proposal 20 09-Aug-27 03-Sep-27 2 PRECON-9200 Submit Early Works Procurement Package Proposal 0 03-Sep-27 2 PRECON-9210 Early Works Procurement Package Negotiation 25 07-Sep-27 11-Oct-27 2 PRECON-9220 Council Approval 0 11-Oct-27 2
Task 10 - Task 10 - Construction ruction Sequencing Sequencing Plan, Subcon , Subcontracting, Self Per ing, Self Performance Plan rmance Plan 170 09-Mar-27 08-Nov-27 62 PRECON-10120 Draft equipment procure plan 40 09-Mar-27 04-May-27 37 PRECON-10010 Submit draft construction sequencing plan w/ 30% design package 0 16-Jun-27 0 PRECON-10000 Prepare and Submit Draft 30% Design Construction Sequencing Plan 30 05-May-27 16-Jun-27 0 PRECON-10130 Submit draft equipment procurement plan w/ 30% design package 0 16-Jun-27 7 PRECON-10020 City Review 15 17-Jun-27 09-Jul-27 5
PRECON-10140 City review 15 17-Jun-27 09-Jul-27 7
PRECON-10030 Prepare and Submit final 30% design construction sequencing plan 15 12-Jul-27 30-Jul-27 38 PRECON-10040 Update 60% design construction sequencing plan 30 17-Jun-27 30-Jul-27 102 PRECON-10080 Draft self-performance and subcontracting plan 30 17-Jun-27 30-Jul-27 102 PRECON-10150 Prepare and Submit final equipment procurement plan 15 12-Jul-27 30-Jul-27 7 PRECON-10050 Prepare and Submit updated construction sequencing plan w/ 60% design package
0 27-Sep-27 62
PRECON-10090 Prepare and Submit draft self-performance and subcontracting plan w/ 60% design package
0 27-Sep-27 62
PRECON-10060 City review 15 28-Sep-27 18-Oct-27 62
PRECON-10100 City review 15 28-Sep-27 18-Oct-27 62
PRECON-10070 Prepare and Submit final 60% design construction sequencing plan 15 19-Oct-27 08-Nov-27 62 PRECON-10110 Prepare and Submit final self-performance and subcontracting plan 15 19-Oct-27 08-Nov-27 62 Task 11 - Task 11 - Guaranteed Maximum teed Maximum Price (GMP) Developmen ) Development 140 21-Jul-27 23-Feb-28 50 PRECON-11000 Prepare Phase 2 GMP Proposal 60 21-Jul-27 13-Oct-27 0 PRECON-11001 Submit Phase 2 GMP Proposal 0 13-Oct-27 0
PRECON-11010 GMP proposal workshop (up to 2) 40 14-Oct-27 13-Dec-27 0 PRECON-11020 GMP negotiation 80 14-Oct-27 23-Feb-28 0
PRECON-11030 Council Approval 0 23-Feb-28 50
Phase 2 822 17-Jun-27 24-Oct-30 0
Task 12 Task 12 - Phase 2 Design - Phase 2 Design Support During Const ing Construction 660 24-Feb-28 24-Oct-30 0 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2027 2028 2029 2030 2031
City review
QC 60% design
Discipline Review
Address Discipline Comments
Interdisciplinary Review
Address Comments
Early Works Procurement Package
Prepare Early Works Procurement Package
Submit Early Works Procurement Package
City Review
Prepare Early Works Procurement Package Proposal
Submit Early Works Procurement Package Proposal
Early Works Procurement Package Negotiation
Council Approval
Task 10 - Construction Sequencing Plan, Subcontracting, Self Performance Plan Draft equipment procure plan
Submit draft construction sequencing plan w/ 30% design package Prepare and Submit Draft 30% Design Construction Sequencing Plan Submit draft equipment procurement plan w/ 30% design package City Review
City review
Prepare and Submit final 30% design construction sequencing plan Update 60% design construction sequencing plan
Draft self-performance and subcontracting plan
Prepare and Submit final equipment procurement plan
Prepare and Submit updated construction sequencing plan w/ 60% design package Prepare and Submit draft self-performance and subcontracting plan w/ 60% design package City review
City review
Prepare and Submit final 60% design construction sequencing plan Prepare and Submit final self-performance and subcontracting plan Task 11 - Guaranteed Maximum Price (GMP) Development
Prepare Phase 2 GMP Proposal
Submit Phase 2 GMP Proposal
GMP proposal workshop (up to 2)
GMP negotiation
Council Approval
Phase 2
Task 12 - Phase 2 Design Support Duri
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26

xxxii
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF
PRECON-12030 Prepare and submit Contractor's construction schedule (Section 2.12.6) 30 24-Feb-28 06-Apr-28 50 PRECON-12020 Prepare and submit 60 day construction look ahead schedule 20 03-May-28 31-May-28 12 PRECON-12010 Preconstruction Conference and Partnering Session 1 05-Jun-28 05-Jun-28 9 PRECON-12000 Phase 2 Design Support During Construction 660 24-Feb-28 24-Oct-30 0 Phase 2 - Final Design 80 24-Feb-28 20-Jun-28 0
PH2-D-1000 Prepare Final Design 50 24-Feb-28 04-May-28 0 PH2-D-1050 Package Final Design Submittal 2 01-Jun-28 02-Jun-28 10 PH2-D-1060 City Review 20 05-May-28 02-Jun-28 0
PH2-D-1070 Issue for Construction 0 20-Jun-28 0
QC Final Design 20 05-May-28 02-Jun-28 10
PH2-D-1010 Discipline Review 5 05-May-28 11-May-28 10
PH2-D-1020 Address Discipline Comments 5 12-May-28 18-May-28 10 PH2-D-1030 Interdisciplinary Review 5 19-May-28 25-May-28 10 PH2-D-1040 Address Comments 5 26-May-28 02-Jun-28 10
Early Equipmen Equipment Procurement 380 17-Jun-27 08-Jan-29 222 Product Submitta Submittals - Assemble/Review/Approve 80 17-Jun-27 11-Oct-27 277 CSUB-1000 Medium Voltage Cable 20 17-Jun-27 16-Jul-27 337 CSUB-1010 Variable Frequency Drives 40 17-Jun-27 13-Aug-27 307 CSUB-1020 Aeration Blower Motors 1/2/3 (300 HP) 50 17-Jun-27 27-Aug-27 267 CSUB-1030 Pre-Cast Manholes 60 17-Jun-27 13-Sep-27 142
CSUB-1040 Pad Mounted 21KV Switches 65 17-Jun-27 20-Sep-27 97 CSUB-1050 Pad Mounted Oil Filled Transformers (Estimate) 65 17-Jun-27 20-Sep-27 97 CSUB-1060 Interstage Pump Motors 2/3 (300 HP) 65 17-Jun-27 20-Sep-27 252 CSUB-1070 2MW Enclosed Generator 80 17-Jun-27 11-Oct-27 222 CSUB-1080 Service Entrance Switchboard 80 17-Jun-27 11-Oct-27 237 CSUB-1090 480V Switchgear 80 17-Jun-27 11-Oct-27 47
Procurement 300 12-Oct-27 08-Jan-29 222
PROC-1100 Variable Frequency Drives 70 12-Oct-27 04-Feb-28 267 PROC-1110 Pre-Cast Manholes 70 12-Oct-27 04-Feb-28 122
PROC-1140 Interstage Pump Motors 2/3 (300 HP) 100 12-Oct-27 20-Mar-28 237 PROC-1130 Aeration Blower Motors 1/2/3 (300 HP) 100 12-Oct-27 20-Mar-28 237 PROC-1120 Medium Voltage Cable 120 12-Oct-27 18-Apr-28 277 PROC-1150 Pad Mounted 21KV Switches 225 12-Oct-27 18-Sep-28 82 PROC-1160 Pad Mounted Oil Filled Transformers 225 12-Oct-27 18-Sep-28 82 PROC-1170 Service Entrance Switchboard/IPA 260 12-Oct-27 06-Nov-28 237 PROC-1180 480V Switchgear 260 12-Oct-27 06-Nov-28 47
PROC-1190 2MW Enclosed Generator 300 12-Oct-27 08-Jan-29 222 Phase 2 - Construction 420 20-Jun-28 07-Mar-30 70
MOB-1000 Mobilize 20 20-Jun-28 18-Jul-28 0
Demo Exis Demo Existing Main ing Maintenance Facil tenance Facility 70 19-Jul-28 25-Oct-28 100 DEMO-1000 Disconnect/Make Safe Existing Utilities 10 19-Jul-28 01-Aug-28 0 DEMO-1010 Removal of Hazardous Materials 20 02-Aug-28 29-Aug-28 100 DEMO-1020 Demo Building 40 30-Aug-28 25-Oct-28 100
Complete Loop A/Loop B Conduit System 115 02-Aug-28 17-Jan-29 0 CNST-1010 Install Conduit/Manholes 100 02-Aug-28 26-Dec-28 0 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2027 2028 2029 2030 2031
Prepare and submit Contractor's construction schedule (Section 2.12.6) Prepare and submit 60 day construction look ahead schedule Preconstruction Conference and Partnering Session
Phase 2 Design Support During Constr
Phase 2 - Final Design
Prepare Final Design
Package Final Design Submittal
City Review
Issue for Construction
QC Final Design
Discipline Review
Address Discipline Comments
Interdisciplinary Review
Address Comments
Early Equipment Procurement
Product Submittals - Assemble/Review/Approve
Medium Voltage Cable
Variable Frequency Drives
Aeration Blower Motors 1/2/3 (300 HP)
Pre-Cast Manholes
Pad Mounted 21KV Switches
Pad Mounted Oil Filled Transformers (Estimate)
Interstage Pump Motors 2/3 (300 HP)
2MW Enclosed Generator
Service Entrance Switchboard
480V Switchgear Procurement
Variable Frequency Drives
Pre-Cast Manholes
Interstage Pump Motors 2/3 (300 HP)
Aeration Blower Motors 1/2/3 (300 HP)
Medium Voltage Cable
Pad Mounted 21KV Switches
Pad Mounted Oil Filled Transformers
Service Entrance Switchboard/IPA
480V Switchgear
2MW Enclosed Generator
Phase 2 - Construction
Mobilize
Demo Existing Maintenance Facility
Disconnect/Make Safe Existing Utilities
Removal of Hazardous Materials
Demo Building Complete Loop A/Loop B Conduit System
Install Conduit/Manholes
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26

xxxiii
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF
CNST-1040 Install New MV Conductors 15 27-Dec-28 17-Jan-29 0 Construct New Elect t New Electrical Building & Equipmen rical Building & Equipment Pads 145 26-Oct-28 29-May-29 100 CNST-1020 Install UG Conduit Systems & Manholes 40 26-Oct-28 26-Dec-28 100 CNST-1030 Install Ground Grid 10 12-Dec-28 26-Dec-28 100 CNST-1050 Construct Equipment and Building Pads 45 27-Dec-28 02-Mar-29 100 CNST-1080 Construct Building 60 05-Mar-29 29-May-29 100 Demo Substation 8 90 19-Jul-28 27-Nov-28 35
CNST-1000 Disconnect and Remove Substation 8 90 19-Jul-28 27-Nov-28 35 Replace Exis lace Existing Substat ting Substations 5 and 6 (New ions 5 and 6 (New 3A & 3B) 60 18-Jan-29 16-Apr-29 0 CNST-1060 Replace Switchgear 5 & 6 60 18-Jan-29 16-Apr-29 0 CNST-1070 Replace Pumps/Blowers 30 05-Mar-29 16-Apr-29 0 Replace Exis lace Existing Substat ting Substations 7 and 8 (New ions 7 and 8 (New 2A & 2B) 40 17-Apr-29 12-Jun-29 0 CNST-1090 Replace Equipment 40 17-Apr-29 12-Jun-29 0
CNST-1100 Pull New MV Cable 10 30-May-29 12-Jun-29 0
Replace Exist Replace Existing Substations 1, tions 1, 2 & 3 (New 2 & 3 (New 1B & 1A) 60 13-Jun-29 07-Sep-29 5 CNST-1110 Replace Equipment 60 13-Jun-29 07-Sep-29 0
CNST-1120 Pull New MV Cable 10 24-Aug-29 07-Sep-29 5
Replace Existing Substation 4 (New 4A) 30 10-Sep-29 19-Oct-29 0 CNST-1130 Re-route Existing Conduit 15 10-Sep-29 28-Sep-29 5 CNST-1140 Replace Equipment 30 10-Sep-29 19-Oct-29 0
CNST-1150 Pull New MV Cable 10 08-Oct-29 19-Oct-29 0
Install New Main Switchgear/Generator/XFMR 65 22-Oct-29 06-Feb-30 0 CNST-1160 Install New Main Switchgear 45 22-Oct-29 08-Jan-30 0 CNST-1170 Install Generator 20 29-Nov-29 08-Jan-30 0
CNST-1180 Install Transformers 20 29-Nov-29 08-Jan-30 0 STCx-1000 Test/Commission 20 09-Jan-30 06-Feb-30 0
Remove Existing Unde ing Underground Fue rground Fuel Storage Tanks 20 07-Feb-30 07-Mar-30 70 CNST-1190 Remove Existing UG Fuel Storage Tanks 20 07-Feb-30 07-Mar-30 70 Commissioning & Closeout 180 07-Feb-30 24-Oct-30 0
STCx-1010 Testing/Performance Monitoring 90 07-Feb-30 17-Jun-30 0 PUNCH-1000 Punchlist 90 18-Jun-30 24-Oct-30 0
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2027 2028 2029 2030 2031
Install New MV Conductors
Construct New Electrical Building & Equipment Pads
Install UG Conduit Systems & Manholes
Install Ground Grid
Construct Equipment and Building Pads
Construct Building Demo Substation 8
Disconnect and Remove Substation 8
Replace Existing Substations 5 and 6 (New 3A & 3B)
Replace Switchgear 5 & 6
Replace Pumps/Blowers
Replace Existing Substations 7 and 8 (New 2A & 2B)
Replace Equipment
Pull New MV Cable
Replace Existing Substations 1, 2 & 3 (New 1B & 1A)
Replace Equipment
Pull New MV Cable
Replace Existing Substation 4 (New 4A)
Re-route Existing Conduit
Replace Equipment
Pull New MV Cable
Install New Main Switchgear/Generator/XFMR
Install New Main Switchgear
Install Generator
Install Transformers
Test/Commission
Remove Existing Underground Fuel Storage Tanks
Remove Existing UG Fuel Storage Tanks Commissioning & Closeout Testing/Performance Monitoring
Punchlist
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26

xxxiv
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF Resource IDs Resources Budgeted Labor Units
City of Santa Cruz WEER Project Royal Electric Proposal Schedule 1133 20-Jun-28 22-Dec-32 -553 20450 Overall Project 1133 20-Jun-28 22-Dec-32 -553 20450
Phase 2 1133 20-Jun-28 22-Dec-32 -553 20450
Phase 2 - Construction 973 20-Jun-28 12-May-32 -483 19450 MOB-1000 Mobilize 20 20-Jun-28 18-Jul-28 -553 F350, COMP F350 Work Truck, Mix 600 Demo Exis Demo Existing Main ing Maintenance Facil tenance Facility 153 19-Jul-28 28-Feb-29 -365 1300 DEMO-1000 Disconnect/Make Safe Existing Utilities 10 19-Jul-28 01-Aug-28 -553 F350, DUMP TRK, BACKHOE, WTR TRK, COMP
F350 Work Truck, Dump Truck, Backhoe, Water
Truck, Mix
400
DEMO-1010 Removal of Hazardous Materials 20 28-Sep-28 25-Oct-28 -365 F350, DUMP TRK, BACKHOE, WTR TRK, COMP
F350 Work Truck, Dump Truck, Backhoe, Water
Truck, Mix
500
DEMO-1020 Demo Building 40 29-Dec-28 28-Feb-29 -365 F350, DUMP TRK, WTR TRK, COMP F350 Work Truck, Dump Truck, Water Truck, Mix 400 Complete Loop A/Loop B Conduit System 228 28-Sep-28 28-Aug-29 -553 2300 CNST-1010 Install Conduit/Manholes 100 28-Sep-28 23-Feb-29 -553 F350, DUMP TRK, WTR TRK, COMP F350 Work Truck, Dump Truck, Water Truck, Mix 1700 CNST-1040 Install New MV Conductors 15 07-Aug-29 28-Aug-29 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
600
Construct New Elect t New Electrical Building & Equipmen rical Building & Equipment Pads 285 14-Mar-29 15-May-30 -365 4100 CNST-1020 Install UG Conduit Systems & Manholes 40 14-Mar-29 10-May-29 -365 F350, DUMP TRK, BACKHOE, WTR TRK, COMP
F350 Work Truck, Dump Truck, Backhoe, Water
Truck, Mix
800
CNST-1030 Install Ground Grid 10 13-Jun-29 27-Jun-29 -365 F350, DUMP TRK, BACKHOE, WTR TRK, COMP
F350 Work Truck, Dump Truck, Backhoe, Water
Truck, Mix
300
CNST-1050 Construct Equipment and Building Pads 45 07-Aug-29 10-Oct-29 -365 F350, DUMP TRK, BACKHOE, FRK LIFT, CONC F350 Work Truck, Dump Truck, Backhoe, Fork Lift, Concrete Crew
1000
CNST-1080 Construct Building 60 19-Feb-30 15-May-30 -365 F350, FRK LIFT, MANLIFT-1, BUILD F350 Work Truck, Fork Lift, Manlift, Building Crew 2000 Demo Substation 8 90 19-Jul-28 27-Nov-28 -305 700
CNST-1000 Disconnect and Remove Substation 8 90 19-Jul-28 27-Nov-28 -305 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
700
Replace Exis lace Existing Substat ting Substations 5 and 6 (New ions 5 and 6 (New 3A & 3B) 123 24-Aug-29 05-Mar-30 -553 3500 CNST-1070 Replace Pumps/Blowers 30 24-Aug-29 05-Oct-29 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
2000
CNST-1060 Replace Switchgear 5 & 6 60 26-Nov-29 05-Mar-30 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
1500
Replace Exis lace Existing Substat ting Substations 7 and 8 (New ions 7 and 8 (New 2A & 2B) 40 06-Sep-30 31-Oct-30 -553 1200 CNST-1100 Pull New MV Cable 10 06-Sep-30 19-Sep-30 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
600
CNST-1090 Replace Equipment 40 06-Sep-30 31-Oct-30 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
600
Replace Exist Replace Existing Substations 1, tions 1, 2 & 3 (New 2 & 3 (New 1B & 1A) 60 27-Dec-30 21-Mar-31 -553 1200 CNST-1120 Pull New MV Cable 10 27-Dec-30 09-Jan-31 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
600
CNST-1110 Replace Equipment 60 27-Dec-30 21-Mar-31 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
600
Replace Existing Substation 4 (New 4A) 85 14-Apr-31 12-Aug-31 -553 2000 CNST-1130 Re-route Existing Conduit 15 14-Apr-31 02-May-31 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
600
CNST-1140 Replace Equipment 30 14-Apr-31 23-May-31 -503 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
800
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26
Construction Activities - Resource Loading

xxxv
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF Resource IDs Resources Budgeted Labor Units
CNST-1150 Pull New MV Cable 10 30-Jul-31 12-Aug-31 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
600
Install New Main Switchgear/Generator/XFMR 108 13-Nov-31 14-Apr-32 -553 2050 CNST-1170 Install Generator 20 02-Dec-31 31-Dec-31 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
600
CNST-1180 Install Transformers 20 02-Dec-31 31-Dec-31 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
600
CNST-1160 Install New Main Switchgear 45 13-Nov-31 16-Jan-32 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
700
STCx-1000 Test/Commission 20 17-Mar-32 14-Apr-32 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
150
Remove Existing Unde ing Underground Fue rground Fuel Storage Tanks 20 14-Apr-32 12-May-32 -483 500 CNST-1190 Remove Existing UG Fuel Storage Tanks 20 14-Apr-32 12-May-32 -483 COMP, F350, DUMP TRK, BACKHOE, WTR TRK
Mix, F350 Work Truck, Dump Truck, Backhoe,
Water Truck
500
Commissioning & Closeout 180 14-Apr-32 22-Dec-32 -553 1000 STCx-1010 Testing/Performance Monitoring 90 14-Apr-32 18-Aug-32 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
600
PUNCH-1000 Punchlist 90 18-Aug-32 22-Dec-32 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
400
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26
Construction Activities - Resource Loading

Progressive Design Build Agreement Exhibits
K-1
Use of contents on this sheet is subject to the limitations specified at the end of this document.

Exhibit K: Form of Payment Bond

9.207
City of Santa Cruz
Wastewater Energy and Electrical Resiliency Project Progressive Design-Build Agreement WHEREAS, the City of Santa Cruz, a municipal corporation in the County of Santa Cruz, State of California, has awarded to _______________________, hereinafter designated as the "Principal," a contract for constructing the work or improvement described in the contract documents entitled:
“Wastewater Energy and Electrical Resiliency Project”
adopted by the City Council of the City of Santa Cruz on the _________ day of _________, ______, and, WHEREAS, said Principal is required under the terms of said contract to furnish a Labor and Material Bond, the surety of this bond will pay the same to the extent hereinafter set forth; and WHEREAS, the said Principal is about to enter into the annexed contract with the City of Santa Cruz to complete the work or improvement referred to above for the City of Santa Cruz, County of Santa Cruz, State of California, all as more particularly and in detail as shown upon the Standard Specifications and Bid Documents filed in the Office of the City Clerk of the City of Santa Cruz; NOW, THEREFORE, we the Principal, and a corporation
organized and existing under and by virtue of the laws of the State of California, as surety, are held and firmly bound unto the City of Santa Cruz in the sum of _________________________________dollars ($________) such sum being not less than one hundred percent (100%) of the estimated contract cost of the work, lawful money of the United States of America, to be paid to the City of Santa Cruz, for the payment of which sum, well and truly to be made, we hereby bind ourselves, our heirs, administrators, executors, successors and assign jointly and severally.

THE CONDITION OF THIS OBLIGATION IS SUCH, that if said Principal or its heirs, executors, administrators, successors or assigns, shall fail to pay for any materials, provisions, vendor supplies, or equipment as provided in the contract documents, upon, for, or about the performance of the work contracted to be done, or for any work or waiver thereon of any kind, or for amounts due under the Unemployment Insurance Code with respect to work or labor performed by any such claimant, or fails to pay any of the persons authorized under Civil Code Section 9100 to assert a claim against a payment bond, or fails to pay for any amounts required to be deducted, withheld, and paid over to the Franchise Tax Board for the wages of employees of the Principal or his/her subcontractor pursuant to Section 18806 of the Revenue and Taxation Code, or fails to pay for any amounts required to be deducted, withheld, and paid over to the Employment Development Department from the wages of employees of the principal and all subcontractors with respect to such work and labor that the surety or sureties will pay for the same, in an amount not exceeding the sum specified in this bond, and also, in case suit is brought upon the bond, will pay, in addition to the face amount hereof, a reasonable attorney's fee, to be fixed by the Court.

The condition of this obligation is such that its terms inure to the benefit of any of the persons and entities authorized in Civil Code Section 9100 to assert a claim against a payment bond so as to give a right of action to such persons or entities or their assigns in any suit brought upon or action to enforce liability on the bond.

The surety, for value received, hereby stipulates and agrees that no change, extension of time, alteration, or addition to the terms of the contract or to the work to be performed thereunder shall in any manner affect its obligation upon this bond, and it does hereby explicitly waive notice of any such change, extension of time, alteration or addition to the terms of the contract or to the work to be performed thereunder, and further explicitly hereby waives its rights under Civil Code Section 2819.

Page J-1 9.208
City of Santa Cruz
Wastewater Energy and Electrical Resiliency Project Progressive Design-Build Agreement Page J-2
IN WITNESS WHEREOF, the above parties have executed this instrument under their seals this_____ day of____________________, 20__, and duly signed by its undersigned representation, pursuant to authority of its governing body.
__________________________________

PRINCIPAL
__________________________________
SURETY
_________________________

CITY ATTORNEY
Approved as to Form

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Progressive Design Build Agreement Exhibits
L-1
Use of contents on this sheet is subject to the limitations specified at the end of this document.

Exhibit L: Wage Determination Schedules

9.210
Progressive Design Build Agreement Exhibits Exhibit L
L-2
Use of contents on this sheet is subject to the limitations specified at the end of this document.

City of Santa Cruz Project WEER Progressive Design-Build Agreement Exhibits

1.1 Introduction
The Design-Builder is required to comply with and pay the following wages in accommodation with the provisions, which is found at:

California Department of Industrial Relations: https://www.dir.ca.gov/ Davis Bacon:
https://waterboards.ca.gov/water_issues/programs/grants_loans/srf/docs/davisbacon/2021_dwsr f_governmental_entities.pdf

1.2 Wage Determination Schedules
United States Department of Labor
Wage and Hour Division
Davis-Bacon Wage Rate

9.211
Progressive Design Build Agreement Exhibits
M-1
Use of contents on this sheet is subject to the limitations specified at the end of this document.

Exhibit M: Description of General Conditions Costs

9.212
City of Santa Cruz
Wastewater Energy and Electrical Resiliency Project Progressive Design-Build Agreement Page M-1

GENERAL CONDITIONS COSTS
This Exhibit provides a summary of the General Conditions Costs represented by the General Conditions Fee proposed by the Design-Builder in the Request for Proposals (RFP). In connection with the Design-Build Work, the Design-Builder is responsible for the General Conditions Costs, as well as the performance of the related obligations, identified in the Design-Build Agreement and Design-Build General Condition documents. The Design-Builder’s compensation for the General Conditions Costs is limited to the General Conditions Fee (percent) applied to the Phase 2 Cost of Work. Design-Build Costs shall not include any General Conditions Costs. In no event shall personnel identified in Exhibit E be considered a General Conditions Cost or part of the General Conditions Fee. General Conditions Costs can be summarized by costs incurred for the following items with respect to the Design-Build Work:
1 Design-Builder Employee Supervisory and Administrative Personnel Costs a. Costs of wages or salaries of the Design-Builder’s supervisory and administrative personnel engaged in the performance of the Design-Build Work and who are located at the Project Site. b. Costs of wages or salaries of the Design-Builder’s supervisory and administrative personnel engaged off of the Project Site at manufacturing facilities material storage and staging, or other similar off-site locations, to assist in the coordination, production or transportation of material or equipment necessary for the Design-Build Work, but only for that portion of their time required for the Design-Build Work.
c. Costs of wages or salaries of the Design-Builder’s personnel located at the Design-Builder’s principal or branch offices.
d. Costs reasonably paid or incurred by the Design-Builder for employee benefits, premiums, taxes, insurance, contributions and assessments for supervisory and administrative personnel required by law, collective bargaining agreements and, for supervisory and administrative personnel not covered by such agreements, customary benefits such as sick leave, medical and health benefits, holidays, vacations and pensions paid by the Design-Builder, excluding bonuses, to the extent such costs are based on wages and salaries paid to supervisory and administrative personnel of the Design-Builder included in the Design-Build Costs under item 1a of this Exhibit. e. The reasonable cost of travel, accommodations and meals for the Design-Builder’s supervisory and administrative personnel incurred outside of the greater Bay Area, necessarily and directly incurred in connection with the performance of the Design-Build Work, as approved by the City and consistent with the City’s policies for payment of such costs.
2 Field Office and Construction Supply Costs for Design-Builder Staff Only a. Design-Builder field office mobilization and demobilization b. Office trailer rental (City will provide electric service for office trailers at City’s expense) c. Office furniture and equipment
d. Office janitorial services
e. Document reproduction services (off-site or custom)
f. Copy machines, fax machines, printers, scanners and paper shredders g. Office computers, software and maintenance.
h. Office telephones, and telephone and internet service i. Accounting and data processing costs
j. Jobsite radios/cellular phones
k. Postage, courier, and express delivery
l. Scheduling expenses

9.213
City of Santa Cruz
Wastewater Energy and Electrical Resiliency Project Progressive Design-Build Agreement Page M-2
m. Job travel, including fuel and vehicle, in compliance with City policies (including but not limited to Employee Travel, Private Vehicle Mileage Reimbursement, and Use of Personal Vehicles) and US GSA Per Diem Rates for zip code 95060, and IRS Standard Mileage Rates. n. Job meeting expenses
o. Temporary parking and laydown areas, not otherwise provided by the City. p. Storage facilities, both on and off site, not otherwise provided by the City q. Tools and tool shed
r. Surveying equipment and supplies
s. Office supplies
t. Project redline drawings
u. Project specific signage
v. Reference manuals
w. Employee identification system
3 Temporary Amenities for Design-Builder Project Site activities:
a. Temporary toilets
b. Temporary fire protection
c. Job site security
d. Traffic control equipment rental
e. Fencing, barricades, partitions and protected walkways f. Temporary water distribution and meters
g. Temporary power generation
h. Temporary and emergency lighting
i. Site erosion control
j. Drinking water
k. Temporary construction facilities and services
l. Temporary heat and ventilation
4 Site Cleanup
a. Daily site cleanup and dumpsters
b. Cleanup at Substantial Completion
c. Cleanup at Final Completion
5 Construction Trade Training Program

9.214
Progressive Design Build Agreement Exhibits
N-1
Use of contents on this sheet is subject to the limitations specified at the end of this document.

Exhibit N: Design-Builder Self Performance Fee and
Subcontract Fee

9.215
Progressive Design Build Agreement Exhibits Exhibit N
N-2
Use of contents on this sheet is subject to the limitations specified at the end of this document.

City of Santa Cruz Project WEER Progressive Design-Build Agreement Exhibits

1.1 Description
The Design-Builder Self-Performance Fee is the dollar amount derived from the Design-Builder SelfPerformance Fee percentage submitted with the Design-Builder’s proposal applied to approved Design-Build Costs for the Design-Build Work (other than insurance, sales taxes, and bonds) that will be self-performed by the Design-Builder. The Design-Builder Subcontract Fee is the dollar amount derived from the Design-Builder Subcontract Fee percentage submitted with the Design-Builder’s proposal applied to approved Design-Build Costs for the Design-Build Work (other than insurance, sales taxes, and bonds) that will be subcontracted by the Design-Builder to a third party, not including an Affiliate of the Design-Builder. Third party subcontracts include but are not limited to non-self-performed design, material testing and other subcontracted professional services; and material and equipment purchases.

Beyond the Design-Builder Fee, no subcontractor may mark up a lower-tiered subcontractor, or third party, more than 5%.

The Design-Builder Self-Performance Fee and Design-Builder Subcontract Fee is an amount attributable to profit, risk, mark-up and general or indirect overhead with respect to the Design-Build Work, and includes an amount attributable to the cost of Additional Insurance Required From Enrolled Parties and Excluded Parties, but shall exclude an amount attributable to the reduction in the Design-Builder’s insurance costs due to eligibility for insurance and other coverages by the City, all as set forth and described in Exhibit G (Insurance).

9.216
Progressive Design Build Agreement Exhibits
O-1
Use of contents on this sheet is subject to the limitations specified at the end of this document.

Exhibit O: Design Builder Proposal
The Design-Builder’s proposal in response to the RFP is attached below.

9.217
Proposal for the Wastewater
Energy and Electrical Resiliency
(WEER) Project
RFP No. PW-0292

9.218
Ryan Haley
Assistant Engineer
City of Santa Cruz Public Works Department
Santa Cruz, CA 95060
Dear Mr. Haley and Members of the Selection Committee,
The Wastewater Energy and Electrical Resiliency (WEER) Project is a critical reliability project in a live operating facility. The City will replace and integrate major 21kV serviceentrance distribution equipment, substations, standby power, SCADA-integrated systems, and process equipment while keeping the wastewater treatment facility operating. That requires a team that understands electrical work, treatment facility operations, planned outages, PG&E coordination, commissioning, and the importance of making good decisions early.

EXECUTIVE SUMMARY
Royal Electric Company (Royal), teamed with Kennedy Jenks (KJ), brings that experience. Royal has completed thousands of complex electrical cutovers and more than 500 projects in active treatment facilities while maintaining continuous operations. KJ brings deep wastewater design experience and practical understanding of systems that are reliable, maintainable, permit-ready, and constructable. Together, Royal and KJ offer direct experience delivering similar electrical, energy, and treatment facility projects in active operating environments.

This is Royal’s highest-priority pursuit, and we have built our team around the City’s needs. That starts with Project Manager, Dan Kruger, selected for his claim-free project leadership and collaborative, relentless problem-solving approach. The broader team was selected with a similar intent: people who can work side by side with the City, operators, PG&E, key vendors, and permitting stakeholders to protect operations and reach the right decisions early. Our approach is straightforward: keep the facility running, verify existing conditions, make decisions early, and avoid unnecessary cost or complexity.

Based on our review of the City’s budget and understanding of the work, we are confident WEER can be delivered within the City’s budget. We also believe Phase 1 will create opportunities to further reduce costs while protecting reliability, maintainability, and longterm value.

During Phase 1, we will confirm existing conditions, test options, price decisions clearly, and help the City choose the best path forward before construction begins.

We understand City staff time is limited, so workshops will be focused, well-prepared, and built around the decisions that need to be made. Our team will bring forward the cost, schedule, operational, risk, and tradeoff information needed for timely decisions, while avoiding unnecessary meetings, rework, or added burden on staff. Long-lead procurement, third-party coordination, and electrical cutover planning will start early.

Royal has maintained communication with key vendors dating back to the SOQ release, giving our team current insight into equipment availability, procurement risks, and leadtime considerations. Our value engineering approach will be simple and practical: further reduce costs, simplify construction, reuse existing assets where it makes sense, and

5.3.1 Cover Letter

9.219
improve long-term operations without creating new
problems for the City. Commissioning, acceptance
testing, operator training, and turnover will be planned from the beginning, with City operations staff involved throughout the process and ready for the transition into permanent operations.

CLEAR DESCRIPTION OF THE PROPOSER
Royal will serve as the Design-Builder and prime
contracting entity, with KJ as lead designer, Pendergast Consulting Group supporting PG&E coordination,
and Civic CM supporting schedule development and
control. The Royal-KJ team is ready to help the City
deliver WEER safely, efficiently, and within budget,
while improving the long-term reliability of one of Santa Cruz’s most critical facilities.

PRIMARY POINT OF CONTACT
Royal’s preferred single point of contact for all
procurement-related communications is:

Dan Kruger
Project Manager—Royal Electric Company
[email protected]
916.416.6405
We look forward to continuing to work collaboratively
with the City of Santa Cruz to deliver a resilient,
maintainable, and cost-conscious electrical system that will serve the community for decades to come.

Respectfully,
Dina Kimble
President and CEO—Royal Electric Company

9.220

5.3.1 | Cover Letter

5.3.3 | Qualifications and Experience 1

5.3.4 | Technical Approach 4

5.3.5 | Management Approach 24

5.3.6 | Fee and Rate Proposal I
Appendix A | Design-Builder's Comments on the Draft Progressive DesignBuild Agreement, General Conditions of the Agreement, and Guarantor Agreement VI
Appendix B | Design-Builder's Comments on the Conceptual Cost Estimate and Preliminary Project Risk Allocation XIX
Appendix C | Updated Financial Information XXI
Appendix D | Value Engineering and Technical Innovations XXII

5.3.2 Table of Contents

9.221

5.3.3 | Qualifications and
Experience

9.222
1 Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC

1.–3. Additions, Substitutions, and Updates to Key Firms and Personnel
We have deliberately and thoughtfully assembled our key personnel to work in close partnership with the City, Brown and Caldwell, and project stakeholders, ensuring the right expertise, experience, and collaborative approach are fully in place to successfully deliver the WEER Project. This team was hand-selected based on a thorough understanding of the project’s unique challenges, technical requirements, City needs and opportunities to engage with and support the local community.

We do not anticipate any additions, substitutions, or enhancements to our key personnel or partner firms. We are confident that the team as proposed represents the optimal combination of experience, continuity, and proven collaboration needed to successfully execute the WEER Project from start to finish. This stability is a key strength of our team, ensuring consistency in leadership, accountability, and project delivery without disruption.

ADDITIONAL TEAM SERVICES
In addition to the services provided by our key personnel, our team provides expert in-house technical services, highlighted below, of which can be leveraged for the WEER Project.

5.3.3 Qualifications and Experience
BIM
Capabilities
Overview | Our team will
use integrated BIM and digital
tools—including Revit and Civil
3D to integrate the asset registry
into the City's Asset management
system (CityWorks)—to
support coordinated design
development, constructability
reviews, sequencing, and phased
construction planning.

Value to the City | BIM
and digital delivery tools will
improve coordination, reduce
field conflicts, and help the City
visualize electrical systems, and
construction phasing before work
occurs in the field. The final model
will also provide a reliable digital
record to support future operations,
maintenance, and resiliency
planning.

Instrumentation
& Controls
Overview | We provide
an integrated electrical and
instrumentation and controls (I&C)
team experienced in automation,
SCADA, PLC, HMI, and control
system upgrades for water and
wastewater facilities. The team
supports coordinated design,
SCADA integration, cutovers, and
commissioning to maintain reliable
WWTF operations throughout
construction.

Value to the City | KJ’s
integrated electrical and I&C
approach supports reliable power
distribution, SCADA integration,
and coordinated cutovers while
minimizing operational disruptions
during construction. This approach
improves resiliency and provides
a scalable foundation for future
system expansion.

KJ Technical
Services
Overview | KJ provides
additional technical services,
including construction
management, utility coordination,
and operational support for
shutdowns, cutovers, and SCADA
integration, as well as mechanical,
structural, funding compliance, and
architectural support for pump and
blower upgrades, flood protection,
BABA compliance, and design of
the new electrical building.

Value to the City | These
capabilities give the City flexible
access to technical specialists who
can quickly support operational
planning, maintainability reviews,
temporary power and controls
coordination, cutover strategy,
SCADA integration, and other
critical decisions.

9.223
2 Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 2–3

WEST LAKE TAHOE REGIONAL WTP CONSTRUCTION
SUPPORT SERVICES | Tahoe City Public Utility District
Laura supported construction submittals and led the project’s electrical and control systems through startup, testing, and commissioning, and participated in the one-year warranty inspection on 5/20/2026. This $30M project constructed the new 1.0 mgd water treatment facility, which includes submersible lake intake pumps; 1,500 LF of 12-inch raw water line; 300 LF of 36-inch raw water line; raw water lake intake pump station building; water treatment plant-building; installation of owner-procured microfiltration and ultraviolet light disinfection systems; construction and installation of chemical feed systems, a treated water pump station, an above ground treated water clearwell tank, generators, motor control centers, PLC-based control system with a Wonderware SCADA System, associated piping, instrumentation, and electrical-work; 1,200 LF of 8- and 12-inch treated water line; site improvements including, but not limited to, site-grading, paving, drainage; demolition of existing water treatment facilities; and associated work.

4. Acceptance Testing Team and Experience

ACCEPTANCE TESTING TEAM OVERVIEW
Acceptance testing will be led by Laura Thomas, PE,
CCP, a licensed electrical engineer and BCA Certified
Commissioning Professional with more than 37 years of
experience and over two decades dedicated to startup,
commissioning, and performance-based acceptance
testing for complex water and wastewater facilities.

Laura specializes in the integrated testing of electrical distribution systems, standby power, controls, and
process systems, ensuring facilities meet performance,
safety, and reliability requirements prior to handover.

Laura brings deep expertise in the design and
construction of electrical systems, distributed
control systems, and integrated testing, making her
exceptionally well-suited to lead acceptance testing for a project centered on electrical resiliency and operational continuity. Her hands-on approach to startup and commissioning minimizes operational risk, accelerates schedules, and provides a seamless transition to City operations. She has led acceptance testing efforts for facilities incorporating medium-voltage power distribution, central generators, MCCs, PLC/SCADA systems, and complex cutover sequencing on projects with large electrical systems ranging in voltage from 500kV to 480V.

Throughout her career, Laura has overseen factory acceptance testing (FAT), site acceptance testing (SAT), integrated systems testing, endurance testing, and operator training, ensuring systems perform as intended under normal and peak operating conditions. Her experience includes large design-bidbuild and Design-Build programs, including the Groundwater Replenishment System (GWRS)—the world’s largest potable water reuse facility—as well as multiple advanced treatment, pumping, biosolids, and energy recovery projects. Laura will be supported by the team members and firms identified in Figure 1 below.

EXPERIENCE CONDUCTING PERFORMANCE-BASED ACCEPTANCE TESTS The proofs to the right highlight previous, relevant examples of Laura's ability to lead and conduct performance-based acceptance tests.

NAVFAC SHIPYARD INFRASTRUCTURE OPTIMIZATION
PROGRAM—PEARL HARBOR DRY DOCK COMMISSIONING |
Hawaiian Dredging Construction Company
Naval Facilities Engineering Systems Command (NAVFAC) Pacific is building a replacement dry dock at the Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility in Oahu, Hawaii, as part of the Navy’s Shipyard Infrastructure Optimization Program. The project includes dewatering pump stations, chiller plant, high- and lowpressure compressed air facilities, a sewage lift station, fire water pumping systems, the caisson, a 12kV switching station, multiple 12kV to 4160V and 12kV to 480V unit substations, and backup generators. Laura is supporting the Design-Build contractor as lead commissioning manager, responsible for design and submittal reviews, prefunctional checks, functional performance tests, integrated systems tests, endurance tests, commissioning schedule, training plans, commissioning report, and warranty site visit oversight.

Personnel Firm Acceptance
Testing Responsibilities
Leo Vellutini | Construction Manager Royal Test sequence planning and oversight Chris Meyling | Construction Superintendent Royal Lock out tag out (LOTO) and job hazard analysis (JHA) focus
Josh Diebert, PE KJ Support and coordination as needed
TBD Integrator Selected in Phase 1 Support and coordination as needed Figure 1 | Acceptance Testing Team Members

WATER RECYCLING PLANT BIOSOLIDS AND ENERGY
RECOVERY FACILITIES PROJECT | Irvine Ranch Water District Laura performed construction and commissioning management activities for a biosolids facility designed to process solids from 33 mgd of wastewater for beneficial reuse as fertilizer. Responsibilities included submittal review, TWG coordination, and oversight of bench testing, startup testing, and commissioning for facilities including solids handling, thickening and dewatering, digestion, sludge drying, chemical systems, electrical distribution, MCCs, and supporting building systems.

The project also incorporated energy recovery systems using microturbines and digester gas reuse for heating and power generation. Developed commissioning test plans for five phases of process startup, prepared Process Control System Operations and Maintenance manuals, executed operator training programs, and developed SOPs and reliability test procedures to support safe facility operation and de-energization.

Commissioning
Excellence | By integrating
with each client and their facility
staff for several years, Startup/
Operations Specialist, Laura
Thomas, PE, CCP, ensures:

Seamless Day-to-Day Operations
Expert Training & Handover
Projects Meet Compliance,
Safety, & Performance Standards
P
P
P

9.224

5.3.4 | Technical
Approach

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4 Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC
Design Decision Log | To support schedule adherence during preconstruction, Royal will maintain a Design Decision Log similar to the one below to document discussion items, pending decisions, responsible stakeholders, and target completion dates. Priorities will be established in advance of each workshop to ensure critical items are addressed efficiently and that appropriate City and project representatives are available to make timely decisions.

5.3.4 Technical Approach

1. Overall Technical
Approach
The WEER Project is a live-plant electrical
resiliency project: major 21kV, 480V, standby
power, motor, and SCADA-integrated systems
will be replaced while the WWTF remains
operational. Our progressive design-build
(PDB) approach is simple: verify existing
conditions, keep the solution reliable and
straightforward to operate, and make
decisions with the City based on clear cost,
schedule, risk, and operational impacts.

The goal is to improve long-term electrical
reliability without adding pressure to facility
operations during design, construction,
cutover, testing, or commissioning.

COLLABORATING WITH THE CITY

TO REACH DECISIONS
As the Design-Builder, we will perform the
detailed evaluation and coordination before
issues reach the City, allowing planned
workshops to focus on key decisions.

Internal technical working groups (TWGs) will
assess options, constructability, risks, and
recommendations in advance.

Design-Build Coordinator, Spencer
Archer, PE, DBIA, will facilitate the PDB
TWGs and keep discussions focused on
advancing design decisions related to
temporary power, cutovers, equipment
locations, sequencing, tie-ins, procurement,
commissioning, and other factors affecting
cost, schedule, risk, maintainability, and
operations. Each workshop will include a
clear agenda, appropriate participants, and
materials outlining options, tradeoffs, and
recommended actions.

TRACKING DESIGN DECISIONS
A key part of maintaining the preconstruction
schedule is keeping meetings focused,
productive, and tied to timely decisions. Royal
will use a Design Decision Log, similar to the
one below, to track key discussion points,
required decisions, responsible parties, and
due dates. Decision items will be prioritized
and shared before each workshop so the right
City and project team members are prepared
to resolve the most important issues first.

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5 Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC
Critical
Decisions Description
Major Equipment Manufacturer
Selection
Select major electrical equipment manufacturers, including switchgear, generators, transformers, and VFDs, based on performance, compatibility, reliability, maintainability, operator familiarity, supply chain risk, and procurement timelines.

Recommended manufacturers will be presented to the City for review and approval.

Release of Early Work Packages
(EWPs)
Determine whether and when to release EWPs for long-lead electrical equipment or enabling work based on design maturity, permitting, coordination, budget, risk, and GMP integration.

EWPs will proceed only with City approval and a clear
understanding of benefits, risks, and schedule impacts.

Integrated Power Assembly (IPA) vs.

Pre-engineered Metal Building (PEMB)
Evaluate the preferred approach for the new Main Electrical Building and associated systems based on constructability, schedule, permitting, resilience, maintainability, life-cycle cost, and alignment with the Project Criteria. Alternatives and the selected approach will be documented in the CDR with City concurrence.

Figure 2 | Critical Decisions to Make Together

FINAL DESIGN CRITERIA AND DETAILS

ARRIVING AT A FINAL PROJECT

CONFIGURATION
The Owner’s Project Criteria in Exhibit
B will serve as the basis for design.

During Phase 1, we will work with
City staff to confirm the requirements,
constraints, and assumptions that define
the final configuration, including reliability,
maintainability, operations, sequencing,
permitting, cost, and schedule.

Where refinements or alternatives are
needed, we will clearly evaluate and
communicate the impacts on scope, cost,
schedule, risk, constructability, permitting,
operations, maintenance, and commissioning
so the City can make informed decisions.

City direction will be documented and
incorporated into the design to ensure the
final configuration reflects the City’s priorities
rather than our team's assumptions.

This process will move WEER from the
Owner’s Project Criteria to a constructable,
resilient, and maintainable solution that
supports continuous WWTF operations.

Figure 2 below highlights examples
of key Phase 1 decisions that will be
supported by clear options, tradeoffs, and
recommendations.

DEVELOPING INFORMATION TO SUPPORT

DECISIONS, PROPOSED WORKSHOPS, OTHER

DOCUMENTATION
The City’s workshop process gives us a
practical way to work through the information
needed for major decisions. As design
advances, we will use workshops to review
field investigation findings, confirm existing
conditions, compare alternatives, and
advance the Conceptual Design Report
(CDR). Each workshop will be organized
around the specific direction needed from
the City, with options, tradeoffs, risks, and
supporting materials provided in advance.

Between workshops, our team will test
major decisions against cost, schedule,
permitting, utility coordination, long-lead
procurement, and construction sequencing.

When appropriate, critical design elements
will be resolved early to support the schedule,
inform early work package (EWP) planning,
and reduce late changes, with City approval
before moving forward.

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BIGGEST TECHNICAL RISK

ADDRESSING UNPLANNED OR EXTENDED

OUTAGES
The largest construction-phase risk is
maintaining uninterrupted treatment operations
while major electrical infrastructure is replaced
within the active WWTF. Because the facility
must remain operational and compliant, any
unplanned or extended outage affecting power
distribution, controls, or process equipment
could affect treatment reliability.

Each shutdown will be planned as a discrete
field operation. During Phase 1, we will work
with City operations staff to identify affected
systems, confirm operating constraints,
verify field conditions, and build outage plans
around the work being performed, facility
logistics, and available operating windows.

Key outage planning measures will include:

D Shutdown-specific Planning | Develop a unique
plan for each outage based on affected equipment,
electrical dependencies, flow conditions, access,
facility logistics, and backup system requirements.

D Operator-informed Work Windows | Work with City
staff to right-size each outage window based on the
work required, facility conditions, staffing availability, and operational risk.

D Hour-by-hour Execution Plans | For critical
cutovers, define the work sequence, hold points,
testing steps, return-to-service requirements, and
decision points at an hour-by-hour level.

D Clear Field Accountability | Establish a single
point of accountability for each shutdown, with
defined communication protocols between the
Royal-KJ team, City operations staff, subcontractors,
suppliers, and commissioning personnel.

D Built-in Contingencies | Include temporary power
provisions, backup equipment, rollback steps,
and defined triggers for implementing contingency
measures if the work does not proceed as planned.

D Readiness Reviews Before Execution | Confirm
labor, materials, equipment, permits, safety controls,
test procedures, spare parts, and City coordination
before each shutdown begins.

While not considered to be the biggest
technical risks on the WEER Project, we have
identified items from our site visit and from the
release of Addendum 1 (see page 22–23),
which will serve as key focus points we will
discuss with the City during Phase 1.

PLANNING AND SCHEDULING

SHUTDOWNS
During Phase 1, Design Manager, Don
Ervin, PE; Construction Manager, Leo
Vellutini; and Project Superintendent,
Chris Meyling, will work directly with O&M
staff to understand facility constraints and
confirm shutdown requirements for design
investigations and construction.

Figure 3 below identifies the planned
shutdowns currently reflected in Royal’s
WEER Project schedule. Please note, this
is a distilled list and additional details
will be provided during Phase 1 as site
investigation information becomes
available, allowing us to provide a level of
detail that meets the requirements of the
WWTF System Outage Shutdown Request
form.

Phase Shutdown Purpose
Phase 1 Site Investigation Shutdown Access to otherwise inaccessible areas and confirmation of connections Phase 2
Power Source(s) to the
Maintenance Building Shutdown Disconnect and make maintenance building electrically safe to demolish 21kV "A" Loop Shutdown Tie-in new "A" loop conductors to VFI-3A 21 kV "B" Loop Shutdown Tie-in new "B" loop conductors to VFI-3B XFMR 6 Shutdown #1 Provide temporary feed to MCCs fed from SWGR 6 to allow for removal of SWGR 6
MVMS Shutdown Re-feed with temporary source to allow for eventual removal of SWGR 5 XFMR 6 Shutdown #2 Replace XFMR 6 with new XFMR 3B
Figure 3 | Key Project Shutdowns

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PLANT SHUTDOWN REQUESTS
Royal will develop the preliminary shutdown schedule using the project schedule, Phase 1 site investigation findings, and input from City O&M staff. We will also look for opportunities to align WEER work with Owner-scheduled shutdowns where doing so can reduce risk, improve schedule efficiency, or limit the total number of outages required.

Each shutdown will be defined through the City’s WWTF System Outage Shutdown Request Form (shown in Figure 4 below). The form is well suited to distinguish shutdown complexity, confirm affected systems, identify prerequisites, and document required notifications, approvals, and operating constraints. While the shutdown schedule will be refined as design advances and field conditions are confirmed, Royal’s approach will not change: we will meet advance notice requirements, communicate clearly with City operations staff, and build trust by being fully ready before each shutdown begins.

Project Superintendent, Chris Meyling, is well versed in preparing and implementing SORs in operating facilities. His experience will help ensure each outage is properly planned, coordinated, and executed without unnecessary disruption to WWTF operations.

Figure 4 | WWTF System Outage Shutdown Request Form
City of Santa Cruz Public Works Department
WWTF System Outage Shutdown Request Form
Project Name:

Construction Manager Signed Date
City PW Engineer Signed Date
Date
General Contractor Signed Date
Review and Approval Signatures by Stakeholder Authorized Representative Signatures below authenticate review and approval of this proposed SOR based on the submittal plans and schedules.

COMMENT:

WWTF Operations Manager Signed
Plan B Work Around and Contingency Plan:

Plan B Work Around - Contractor provide detail Plan B Work Around, if original Scope of Work not able to complete within the shutdown window.

Contingency Plan - Contractor provide detail Contingency Plan, if original Scope of Work and Plan B Work Around are not able to complete within the shutdown window.
2 City of Santa Cruz Public Works Department
WWTF System Outage Shutdown Request Form
Submitted To: General Contractor Name:

Submittal Address: Request For:

Revision No. & Date: Requestor Name:

Status: Requestor Contact:

Priority: SOR Duration:

Due Date: SOR Start:

Date:

Time:

SOR End:

Date:

Time:

Description of this System Outage Shutdown Request:

Locations:
...CM OPS / Maint /
Elect. / IT
GC
...CM OPS / Maint /
Elect.

GC
...CM OPS / Maint /
Elect.

GC
...CM OPS / Maint /
Elect.

GC
...CM OPS / Maint /
Elect.

GC
...CM OPS / Maint /
Elect.

GC
...CM OPS / Maint /
Elect.

GC
...CM OPS / Maint /
Elect.

GC
...CM OPS / Maint /
Elect.

GC
Lock Out Tag Out (LOTO):

Yes No
Project Name:

LOTO - Contractor provide Detail Lock Out Tag Out Plan and Procedure including Schedule, Roles / Responsibilities
Attached Method of Procedure including LOTO?
Provide Exact Location Description Where Any and All Work Will Be Performed Include LOTO and Control Points Required Submittal Items To Proceed with SOR Review and Approval: Reviewed By Detailed Work Plan - Description of Extent of SOR, LOTO safety procedure, Emergency Response Procedures and Notification plan, Work to be Performed, Operations Support Requirements, Duration, Roles and Responsibilities of Parties, Required Testing Before, During and After Work, Return to Service Plan, Hand Back to Operations and Call Out List .

Detailed Schedule - From Site Preparations Through Return to Service Roles and Responsibilities - Table defining responsibilities of each party with names, titles, and phone # Detailed sequence of work - For each critical task with timeline Approved Shop Drawings - Any Related Drawings or Sketches Related to This SOR RFI's and Responses - Provide all relevant documents related to SOR work System Outage Request No.:

Contractor's Section:

NOTE: This System Outage Shutdown Request form must
be submitted 28 calendar days prior to the actual
outage/shutdown start date.

Submission Information:

Submit attachments to provide a complete description of work to be performed: (Include justification for outages requested that are not included in specifications, or the name of the specified outage. In SOSR description, include requests for de-energizing electrical panels, Switch Gears, de-watering of systems, and requests for Plant Operations and Maintenance support. Include contingency plans, LOTO plan, traffic control and access plan, sequence of events, work schedule, equipment, staff and skilled labor requirements.) References to include applicable Drawings, Specifications & Submittals.

Change Order Work - All Applicable Documents to This SOR Control and Access Plan - All Vehicle and Staff Rerouting, Signage, Barriers and Controls detailed Resources Required - Material, Equipment, Tools, Skilled Labor, Management 1 9.229
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2. Collaboration
For the WEER Project, collaboration needs
to help the City make timely decisions while
respecting staff capacity and plant operations.

We will align our team with the City’s goals,
review process, and decision points through
a kickoff workshop and project charter that
confirm roles, communication protocols,
decision authority, and escalation paths.

Our approach follows Design-Build
Institute of America (DBIA) and Water
Collaborative Delivery Association (WCDA)
best practices while staying grounded in
how the City actually works. As the project
advances, we will align with the City’s review
process, involve the right people at the right
time, use co-location where it improves
coordination, and keep meetings focused on
decisions, constraints, and clear next steps.

INTERFACING INTERNALLY
Design-Build Coordinator, Spencer Archer,
PE, DBIA, will serve as the day-to-day link
between design and construction. He will
keep constructability, sequencing, cost, risk,
and operations impacts in view as the design
advances, helping the team resolve crossdiscipline issues before they turn into field problems or late redesign.

INTERFACING WITH THE CITY
The City has limited staff resources
structured to focus City time on the issues
and decisions that matter most. Rather than
relying on frequent large-group meetings,
we will use targeted workshops aligned
with the City’s stage-gate decision process.

Each workshop will focus on a specific issue
or decision and include the City, design,
construction, operations, and specialty
personnel needed to evaluate options and
prepare recommendations—keeping City
staff engaged where their input adds the most
value while reducing unnecessary meetings,
rework, and decision delays.

CRITICAL WORKSHOPS
We will lead and participate in critical
workshops, with a focus on maximizing value
to the City by supplementing City resources
with our internal staffing capabilities. Based
on our review of RFP Subtask 2.3, we
propose the following workshops (some
City-proposed workshops can be combined)
to support coordination, decision-making,
and project delivery. Please see Figure 5
below for a summary of each workshop,
including workshop leads and key areas of
focus. Workshops may also be combined
as appropriate based on design status and
personnel availability.

Workshop (Focus Area) Team Sponsor(s) Focus Points and Decisions

1. PDB Project Charter Development Dan Kruger, Spencer Archer Define project charter and decision-making plan for successful PDB

2. Alternatives Analysis #1 Dan Kruger, Don Ervin Discuss alternatives analysis for electrical building

3. PG&E Permitting Paul Pendergast PG&E permit approach and status

4. Field Investigation Results Leo Vellutini, Don Ervin Discuss findings from site investigations

5. Conceptual Facilities Layout Leo Vellutini, Don Ervin Review layout for electrical building, substations, switchgear, generators

6. Conceptual Design Report Criteria
Review Don Ervin, Jeff Mohr Review design criteria

7. Environmental, Permitting, and
Funding Sachi Itagaki Overview of permitting plan and status, and funding requirements

8. Instrumentation and Control Don Ervin, Zach Devlin Review control strategies, automation, conversion of pumps and blowers

9. Equipment Preprocurement Dan Kruger, Don Ervin Review approach and specifications for long-lead equipment preprocurement

10. 30% Design and Cost Model Dan Kruger, Don Ervin Review 30% design, cost model and schedule update, and discuss City comments

11. Value Engineering Leo Vellutini, Don Ervin Updates to design as needed for value engineering

12. 60% Design and Cost Model Dan Kruger, Don Ervin Review 60% design, cost model and schedule update, and discuss City comments

13. Construction, Startup, and
Commissioning Laura Thomas, Leo Vellutini Review construction sequencing and schedule, approach for startup/commissioning, operator requirements, temporary power

14. GMP Proposal Dan Kruger, Spencer Archer Review proposed GMP Figure 5 | Critical Project Workshops

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ADDRESSING CONSTRUCTABILITY

ISSUES AND CONCERNS
As the Design-Builder, we are responsible
for identifying issues early, testing them
against facility operations and field execution,
and resolving them with the people who
understand the facility, the design, and
the work. For the WEER Project, ensuring
seamless constructability achieves the
following objectives:

D Maintaining WWTF operations during electrical
cutovers, outages, testing, and commissioning
D Sequencing temporary and permanent power
transitions to avoid unintended service
interruptions
D Confirming existing conditions for 21kV, 480V,
standby power, SCADA-integrated systems, duct
banks, conduits, and equipment interfaces
D Planning access, laydown, and work windows
around active facility operations and
maintenance needs
D Coordinating long-lead equipment, shutdowns,
and startup requirements early enough to
support Phase 2 execution
We will use internal TWGs to plan for and
discuss these items, which will be monitored
and advanced as design progresses.

Issues and concerns will be tracked as they
arise, assigned to the appropriate TWGs,
and carried through resolution. At key
milestones, we will hold focused TWGs with
City operations and maintenance staff to
review significant issues, confirm operational
impacts, and document decisions.

The results will be captured in the decision
log that records the decision, deliverables
required per the scope of work, and
implications for sequencing, outages, startup,
commissioning, and Phase 2 execution.

This gives the City a clear record of how
constructability decisions were made and
keeps design, construction, and operations
aligned before the work moves into the field.

Provided in Figure 6 below is a summary of
key constructability focus points within each
major design milestone.

Design Evolution Constructability Focus
Site Investigation | Early investigations establish the baseline for design decisions and constructability by
validating existing conditions, constraints, and risks that influence electrical system upgrades and sequencing.

D Alternatives analysis
D Laydown area(s)
D Utility locating
D Existing Equipment Configuration (e.g., motors, duct bank) D Duct Bank
D Flood risk analysis
D Geotechnical considerations
Up to 60% Design | Design development focuses
on advancing preferred solutions, refining layout and
sequencing strategies, and confirming constructability to support cost certainty and GMP development.

D Maintenance building demolition
D Project and cutover sequencing
D Motor removal plan
D Site layout (e.g., substation placement)
D Confirm means and methods for GMP
D Concrete activities
D Foundation design
D Building life safety
D Crane and hoisting logistics
Post GMP/Final Design | Final design translates
agreed-upon solutions into detailed, construction-ready documents, with a focus on precise cutover execution,
safety, and quality to support seamless implementation.

D Detailed cutover planning
D Site-specific safety plan
D QC EWP equipment
Figure 6 | Key Constructability Focus Points

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3. Critical Project Components
The WEER Project comes down to replacing and integrating the systems that keep the WWTF running: the 21kV service and loop (see Figure 7 below), standby power, 2.4kV-to-480V conversion, Main Electrical Building, major electrical equipment (e.g., switchgears, generators, pump and blower conversions), SCADA controls, and the demolition and construction work needed to bring those systems online. Each component must be planned around the same priorities: maintain facility operations, verify existing conditions, make timely decisions with the City, and sequence the work so new systems can be tested, energized, and turned over without unplanned disruption.

The eight components below are where we will focus technical planning, City coordination, procurement, permitting, and field execution during Phase 1 and Phase 2. 10–11
Figure 7 | WEER Project Site Layout
21KV Loop A
21KV Loop B
Admin.

Building Solids Dewatering
Primary Building
Sedimentation
Tanks
Pre-aeration/Grit
Removal
Digester 5 Operations Digester 3
Building
Digester 1
Digester 2 Cogeneration
Building
Maint. Building
(to be demolished)

1. Achieving PDB Goals
Overview | PDB allows the City to shape the final solution before construction begins, while building cost and schedule certainty around verified conditions, agreed design criteria, and informed decisions.

Success Blueprint | We will use Phase 1 as intended in the RFP: verify existing conditions, advance design through focused City workshops, update the cost model as decisions are made, identify early procurement opportunities, and define a clear Phase 2 scope. This gives the City timely decisions at the right points while keeping the Royal-KJ team accountable for constructability, cost, schedule, and delivery.

2. PG&E Participation
Overview | Getting PG&E to approve an application for new service is key to overall project success. We’ll need them to provide commitment drawings for this that accepts the conduits previously installed without a formal PG&E inspection. This will allow us to establish a new 21KV service while the existing service provides power to the facility. At some point after we commission the new service, the existing service can be de-energized and removed.

Success Blueprint | Paul Pendergast brings 30+ years of direct experience with PG&E, securing participation and acquiring permits for more than $2B in work. His knowledge of PG&E’s processes will help drive approvals and keep the project on track.

3. Managing Long-Lead Equipment
Overview | Early procurement through EWPs will be critical to maintaining the WEER Project schedule due to long lead times for major electrical equipment. Our approach includes early specification development, expedited reviews, BABA compliance verification, and ongoing supplier coordination to keep procurement on track for critical equipment including switchgear, generators, transformers, and padmount switches.

Success Blueprint | Long-lead equipment is critical on every project we deliver. Our team leverages procurement expertise and strong vendor relationships to coordinate closely with suppliers, resolve issues early, and keep the project schedule on track.

4. Maintaining Existing Plant Operations
Overview | The WWTF must remain operational while major electrical systems are replaced through a series of cutovers, tie-ins, testing, and commissioning activities. In Phase 1, we will meet with facility staff to understand operational constraints, confirm shutdown windows, and complete the detailed planning needed for temporary power, cutovers, and contingency measures before construction begins.

Success Blueprint | Our team has completed 500+ projects in active treatment facilities, including thousands of cutovers with zero unplanned outages. That experience will guide the outage sequencing, temporary power planning, readiness checks, and contingency measures needed to protect WWTF operations.

6. Cutover, Commissioning, and
Integration Testing
Overview | Cutover, commissioning, and integration testing are structured, multi-phase processes that transition new systems from installation to full operation. Early planning, coordination with facility staff, and detailed testing validate reliability under operating conditions and prepare City staff for operation and maintenance.

Success Blueprint | Laura Thomas, PE, CCP,
brings extensive expertise in planning, training, startup, and commissioning of complex phased projects. She recently led startup and commissioning for the award-winning West Lake Tahoe Regional Wastewater Treatment Plant following more than two years of coordination with facility staff.

5. Permitting, Third-Party Coordination,
& Compliance
Overview | Third-party approvals, Coastal permitting, and funding compliance are key programmatic risks requiring early coordination. Our team validates permit applicability, aligns permitting with the PDB process, and ensures compliance with BABA, and SRF funding requirements.

Success Blueprint | Our team routinely supports NPDES,
SWPPP, discharge, Coastal Development, air, and local permitting efforts for wastewater projects. We have managed 96 funding assignments for 47 agencies totaling over $512M, while supporting successful SRF loan and grant applications exceeding $1.9B combined.

7. SCADA Controls Integration
Overview | SCADA controls are a critical component of
wastewater treatment projects, impacting design coordination, construction sequencing, commissioning, and long-term facility performance. Early integration during preconstruction reduces risk, controls costs, and ensures seamless startup and operations for the owner.

Success Blueprint | SCADA controls and integration are
critical parts of most of the projects we build. We have relationships with many established integration firms and take care to select the right partner for the particular project. Utilizing an integration firm that is familiar with the facility can add value and reduce risk.

8. Building Information Modeling (BIM),
Virtual Design & Construction (VDC)
Overview | Effective BIM/VDC coordination is essential on constrained treatment facilities where multiple utilities, structures, and systems must coexist within limited space. Early modeling and coordination reduce conflicts, improve installation efficiency, and minimize disruptions to ongoing facility operations.

Success Blueprint | Our team will utilize in-house BIM/ VDC capabilities to develop detailed installation drawings. These models identify conflicts with existing utilities and structures while supporting prefabrication to reduce installation durations. This approach is especially valuable on space-constrained facilities where efficient coordination minimizes construction risk.

Lead
Spencer Archer, PE, DBIA (Design-Build Coordinator)
Lead
Paul Pendergast (PG&E Permitting Specialist)
Lead
Dan Kruger (Project Manager)
Lead
Leo Vellutini (Construction Manager)
Lead
Sachi Itagaki, PE, QSD (Permitting Specialist)
Lead
Laura Thomas, PE, CCP (Startup/Operations Specialist)
Lead
Don Ervin, PE (Design Manager)
Lead
Chris Meyling (Construction Superintendent)

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4. Approach to Project Challenges
Our preliminary approach to addressing and managing/mitigating key project challenges throughout the project lifecycle is included in the following pages.

Planning | Our approach to keeping the facility operating through design starts with safety, early planning, and steady coordination with City staff. The Santa Cruz Wastewater Treatment Facility cannot afford interruptions; we will plan design work around active operations, with clear steps to protect staff, existing facilities, and the public.

Potential design-phase activities requiring coordination include temporary shutdowns for investigations such as mandrel testing, potholing near energized facilities, electrical vault access, and conduit verification. Any shutdowns will be minimized in duration and coordinated closely with City operations staff. Additional considerations include access to flooded or confined electrical vaults, unknown conditions within aging infrastructure, and the need for early communication protocols should future interruptions become necessary.

Managing/Mitigating | Activities involving existing electrical infrastructure will follow established safety protocols and industry best practices to protect facility operations. Access to electrical rooms, vaults, and other operational areas will be carefully planned to ensure investigations and verification work can proceed safely without disrupting treatment processes.

If a temporary interruption to facility systems is ever required during design, the work will proceed only with advance coordination, City approval, and compliance with notification and outage duration requirements. Clear communication protocols will ensure City staff maintain full visibility into planned activities and decision-making throughout the process.

MAINTAIN CONTINUOUS PLANT OPS. A. DURING DESIGN AND CONSTRUCTION Planning | Shutdowns and operational transitions will be managed through a Process Shutdown Request (PSR) and detailed Method of Procedure (MOP). The PSR will identify the shutdown purpose, affected systems, schedule, notifications, and required review period, while the MOP will define the sequence for isolation, temporary power, equipment replacement, testing/commissioning, and return to permanent power. Shutdowns will proceed only after review and approval by the City, KJ, and Royal.

Planning begins by identifying affected systems, equipment, and operational constraints. Construction Manager, Leo Vellutini, and Project Superintendent, Chris Meyling, will coordinate with City operations staff, KJ, and Royal to confirm critical equipment, isolation requirements, temporary power needs, and operational limitations. Using this input, the team will develop a shutdown-specific MOP that maintains operations in unaffected areas while defining work sequence, hold points, testing, commissioning, return-to-service requirements, and contingency actions.

Managing/Mitigating | Each shutdown will include an Activity Hazard Analysis (AHA) tailored to the work. Prior to execution, the AHA and MOP will be reviewed with supervision, craft labor, subcontractors, testing and commissioning personnel, and City operations staff to confirm responsibilities, communication protocols, safety controls, milestones, and decision points. This structured process provides the City with a clear and coordinated shutdown plan, ensures all parties understand and approve the work, and minimizes the risk of unplanned outages, missed steps, or delays returning systems to service.

COORDINATING SHUTDOWNS AND B. OPERATIONAL TRANSITIONS
West Hills WTP Extension
| San Benito County Water District
Sonoma WTP Electrical Resiliency |
Sonoma Valley County Sanitation Dist.

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Planning | Long-lead electrical equipment is one of the primary schedule risks for WEER. Medium-voltage switchgear, generators, transformers, pad-mounted switches, motors, and VFDs require early technical definition, manufacturer coordination, BABA documentation, submittal review, and timely release for fabrication. Our approach is to move procurement-critical decisions into Phase 1 so equipment lead times do not delay construction.

During Phase 1, we will identify procurement-critical equipment, confirm technical requirements, obtain vendor input, and advance specifications to support early procurement decisions. BABA compliance, manufacturer coordination, and procurement tracking will be managed early and tied to the project schedule, EWPs, submittal priorities, and GMP development so
risks remain visible and manageable before impacting
construction.

Managing/Mitigating | To reduce procurement risk,
the team will prepare advanced technical specifications early to support potential early procurement of critical equipment (see equipment and lead times in Figure 8 on
the left), subject to City approval and Phase 1 milestones.

Procurement releases are anticipated between 30%
and 60% design completion to balance design maturity
with schedule protection and long-lead manufacturing
durations.

MANAGING SCHEDULE RISKS FOR LONGLEAD EQUIPMENT AND MATERIALS Planning | Third-party approvals can significantly affect the WEER schedule if not addressed early. Key coordination efforts will include PG&E, generator and air permitting, Coastal Commission requirements, and other City or regulatory approvals that influence design, procurement, and construction sequencing.

During Phase 1, Permitting Specialist, Sachi Itagaki, PE, QSD, and the Permitting Team will identify required approvals, define approval pathways, and establish realistic review durations. PG&E Permitting Specialist, Paul Pendergast, will lead coordination with PG&E, including early engagement on service requirements, commitment drawings, existing conduits, and sequencing for establishing new 21kV service while maintaining existing operations.

Agency and utility milestones will be integrated into the Phase 1 schedule so approval timelines align with technical decisions, long-lead procurement, EWPs, and GMP development. This approach helps avoid premature procurement commitments and keeps third-party requirements visible throughout design development
Managing/Mitigating | The team will maintain regular, issue-specific communication with agencies and utilities to support timely reviews and reduce late-stage surprises. Working with the City, we will confirm roles, responsibilities, and decision authority to ensure submittals, requests, and responses remain complete, coordinated, and consistent.

Early technical definition and clear documentation will help minimize rework and resubmittals during agency review. Approval status, dependencies, and potential schedule impacts will be tracked openly and incorporated into ongoing Phase 1 schedule updates so procurement timing, EWPs, and design sequencing can be adjusted early to protect the overall project schedule.

ENSURING TIMELY APPROVALS AND

ACTION BY THIRD-PARTY AGENCIES
Planning | Early in Phase 1, we will develop a work breakdown structure and open-book cost model that gives the City visibility into major cost drivers, assumptions, risks, and budget impacts. The 30% design cost model will serve as the first major checkpoint to compare the developing design against the City’s budget and identify innovation and value engineering opportunities. Figure 9 below illustrates how cost certainty increases as design advances and contingency decreases. While the RFP allows GMP development after 30% design, our experience shows the 60% design cost model often provides the best balance of design maturity, cost certainty, and flexibility. We will work with the City to determine the appropriate GMP timing based on design readiness, risk resolution, market conditions, and procurement needs.

Managing/Mitigating | Cost will be managed through
competitive subcontracting, Target Value Design, value
engineering, and Royal’s electrical self-performance to improve pricing control and reduce markup layers. As design advances, we will evaluate cost-saving opportunities against the City’s budget, operational needs, schedule, maintainability, and risk profile. Potential strategies may include layout refinements, equipment standardization, simplified temporary power,
improved cutover sequencing, and early procurement, with each recommendation presented alongside its cost, schedule, operational, and risk implications.

CONTROLLING COSTS AND

MAINTAINING THE PROJECT BUDGET
Planning | Key challenges identified to date include limited City staff resources and decision bandwidth, operator training and change management during major electrical upgrades, and managing multi-year electrical cutovers within aging infrastructure while maintaining continuous operations at a constrained WWTF site. Additional considerations include achieving the City’s operational goals within the prescribed budget, coordinating third-party approvals concurrent with procurement activities, demolition of the Maintenance Building including hazardous materials abatement, and addressing traffic, public interface, and community sensitivity considerations through City-led outreach efforts.

Managing/Mitigating | WEER will
require practical problem-solving across
design, procurement, permitting, construction,
operations, and budget management. During
Phase 1, we will work collaboratively with the
City to address these issues early, while scope,
sequencing, cost, schedule, and operational
impacts can still be shaped. Challenges (see
Figure 10 to the right) and decisions will be
tracked using the risk register, decision logs,
schedule updates, and cost models to maintain
clear visibility into progress, resolutions, and
upcoming decisions.

OUR APPROACH TO SOLVING

PROJECT CHALLENGES
C.

D.

E.

F.

Equipment Lead Time(s)
2500 KW Diesel Generator 12 weeks (submittals); 74–85 weeks (production) Switchgear 16 weeks (submittals); 50 weeks (production) Oil-filled Transformers 12 weeks (submittals); 44 weeks (production) Pad-mounted Switches 12 weeks (submittals); 44 weeks (production) NGR Transformers 10 weeks (submittals); 50 weeks (production) 300 HP 480V Motors 8 weeks (submittals); 20 weeks (production) Variable Frequency Drives (VFDs) 4 weeks (submittals); 12 weeks (production) Figure 8 | Long-lead Equipment
Figure 10 | WEER Project Challenges
Challenges Plan to Work with City
City Staff Availability &
Decision Support
Prepare clear options, tradeoffs, and recommendations in advance to streamline City decision-making.

Operator Training & Change
Management
Involve operators in testing, commissioning, and training prior to turnover.

Multi-Year Electrical Cutovers Use investigations, shutdown planning, temporary power, and contingency strategies to minimize disruption.

Budget Management Apply open-book cost modeling, target value design, VE, and cost checkpoints to align scope and budget.

Continuous WWTF Operations Coordinate work around facility operations, outages, access, laydown, and return-to-service requirements.

Third-party Approvals &
Procurement
Track agency coordination, permitting, and procurement
dependencies within the Phase 1 schedule.

Maintenance Building Demo &
HAZMAT
Verify conditions early and coordinate abatement and
demolition sequencing around ongoing operations.

Monterey Groundwater Replacement
| Monterey One Water
Regional Drought Resiliency Project—Intertie 1: Santa
Cruz Scotts Valley | City of Santa Cruz
Folsom Lake Intake Improvements
| El Dorado Irrigation District
Wellfield Emergency Generators
| Calleguas Municipal Water District
Figure 9 | Achieving Cost Certainty Through Design Progression 30%
Design
60%
Design
90%
Design
100%
Design
Ideal VE/Innovation Window
Constructability and Pre-Planning

CONTINGENCY

COST CERTAINTY

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5. Value Engineering and Technical Innovations
Value engineering (VE) and innovation must be practical and serve a specific purpose. We will only advance ideas that solve a risk, reduce cost, improve operability or maintainability, or provide another clear benefit to the City. Potential opportunities may include layout refinements, equipment standardization, temporary power simplification, cutover sequencing improvements, and early procurement packaging.

PROPOSED APPROACHES FOR VALUE ENGINEERING AND COST OPTIMIZATION Before ideas are brought to the City, they will be vetted through our internal design leads. Each recommendation will be summarized in a concise report showing the proposed change, purpose, issue solved, cost/schedule impact, operational impact, and comparison against the project criteria and specifications. Once a VE or innovation opportunity passes this initial gate review, we will present it to the City in the weekly design TWG for review, discussion, and direction. We will also right-time innovation decisions, targeting the window between 30% and 60% design so the City can capture value without triggering avoidable redesign. Provided below is a series of VE and innovation opportunities to review with the City during Phase 1. Cost, schedule, quality, and operability benefits for each opportunity have been summarized in Figure 11.
15–16

3. Extended Shutdown Timelines
Description | Extended shutdown timelines can improve
construction efficiency by allowing more work to be completed during each planned outage. By consolidating activities into fewer, longer shutdowns, the project team can reduce the frequency of operational interruptions, improve installation sequencing, and minimize the repeated mobilization and coordination efforts typically associated with multiple shutdown events.

Improvements | This strategy has the potential to improve the overall project schedule, reduce operational and construction risk associated with repeated system transitions, and lower costs through more efficient execution. Fewer shutdowns also simplify coordination and can provide greater predictability for both construction activities and facility operations.

4. PDB Delivery Model Training
Description | PDB projects are most successful when all participants share a clear understanding of the delivery model, decision-making processes, and project expectations. Early in Phase 1, the Design-Build Team will provide project-specific PDB training to align City staff, designers, constructors, and advisors on collaboration, cost development, risk management, and decisionmaking throughout the project life cycle.

Improvements | Facilitated PDB training integrated with early chartering activities proactively address anticipated challenges, delivery risks, and key decision points. This approach reinforces a project-first mindset, clarifies roles and responsibilities, standardizes communication practices, and supports more effective value engineering, cost optimization, and risk management throughout design and construction.

6. Allow Use of Existing Standby
Generators
Description | Maintaining uninterrupted wastewater treatment operations is critical during phased construction and electrical cutovers. Temporary power solutions will be carefully planned and coordinated to support critical loads while preserving the availability of existing standby generators until final system acceptance.

Improvements | The project approach prioritizes the use of dedicated temporary or portable generators rather than existing facility standby generators to maintain operational resiliency and reduce outage risk. Temporary power installations will include defined load limits, safety controls, and coordinated deployment planning to support safe construction sequencing, minimize operational impacts, and provide an orderly transition to the new electrical systems.

5. Future Expansion Optimization
Description | The planned electrical upgrades will be designed to support future facility expansion and evolving operational needs without significant rework. The Design-Build Team will evaluate the electrical distribution system holistically to accommodate future load growth, additional process equipment, and facility expansion through scalable system configurations, strategic equipment siting, and allowances within medium- and low-voltage systems.

Improvements | To enhance long-term flexibility, the team will evaluate incorporating spare capacity, available switch bays, future connection points, optimized conduit routing, and equipment spacing where cost-effective and operationally appropriate.

Expansion planning will be coordinated with the City through TWGs to align future operational priorities with reliability, safety, maintainability, and phased construction requirements.

7. Perform Work During Scheduled
Maintenance Shutdowns
Description | With advance planning and coordination,
portions of the work may be performed during owner-scheduled maintenance shutdowns to reduce impacts on facility operations.

Aligning construction activities with planned outages can minimize temporary power requirements, reduce operational disruptions, and limit the total number of shutdowns required.

Improvements | This approach can improve schedule
efficiency, reduce repetitive shutdown activities and labor hours, enhance safety by limiting interaction with live electrical infrastructure, simplify sequencing and coordination, and lower overall project risk by reducing tie-ins and exposure to active systems.

8. EV Charging
Description | The WEER Project provides an opportunity
to incorporate EV charging infrastructure into the new electrical design in support of the City of Santa Cruz’s sustainability goals. EV charging can support current staff needs, future fleet electrification, and workplace charging while leveraging planned electrical infrastructure improvements during Phase 1.

Improvements | Our team will evaluate scalable EV charging infrastructure, including future capacity, conduit pathways, and distribution requirements, to support long-term expansion in a cost-effective manner. Early integration into the project can reduce future installation costs and operational disruption while supporting sustainability and resiliency goals.

1. Integrated Power Assemblies (IPAs)
Description | IPAs are prefabricated electrical buildings manufactured off-site and delivered to the project in modular sections with major electrical equipment pre-installed, including switchgear, MCCs, and control panels. This approach reduces field installation complexity and allows systems to be assembled, tested, and quality controlled in a factory environment prior to delivery.

Improvements | Royal previously installed an IPA on Sonoma Water's Ely Booster Station project (see Appendix D for drawings), demonstrating the practical application of this approach. IPAs can improve project delivery through faster deployment, reduced site disruption, and minimized civil work requirements enabled by their compact, integrated design. Their reduced footprint can also streamline permitting and coordination while supporting future scalability and modular expansion.

2. Repurpose Existing Equipment for
Temporary Power
Description | Repurposing existing equipment throughout the facility, such as available Substation 8 equipment, can provide flexibility during construction and reduce the need for new temporary electrical infrastructure. Where existing equipment can be reused safely and reliably, the project can reduce cost, procurement lead time, and installation effort while still supporting phased construction and cutover activities.

Improvements | This approach can reduce capital and rental costs, accelerate the project schedule, and minimize environmental impacts by limiting new material consumption. Overall, the strategy has the potential to provide measurable cost savings, schedule compression, and sustainability benefits while maximizing the value of existing infrastructure.

VE/Innovation Opportunity
VE/Innovation Benefit(s)
Cost Schedule Quality Operability

1. Integrated Power Assemblies (IPAs) P P P P

2. Repurpose Existing Equipment for Temporary Power P P P

3. Extended Shutdown Timelines P P P P

4. PDB Delivery Model Training P P P

5. Future Expansion Optimization P P

6. Allow Use of Existing Standby Temporary Generators P P

7. Perform Work During Scheduled Maintenance Shutdowns P P P P

8. EV Charging P P
Figure 11 | Potential VE/Innovation Opportunity Benefits

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6. Maintenance of
Plant Operations and
Contingency Planning
Maintaining continuous operations throughout
construction is critical. The replacement of
major electrical infrastructure, including 21kV
distribution, substations, standby power
systems, and associated controls, must occur
while critical treatment processes remain
operational, safe, and compliant.

The Conceptual Design Report (CDR)
included in the RFP aligns closely with
our vision for how the project should be
designed and executed and provides a strong
foundation for implementation planning. The
phased sequencing strategy identified in
the RFP appropriately prioritizes operational
continuity while allowing the facility to
transition safely to the new electrical systems.

A. MAINTAINING SERVICE

CONTINUITY DURING TRANSITION

TO NEW ELECTRICAL SYSTEMS
Once design is complete and permits are
obtained, demolition of the Maintenance
Building can proceed along with completion
of the 21kV loop between Substation 4 and
Substations 5 and 6. After major equipment
is delivered and staged onsite, substation
replacement activities can begin, starting
with existing Substations 5 and 6 before
progressing clockwise around the facility in
coordinated phases.

We see an opportunity to utilize existing
Substation 8 as part of a temporary power
strategy. Because Substation 8 is currently not
serving active process loads, early demolition
and temporary reuse of this equipment could
support construction phasing without affecting
facility operations while potentially reducing
temporary power costs.

OUR PROCESS EXPANDED
Our approach to maintaining service
continuity is centered on detailed pre-planning
and disciplined execution. Before any
shutdown or operational transition occurs, the
team will:

D Clearly define the scope of work and systems
affected by the outage
D Develop and vet a detailed MOP that defines
isolation steps, temporary power requirements,
testing procedures, commissioning activities,
and return-to-service sequencing
D Verify that all required resources, including
materials, equipment, labor, documentation, and
support personnel, are available before work
begins
D Confirm that field conditions remain consistent
with planning assumptions immediately prior to
execution
D Reassess and reschedule work if conditions
change or new risks are identified
D Provide backup generators onsite whenever
temporary generation is required to maintain
operations
D Coordinate testing and commissioning
personnel in advance when required for system
startup or acceptance testing
This process ensures that shutdowns are
predictable, coordinated, and executed with
minimal disruption to facility operations.

CONTINGENCY PLANNING
Contingency planning will be tailored to each
shutdown, process area, and operational
constraint. Every shutdown plan will identify
risks, define critical milestones, and establish
decision points that determine whether work
proceeds, pauses, or transitions to recovery
actions. Each plan will include multiple
contingency layers (Plan A, B, C, etc.) to
maintain operational reliability under changing
conditions. Potential contingency measures
may include:

D Backup generators onsite in the event of
temporary power failure
D Defined “points of no return” and back-out
procedures if shutdown milestones are not
achieved
D Trigger thresholds tied to weather, unforeseen
conditions, staffing limitations, schedule
constraints, or operational needs
D Temporary uninterruptible power supplies (UPS)
for critical controls and instrumentation

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D Backup crews available to support extended or
24-hour shutdown operations
D Spare critical materials and equipment staged
onsite, including breakers, fuses, terminations,
wire, conduit, and fittings
Understanding site logistics, operational
limitations, and access constraints in each
project area will be critical to developing
practical contingency plans that maintain
uninterrupted facility operations while
supporting safe construction activities.

B. COORDINATION AND

EXECUTION OF TEMPORARY

SHUTDOWNS/OUTAGES
Shutdown planning and coordination will
begin during Phase 1, with detailed execution
procedures finalized during Phase 2 as design
advances and field conditions are verified.

Figure 12 illustrates the overall process the
Royal-KJ team will use to identify, plan, and
manage shutdowns and outages throughout
the project lifecycle.

Project Superintendent, Chris Meyling, has
successfully executed more than 100 complex
electrical shutdowns over the course of his
career, including live-facility work requiring
continuous operations, temporary power
transitions, and coordinated commissioning
activities. Our shutdown/outage process
includes the key steps outlined below.

STEP 1: IDENTIFY NEED
The Royal-KJ team will identify the substation,
systems, and operational areas affected by
the shutdown while confirming alignment with
facility priorities and project objectives.

STEP 2: FIELD INVESTIGATION AND

COORDINATION WITH O&M
We will conduct detailed field verification and
coordinate with Operations & Maintenance
staff to confirm system conditions, operational
limitations, and stakeholder requirements.

STEP 3: SUBMIT PROJECT SYSTEM

OUTAGE REQUEST (SOR)
The team will prepare and submit a formal
SOR documenting the shutdown scope,
schedule, required notifications, temporary
power strategy, and anticipated operational
impacts.

STEP 4: TWG COORDINATION AND

ACCOUNTABILITY
We will review shutdown logistics with
the appropriate technical leads, assign
responsibilities, and establish a single
point of accountability for execution and
communication.

STEP 5: EXECUTE
The Royal-KJ team will execute the shutdown
in accordance with the approved MOP and
contingency plans while maintaining active
communication, monitoring progress, and
addressing field conditions in real time to
support safe and efficient completion. Figure 12 | Shutdown and Outage Management Identify
Need
PHASE 2
PHASE 1
Supplement Field Execute
Investigation &
Coordination with O&M
Submit Project
Shutdown Request
TWG Coordination
& Accountability
1 2 3 4 5

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7. Approach to Acceptance
Testing, Training, and
Handover
Startup and commissioning (Cx) is a
comprehensive process encompassing
planning, pre-installation checks, installation
verification, startup testing, acceptance
testing, and final turnover. Commissioning
starts as the initial design is completed and
does not end until after final handover and
operation. Early planning, which considers
process dependencies, commissioning
sequences, and final requirements for
operation will result in better coordination and
a reduced likelihood of project delays and
unplanned outages. For the WEER Project, it
is essential to coordinate testing so equipment
can move from testing to energization
and operation quickly to maintain facility
operations. We will manage commissioning
through six phases:

D Cx Phase 0 | Planning
D Cx Phase 1 | Pre-Installation Verification
D Cx Phase 2 | Pre-Commissioning (Installation
Verification)
D Cx Phase 3 | Functional Testing (Startup Testing)
D Cx Phase 4 | Acceptance Testing
D Cx Phase 5 | Final Turnover and Warranty
Startup/Operations Specialist, Laura
Thomas, PE, CCP, will lead commissioning
and coordinate with the mechanical
subcontractor, electrical subcontractor,
systems integrator/programmer, equipment
suppliers, City operations staff, and our team.

Together, they will develop test plans, confirm
readiness, execute testing, support training,
and turn the systems over to the City.

A. PREFERRED ROLES FOR CITY

STAFF DURING ACCEPTANCE

TESTING
During acceptance testing, City operations
staff should operate the upgraded equipment
and systems with support from our
commissioning team, giving operators handson time before turnover and confirming the systems work as intended in actual facility
operations. City staff will serve in the following
roles:

D Primary Equipment Operators | Operate the
upgraded systems during acceptance testing to build
familiarity with normal operations, troubleshooting,
performance monitoring, and day-to-day procedures.

D Operational Reviewers | Identify irregularities,
operational concerns, maintenance considerations,
or opportunities for improvement from the operator’s
perspective.

D Collaborative Test Participants | Work alongside
the commissioning team, systems integrator,
suppliers, and subcontractors while tests are
performed, data is recorded, and issues are
resolved.

D Documentation and Reporting Contributors:

City staff should also contribute to documenting
Acceptance Testing outcomes. Their input helps
capture operational insights and adds transparency
to the final test reports.

These roles give City staff hands-on
experience with the upgraded systems before
turnover, helping them build confidence
with normal operation, troubleshooting, and
performance monitoring. They also give
operators a chance to raise concerns while
the commissioning team, suppliers, and
subcontractors are still on site.

B. RELATIONSHIP OF ACCEPTANCE

TESTING TO STARTUP AND

COMMISSIONING ACTIVITIES
Acceptance testing is the final phase of the
broader startup and commissioning (Cx)
process, which begins during design and
progresses through planning, installation
verification, pre-commissioning, and functional
startup testing. By the time acceptance testing
begins, systems have been installed, verified,
and demonstrated to operate as intended,
with commissioning sequences and testing
requirements coordinated to support a smooth
transition to energization and operations while
minimizing operational disruptions.

Following successful startup testing,
systems are placed into service and undergo
acceptance testing to confirm reliable,
consistent performance under actual

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operating conditions. During this phase,
operators actively run the systems while our
team documents results and resolves issues.

Acceptance testing therefore serves as the
final validation that commissioning activities
have produced fully functional, integrated,
and operator-ready systems suitable for final
turnover.

C. APPROACH TO TESTING FOR

PEAK CONDITIONS
Peak condition testing will confirm that the
upgraded systems can perform under the
most demanding operating scenarios the
WWTF is expected to see. For the WEER
Project, this requires early coordination with
facility staff to understand normal and peak
flow patterns, electrical demand, process
dependencies, and operational constraints
that could affect testing.

Before acceptance testing begins, the
commissioning team will work with facility
staff to define peak operating scenarios and
include them in the Commissioning Plan and
Acceptance Test Plans. These scenarios
may include split-load and single-ended
configurations for electrical substations and
21kV loops, along with the operating ranges
needed to test equipment such as interstage
pumps and aeration blowers.

During testing, City staff will operate the
equipment under these conditions with
support from our commissioning team. Test
results will be recorded, issues will be tracked
to resolution, and performance will be verified
against the approved requirements. This
confirms the upgraded systems can support
reliable facility operations during highdemand conditions and gives the City useful information for future optimization.

D. RELATIONSHIP BETWEEN

ACCEPTANCE AND PROJECT

PERFORMANCE GUARANTEE
Acceptance testing serves as the critical link
between project completion and the initiation
of the project performance guarantee.

Successful completion of acceptance testing
demonstrates that the upgraded systems
perform reliably under defined operational
conditions, including peak loads and process
variations, without failures or adverse impacts.

This period (30 days of reliable operation
per the RFP) acts as objective evidence
that the project’s contractual performance
requirements have been met.

Once the systems pass acceptance testing
and are formally accepted by the City, the
project performance guarantee period begins.

WEER's Historic
Peak Flows |
We will leverage the
peak flow diagram,
containing historical
flows since 2015 (see
right), to inform our
approach to peak
condition testing.

In coordination with
facility staff, the RoyalKJ team will define
representative highdemand operating
scenarios to verify
reliable performance
of critical electrical and
process systems.

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This guarantee holds our team accountable
for the continued performance of the systems
as specified, covering any defects or failures
that arise within the warranty period. In
this way, Acceptance Testing provides the
baseline for system performance and triggers
the responsibility and remedies associated
with the Project Performance Guarantee,
protecting the City’s investment and
supporting long-term operational reliability.

E. TRAINING CITY STAFF
Training for City staff is integrated into the
commissioning process and occurs once
equipment is operational and ready for use
in Cx Phase 3: Functional Testing Phase.

Both classroom and hands-on sessions are
provided, allowing staff to become familiar
with new systems, operational procedures,
and troubleshooting techniques. Training
is supported by up-to-date Operations and
Maintenance manuals, and is scheduled to
align with testing activities, so staff can apply
what they learn directly during real-world
scenarios. This approach helps City staff
build confidence and capability for ongoing
independent operation and maintenance after
project turnover.

F. PROJECT HANDOVER
Final handover is the process of providing
the City the documents, tools, spare parts,
warranty support, and asset information
needed to operate and maintain the upgraded
systems after turnover. For WEER, handover
will be planned during commissioning so the
City receives complete, usable information
before the systems move into long-term
operation. Deliverables our team will provide
to the City during the handover process
include the following:

D As-Built Documentation | Final record drawings,
updated design drawings, and updated manufacturer
drawings where field changes affect installed
equipment or system configuration.

D Final O&M Manuals | Complete operation and
maintenance manuals for the upgraded systems,
including equipment-specific instructions,
maintenance requirements, troubleshooting
guidance, and supplier information.

D Spare Parts | Inventoried spare parts turned over to
the City with clear identification, quantities, storage requirements, and associated equipment tags.

D Warranty Support | Support during the warranty
period to help City staff identify equipment issues,
determine whether they are covered by warranty,
and coordinate repair or replacement with the
appropriate supplier or subcontractor.

D Optimization and Enhancement | Review of
system performance after turnover, including use
of the new facility-wide power monitoring system to
evaluate electrical loads and identify opportunities to optimize operations or reduce electrical costs.

D Asset Management | Entry of new equipment,
spare parts, and preventive maintenance plans into
Cityworks in accordance with the Asset Management
Plan. The Royal-KJ team will work with facility staff
to confirm equipment tags, maintenance workflows,
and asset information so the transition from
construction to operations is clean and usable.

Setting Owners up for Success | For decades, Tahoe City Public Utility District (TCPUD) struggled to maintain a reliable water supply due to a seasonal above-ground treatment facility that required annual dismantling and reconstruction. KJ delivered an innovative, mostly underground West Lake Tahoe Regional Water Treatment Plant featuring ultrafiltration, UV disinfection, and chlorine treatment. As Commissioning Lead and
Project/Construction Manager, Laura Thomas, PE,
CCP, (left) and Spencer Archer, PE, DBIA, oversaw
testing, operator training, and system optimization to
ensure a seamless transition to operations. Despite
record snowfall, wildfires, and COVID-related supply
chain disruptions, the project earned both the 2026
ACEC California Engineering Excellence Award
and National Recognition Award.

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Our 1:1, Site Visit, & Addendum Considerations
Following our one-on-one meeting and site visit with the City and Brown and Caldwell, and the release of Addendum 1, our team has developed a list of findings and considerations, which are summarized below.

We look forward to the opportunity to work collaboratively with the City's project team to solve and/or incorporate these considerations into the solutions we develop together.

Removal, Decommissioning, or Repurposing
Existing Underground Fuel Storage Tanks
Description | Develop a City-approved plan for existing underground fuel storage tanks
Path to Success | With over 30 years of
experience, our team supports clients in the
investigation, remediation, and management
of fuel-impacted sites, including underground
fuel tank removal, decommissioning, and
repurposing. We have completed similar
tank work at 50+ sites in the Bay Area and
many others nationwide for both public and
private clients. This experience enables us to
anticipate site-specific constraints, coordinate
effectively with stakeholders, and implement
safe, compliant solutions that minimize
disruption and advance project goals.

Conduit Routing
Description | Atypical site conditions include existing utilities and environmental concerns
Path to Success | During Phase 1, we will
conduct detailed site investigations to identify
the most effective approach for routing new
conduit through this area. Above-ground
routing, conventional trenching, and directional
drilling methods will all be evaluated to
determine the most practical and constructible
solution.

Pumps and Motors
Description | Converting motors to 480V operation
Path to Success | We
have coordinated with
motor manufacturers
(e.g., Toshiba and TECO)
and will work to identify
replacement motors with
similar frame sizes to
minimize modifications
and simplify installation.

Existing conduit sizing has
also been identified as a
potential constraint, and we
are evaluating solutions to
address this during Phase 1
of the project.

Laydown Area
Description | Efficient use of laydown area to integrate with facility operations
Path to Success | We will coordinate closely with facility operations to establish a laydown area that minimizes impacts to ongoing facility activities and maintains safe, efficient site access throughout construction.

Partnership with O&M Staff
Description | Coordinating with O&M staff and maintaining facility operations
Path to Success | O&M staff
are often operating at capacity,
balancing daily facility operations,
regulatory responsibilities,
deliveries with associated traffic,
and ongoing maintenance while
projects like this one introduce
additional demands and
disruptions. We will incorporate
deliberate coordination to ensure
construction activities can co-exist
with these priorities, minimizing
strain on staff and risk to facility
performance.

Maximizing and Respecting City Resources
Description | Maximizing the value of PDB delivery
Path to Success | During the 1:1 meeting, we heard clearly that the City needs a design-builder with
initiative: a team comfortable
leading the work, making informed
recommendations, and bringing
the right decisions to the City at
the right time. Royal understands
the City does not have the
resources to attend every meeting
or manage every detail. Our role
is to be a true partner: prepared,
proactive, and focused on making
this project successful while
respecting the City’s time and
staff capacity.

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5.3.5 | Management
Approach

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5.3.5 Management Approach

1. Overall Management
Approach and Schedule
The City has invested significant effort in
selecting the right project partner while
managing limited staff availability and
competing priorities. Our team will ensure
coordination is intentional, efficient, and well
organized through clear agendas, appropriate
participants, defined communication
protocols, and timely issue escalation to
support effective decision-making and
collaboration.

A. PROJECT MANAGEMENT
(INTERNAL AND EXTERNAL)

APPROACH TO MANAGING INTERNAL

DESIGN-BUILD TEAM
As the Design-Builder, our job is to do
the heavy lifting before decisions come to
the City. Before each City workshop, our
internal TWGs for electrical, construction,
operations, startup, estimating, permitting,
and procurement will work through options,
test constructability, and identify risks. This
approach maximizes the value of the City’s
time and keeps each workshop focused on
decisions.

Project Manager, Dan Kruger, and Design
Manager, Don Ervin, PE, will chair the PDB
workshops and keep each meeting focused
on the decisions needed to advance design.

The workshops will address the key issues
identified in the RFP, including temporary
power and cutovers, equipment locations,
sequencing and tie-ins, early procurement,
commissioning, and other decisions that
affect cost, schedule, risk, maintainability, and
facility operations. Each meeting will have a
clear agenda, the right people in the room,
and materials that show the options, tradeoffs,
and recommended path. Figure 13 on page
25 provides an overview of the proposed
decision-making process.

Each workshop will close with clear next
steps: decisions made, action items assigned,
and any impacts carried into the cost model,
schedule, and risk register. We will use Target
Value Design to keep the City’s budget,
project goals, and design criteria in view as
decisions are made. This keeps cost and
value active throughout design. The process
turns City input into documented design
direction while preserving the institutional
knowledge needed to keep the facility reliable
and operable.

APPROACH TO COORDINATING WITH

THE CITY AND REPRESENTATIVES
Royal will coordinate with the City and its
representatives through efficient, intentional
meetings that keep decisions moving and
respect City staff time. Coordination will occur
through several practical channels:

D Weekly Progress Meetings | Chaired by Project
Manager, Dan Kruger, these meetings will review
schedule, cost, risk, and emerging issues.

D Technical Workshops | Chaired by Design
Manager, Don Ervin, PE, these targeted meetings
will support decisions on field investigations, value
engineering, layout, and other key technical topics,
with agendas agreed to in advance.

D Proactive Coordination | Royal will supplement
formal meetings with discussions as needed to
support timely decisions.

MANAGING PROJECT COMMUNICATION
Royal will keep communication organized,
timely, and direct. Meetings will be agendadriven, meeting notes will be issued within 48 hours, and Procore will be used to share
plans, specifications, work plans, estimating
documents, and other Project information
in real time. In the spirit of PDB, Royal will
communicate early with the City before
issuing formal letters, pricing submittals, or
notices, avoiding surprises before decisions
are required.

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MANAGING DECISION MAKING
Task 2.3 Progress Meetings will be the
primary forum for critical project decisions
during design. To make the best use of the
City’s time, Royal will group related topics and
provide relevant background information in
advance, including the decision or direction
needed. Each meeting will confirm next steps,
responsible parties, and timing. Decisions
will be captured in a decision log, updated in
real time, and available to the City and project
team. During construction, decisions are
expected to be more limited and will generally
be addressed through Weekly Progress
Meetings, with urgent items elevated as
needed.

MANAGING SCHEDULING
Royal will maintain integrated, resourceloaded Phase 1 and Phase 2 schedules that connect design, procurement, construction
sequencing, shutdowns, temporary power,
commissioning, and facility operations. Lead
Scheduler, Steve Azzi, will provide monthly
updates to the City, supported by short-interval
schedules, including three-week look-aheads
and hour-by-hour plans for critical work. The
critical path will be clearly identified to track
progress, support timely decisions, and drive
early procurement. Shutdown scheduling will
be a key focus, with Royal coordinating closely
with City representatives and facility operators
on outage sequencing, contingency measures,
and recovery strategies.

B. OVERALL SCHEDULE SUMMARY
An overall schedule summary for the WEER
Project is illustrated in Figure 14 on page

26. This schedule builds upon the version
submitted with our SOQ and highlights our
ability to finish the project up to eight
months early.

Figure 13 | TWG Decision-making Process
CITY

DECISIONS
Approve and Set Guardrails
Project Definition
Performance Criteria
Project Goals
Funding Risk Tolerance
Approval Process

ROYAL-KJ

DECISIONS
Internal TWGs*
Leads execution and solutions
Means and methods
Detailed design solutions
Subcontractor strategy
Execution sequencing

COLLABORATIVE

DECISIONS
Alternative Development
Scope Refinement
Alternatives Analysis
Cost vs. Performance Tradeoffs
GMP Alignment
Constructability
Schedule Optimization
Facilitate
Decision
Owner asks
questions;
risks clarified;
decision made
or next steps
assigned
Identify
Decision
Decisions need
to be identified
and prioritized
Decision
Definition
Clear problem
statement;
why decision is
needed now
Present
Options
Viable options;
tradeoffs clearly
shown; cost,
schedule, risk
performance
Capture
Outcome
Decision
documented;
assumptions
recorded;
impacts noted
(cost, schedule,
risk)
Recommend
Path
Design-Builder
provides clear
recommendation;
rationale simply
explained
1 2 3 4 5 6
*TWG Process

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Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 26
Figure 14 | Overall Schedule Summary 2026 2027 2028 2029 2030 2031 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 PHASE 1—PRECONSTRUCTION
Phase 1 Notice to Proceed | 09/22/2026
Task 1—Project Management | 09/22/2026–10/18/2027
Task 2—Meetings and Workshops | 10/13/2026–10/18/2027
Task 3—Background Document Review and Validation | 09/29/2026–12/10/2026 Task 4—Field Investigations, Surveying, Mapping, and Reports | 09/29/2026–03/08/2027 Task 5—Cost Modeling, Scheduling, and Constructability Reviews | 09/22/2026–10/13/2027 Task 6—Permitting and Approvals | 09/22/2026–10/13/2027 Task 7—Public Outreach | 09/22/2026–02/23/2028
Task 8—Conceptual Design Report (CDR) | 01/25/2027–05/04/2027 Task 9—Design Submittal | 03/09/2027–10/25/2027
30% Design Submittal | 03/23/2027–07/16/2027
60% Design Submittal | 06/17/2027–10/25/2027
Early Work Procurement Package | 06/17/2027–10/11/2027
Task 10—Constr. Sequencing, Subcontracting, Self-Performance Plan | 03/09/2027–11/08/2027 Task 11—Guaranteed Maximum Price (GMP) Development | 07/21/2027–02/23/2028 Task 12—Phase 2 Design Support During Construction | 02/24/2028–10/24/2030 Phase 2 Final Design | 02/24/2028–06/20/2028
Early Equipment Procurement | 06/17/2027–01/08/2029
PHASE 2—CONSTRUCTION
Demolish Existing Maintenance Facility | 07/19/2028–10/25/2028 Complete Loop A/Loop B Conduit System | 08/02/2028–01/17/2029 Construct New Electrical Building and Equipment Pads | 10/26/2028–05/29/2029 Demolish Substation 8 | 07/19/2028–11/27/2028
Replace Existing Substations 5 and 6 (New 3A and 3B) | 01/18/2029–04/16/2029 Replace Existing Substations 7 and 8 (New 2A and 2B) | 04/17/2029–06/12/2029 Replace Existing Substations 1, 2, and 3 (New 1A and 1B) | 06/13/2029–09/07/2029 Replace Existing Substation 4 (New 4A) | 09/10/2029–10/19/2029 Install New Main Switchgear/Generator/XFMR | 10/22/2029–02/06/2030 Remove Existing Underground Fuel Storage Tanks | 02/07/2030–03/07/2030 Commissioning and Closeout | 02/07/2030–10/24/2030
8-Month Early Finish

9.245
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Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Focus | Mobilize, establish project controls, and launch third-party coordination Workshops | Project kickoff; Workshop 1—PDB Project Charter Deliverables | Draft Project Execution Plan; cost model, draft baseline schedule, organization chart, PG&E/regulatory coordination, draft background document review TM, draft geotechnical exploration plan, draft underground utility location plan, draft SOR and traffic control plan DAY 1–30
Focus | Lock basis of design and advance 30% design
Workshops | Workshop 4—Field Investigation Results; Workshop 5—Electrical Building, substation, and switchgear layout/configuration, Workshop 6—Alternative Analysis #2 21kV loop routing UG vs AG, Workshop 7—Alternative Analysis #3 Fuel tank demo, removal, reuse, Workshop 8—Permitting and approvals plan
Deliverables | CWSRF funding update, basis of design confirmation, 30% design and early works package advancement, Geotechnical evaluation draft TM, survey base drawings, Underground utility location draft TM, Geotechnical interpretation report Focus | Verify existing conditions/evaluate alternatives, permitting & approvals plan, establish cost model
Workshops | Workshop 2—Alternatives Analysis #1 Electrical Building; Workshop 3—PG&E Permitting
Deliverables | Final Project Execution Plan, cost model update, background document review final TM, Draft permitting and approvals plan, survey, discipline task lead site visits, PG&E service request, final geotechnical exploration plan, Final underground utility location plan, underground utility investigation, geotechnical investigation, proposed EWPs DAY 31–60
DAY 61–90
C. 90-DAY LOOK AHEAD
Figure 15 below provides a 90-day look ahead schedule outlining our plan for starting work on the WEER Project, while the information to the right provides a high-level overview of the first 90 days, including focus areas, workshops, and deliverables.

D. PHASE 1 SCHEDULE & E. PHASE 2 SCHEDULE
Schedules for Phase 1 and Phase 2 of the WEER Project can be found beginning on the following page.

Figure 15 | 90-day Look Ahead Schedule 2026 2027 2028 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 PHASE 1—PRECONSTRUCTION
Phase 1 Notice to Proceed | 09/22/2026
Task 1—Project Management | 09/22/2026–10/18/2027
Phase 1 Project Execution Plan (PEP) | 09/22/2026–11/24/2026 Monthly Progress Reporting and Invoices | 09/22/2026–10/18/2027 Task 2—Meetings and Workshops | 10/13/2026–10/18/2027
Task 3—Background Document Review and Validation | 9/29/2026–12/10/2026 Task 4—Field Investigations, Surveying, Mapping, and Reports | 09/29/2026–03/08/2027 Underground Utility Location Plan | 09/29/2026–12/17/2026 Underground Utility Location TM | 12/18/2026–01/22/2027 Geotechnical Exploration Plan | 09/26/2026–11/17/2026
Geotechnical Evaluation TM | 11/18/2026–01/22/2027
Site Survey Drawings | 12/11/2026–01/22/2027
SORs and Traffic Control Plans | 09/29/2026–11/02/2026
Task 5—Cost Modeling, Scheduling, and Constructability Reviews | 9/22/2026–10/13/2027 Cost Model | 09/22/2026–11/24/2026
Cost Estimates | 10/13/2026–12/10/2026
Schedule | 09/22/2026–10/13/2026
Task 6—Permitting and Approvals | 9/22/2026–10/13/2027
Task 7—Public Outreach | 09/22/2026–02/23/2028

9.246
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Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF
City of Santa Cruz WEER Project Royal Electric Proposal Schedule 997 22-Sep-26 24-Oct-30 0 Overall Project 997 22-Sep-26 24-Oct-30 0
MILE-1000 Phase 1 Notice-to-Proceed 0 22-Sep-26* 0
MILE-1010 Phase 1 - 30% Design Package Complete 0 16-Jul-27 48 MILE-1020 Phase 1 - 60% Design Package Complete 0 25-Oct-27 122 MILE-1030 GMP Approval / Phase 1 Complete 0 23-Feb-28 50 MILE-1040 Phase 2 Notice-to-Proceed 0 24-Feb-28 50
MILE-1050 Phase 2 - Final Design Complete 0 02-Jun-28 30 MILE-1060 Phase 2 - Start of Construction 0 20-Jun-28 20 MILE-1070 Phase 2 Substantial Completion 0 17-Jun-30 0
MILE-1080 Phase 2 Final Acceptance 0 24-Oct-30 0
Phase 1 Phase 1 - Pre-Construction 337 22-Sep-26 23-Feb-28 80 Task 1 - Project Managemen Management 260 22-Sep-26 18-Oct-27 127 Phase 1 P Phase 1 Project Execution Plan (PEP lan (PEP) 45 22-Sep-26 24-Nov-26 30 PRECON-1000 Prepare and submit Project Schedule 15 22-Sep-26 12-Oct-26 35 PRECON-1010 Prepare and submit Health and Safety Plan 15 22-Sep-26 12-Oct-26 35 PRECON-1020 Prepare and submit Quality Management Plan (QMP) 15 22-Sep-26 12-Oct-26 35 PRECON-1030 Prepare and submit Project Communication Plan 15 22-Sep-26 12-Oct-26 35 PRECON-1040 Prepare and submit Risk Management Plan 15 22-Sep-26 12-Oct-26 35 PRECON-1050 Prepare Draft PEP 20 22-Sep-26 19-Oct-26 30 PRECON-1060 Submit draft PEP 0 19-Oct-26 30
PRECON-1070 City review 15 20-Oct-26 09-Nov-26 30
PRECON-1080 Prepare final PEP 10 10-Nov-26 24-Nov-26 30 PRECON-1090 Submit final PEP 0 24-Nov-26 30
Monthly Monthly Progress rogress Reporting and Invoices 260 22-Sep-26 18-Oct-27 127 PRECON-1100 Prepare and submit monthly reports 260 22-Sep-26 18-Oct-27 127 Task 2 - Meetings and Workshops 245 13-Oct-26 18-Oct-27 127 PRECON-2000 Kickoff and Partnering Meeting 2 13-Oct-26 14-Oct-26 50 PRECON-2010 Technical Workshops (20) 220 13-Oct-26 13-Sep-27 50 PRECON-2020 Weekly Progress Meetings 243 15-Oct-26 18-Oct-27 127 Task 3 - Backg - Background Documen Document Review and Validation 50 29-Sep-26 10-Dec-26 20 PRECON-3000 Review and prepare draft TM 20 29-Sep-26 26-Oct-26 5 PRECON-3010 City review 15 27-Oct-26 17-Nov-26 20
PRECON-3020 Prepare final TM 15 18-Nov-26 10-Dec-26 20
Task 4 - Field - Field Investigations, Su ions, Surveying, Mapp rveying, Mapping and Repor nd Reports 100 29-Sep-26 08-Mar-27 0 Underground rground Utility Location Plan 55 29-Sep-26 17-Dec-26 0 PRECON-4010 Prepare draft plan 20 29-Sep-26 26-Oct-26 0 PRECON-4040 City review 15 27-Oct-26 17-Nov-26 0
PRECON-4060 Prepare and submit final plan 10 18-Nov-26 03-Dec-26 0 PRECON-4090 Underground utility investigation 10 04-Dec-26 17-Dec-26 0 Underground rground Utility Location TM 45 18-Dec-26 08-Mar-27 0 PRECON-4100 Review and prepare draft TM 15 18-Dec-26 22-Jan-27 0 PRECON-4130 City review 15 25-Jan-27 12-Feb-27 0
PRECON-4150 Prepare final TM 15 16-Feb-27 08-Mar-27 0
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2027 2028 2029 2030 2031
City of Santa Cruz WEER Project Roya
Overall Project
Phase 1 Notice-to-Proceed
Phase 1 - 30% Design Package Complete
Phase 1 - 60% Design Package Complete
GMP Approval / Phase 1 Complete
Phase 2 Notice-to-Proceed
Phase 2 - Final Design Complete
Phase 2 - Start of Construction
Phase 2 Substantial Completion
Phase 2 Final Acceptance Phase 1 - Pre-Construction
Task 1 - Project Management
Phase 1 Project Execution Plan (PEP)
Prepare and submit Project Schedule
Prepare and submit Health and Safety Plan
Prepare and submit Quality Management Plan (QMP)
Prepare and submit Project Communication Plan
Prepare and submit Risk Management Plan
Prepare Draft PEP
Submit draft PEP
City review
Prepare final PEP
Submit final PEP
Monthly Progress Reporting and Invoices
Prepare and submit monthly reports
Task 2 - Meetings and Workshops
Kickoff and Partnering Meeting
Technical Workshops (20)
Weekly Progress Meetings Task 3 - Background Document Review and Validation Review and prepare draft TM
City review
Prepare final TM
Task 4 - Field Investigations, Surveying, Mapping and Reports Underground Utility Location Plan
Prepare draft plan
City review
Prepare and submit final plan
Underground utility investigation
Underground Utility Location TM
Review and prepare draft TM
City review
Prepare final TM
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26

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ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF
Geotechnical Exploration Plan 35 29-Sep-26 17-Nov-26 5
PRECON-4020 Prepare draft exploration plan / drilling permit 10 29-Sep-26 12-Oct-26 5 PRECON-4050 City review 15 13-Oct-26 02-Nov-26 5
PRECON-4070 Prepare and submit final plan 5 03-Nov-26 09-Nov-26 5 PRECON-4080 Geotechnical investigation 5 10-Nov-26 17-Nov-26 5 Geotechnical Evaluation TM 60 18-Nov-26 01-Mar-27 5
PRECON-4110 Lab testing / prepare draft TM 20 18-Nov-26 17-Dec-26 5 PRECON-4140 City review 15 18-Dec-26 22-Jan-27 5
PRECON-4160 Prepare and submit final TM 10 25-Jan-27 05-Feb-27 5 PRECON-4170 Prepare and submit geotechnical interpretation report 15 08-Feb-27 01-Mar-27 5 Site Survey Drawings 20 11-Dec-26 22-Jan-27 30
PRECON-4120 Prepare site base drawings 20 11-Dec-26 22-Jan-27 30 SORs and SORs and Traffic Con fic Control Plans rol Plans 25 29-Sep-26 02-Nov-26 10 PRECON-4000 Prepare plans 10 29-Sep-26 12-Oct-26 10
PRECON-4030 City review 15 13-Oct-26 02-Nov-26 10
Task 5 - Cost Model - Cost Modeling, Schedu ing, Scheduling, and ing, and Constructability Rev ility Reviews 257 22-Sep-26 13-Oct-27 130 Cost Model 45 22-Sep-26 24-Nov-26 60
PRECON-5000 Prepare cost model 15 22-Sep-26 12-Oct-26 60 PRECON-5020 Submit cost model 0 13-Oct-26 60
PRECON-5040 City review 15 13-Oct-26 02-Nov-26 60
PRECON-5050 Revise and submit with next invoice 15 03-Nov-26 24-Nov-26 60 Cost Estimates 210 13-Oct-26 30-Aug-27 18
PRECON-5060 Prepare OPCC Class 4 w/ CDR 40 13-Oct-26 10-Dec-26 50 PRECON-5080 Submit OPCC Class 4 w/ CDR 0 09-Mar-27 0
PRECON-5070 Prepare OPCC Class 3 w/ 30% 20 09-Mar-27 06-Apr-27 48 PRECON-5100 Submit OPCC Class 3 w/ 30% 0 19-May-27 18
PRECON-5150 Prepare OPCC Class 2 w/ 60% 20 17-Jun-27 16-Jul-27 48 PRECON-5180 Submit OPCC Class 2 w/ 60% 0 30-Aug-27 18
Schedule 257 22-Sep-26 13-Oct-27 0
PRECON-5010 Prepare draft baseline project schedule (incl. Phase 2) 15 22-Sep-26 12-Oct-26 138 PRECON-5030 Submit draft baseline project schedule 0 13-Oct-26 138 PRECON-5090 Submit schedule update 30% design 20 21-Apr-27 18-May-27 18 PRECON-5160 Submit schedule update EWP 20 02-Aug-27 27-Aug-27 18 PRECON-5170 Submit schedule update 60% 20 02-Aug-27 27-Aug-27 18 PRECON-5210 Submit schedule update Phase 2 GMP Proposal 20 16-Sep-27 13-Oct-27 0 Constructability Reviews 91 19-May-27 28-Sep-27 141
PRECON-5110 Submit draft constructability TM - 30% 0 19-May-27 2 PRECON-5120 Complete 30% CR Workshop 1 19-May-27 19-May-27 2 PRECON-5130 Submit final constructability TM - 30% 15 20-May-27 10-Jun-27 2 PRECON-5140 VE 30% Workshop 5 11-Jun-27 17-Jun-27 19
PRECON-5190 Submit draft constructability TM - 60% 0 30-Aug-27 141 PRECON-5200 Complete 60% CR Workshop 1 30-Aug-27 30-Aug-27 141 PRECON-5220 Submit final constructability TM - 60% 15 31-Aug-27 21-Sep-27 141 PRECON-5230 VE 60% Workshop 5 22-Sep-27 28-Sep-27 141
Task 6 - Permitting and App ing and Approvals 257 22-Sep-26 13-Oct-27 160 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2027 2028 2029 2030 2031
Geotechnical Exploration Plan
Prepare draft exploration plan / drilling permit
City review
Prepare and submit final plan
Geotechnical investigation
Geotechnical Evaluation TM
Lab testing / prepare draft TM
City review
Prepare and submit final TM
Prepare and submit geotechnical interpretation report
Site Survey Drawings
Prepare site base drawings SORs and Traffic Control Plans Prepare plans
City review
Task 5 - Cost Modeling, Scheduling, and Constructability Reviews Cost Model
Prepare cost model
Submit cost model
City review
Revise and submit with next invoice
Cost Estimates
Prepare OPCC Class 4 w/ CDR
Submit OPCC Class 4 w/ CDR
Prepare OPCC Class 3 w/ 30%
Submit OPCC Class 3 w/ 30%
Prepare OPCC Class 2 w/ 60%
Submit OPCC Class 2 w/ 60%
Schedule
Prepare draft baseline project schedule (incl. Phase 2) Submit draft baseline project schedule
Submit schedule update 30% design
Submit schedule update EWP
Submit schedule update 60%
Submit schedule update Phase 2 GMP Proposal Constructability Reviews Submit draft constructability TM - 30%
Complete 30% CR Workshop
Submit final constructability TM - 30%
VE 30% Workshop
Submit draft constructability TM - 60%
Complete 60% CR Workshop
Submit final constructability TM - 60%
VE 60% Workshop Task 6 - Permitting and Approvals
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ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF
PRECON-6000 Prepare and Submit Permitting and Approvals Plan 40 22-Sep-26 17-Nov-26 112 PRECON-6010 City review 15 18-Nov-26 10-Dec-26 112
PRECON-6020 Prepare and Submit Updated permitting and approvals plan 10 11-Dec-26 07-Jan-27 112 PRECON-6021 Prepare and submit updated permitting and approvals plan w/ CDR 20 08-Feb-27 08-Mar-27 92 PRECON-6050 Planning Permits under the zoning code 60 08-Jan-27 06-Apr-27 292 PRECON-6060 Stormwater Pollution Prevention Plan 60 08-Jan-27 06-Apr-27 262 PRECON-6070 Notice of Intent to Comply - National Pollutant Discharge Elimination General Construction Permit
60 08-Jan-27 06-Apr-27 262
PRECON-6080 Permit to Operate New Generator 60 08-Jan-27 06-Apr-27 262 PRECON-6090 Authority to Construct 60 08-Jan-27 06-Apr-27 262 PRECON-6035 Wastewater Discharge Permit Amendment (City) 60 08-Jan-27 06-Apr-27 292 PRECON-6034 National Historic Preservation Act, Section 106 (City) 60 08-Jan-27 06-Apr-27 120 PRECON-6038 Stormwater Pollution Prevention Exemption 60 08-Jan-27 06-Apr-27 262 PRECON-6022 Prepare and submit updated permitting and approvals plan w/ 30% 20 21-Apr-27 18-May-27 62 PRECON-6040 Building Permit 120 08-Jan-27 01-Jul-27 232 PRECON-6100 PG&E Primary Service Replacement Application 120 08-Jan-27 01-Jul-27 202 PRECON-6110 Coastal Development Permit 120 08-Jan-27 01-Jul-27 202 PRECON-6023 Prepare and submit updated permitting and approvals plan w/ 60% 20 02-Aug-27 27-Aug-27 12 PRECON-6024 Prepare and submit updated permitting and approvals plan w/ GMP proposal
20 30-Aug-27 27-Sep-27 12
PRECON-6030 Develop permit applications and approvals with City 202 11-Dec-26 13-Oct-27 0 Task 7 - Public Outreach 337 22-Sep-26 23-Feb-28 50
PRECON-7000 Outreach team meetings, outreach content, public meetings 337 22-Sep-26 23-Feb-28 50 Task 8 - Task 8 - Conceptual Design Repo tual Design Report (CDR) 70 25-Jan-27 04-May-27 0 PRECON-8000 Alternatives Analysis (3 Minimum in Collaboration w/ City) 20 25-Jan-27 22-Feb-27 0 PRECON-8010 Prepare and submit draft CDR (including KJ QC) 30 25-Jan-27 08-Mar-27 0 PRECON-8020 City review 20 09-Mar-27 06-Apr-27 0
PRECON-8030 Prepare and submit final CDR (including KJ QC) 20 07-Apr-27 04-May-27 0 Task 9 - Design Submittal 160 09-Mar-27 25-Oct-27 122
30% Design Submittal 90 09-Mar-27 16-Jul-27 48
PRECON-9000 Prepare 30% Design 50 09-Mar-27 18-May-27 0 PRECON-9050 Package 30% Design Submittal 2 15-Jun-27 16-Jun-27 0 PRECON-9060 30% review meeting 0 02-Jul-27 58
PRECON-9070 City review 20 17-Jun-27 16-Jul-27 0
QC 30% design 20 19-May-27 16-Jun-27 0
PRECON-9010 Discipline Review 5 19-May-27 25-May-27 0
PRECON-9020 Address Discipline Comments 5 26-May-27 02-Jun-27 0 PRECON-9030 Interdisciplinary Review 5 03-Jun-27 09-Jun-27 0 PRECON-9040 Address Comments 5 10-Jun-27 16-Jun-27 0
60% Design 90 17-Jun-27 25-Oct-27 122
PRECON-9080 Prepare 60% design 50 17-Jun-27 27-Aug-27 0 PRECON-9130 Package 60% Design Submittal 2 24-Sep-27 27-Sep-27 0 PRECON-9140 60% review meeting 0 12-Oct-27 0
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2027 2028 2029 2030 2031
Prepare and Submit Permitting and Approvals Plan
City review
Prepare and Submit Updated permitting and approvals plan Prepare and submit updated permitting and approvals plan w/ CDR Planning Permits under the zoning code
Stormwater Pollution Prevention Plan
Notice of Intent to Comply - National Pollutant Discharge Elimination General Construction Permit Permit to Operate New Generator
Authority to Construct
Wastewater Discharge Permit Amendment (City)
National Historic Preservation Act, Section 106 (City)
Stormwater Pollution Prevention Exemption
Prepare and submit updated permitting and approvals plan w/ 30% Building Permit
PG&E Primary Service Replacement Application
Coastal Development Permit
Prepare and submit updated permitting and approvals plan w/ 60% Prepare and submit updated permitting and approvals plan w/ GMP proposal Develop permit applications and approvals with City Task 7 - Public Outreach Outreach team meetings, outreach content, public meetings Task 8 - Conceptual Design Report (CDR) Alternatives Analysis (3 Minimum in Collaboration w/ City) Prepare and submit draft CDR (including KJ QC)
City review
Prepare and submit final CDR (including KJ QC) Task 9 - Design Submittal 30% Design Submittal
Prepare 30% Design
Package 30% Design Submittal
30% review meeting
City review
QC 30% design
Discipline Review
Address Discipline Comments
Interdisciplinary Review
Address Comments
60% Design
Prepare 60% design
Package 60% Design Submittal
60% review meeting
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
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Activity ID Activity Name OD Start Finish TF
PRECON-9150 City review 20 28-Sep-27 25-Oct-27 122
QC 60% design 20 30-Aug-27 27-Sep-27 0
PRECON-9090 Discipline Review 5 30-Aug-27 03-Sep-27 0
PRECON-9100 Address Discipline Comments 5 07-Sep-27 13-Sep-27 0 PRECON-9110 Interdisciplinary Review 5 14-Sep-27 20-Sep-27 0 PRECON-9120 Address Comments 5 21-Sep-27 27-Sep-27 0
Early Works Procurement Package Package 80 17-Jun-27 11-Oct-27 2 PRECON-9160 Prepare Early Works Procurement Package 15 17-Jun-27 09-Jul-27 2 PRECON-9170 Submit Early Works Procurement Package 0 09-Jul-27 2 PRECON-9180 City Review 20 12-Jul-27 06-Aug-27 2
PRECON-9190 Prepare Early Works Procurement Package Proposal 20 09-Aug-27 03-Sep-27 2 PRECON-9200 Submit Early Works Procurement Package Proposal 0 03-Sep-27 2 PRECON-9210 Early Works Procurement Package Negotiation 25 07-Sep-27 11-Oct-27 2 PRECON-9220 Council Approval 0 11-Oct-27 2
Task 10 - Task 10 - Construction ruction Sequencing Sequencing Plan, Subcon , Subcontracting, Self Per ing, Self Performance Plan rmance Plan 170 09-Mar-27 08-Nov-27 62 PRECON-10120 Draft equipment procure plan 40 09-Mar-27 04-May-27 37 PRECON-10010 Submit draft construction sequencing plan w/ 30% design package 0 16-Jun-27 0 PRECON-10000 Prepare and Submit Draft 30% Design Construction Sequencing Plan 30 05-May-27 16-Jun-27 0 PRECON-10130 Submit draft equipment procurement plan w/ 30% design package 0 16-Jun-27 7 PRECON-10020 City Review 15 17-Jun-27 09-Jul-27 5
PRECON-10140 City review 15 17-Jun-27 09-Jul-27 7
PRECON-10030 Prepare and Submit final 30% design construction sequencing plan 15 12-Jul-27 30-Jul-27 38 PRECON-10040 Update 60% design construction sequencing plan 30 17-Jun-27 30-Jul-27 102 PRECON-10080 Draft self-performance and subcontracting plan 30 17-Jun-27 30-Jul-27 102 PRECON-10150 Prepare and Submit final equipment procurement plan 15 12-Jul-27 30-Jul-27 7 PRECON-10050 Prepare and Submit updated construction sequencing plan w/ 60% design package
0 27-Sep-27 62
PRECON-10090 Prepare and Submit draft self-performance and subcontracting plan w/ 60% design package
0 27-Sep-27 62
PRECON-10060 City review 15 28-Sep-27 18-Oct-27 62
PRECON-10100 City review 15 28-Sep-27 18-Oct-27 62
PRECON-10070 Prepare and Submit final 60% design construction sequencing plan 15 19-Oct-27 08-Nov-27 62 PRECON-10110 Prepare and Submit final self-performance and subcontracting plan 15 19-Oct-27 08-Nov-27 62 Task 11 - Task 11 - Guaranteed Maximum teed Maximum Price (GMP) Developmen ) Development 140 21-Jul-27 23-Feb-28 50 PRECON-11000 Prepare Phase 2 GMP Proposal 60 21-Jul-27 13-Oct-27 0 PRECON-11001 Submit Phase 2 GMP Proposal 0 13-Oct-27 0
PRECON-11010 GMP proposal workshop (up to 2) 40 14-Oct-27 13-Dec-27 0 PRECON-11020 GMP negotiation 80 14-Oct-27 23-Feb-28 0
PRECON-11030 Council Approval 0 23-Feb-28 50
Phase 2 822 17-Jun-27 24-Oct-30 0
Task 12 Task 12 - Phase 2 Design - Phase 2 Design Support During Const ing Construction 660 24-Feb-28 24-Oct-30 0 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2027 2028 2029 2030 2031
City review
QC 60% design
Discipline Review
Address Discipline Comments
Interdisciplinary Review
Address Comments
Early Works Procurement Package
Prepare Early Works Procurement Package
Submit Early Works Procurement Package
City Review
Prepare Early Works Procurement Package Proposal
Submit Early Works Procurement Package Proposal
Early Works Procurement Package Negotiation
Council Approval
Task 10 - Construction Sequencing Plan, Subcontracting, Self Performance Plan Draft equipment procure plan
Submit draft construction sequencing plan w/ 30% design package Prepare and Submit Draft 30% Design Construction Sequencing Plan Submit draft equipment procurement plan w/ 30% design package City Review
City review
Prepare and Submit final 30% design construction sequencing plan Update 60% design construction sequencing plan
Draft self-performance and subcontracting plan
Prepare and Submit final equipment procurement plan
Prepare and Submit updated construction sequencing plan w/ 60% design package Prepare and Submit draft self-performance and subcontracting plan w/ 60% design package City review
City review
Prepare and Submit final 60% design construction sequencing plan Prepare and Submit final self-performance and subcontracting plan Task 11 - Guaranteed Maximum Price (GMP) Development
Prepare Phase 2 GMP Proposal
Submit Phase 2 GMP Proposal
GMP proposal workshop (up to 2)
GMP negotiation
Council Approval
Phase 2
Task 12 - Phase 2 Design Support Duri
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26

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ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF
PRECON-12030 Prepare and submit Contractor's construction schedule (Section 2.12.6) 30 24-Feb-28 06-Apr-28 50 PRECON-12020 Prepare and submit 60 day construction look ahead schedule 20 03-May-28 31-May-28 12 PRECON-12010 Preconstruction Conference and Partnering Session 1 05-Jun-28 05-Jun-28 9 PRECON-12000 Phase 2 Design Support During Construction 660 24-Feb-28 24-Oct-30 0 Phase 2 - Final Design 80 24-Feb-28 20-Jun-28 0
PH2-D-1000 Prepare Final Design 50 24-Feb-28 04-May-28 0 PH2-D-1050 Package Final Design Submittal 2 01-Jun-28 02-Jun-28 10 PH2-D-1060 City Review 20 05-May-28 02-Jun-28 0
PH2-D-1070 Issue for Construction 0 20-Jun-28 0
QC Final Design 20 05-May-28 02-Jun-28 10
PH2-D-1010 Discipline Review 5 05-May-28 11-May-28 10
PH2-D-1020 Address Discipline Comments 5 12-May-28 18-May-28 10 PH2-D-1030 Interdisciplinary Review 5 19-May-28 25-May-28 10 PH2-D-1040 Address Comments 5 26-May-28 02-Jun-28 10
Early Equipmen Equipment Procurement 380 17-Jun-27 08-Jan-29 222 Product Submitta Submittals - Assemble/Review/Approve 80 17-Jun-27 11-Oct-27 277 CSUB-1000 Medium Voltage Cable 20 17-Jun-27 16-Jul-27 337 CSUB-1010 Variable Frequency Drives 40 17-Jun-27 13-Aug-27 307 CSUB-1020 Aeration Blower Motors 1/2/3 (300 HP) 50 17-Jun-27 27-Aug-27 267 CSUB-1030 Pre-Cast Manholes 60 17-Jun-27 13-Sep-27 142
CSUB-1040 Pad Mounted 21KV Switches 65 17-Jun-27 20-Sep-27 97 CSUB-1050 Pad Mounted Oil Filled Transformers (Estimate) 65 17-Jun-27 20-Sep-27 97 CSUB-1060 Interstage Pump Motors 2/3 (300 HP) 65 17-Jun-27 20-Sep-27 252 CSUB-1070 2MW Enclosed Generator 80 17-Jun-27 11-Oct-27 222 CSUB-1080 Service Entrance Switchboard 80 17-Jun-27 11-Oct-27 237 CSUB-1090 480V Switchgear 80 17-Jun-27 11-Oct-27 47
Procurement 300 12-Oct-27 08-Jan-29 222
PROC-1100 Variable Frequency Drives 70 12-Oct-27 04-Feb-28 267 PROC-1110 Pre-Cast Manholes 70 12-Oct-27 04-Feb-28 122
PROC-1140 Interstage Pump Motors 2/3 (300 HP) 100 12-Oct-27 20-Mar-28 237 PROC-1130 Aeration Blower Motors 1/2/3 (300 HP) 100 12-Oct-27 20-Mar-28 237 PROC-1120 Medium Voltage Cable 120 12-Oct-27 18-Apr-28 277 PROC-1150 Pad Mounted 21KV Switches 225 12-Oct-27 18-Sep-28 82 PROC-1160 Pad Mounted Oil Filled Transformers 225 12-Oct-27 18-Sep-28 82 PROC-1170 Service Entrance Switchboard/IPA 260 12-Oct-27 06-Nov-28 237 PROC-1180 480V Switchgear 260 12-Oct-27 06-Nov-28 47
PROC-1190 2MW Enclosed Generator 300 12-Oct-27 08-Jan-29 222 Phase 2 - Construction 420 20-Jun-28 07-Mar-30 70
MOB-1000 Mobilize 20 20-Jun-28 18-Jul-28 0
Demo Exis Demo Existing Main ing Maintenance Facil tenance Facility 70 19-Jul-28 25-Oct-28 100 DEMO-1000 Disconnect/Make Safe Existing Utilities 10 19-Jul-28 01-Aug-28 0 DEMO-1010 Removal of Hazardous Materials 20 02-Aug-28 29-Aug-28 100 DEMO-1020 Demo Building 40 30-Aug-28 25-Oct-28 100
Complete Loop A/Loop B Conduit System 115 02-Aug-28 17-Jan-29 0 CNST-1010 Install Conduit/Manholes 100 02-Aug-28 26-Dec-28 0 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2027 2028 2029 2030 2031
Prepare and submit Contractor's construction schedule (Section 2.12.6) Prepare and submit 60 day construction look ahead schedule Preconstruction Conference and Partnering Session
Phase 2 Design Support During Constr
Phase 2 - Final Design
Prepare Final Design
Package Final Design Submittal
City Review
Issue for Construction
QC Final Design
Discipline Review
Address Discipline Comments
Interdisciplinary Review
Address Comments
Early Equipment Procurement
Product Submittals - Assemble/Review/Approve
Medium Voltage Cable
Variable Frequency Drives
Aeration Blower Motors 1/2/3 (300 HP)
Pre-Cast Manholes
Pad Mounted 21KV Switches
Pad Mounted Oil Filled Transformers (Estimate)
Interstage Pump Motors 2/3 (300 HP)
2MW Enclosed Generator
Service Entrance Switchboard
480V Switchgear Procurement
Variable Frequency Drives
Pre-Cast Manholes
Interstage Pump Motors 2/3 (300 HP)
Aeration Blower Motors 1/2/3 (300 HP)
Medium Voltage Cable
Pad Mounted 21KV Switches
Pad Mounted Oil Filled Transformers
Service Entrance Switchboard/IPA
480V Switchgear
2MW Enclosed Generator
Phase 2 - Construction
Mobilize
Demo Existing Maintenance Facility
Disconnect/Make Safe Existing Utilities
Removal of Hazardous Materials
Demo Building Complete Loop A/Loop B Conduit System
Install Conduit/Manholes
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26

xxxiii
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF
CNST-1040 Install New MV Conductors 15 27-Dec-28 17-Jan-29 0 Construct New Elect t New Electrical Building & Equipmen rical Building & Equipment Pads 145 26-Oct-28 29-May-29 100 CNST-1020 Install UG Conduit Systems & Manholes 40 26-Oct-28 26-Dec-28 100 CNST-1030 Install Ground Grid 10 12-Dec-28 26-Dec-28 100 CNST-1050 Construct Equipment and Building Pads 45 27-Dec-28 02-Mar-29 100 CNST-1080 Construct Building 60 05-Mar-29 29-May-29 100 Demo Substation 8 90 19-Jul-28 27-Nov-28 35
CNST-1000 Disconnect and Remove Substation 8 90 19-Jul-28 27-Nov-28 35 Replace Exis lace Existing Substat ting Substations 5 and 6 (New ions 5 and 6 (New 3A & 3B) 60 18-Jan-29 16-Apr-29 0 CNST-1060 Replace Switchgear 5 & 6 60 18-Jan-29 16-Apr-29 0 CNST-1070 Replace Pumps/Blowers 30 05-Mar-29 16-Apr-29 0 Replace Exis lace Existing Substat ting Substations 7 and 8 (New ions 7 and 8 (New 2A & 2B) 40 17-Apr-29 12-Jun-29 0 CNST-1090 Replace Equipment 40 17-Apr-29 12-Jun-29 0
CNST-1100 Pull New MV Cable 10 30-May-29 12-Jun-29 0
Replace Exist Replace Existing Substations 1, tions 1, 2 & 3 (New 2 & 3 (New 1B & 1A) 60 13-Jun-29 07-Sep-29 5 CNST-1110 Replace Equipment 60 13-Jun-29 07-Sep-29 0
CNST-1120 Pull New MV Cable 10 24-Aug-29 07-Sep-29 5
Replace Existing Substation 4 (New 4A) 30 10-Sep-29 19-Oct-29 0 CNST-1130 Re-route Existing Conduit 15 10-Sep-29 28-Sep-29 5 CNST-1140 Replace Equipment 30 10-Sep-29 19-Oct-29 0
CNST-1150 Pull New MV Cable 10 08-Oct-29 19-Oct-29 0
Install New Main Switchgear/Generator/XFMR 65 22-Oct-29 06-Feb-30 0 CNST-1160 Install New Main Switchgear 45 22-Oct-29 08-Jan-30 0 CNST-1170 Install Generator 20 29-Nov-29 08-Jan-30 0
CNST-1180 Install Transformers 20 29-Nov-29 08-Jan-30 0 STCx-1000 Test/Commission 20 09-Jan-30 06-Feb-30 0
Remove Existing Unde ing Underground Fue rground Fuel Storage Tanks 20 07-Feb-30 07-Mar-30 70 CNST-1190 Remove Existing UG Fuel Storage Tanks 20 07-Feb-30 07-Mar-30 70 Commissioning & Closeout 180 07-Feb-30 24-Oct-30 0
STCx-1010 Testing/Performance Monitoring 90 07-Feb-30 17-Jun-30 0 PUNCH-1000 Punchlist 90 18-Jun-30 24-Oct-30 0
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2027 2028 2029 2030 2031
Install New MV Conductors
Construct New Electrical Building & Equipment Pads
Install UG Conduit Systems & Manholes
Install Ground Grid
Construct Equipment and Building Pads
Construct Building Demo Substation 8
Disconnect and Remove Substation 8
Replace Existing Substations 5 and 6 (New 3A & 3B)
Replace Switchgear 5 & 6
Replace Pumps/Blowers
Replace Existing Substations 7 and 8 (New 2A & 2B)
Replace Equipment
Pull New MV Cable
Replace Existing Substations 1, 2 & 3 (New 1B & 1A)
Replace Equipment
Pull New MV Cable
Replace Existing Substation 4 (New 4A)
Re-route Existing Conduit
Replace Equipment
Pull New MV Cable
Install New Main Switchgear/Generator/XFMR
Install New Main Switchgear
Install Generator
Install Transformers
Test/Commission
Remove Existing Underground Fuel Storage Tanks
Remove Existing UG Fuel Storage Tanks Commissioning & Closeout Testing/Performance Monitoring
Punchlist
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26

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Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF Resource IDs Resources Budgeted Labor Units
City of Santa Cruz WEER Project Royal Electric Proposal Schedule 1133 20-Jun-28 22-Dec-32 -553 20450 Overall Project 1133 20-Jun-28 22-Dec-32 -553 20450
Phase 2 1133 20-Jun-28 22-Dec-32 -553 20450
Phase 2 - Construction 973 20-Jun-28 12-May-32 -483 19450 MOB-1000 Mobilize 20 20-Jun-28 18-Jul-28 -553 F350, COMP F350 Work Truck, Mix 600 Demo Exis Demo Existing Main ing Maintenance Facil tenance Facility 153 19-Jul-28 28-Feb-29 -365 1300 DEMO-1000 Disconnect/Make Safe Existing Utilities 10 19-Jul-28 01-Aug-28 -553 F350, DUMP TRK, BACKHOE, WTR TRK, COMP
F350 Work Truck, Dump Truck, Backhoe, Water
Truck, Mix
400
DEMO-1010 Removal of Hazardous Materials 20 28-Sep-28 25-Oct-28 -365 F350, DUMP TRK, BACKHOE, WTR TRK, COMP
F350 Work Truck, Dump Truck, Backhoe, Water
Truck, Mix
500
DEMO-1020 Demo Building 40 29-Dec-28 28-Feb-29 -365 F350, DUMP TRK, WTR TRK, COMP F350 Work Truck, Dump Truck, Water Truck, Mix 400 Complete Loop A/Loop B Conduit System 228 28-Sep-28 28-Aug-29 -553 2300 CNST-1010 Install Conduit/Manholes 100 28-Sep-28 23-Feb-29 -553 F350, DUMP TRK, WTR TRK, COMP F350 Work Truck, Dump Truck, Water Truck, Mix 1700 CNST-1040 Install New MV Conductors 15 07-Aug-29 28-Aug-29 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
600
Construct New Elect t New Electrical Building & Equipmen rical Building & Equipment Pads 285 14-Mar-29 15-May-30 -365 4100 CNST-1020 Install UG Conduit Systems & Manholes 40 14-Mar-29 10-May-29 -365 F350, DUMP TRK, BACKHOE, WTR TRK, COMP
F350 Work Truck, Dump Truck, Backhoe, Water
Truck, Mix
800
CNST-1030 Install Ground Grid 10 13-Jun-29 27-Jun-29 -365 F350, DUMP TRK, BACKHOE, WTR TRK, COMP
F350 Work Truck, Dump Truck, Backhoe, Water
Truck, Mix
300
CNST-1050 Construct Equipment and Building Pads 45 07-Aug-29 10-Oct-29 -365 F350, DUMP TRK, BACKHOE, FRK LIFT, CONC F350 Work Truck, Dump Truck, Backhoe, Fork Lift, Concrete Crew
1000
CNST-1080 Construct Building 60 19-Feb-30 15-May-30 -365 F350, FRK LIFT, MANLIFT-1, BUILD F350 Work Truck, Fork Lift, Manlift, Building Crew 2000 Demo Substation 8 90 19-Jul-28 27-Nov-28 -305 700
CNST-1000 Disconnect and Remove Substation 8 90 19-Jul-28 27-Nov-28 -305 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
700
Replace Exis lace Existing Substat ting Substations 5 and 6 (New ions 5 and 6 (New 3A & 3B) 123 24-Aug-29 05-Mar-30 -553 3500 CNST-1070 Replace Pumps/Blowers 30 24-Aug-29 05-Oct-29 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
2000
CNST-1060 Replace Switchgear 5 & 6 60 26-Nov-29 05-Mar-30 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
1500
Replace Exis lace Existing Substat ting Substations 7 and 8 (New ions 7 and 8 (New 2A & 2B) 40 06-Sep-30 31-Oct-30 -553 1200 CNST-1100 Pull New MV Cable 10 06-Sep-30 19-Sep-30 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
600
CNST-1090 Replace Equipment 40 06-Sep-30 31-Oct-30 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
600
Replace Exist Replace Existing Substations 1, tions 1, 2 & 3 (New 2 & 3 (New 1B & 1A) 60 27-Dec-30 21-Mar-31 -553 1200 CNST-1120 Pull New MV Cable 10 27-Dec-30 09-Jan-31 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
600
CNST-1110 Replace Equipment 60 27-Dec-30 21-Mar-31 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
600
Replace Existing Substation 4 (New 4A) 85 14-Apr-31 12-Aug-31 -553 2000 CNST-1130 Re-route Existing Conduit 15 14-Apr-31 02-May-31 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
600
CNST-1140 Replace Equipment 30 14-Apr-31 23-May-31 -503 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
800
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26
Construction Activities - Resource Loading

xxxv
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC NOT INCLUDED IN PAGE COUNT
Activity ID Activity Name OD Start Finish TF Resource IDs Resources Budgeted Labor Units
CNST-1150 Pull New MV Cable 10 30-Jul-31 12-Aug-31 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
600
Install New Main Switchgear/Generator/XFMR 108 13-Nov-31 14-Apr-32 -553 2050 CNST-1170 Install Generator 20 02-Dec-31 31-Dec-31 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
600
CNST-1180 Install Transformers 20 02-Dec-31 31-Dec-31 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
600
CNST-1160 Install New Main Switchgear 45 13-Nov-31 16-Jan-32 -553 F350, WIRE TRLR, TUGGER, SPLICE F350 Work Truck, Wire Trailer, Tugger, Splicing Crew
700
STCx-1000 Test/Commission 20 17-Mar-32 14-Apr-32 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
150
Remove Existing Unde ing Underground Fue rground Fuel Storage Tanks 20 14-Apr-32 12-May-32 -483 500 CNST-1190 Remove Existing UG Fuel Storage Tanks 20 14-Apr-32 12-May-32 -483 COMP, F350, DUMP TRK, BACKHOE, WTR TRK
Mix, F350 Work Truck, Dump Truck, Backhoe,
Water Truck
500
Commissioning & Closeout 180 14-Apr-32 22-Dec-32 -553 1000 STCx-1010 Testing/Performance Monitoring 90 14-Apr-32 18-Aug-32 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
600
PUNCH-1000 Punchlist 90 18-Aug-32 22-Dec-32 -553 F350, WIRE TRLR, ENCL TRLR, ELECT F350 Work Truck, Wire Trailer, Enclosed Trailer, Electricians
400
City of Santa Cruz Wastewater Treatment Facility Energy and Electrical Resiliency Project Santa Cruz, CA
Royal Electric Proposal Schedule - 5/28/26
Construction Activities - Resource Loading

27 Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC
F. PROJECT BUDGET AND

GUARANTEED MAXIMUM PRICE

OVERALL APPROACH AND TECHNIQUES

TO DETERMINE COST EFFECTIVENESS
As a first order of Phase 1, Royal will work
with the City to confirm the WEER Project’s
fundamental objectives, required scope, and
elements the City would like to include if the
budget allows. With that direction established,
Royal will refine the cost model and work
breakdown structure (WBS) from the draft
model prepared by Brown and Caldwell into a
clear, usable format that supports City review,
pricing transparency, and timely decisions.

Cost effectiveness will be tested through the
30% OPCC, option pricing, value engineering,
constructability review, risk analysis, and
workshops with the City and operations staff.

The 30% OPCC will confirm Royal’s initial
assessment that the budget is adequate,
identify major pricing drivers and risks, and
establish the key focus areas between 30%
and 60% design. These TWGs will allow the
team to compare alternatives, evaluate cost
against operational and maintenance value,
and resolve tradeoffs before decisions are
locked in. As design and execution planning
advance, these discussions will help reduce
contingency by replacing assumptions
with defined scope, confirmed means
and methods, and input on shutdowns,
maintainability, and execution strategy.

MINIMIZING CAPITAL EXPENDITURE
Royal will help the City control capital cost
by identifying avoidable costs and resolving
uncertainty early in Phase 1. This starts with
meeting City operations and maintenance
staff to understand their concerns,
maintenance preferences, and lessons
learned from existing facilities. Their input will
help distinguish required scope from items
that may be added if the budget allows, while
avoiding impractical design decisions, field
conflicts, redesign, and startup issues.

Royal will focus on practical cost-control
strategies, including:

D Early procurement of major electrical equipment
and long-lead materials to improve pricing
certainty and reduce escalation and supply chain
risk
D EWPs for site preparation, utility capping,
enabling work, or other scope that can advance
before final design is complete
D Constructability and sequencing reviews to
reduce rework, protect facility operations, and
avoid unnecessary temporary work
D Risk reduction by defining shutdowns,
temporary power, means and methods, and field
conditions early, allowing contingencies to be
reduced as assumptions are resolved
PDB Leadership and GMP Delivery |
As Owner’s Advisor to Tahoe City Public Utility
District, Design-Build Coordinator, Spencer
Archer, PE, DBIA (second from right) is guiding
this multi-phase water system regionalization
program delivered via PDB, a first for TCPUD.

KJ supported board adoption through targeted
education and training, led project definition
and capital planning efforts, and provided
procurement, contract development, cost
review, permitting, and regulatory compliance
support. Spencer also advised the District
through Phase 1 PDB procurement, culminating
in successful GMP development and Board
approval.

9.255
28 Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC

POTENTIAL O&M SAVINGS
Royal will work with the City and facility staff
during Phase 1 to identify decisions that
reduce long-term maintenance burden and
improve electrical reliability (see Figure 16
below). This includes maintainable equipment,
proper access and clearances, practical
standardization, accurate BIM/asset records,
and manufacturer or third-party maintenance
support that can reduce lifecycle cost.

I. CONCEPTUAL CONSTRUCTION COST

ESTIMATE REVIEW
Comments and suggested revisions to the
conceptual cost estimate have been included
in “Appendix B” of this proposal.

II. APPROACH TO REDUCING COSTS AND

DEVELOPING THE GMP PROPOSAL WITH

THE CITY
Royal’s approach to reducing costs and
developing the GMP will be open-book,
collaborative, and focused on resolving
uncertainty during Phase 1. Royal will provide
the City with clear visibility into quantities,
assumptions, vendor pricing, escalation,
contingency, risk allowances, and schedulerelated cost impacts as design advances.

Early risk discussions will be a priority. The
team will work with the City to identify major
cost risks, assign them to the party best able
to manage them, evaluate opportunities
for shared risk where appropriate, and
revisit contingency values as design, site
investigations, procurement strategy, and
execution planning mature.

Cost reduction will be pursued through
practical VE concepts and alternative
concepts, including IPA structure, repurposing
existing equipment where appropriate,
extended shutdown options, revised
sequencing, and other ideas that improve
value without compromising safety, reliability,
or operations. Thorough site investigations will
help limit unknowns related to geotechnical
conditions, utilities, existing facilities, and
facility interfaces.

At each OPCC pricing milestone, Royal and
the City will leave with clear goals for the next
milestone: continued risk and contingency
reduction, design advancement, elimination
of unknowns, and improved cost certainty.

Where scope may vary, Royal will work with
the City to evaluate provisional sums or
defined set-asides rather than overloading the
GMP with broad allowances. This approach
supports a GMP that is transparent, costeffective, and aligned with the City’s capital expenditure and budget constraints.

III. ENGAGING THE CITY AND

ADDRESSING LIFECYCLE COSTS
Royal will bring the City and facility O&M
staff into lifecycle cost decisions early, while
the design is still flexible. Through focused
TWGs, design workshops, and cost reviews,
we will evaluate the choices that affect longterm reliability and maintenance, including access, outage requirements, equipment
standardization, spare parts, warranties, and
testing needs.

During Phase 1, Royal will develop side-byside lifecycle cost comparisons for major project elements where the lowest initial
cost may not provide the best long-term
value. Examples include IPA versus steel
for the electrical building, medium-voltage
cable options, and stainless steel versus
marine-grade coating systems for equipment
enclosures. Each option will be reviewed with
the City for cost, schedule, operational impact,
maintenance burden, durability, and long-term
value.

Figure 16 | Phase 1 O&M Savings Opportunities
Opportunity Potential Benefit
Factory-certified service/maintenance programs Manufacturer support for troubleshooting, preventative maintenance, and long-term performance
Extended equipment warranties Reduces City exposure to early equipment failures and repair costs
Annual maintenance contracts with a NETA-certified
testing agency Supports routine testing and identifies issues before failure

9.256
29 Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC
The point is to make these decisions before
the design is locked in. This gives the City a
clear basis for deciding where added upfront
investment is worth it, where a simpler
solution is better, and where standardization
can reduce lifecycle cost without
compromising performance.

G. EARLY WORKS PACKAGES

EWP RATIONALE
The greatest EWP benefit for WEER will likely
come from securing long-lead equipment
and materials. Major electrical equipment
will drive both cost and schedule, and
early procurement gives the City the best
opportunity to reduce escalation exposure,
confirm vendor commitments, and protect
the Phase 2 critical path before GMP
development is complete.

If procurement timing allows, one or more
Early Work Packages may also support
select Phase 2 field work. For example,
completing portions of the AB Loop ahead
of the construction phase could reduce the
overall schedule by one month or more while
simplifying later cutover sequencing. Royal
will evaluate these opportunities with the City
to confirm that any early field work is clearly
defined, priced, permitted, and aligned with
facility operations and final design flexibility.

Figure 17 | Potential WEER Project EWPs
Equipment Lead Time(s)*
Standby Generator
2500 KW Diesel Generator 12 weeks (submittals); 74–85 weeks (production) Electrical Distribution Equipment
Switchgear
Pad-mounted Switches
Transformers (Oil-filled, NGR)
16 weeks (submittals); 50 weeks (production)
Motors and Variable Frequency Drives
Replacement Motors
300 HP 480V Motors
8 weeks (submittals);20 weeks (production)
Medium Voltage Cable
Medium Voltage Cable
600V Cable
4 weeks (submittals);12 weeks (production)
Additional Early Work Packages may emerge
from Royal’s Phase 1 site investigation
program. As existing conditions are verified,
Royal will look for enabling work that can
retire risk before major construction begins,
including utility relocations, removals,
temporary power modifications, access
improvements, or other make-ready work.

Provided in Figure 17 below is a summary
of the most pressing and value-added
equipment procurement opportunities
identified to date.

H. PROJECT RISK MANAGEMENT

AND SAFETY

LARGEST PROJECT RISKS AND

MITIGATION
Based on our familiarity with the Santa Cruz
Wastewater Treatment Facility and previous
experience delivering similar PDB projects,
we have identified the WEER Project’s
top risks (see Figure 18 on page 30) and
provided previous mitigation successes for
the top four. This table illustrates our team's
understanding of the project’s major risks by
explaining each risk, identifying associated
impacts, and providing potential solutions to
address/mitigate the risk.
*Lead times confirmed by vendors during the proposal phase

9.257
30 Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC
Risk
Impacts
Mitigation
Current
Risk
Level
Mitigated
Risk
Level
Cost
Sched.

Qual.

1. PG&E Coordination/Participation P P Leverage PG&E Specialist, Paul Pendergast's, extensive coordination experience

2. Unplanned Shutdown to WWTP P P P Develop detailed pre-planning, sequencing, and communication channels

3. Safety in a Charged Environment P P P Implement project-specific safety program, follow NFPA 70E guidelines

4. Unknown Subsurface Conditions P P P Conduct surveys, utility locating, potholing; directional drilling, duct banks, arborist oversight

5. Long-lead Equipment Procurement P P P Work with the City to procure EWPs; work closely with suppliers to validate timing and availability

6. Flooding (e.g., Tsunami, Sea Level Rise,
General Flooding) P P Provide clear assumptions and exclusion; collaborate with City to drive timely decisions

7. OEM Participation (Blowers/Pumps) P P P Confirm OEM can retrofit 480V motors; secure backup retrofit vendors (e.g., Conhagen)

8. Site Constraints and Access P P Coordinate closely with City and O&M staff, incorporating site conditions and limitations
Figure 18 | WEER Project's Top Risks

1. PG&E Coordination
Achieving Mitigation Success | Pendergast
Consulting Group (Pendergast) will support the City and project team with PG&E communication, utility application status, inspection coordination, and approval tracking.

Recognizing that portions of the project may have been
installed without formal PG&E inspection approval,
Pendergast’s first task will be to assess the current
application and inspection record, identify gaps, and chart the path to formal PG&E acceptance.

PG&E Permitting Specialist, Paul Pendergast's, team has helped owners and contractors facilitate PG&E cooperation and approval on similar projects for 30+ years. That
experience will help the team anticipate issues, establish the right communication protocols, and reduce the risk of PG&E coordination affecting the Project schedule. Provided below is one example of that experience.

On Phase One of the Transbay Joint Powers Authority’s
Salesforce Transit Center in San Francisco, Pendergast
supported PG&E inspection and project approvals for a
$2.2B infrastructure program under significant schedule pressure. Pendergast submitted load and capacity needs, site plans, and electrical specifications to PG&E; coordinated with PG&E staff on scope, timelines, and technical
standards; and supported inter-agency coordination with SFPUC and San Francisco Public Works. Despite staff
availability constraints, Pendergast helped keep approvals moving in time for the scheduled opening of the Center.

2. Unplanned Shutdown to WWTF
Achieving Mitigation Success | Leo Vellutini will
lead detailed shutdown planning with O&M staff, developing contingency plans, backup resources, and communication
protocols to minimize downtime and maintain uninterrupted treatment operations during critical tie-ins.

3. Safety in a Charged Environment
Achieving Mitigation Success | Chris Meyling
will enforce site safety through daily safety meetings, taskspecific JHAs, and strict lock out/tag out (LOTO) procedures to protect personnel working in energized environments and maintain compliance with NFPA 70E requirements.

4. Unknown Subsurface Conditions
Achieving Mitigation Success | We will mitigate
unknown subsurface conditions through USA locates, as-built reviews, GPR locating, and potholing to verify utilities and conflicts. Don Ervin, PE, will lead field coordination to identify unforeseen conditions and minimize schedule impacts.

Risk Champion
Paul Pendergast (PG&E Permitting Specialist)
Risk Champion
Leo Vellutini (Construction Manager)
Risk Champion
Chris Meyling (Construction Superintendent)
Risk Champion
Don Ervin, PE (Design Manager)

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RISK MANAGEMENT APPROACH
Using our proven five-step risk management
process (See Figure 19 below), the Royal-KJ
team will work collaboratively with the City to
identify key risks, evaluate potential impacts,
assign responsibility to the team members best
positioned to manage them, and implement
strategies to mitigate, minimize, or eliminate
risks throughout design and construction.

OUR ROLE IN RISK MANAGEMENT
Our approach to risk management integrates
contractor insight, operational coordination,
and design expertise early in the PDB
process to reduce cost, schedule, operational,
and constructability risks. Through ongoing
constructability reviews, schedule modeling,
cost validation, and operational input, the
Royal-KJ team proactively addresses key
risks early, when they are most manageable
and cost-effective to resolve.

To support this effort, the Royal-KJ team
will establish a risk register within 15 days
of NTP to review the existing risks, align on
assumptions and responsibilities, and develop
a unified framework for tracking and mitigating
project risks. The Risk TWG will continue
meeting throughout the project to monitor
risk status, coordinate mitigation actions,
and maintain alignment among the City,
stakeholders, and project team as design and
construction planning advance.

RISK ASSESSMENT VALUATION AND

MITIGATION STRATEGIES
Effective risk management requires
structured evaluation and targeted mitigation.

We will use qualitative and quantitative
tools to assess probability, impact, and
interdependencies, focusing on risks with the
greatest potential to affect cost, schedule,
safety, and facility operations.

The team will lead targeted risk assessment
sessions with City staff, Brown and Caldwell,
O&M, and stakeholders to evaluate highimpact operational, cost, schedule, and safety risks and define appropriate mitigation
strategies. Quantitative analysis tools
supporting these evaluations include:

D Primavera P6 and HCSS HeavyBid to assess
schedule and cost implications
D Various simulations to evaluate risk interactions
and quantify potential impacts to cost and
schedule contingency
D Monthly new-risk scans and ongoing
contingency validation to confirm management
reserves remain aligned with current project
conditions and exposures
Lead Scheduler, Steve Azzi, and Lead
Cost Estimator, Kevin Ta, will support
these evaluations in coordination with RoyalKJ discipline leaders and operations staff to maintain continuous alignment between
design progression, procurement strategy,
and construction execution.

1. Identify 2. Assess & Analyze 3. Allocate 4. Manage/Mitigate 5. Monitor/Control We continuously work
with the City to identify
and document risks that
could affect project cost,
schedule, operations,
safety, and overall
project objectives. We
identify risks early by
bringing construction,
operations, design, and
key stakeholders into the
work while decisions can
still be shaped.

We evaluate identified
risks to understand
potential cost, schedule,
operational, and
construction impacts.

This includes schedule
review, cost validation,
and assessment of how
risks may affect project
systems, sequencing,
and facility operations.

Risks are assigned to
the project partner best
positioned to manage
and mitigate them,
promoting accountability
and efficient decisionmaking across the
integrated PDB team.

Risk ownership and
response strategies are
continuously refined
as design advances
and project conditions
evolve.

Risks are addressed
through proactive
mitigation planning,
operational coordination,
constructability
refinement, procurement
strategies, and
sequencing adjustments.

The integrated
Royal-KJ team works
collaboratively with the
City and stakeholders
to develop practical
solutions that minimize
impacts to cost,
schedule, and ongoing
facility operations.

Risks are continuously
monitored throughout
design and construction
to track mitigation
progress, identify
emerging issues, and
adapt to changing
project conditions. The
risk register remains
a living document that
is regularly updated
to support informed
decision-making and
successful project
delivery.

Figure 19 | Risk Management Approach

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PLANNING AND SAFETY MEASURES

DURING CONSTRUCTION
Royal’s safety plan for the WEER Project
starts before construction, with early planning,
clear communication, JHAs, site-specific
safety planning, outage coordination,
and work controls built around an active
wastewater treatment facility. Royal will place
special focus on lockout/tagout, energized
electrical work, confined space work,
temporary power, and system verification.

Project Manager, Dan Kruger, and
Construction Manager, Leo Vellutini, are
ultimately responsible for safe project delivery,
supported by our on-site Safety Manager,
Patrick McGuire, CHST, STS-C. Patrick
will lead daily audits, field observations,
safety meetings, regulatory compliance, and
corrective actions. Daily pre-task planning
and coordination with facility operations will
confirm crews understand the work, system
impacts, access constraints, and contingency
procedures before execution. This approach
protects personnel, maintains facility reliability,
and supports uninterrupted treatment
operations.

Figure 20 below summarizes the primary
safety challenges anticipated for the WEER
Project, along with Royal’s mitigation strategy
for each.

APPROACH TO MINIMIZING ACCIDENTS

AND MAINTAINING SAFETY COMPLIANCE
Royal will minimize accidents and reduce
project risk by conducting routine jobsitewide safety observation walks involving the project team, trade partners, and facility
representatives throughout construction.

These collaborative reviews will proactively
identify hazards, verify compliance with
project-specific safety requirements, and
reinforce accountability across all work
activities within the active wastewater
treatment facility.

Because the Santa Cruz WWTF will remain
operational during construction, Royal
will work closely with facility operations
staff to integrate existing safety protocols,
operational restrictions, access requirements,
and emergency procedures into daily field
operations. Observations and findings will be
documented and addressed in real time to
support continuous improvement, situational
awareness, and a safe, coordinated work
environment for all personnel on site.

I. PROJECT SPECIFIC QUALITY
PLAN
The Project Specific Quality Management
Plan (QMP) for the WEER Project establishes
a structured, collaborative framework to
deliver a safe, reliable, and constructible
electrical modernization program while
maintaining continuous wastewater
treatment operations. The QMP is tailored
for a Progressive Design Build delivery and
emphasizes early coordination, transparent
decision making, disciplined document
control, and integrated quality reviews
across all disciplines. Quality is embedded
throughout design, procurement, construction,
testing, and commissioning to ensure
compliance with Owner’s Project Criteria,
applicable codes and standards, and City
operational requirements.

Safety Risk Mitigation
Energized Electrical Work Plan LOTO early, use electrical work permits, assign qualified personnel, apply arc-flash controls, and coordinate with City operations before work begins.

Plant Outages and Cutovers Develop step-by-step outage plans, verify temporary power needs, confirm contingencies, and coordinate work windows with facility operations.

Confined Space Work Use entry permits, atmospheric monitoring, ventilation, trained entrants/attendants, and rescue planning before entry.

Temporary Power and System Transitions Inspect temporary installations, verify loads, protect equipment, and confirm system status before energization or transfer.

Work Around Active Plant Operations Maintain clear work limits, access routes, communication protocols, housekeeping, and daily coordination with City staff and operators.

Figure 20 | Top WEER Project Safety Risks

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Progressive DB
Phase Primary Purpose Quality Gates Applied Progressive Quality Focus Procurement/Pre
Award
Establish
alignment,
approach, and
trust
Proposal stage
quality planning
(no formal gate)
D Quality approach and roles
D Understanding of performance requirements
D Commitment to collaborative execution
Project Initiation/
Validation Kickoff
Confirm foundation
for progressive
development
Project Initiation
Review (PIR)
D Scope assumptions and exclusions
D Execution strategy and integration plan
D Risk register baseline
D Quality expectations and documentation approach
Concept
Development/
Validation
Develop and
test concepts
collaboratively
Concept & Criteria
Review (C&CR)
D Technical concepts and evaluation criteria
D Alternatives considered and risks retired
D Constructability input
D Owner concurrence on direction before advancing
Progressive
Design
Development
Advance design
while validating
cost and
constructability
Milestone Reviews
(early, iterative)
D Discipline integration
D Interfaces and system coordination
D Align design maturity with cost model assumptions
D Identification of rework or integration gaps
Cost Validation/
GMP
Development
Establish reliable
scope, schedule,
and price
Focused/Targeted
Milestone Reviews
D Design completeness commensurate with cost certainty
D Risk buy-down verification
D Confirmation that quality risks are addressed before
GMP commitment
Final Design/
Early Work
Packages
Complete design
and authorize early
construction
Final Milestone
Reviews (Package
based)
D Constructible, coordinated, code-compliant packages
D Alignment with agreed scope and quality criteria
D Reduced need for late changes
Construction
Phase
Maintain design
intent during
construction
Construction
phase quality per
addendum/ project
plan
D Design-to-construction alignment
D Response quality for RFIs and submittals
D Continuation of risk-based quality oversight
Closeout &
Lessons Learned
Capture value and
improve future
delivery
Project Audit/
Debrief
D Effectiveness of progressive quality approach
D Root causes of issues or successes
D Improvements to future
Figure 21 | Multi-Discipline Review Process
I. QUALITY CONTROL PROCESSES
Quality control will be implemented through a collaborative, multi-discipline review process consistent with PDB best practices. Discipline leaders will provide continuous QC oversight during design development, with formal quality reviews conducted at key design milestones (e.g., CDR, 30%, 60%, and 90%). Reviews will focus on constructability, operational continuity, safety, maintainability, and coordination between electrical, civil, structural, mechanical, and I&C systems. This milestone-based, collaborative review process is depicted in Figure 21 below.

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II. DOCUMENT CONTROL
Document control will be managed through a
centralized electronic document management
system (i.e., Procore) with defined procedures
for submittal, review, revision control, and
approval. All project documents will follow
standardized naming conventions, version
tracking, and distribution protocols so that
only the most current, approved information
is used for design, procurement, and
construction.

Submittals, RFIs, meeting minutes, design
deliverables, and review comments will
be logged and tracked to closure. Access
controls will be maintained and appropriately
distributed to City staff, Brown and Caldwell,
and Royal-KJ team members. Document
control procedures will support timely
reviews while maintaining transparency and
traceability throughout Phases 1 and 2.

III. RECORDS MANAGEMENT
Project records will be maintained in
accordance with City requirements and
applicable regulatory standards. Records
management will include design calculations,
review comment logs, cost estimating
documentation, change management records,
inspection reports, test results, commissioning
documentation, and acceptance testing
records.

As-built documentation, O&M manuals,
equipment data, warranties, and training
records will be compiled throughout
construction and commissioning to support
efficient project closeout and transition to
operations. Records will be organized to
facilitate integration with the City’s asset
management systems and long term
maintenance needs.

IV. KEY STAFF RESPONSIBLE FOR QA/QC
Quality assurance and quality control
responsibilities will be clearly defined within
the Design Build Team organization (see
Figure 22 below). Discipline specific QC
reviewers will be assigned for electrical, civil,
structural, mechanical, I&C, and CAD/BIM
deliverables and will be independent from the
engineer of record role where applicable.

Construction quality oversight will be
coordinated with field staff and commissioning
personnel to ensure alignment between
design intent, installation, testing, and
acceptance.

QA/QC MANAGER
Jeff Mohr,

PE, CEM (KJ)

STRUCTURAL QC
Jeff Tarbell, SE, PE (KJ)

PROCESS

MECHANICAL QC
Jeff Foray, PE (KJ)

BUILDING

MECHANICAL QC
Ryan Ray, PE (KJ)
I&C QC
Andrew Gudal (KJ)

CIVIL QC
Jon Honda, PE (KJ)

CAD/BIM QC
BG Docktor (KJ)
Figure 22 | WEER Project Quality Control Team
KEY
Key Personnel
Design QC Personnel
Construction QC Personnel
Kennedy Jenks Personnel (KJ)

ELECTRICAL

INSPECTION QC
Jeff Train (KJ)

LEAD ELECTRICAL

INSPECTION QC
Phil Sanders (KJ)

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2. Capacity to Complete
the Work
A. PEAK RESOURCE REQUIREMENTS
Royal and KJ are local to the region and have
earmarked the key personnel, support staff,
and construction resources needed to deliver
the WEER Project, as illustrated in Figure
23 below. This is our highest-priority regional
project, and the sections below describe the
staffing commitments and resource planning
already in place to complete the project
successfully.

PHASE 1 REQUIREMENTS AND PEAKS
Phase 1 requires a sustained,
multidisciplinary staffing effort starting at NTP
and continuing through pre-construction. Early
peaks occur due to concurrent initiation of
project management deliverables (PEP, plans,
and reporting), background document review,
and multiple field investigations (surveying,
geotechnical, and utility coordination).

Staffing commitment stays high as technical
workshops, cost modeling, and conceptual
design activities overlap through late 2026
and early 2027. A second peak happens
during development of the Conceptual Design
Report and 30% design submittal, including
coordinated QC reviews and constructability
input. Workload remains strong into the 60%
design phase, with added demands from cost
estimating, constructability reviews, permitting
coordination, and early procurement planning.

This requires careful alignment of discipline
leads and support staff to maintain continuity
across parallel tasks.

PHASE 2 REQUIREMENTS AND PEAKS
We will manage Phase 2 as a series of
coordinated mini-projects rather than one
large staffing push. This allows us to level
resources, isolate critical activities, and
avoid unnecessary peaks. Based on our
resource-loaded schedule, the maximum
field staffing requirement is expected to be
approximately 12–15 personnel at one time.

The largest peaks will occur leading up to and
during short-term outage periods; however,
the required crew size will remain within
this planned staffing level, supplemented
by standby staff for contingency response.

Royal’s regional labor pool includes
approximately 125 skilled and trained
electrical craft personnel, giving the team the
depth to staff peak activities while maintaining
continuity on day-to-day work.

B. CAPACITY ANALYSIS
Please see Figure 24 on page 36 for a
table summarizing an analysis of our team's
capacity as it pertains to Northern California
resources, including responses to items i.–v.
as requested in the RFP.

Figure 23 | WEER Project Phase 1 and 2 Peaks*
Personnel
*Including the key personnel assigned to the WEER Project, the chart above depicts all craft and design resource personnel.

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RFP Prompt
Firm
Royal KJ
i. Backlog (value) of projects expected to be designed and constructed over the same general time frame as the Project $150M $15.8M
ii. The number and value of other current projects, as well as current and planned pursuits that are expected to be designed and constructed over the same general time frame as the Project. Pursuits and projects do not have to be listed by name.
18 projects; $150M 30 projects; $19.5M
iii. For the design firms, identify any current projects, projects won but not yet initiated, and pursuits that could potentially compete for the same design resources within their firm. Design firm projects and pursuits may be identified by number and value; the names of specific projects do not need to be included.

N/A 6 projects; $3.5M
(Project Design Team)
iv. Capacity to complete the work considering the above items and construction peaks from the resource-loaded Phase 2 schedule.

Royal is 100% capable
of completing the work
considering all items and
construction peaks.

N/A
v. Availability of Key Personnel.

Our key personnel
are 100% available
and committed to the
WEER Project.

Our key personnel
are 100% available
and committed to the
WEER Project.

Figure 24 | WEER Project Capacity Analysis
C. GREATEST RESOURCE AVAILABILITY RISKS
As demonstrated above, Royal and KJ have the resources identified and secured to support timely delivery of the WEER Project. There are, however, additional resource-sensitive risks that will play an important role in Phase 2 execution. Figure 25 below identifies these risks and our proposed mitigation approach.

Resource-Sensitive Risk Proposed Mitigation
City Staff Availability to Support Outage Work
Royal will plan outage windows well in advance with
City operations and maintenance staff, confirming
timing, roles, notifications, contingency steps, and
decision points before each outage.

Third-party and Permitting Agency Approvals (e.g.,
PG&E, Coastal Commission, etc.)
Sachi Itagaki, PE, will lead permitting, and PG&E
Specialist, Paul Pendergast, will support the City
with PG&E coordination to ensure applications,
coordination and response times are built into the
schedule and decisions are provided timely.

Specialized Equipment Availability/Lead Times
Leverage early work packages for long-lead electrical
equipment (generators, switchgear etc.) and use
Royal’s vendor relationships to secure fabrication
slots and lock-in delivery timelines.

Controls/SCADA Integration Resources
We will schedule controls resources around cutover
and testing milestones, with pre-tested logic, HMI
updates, and I/O checks completed before field
integration.

Ongoing Projects at the WEER Facility
Construction Manager, Leo Vellutini, will
coordinate ongoing facility work through weekly
TWGs, aligning access, outages, staging, safety
requirements, and sequencing before conflicts affect
field execution.

Figure 25 | WEER Project Greatest Resource Availability Risks

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3. Issues Management

ISSUE RESOLUTION AND DISPUTE

AVOIDANCE
Timely issue resolution depends on timely,
project-focused decision-making. Progressive
design-build provides the framework for
the City and the Royal-KJ team to build
strong working relationships, allocate risks
appropriately, and address issues before
they impact cost or schedule. Supporting this
approach, Royal has assigned Dan Kruger
as Project Manager. With a record of 100%
claim-free project delivery and full authority to
act on behalf of Royal, Dan will help ensure
issues are resolved quickly, directly, and at
the appropriate level.

PHASE 1 ISSUE RESOLUTION AND

DISPUTE AVOIDANCE
Phase 1 issue management begins at the
kickoff workshop, where the team will align
on project goals, establish decision-makers,
and confirm the resolution ladder shown in
Figure 26 below. This process creates a clear
path for resolving design, permitting, utility
coordination, procurement, pricing, and risk
allocation issues before they impact progress.

Issues will be tracked in an issue log
and addressed through the appropriate
workshop, with defined escalation timelines
to support timely decisions, collaboration, and
uninterrupted project progress.

PHASE 2 ISSUE RESOLUTION AND

DISPUTE AVOIDANCE
In Phase 2, issue management shifts from
planning to field execution. Construction
Manager, Leo Vellutini, and Construction
Superintendent, Chris Meyling, will lead
daily issue resolution, keeping decisions close
to the work and preventing field issues from
becoming safety, operations, schedule, or
cost impacts. They will use:

D Lean planning and Last Planner methods
D 3-week look-aheads
D Weekly client progress meetings
D Issue log
D Resolution ladder established in Phase 1
Potential Phase 2 issues include differing
site conditions, shipping constraints, and
unforeseen permitting requirements. Because
WEER will be constructed within an active
facility, field adjustments will be proactively
managed to maintain control of scope, quality,
safety, and documentation.

Design Manager, Don Ervin, PE, will
lead design services during construction,
supporting rapid field adjustments and
minimizing unnecessary RFIs. Issues
affecting operations, outages, commissioning,
or City approvals will be escalated
immediately, with Project Manager, Dan
Kruger, fully authorized to support executivelevel decisions as needed.

RESOLVING TEAM CONFLICTS
Our team has a long history of successful
delivery together across multiple projects,
serving in both prime contractor and delivery
partner roles. Throughout our partnership, we
have never experienced a claim between the
firms or an internal issue that resulted in a
work stoppage.

Our Design-Build Agreement further protects
the City by establishing a formal executivelevel escalation process for unresolved issues and requiring work to continue during
any internal dispute, ensuring uninterrupted
project delivery.

Design-Build Team City of Santa Cruz Max. Escalation Time Royal-KJ Project Executive Team City Manager 5 Days
Dan Kruger | Project Manager City Engineer 5 Days
Leo Vellutini | Construction Manager B&C Project Manager, Facility O&M Staff 2 Days Don Ervin, PE | Design Manager B&C Discipline Lead 24 Hours Chris Meyling | Construction Superintendent Inspection Staff Within Shift Figure 26 | WEER Project Resolution Ladder

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4. Subcontracting and SelfPerformance
Our team will self-perform the majority of
the work to maintain direct control over
schedule, sequencing, quality, and day-to-day
field execution for the WEER Project. Selfperforming critical scopes allows our team to respond quickly to field conditions, proactively
coordinate activities, and maintain consistent
communication with the City and adjacent
stakeholders, reducing interface risk and
improving accountability throughout delivery.

Where specialized expertise or certifications
are required (e.g., systems integration,
asphalt paving, HAZMAT remediation), Royal
will supplement its capabilities with carefully
selected specialty subcontractors chosen
based on demonstrated performance on
comparable infrastructure projects, strong
safety records, available resources, and a
clear understanding of the City’s expectations
for coordination, quality, public access,
and schedule performance. This balanced
approach combines the accountability of selfperformance with the technical expertise and flexibility of experienced trade partners.

SELF-PERFORM AND

SUBCONTRACTED WORK
Figure 27 to the right summarizes the
anticipated division of self-performed and
subcontracted design and construction
scopes for the WEER Project. Royal will selfperform core construction activities critical to maintaining project continuity, coordination,
and schedule control, while specialty
subcontractors will support select technical,
specialty, or regulated scopes requiring
additional expertise or certifications.

APPROACH TO SELECTING

SUBCONTRACTORS
We will implement a competitive and
transparent subcontractor procurement
process focused on delivering the best
overall value for the WEER Project. To the
extent the City wishes to participate in
subcontractor selection, Royal welcomes
that involvement. Subcontractors will be
evaluated based on qualifications, relevant
experience, safety performance, staffing
resources, schedule commitment, and
pricing competitiveness. Royal will identify,
solicit, evaluate, and select subcontractors
capable of delivering high-quality, on-schedule
services while supporting a strong culture of
safety. Key elements of our approach include:

D Soliciting bids from qualified subcontractors
with relevant municipal and infrastructure
experience.

D Utilizing a best-value evaluation process that
balances qualifications and competitive pricing.

D Reviewing safety records, quality performance,
available resources, financial stability, and
schedule history.

D Prioritizing firms that demonstrate strong
communication and coordination capabilities.

D Identifying opportunities to incorporate small,
local, disadvantaged, minority-owned, womenowned, and other diverse businesses.

D Engaging the City throughout the procurement
process and incorporating City feedback into key
subcontractor selections, as appropriate.

This approach ensures the WEER Project
is supported by technically capable, safetyfocused, and responsive subcontractors aligned with the City’s objectives for quality,
schedule, and community stewardship.

Self-Performed Subcontracted
Design
Scopes
D Electrical
D Structural
D Civil
D Mechanical
D System Integration
D Geotechnical
D Survey
Construction Scopes
D Electrical
D Equipment
Installation
D Conduit and Wire
D Excavation/Backfill
D Underground
Structure Placement
D Demolition

D HAZMAT
Remediation
D Building
Construction
D Asphalt Paving
D Concrete
D Sawcutting
D Utility Locates
Figure 27 | Self-Performed and Subcontracted Scopes

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5.3.6 Fee and Rate Proposal

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Form 1 | Progressive
Design-Builder Fee and
Rate Proposal Summary

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Form 1. Progressive Design-Builder Fee and Rate Proposal Summary
This Form 1 will be incorporated into Exhibit E (Supporting Price Information) of the Draft Progressive Design-Build Agreement in Appendix I.

Phase 1 Price
The Preliminary Services Fee is the lump sum amount payable to the Design-Builder for performing Phase 1 Services, which include design and pre-construction activities as defined in Appendix I – Draft PDB Agreement and Exhibit C of the agreement. This fee represents full compensation for all services required during Phase 1 unless otherwise provided in the Contract Documents. The total Phase 1 Preliminary Services Fee is the sum of items below:

Task 1: Project Management $ 450,000.00
Task 2: Meetings and Workshops $ 485,000.00
Task 3: Background Document Review and Validation $ 120,000.00 Task 4: Field Investigations, Surveying, Mapping and Reports $ 50,000.00 Subtask 4.1: Allowance for Utility Location During Phase 1 $ 200,000.00 Subtask 4.2: Allowance for Geotech and Tanks $ 100,000.00 Subtask 4.3: Allowance for Surveying and Mapping $ 50,000.00 Task 5: Cost Modeling, Scheduling, and Constructability Reviews $ 115,000.00 Task 6: Permitting and Approvals $ 250,000.00
Task 7: Public Outreach $ 100,000.00
Task 8: Conceptual Design Report $ 350,000.00
Task 9: Design Submittal $ 2,450,000.00
Task 10: Construction Sequencing Plan and Subcontracting and Self-Performance Plan $ 120,000.00
Task 11: Guaranteed Maximum Price (GMP) Proposal and
Negotiations $ 75,000.00
Task 12: Phase 2 Design Support During Construction (Allowance) $ 2,350,000.00 Total Phase 1 Preliminary Services Fee $ 4,915,000.00
Phase 2 Pricing Elements
Provide the following Phase 2 pricing elements:

General Conditions Fee. The General Conditions Fee covers all costs associated with managing and supporting the Design-Build Work, calculated as a fixed percentage of the Phase 2 Cost of Work. These costs include wages and salaries for supervisory and administrative personnel working on-site, off-site at staging or manufacturing facilities, and at the Design-Builder’s offices, along with related employee benefits, taxes, and insurance (excluding bonuses). It also encompasses approved travel and accommodations for personnel outside the Greater Bay Area, field office and administrative construction supplies for staff, temporary amenities required for project site activities, site cleanup, and expenses for construction trade training programs. No additional compensation beyond this fee will be provided for these items. See Exhibit M of the Draft Progressive Design-Build Agreement Appendix I for more details.

11.00 %
Phase 2 Pricing Elements
Provide the following Phase 2 pricing elements:

Anticipated Phase 2 Self-Performance Percentage. The best estimate of the percentage of work to be self-performed by the 7600 %

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fee will be provided for these items. See Exhibit M of the Draft Progressive Design-Build Agreement Appendix I for more details.

Phase 2 Pricing Elements
Provide the following Phase 2 pricing elements:

Anticipated Phase 2 Self-Performance Percentage. The best estimate of the percentage of work to be self-performed by the Design-Builder as described in Exhibit N of the Draft Progressive Design-Build Agreement Appendix I.

76.00 %
Design-Builder Self-Performance Fee. The Design-Builder SelfPerformance Fee represents the dollar amount calculated by applying the Self-Performance Fee percentage, as submitted in the Design-Builder’s proposal, to approved Design-Build Costs for work self-performed by the Design-Builder, excluding insurance, sales taxes, and bonds. This fee accounts for profit, risk, mark-up, and general or indirect overhead related to the Design-Build Work and includes costs for Additional Insurance required from enrolled and excluded parties, as outlined in Exhibit G (Insurance). It does not include any reductions in insurance costs resulting from eligibility for City-provided coverage. See Exhibit N of the Draft Progressive Design-Build Agreement Appendix I for more details.

15.00 %
Design-Builder Subcontract Fee. The Design-Builder Subcontract Fee is calculated by applying the Subcontract Fee percentage, as submitted in the Design-Builder’s proposal, to approved DesignBuild Costs for work subcontracted to third parties, excluding insurance, sales taxes, and bonds. This fee applies to all non-selfperformed work, including but not limited to design services, material testing, other subcontracted professional services, and material or equipment purchases, but excludes any work performed by affiliates of the Design-Builder. The Subcontract Fee represents amounts attributable to profit, risk, mark-up, and general or indirect overhead costs, and includes costs for Additional Insurance required from enrolled and excluded parties as detailed in Exhibit G (Insurance). It does not include reductions in insurance costs resulting from eligibility for City-provided coverage. See Exhibit N of the Draft Progressive Design-Build Agreement Appendix I for more details.

5.00 %
Discount for Lump Sum. The Discount for Lump Sum as a
percentage represents the Design-Builder’s discount for converting the Project from a GMP to a Lump Sum value upon successful negotiation of the GMP. Conversion from a GMP to Lump Sum is dependent on City approval.
-3.00 %
Note: In developing its Phase 2 Pricing Elements, Proposers should note that the Design-Builder’s direct subconsultants and subcontractors will be limited to marking up lower tier subconsultants and subcontractors by no more than 5 percent. Any Early Work Packages are considered part of Phase 2 Work. Advancement of such work during Phase 1 does not constitute a change to the Phase 1 scope, schedule, and fee. Associated costs with Early Work Packages will be negotiated and included with Phase 2 pricing.

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Form 2 | Phase 1 AllInclusive Billing Rates

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Form 2. Phase 1 All-Inclusive Billing Rates
Form 2 shall be completed by each firm that will provide Phase 1 services. This form will be incorporated into Exhibit E (Supporting Pricing Information) of the Draft Progressive Design-Build Agreement in Appendix I.

Vellutini Corp. DBA Royal Electric Phase 1. All-Inclusive Billing Rates Key Firm Labor Category All-Inclusive Billing Rate
Royal Electric Project Manager $ 264.00
Royal Electric Construction Manager $ 228.00
Royal Electric Lead Estimator $ 191.00
Royal Electric Estimator $ 136.00
Royal Electric Project Engineer $ 136.00
Royal Electric Superintendent $ 222.00
Royal Electric Foreman Electrician $ 206.00
Royal Electric Electrician $ 183.00
Royal Electric Foreman Laborer $ 150.00
Royal Electric Laborer $ 127.00
Royal Electric Operator $ 185.00
Royal Electric Apprentice Electrician $ 99.00
Kennedy Jenks Engineer-Scientist-Specialist 9 $ 390.00
Kennedy Jenks Engineer-Scientist-Specialist 8 $ 370.00
Kennedy Jenks Engineer-Scientist-Specialist 7 $ 345.00
Kennedy Jenks Engineer-Scientist-Specialist 6 $ 315.00
Kennedy Jenks Engineer-Scientist-Specialist 5 $ 295.00
Kennedy Jenks Engineer-Scientist-Specialist 4 $ 275.00
Kennedy Jenks Engineer-Scientist-Specialist 3 $ 255.00
Kennedy Jenks Engineer-Scientist-Specialist 2 $ 225.00
Kennedy Jenks Engineer-Scientist-Specialist 1 $ 190.00
Kennedy Jenks Senior CAD-Designer $ 235.00
Kennedy Jenks CAD-Designer $ 225.00
Kennedy Jenks Senior CAD-Technician $ 215.00
Kennedy Jenks CAD-Technician $ 200.00
Kennedy Jenks Project Assistant $ 165.00
Kennedy Jenks Administrative Assistant $ 155.00
Pendergast Consulting PG&E Liaison $ 350.00
Civic CM Senior Scheduler $ 265.00
Notes:

1. Phase 1 Services shall be billed at the all-inclusive billing rates and labor categories identified above, and these rates shall not be subject to increase for any Phase 1 services.

2. The Phase 1 Services compensation is deemed to include all sales, use, consumer, and other taxes mandated by applicable Legal Requirements.

3. Provide billing rates for personnel who will provide services during Phase 1, including Key Personnel and others. The Proposer shall commit to the use of listed billing rates for all services provided for the duration of Phase 1.

4. Additional staff subsequently proposed to be added by the Design-Builder during Phase 1 must be approved by the City and will be assigned a billing rate consistent with equivalent staff listed in the PDB Contract.

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Cost Model | Phase 1
and Phase 2 Services

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1.1 Task 1: Project Management LS 1.00 $ - $ -

1.2 Task 2: Meetings and Workshops LS 1.00 $ - $ -

1.3 Task 3: Background Document Review and Validation LS 1.00 $ - $ -

1.4 Task 4: Field Investigations, Surveying, Mapping and Reports LS 1.00 $ - $ -

1.5 Task 5: Cost Modeling, Scheduling, and Constructability Reviews LS 1.00 $ - $ -

1.6 Task 6: Permitting and Approvals LS 1.00 $ - $ -

1.7 Task 7: Public Outreach LS 1.00 $ - $ -

1.8 Task 8: Conceptual Design Report LS 1.00 $ - $ -

1.9 Task 9: Design Submittal LS 1.00 $ - $ -

1.10 Task 10: Construction Sequencing Plan and Subcontracting and Self-Performance Plan LS 1.00 $ - $ -

1.11 Task 11: Guaranteed Maximum Price (GMP) Proposal and Negotiations LS 1.00 $ - $ - Phase 1 Subtotal $ - $ -

1.12 Phase 2 Design Allowance LS 1.00 $ -
Item No. Description Unit Quantity
Unit Cost
OPCC1 30%
Total OPCC1
30%
Total OPCC2
60%
Delta From
Total OPCC1
30%
Total Cost
OPCC3 90%
Delta From
Total OPCC2
60%

2.1.1 Disconnect/Cap Utilities EA 1.00 $ - $ - $ - $ - $ - $ -

2.1.2 Hazardous Material Remediation LS 1.00 $ - $ - $ - $ - $ - $ -

2.1.3 Re-Locate Waste Disposal LS 1.00 $ - $ - $ - $ - $ - $ -

2.1.4 Building Removal LS 1.00 $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -

2.2.1 Underground Electrical LF 1.00 $ - $ - $ - $ - $ - $ -

2.2.2 Building Foundation LS 1.00 $ - $ - $ - $ - $ - $ -

2.2.3 Metal Building - Procure EA 1.00 $ - $ - $ - $ - $ - $ -

2.2.4 Metal Building - Install LS 1.00 $ - $ - $ - $ - $ - $ -

2.2.5 Fire Alarm/Fire Suppression LS 1.00 $ - $ - $ - $ - $ - $ -

2.2.6 HVAC LS 1.00 $ - $ - $ - $ - $ - $ -

2.2.7 Interior Electrical Sysytems LS 1.00 $ - $ - $ - $ - $ - $ -

2.2.8 Commission/Testing LS 1.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -

2.3.1 Asphalt Repair SQFT 1.00 $ - $ - $ - $ - $ - $ -

2.3.2 Concrete SQFT 1.00 $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -

2.4.1 Temp Power LS 1.00 $ - $ - $ - $ - $ - $ -

2.4.1 21KV Main Switchgear - Approved Submittals LS 1.00 $ - $ - $ - $ - $ - $ -

2.4.2 21KV Main Switchgear - Procurement LS 1.00 $ - $ - $ - $ - $ - $ -

2.4.3 21KV Main Switchgear - Installation/Testing EA 1.00 $ - $ - $ - $ - $ - $ -

2.4.4 Commission/Testing LS 1.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -

2.5.1 Demo Existing Cable LF 1.00 $ - $ - $ - $ - $ - $ -

2.5.2 Install New Conduit LF 1.00 $ - $ - $ - $ - $ - $ -

2.5.3 MV Cable - Procurement LS 1.00 $ - $ - $ - $ - $ - $ -

2.5.4 MV Cable - Install/Terminate/Test LF 1.00 $ - $ - $ - $ - $ - $ -

2.5.5 Precast Handholes - Procure LS 1.00 $ - $ - $ - $ - $ - $ -

2.5.6 Precast Handholes - Install EA 1.00 $ - $ - $ - $ - $ - $ -

2.5.7 Commission/Testing LS 1.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -

2.6.1 Demo Exiting Equipment EA 1.00 $ - $ - $ - $ - $ - $ - Phase 2 Design Costs
Phase 2 Construction Elements
Maintenance Building Demolition
Phase 1 Preconstruction Cost
Phase 2 Design Allowance
City of Santa Cruz
Wastewater Treatment Facility Energy and Electrical Resilency Project Progressive Design Build - Cost Model
Phase 1&2 Cost Model
Date:

Subtotal
Subtotal
Total Self Perform (L/E/M)
Total Sub Contracted (L/E/M)
Subtotal
Total Self Perform (L/E/M)
Total Sub Contracted (L/E/M)
New Main Electrical Building
Site Improvements/Geotechnical
Total Self Perform (L/E/M)
Total Sub Contracted (L/E/M)
Subtotal
Total Self Perform (L/E/M)
Total Sub Contracted (L/E/M)
Subtotal
Total Self Perform (L/E/M)
Total Sub Contracted (L/E/M)
21 KV Main Switchgear
Complete Loop A&B - Replace Cable
Transformers & Switchgear

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2.6.2 480V Switchgear - Approved Submittals LS 1.00 $ - $ - $ - $ - $ - $ -

2.6.3 480V Switchgear - Procurement LS 1.00 $ - $ - $ - $ - $ - $ -

2.6.4 Pad Mounted Transformers - Approved Submittals LS 1.00 $ - $ - $ - $ - $ - $ -

2.6.5 Pad Mounted Transformers - Procurement LS 1.00 $ - $ - $ - $ - $ - $ -

2.6.6 Pad Mounted MV Switches - Approved Submittals LS 1.00 $ - $ - $ - $ - $ - $ -

2.6.7 Pad Mounted Switches - Procurement LS 1.00 $ - $ - $ - $ - $ - $ -

2.6.8 Install New Substation 3A & 3B EA 1.00 $ - $ - $ - $ - $ - $ -

2.6.9 Install New Substation 2A & 2B EA 1.00 $ - $ - $ - $ - $ - $ -

2.6.10 Install New Substation 1A & 1B EA 1.00 $ - $ - $ - $ - $ - $ -

2.6.11 Install New Substation 4A EA 1.00 $ - $ - $ - $ - $ - $ -

2.6.12 Commission/Testing LS 1.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -

2.7.1 Standby Generator - Approved Submittals LS 1.00 $ - $ - $ - $ - $ - $ -

2.7.2 Standby Generator - Approved Submittals LS 1.00 $ - $ - $ - $ - $ - $ -

2.7.3 Standby Generator - Procurement LS 1.00 $ - $ - $ - $ - $ - $ -

2.7.4 Standby Generator Installation EA 1.00 $ - $ - $ - $ - $ - $ -

2.7.5 Commission/Testing LS 1.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -

2.9.1 Demo/Remediate Existing Tanks LS 1.00 $ - $ - $ - $ - $ - $ -

2.9.2 Replacement Motors - Procurement LS 1.00 $ - $ - $ - $ - $ - $ -

2.9.3 Replacement Motors - Installation EA 1.00 $ - $ - $ - $ - $ - $ -

2.9.4 Variable Frequency Drives - Procurement LS 1.00 $ - $ - $ - $ - $ - $ -

2.9.5 Variable Frequency Drives - Installation EA 1.00 $ - $ - $ - $ - $ - $ -

2.9.6 Controls/Scada LS 1.00 $ - $ - $ - $ - $ - $ -

2.9.7 Commission/Testing LS 1.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -

2.10.1 General Conditions Fee % 0% $ - $ - $ - $ - $ - $ -

2.10.2 Design Builder Self Performance Fee % 0% $ - $ - $ - $ - $ - $ -

2.10.3 Design Builder Subcontracting Fee % 0% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -

2.11.1 Total LS 1.00 $ - $ - $ - $ - $ -

2.11.2 Bond and Insurance Fee % 0% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -

2.12.1 Contingency (Risk Register) % 0% $ - $ - $ - $ - $ - $ -

2.12.2 Escalation (Lives on Risk Register until GMP) % 0% $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ -
Potential Owner Allowance LS 1.00 TBD TBD TBD TBD TBD TBD $ - $ - $ - $ -
Self Perform Vs Subcontracted
Fees
Total
Total Sub Contracted (L/E/M)
Total Sub Contracted (L/E/M)
Total
Total Fees
Subtotal
Total Construction Cost + Cost of Risk + Owner Risk Reserve Total Cost
Total Self Perform (L/E/M)
Total Self Perform (L/E/M)
Total Sub Contracted (L/E/M)
Subtotal
Total Self Perform (L/E/M)
Total Sub Contracted (L/E/M)
Subtotal
Total Self Perform (L/E/M)
Contingency, Escalation, & Proposers Financing Costs
Contractor Opinion of Cost
Owner Risk Reserve
Standby Generator
Pumps and Blowers

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APPENDIX A
Design-Builder's Comments on the Draft Progressive
Design-Build Agreement, General Conditions of the
Agreement, and Guarantor Agreement

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IX
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X
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XI
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
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XII
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XIII
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XV
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APPENDIX B
Design-Builder's Comments on the Conceptual Cost
Estimate and Preliminary Project Risk Allocation

9.290
Appendix B | DesignBuilder's Comments on
the Conceptual Cost
Estimate

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Opinion of Probable Construction Cost Discussion
Royal has reviewed the City’s Class 4 Opinion of Probable Construction Cost and, in parallel, developed our own Level 4 estimate/template (see page IV). Based on that review, the City’s OPCC is sufficient for the current stage of the Project and provides an appropriate Phase 1 baseline. In our opinion, the OPCC is appropriately conservative, particularly in contingency and escalation. Royal’s independent estimate also indicates the Project is positioned to be delivered within the City’s stated budget, with cost improvement opportunities to validate as design advances, existing conditions are confirmed, and procurement strategies are refined.

Subject to Phase 1 validation, Royal identified three primary areas where the City’s estimate may be improved through pricing, procurement, and cost model refinement (see Figure 28 below).

The largest near-term opportunity is early site investigation, followed by equipment validation. Existing-condition confirmation will help define temporary power requirements, cutover constraints, equipment interfaces, duct bank and conduit conditions, hazardous or contaminated material exposure, and other risks currently carried in contingency. Vendor outreach will confirm pricing, lead times, alternates, and procurement timing for major electrical equipment. Findings from both efforts will be incorporated into Royal’s 30% cost model, giving the City a clearer view of validated scope, remaining risk, and achievable cost improvement before GMP development.

In addition to the direct cost opportunities above, the City’s OPCC carries a 30% construction contingency, which is appropriate for a concept-level Class 4 estimate. As Phase 1 investigations, verification, constructability review, and vendor input are completed, Royal sees opportunity to reduce contingency to the 15% or less range (see Figure 29 below), creating additional budget capacity while maintaining protection for true unknowns.

Additional opportunities may come from repurposing existing equipment for temporary power, early PG&E participation, early procurement of long-lead equipment, and an early GMP strategy. For remaining live-facility risks, Royal recommends carrying a transparent Citymanaged contingency fund, using it only when needed, and returning unused contingency as savings rather than converting it into embedded project cost.

Cost Area City's OPCC
Assumption
Royal's Opinion/
Phase 1 Focus
Preliminary
Opportunity
Range
Equipment Costs
Approximately
$22M, or 63% of
construction costs
Vendor outreach since the SOQ phase indicates lower pricing may be available if equipment is competitively confirmed and locked in early
$1.0M–$2.0M
Escalation
Nearly 25%
to midpoint of
construction
Royal believes this value to be overly conservative $1.0M–$2.0M DB Soft Costs and
Markups $11.92M Royal’s current Level 4 estimate carries this value closer to $10.5M $1.0M–$1.5M Subtotal Preliminary
Cost Opportunity N/A Subject to Phase 1 validation $3.0M–$5.5M Figure 28 | Pricing, Procurement, and Cost Model Refinement for the City's Estimate Category Preliminary Opportunity
Direct cost opportunities: equipment, escalation, DB soft costs/markups $3.0M–$5.5M Contingency/risk retirement opportunity $3.5M–$5.3M
Total Preliminary Opportunity Range $6.5M–$11.0M
Figure 29 | Opportunities to Reduce Contingency

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Appendix B | DesignBuilder's Comments on
the Preliminary Project
Risk Allocation

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Draft Risk Allocation Matrix
Risk Risk Allocation Description Royal Feedback
Definition of Project Components City
The City will consider Design-Builder proposals for modifications to the Conceptual Design and will confirm the preferred Project considering Design- Builder’s input on cost, technical feasibility, risks, constructability, schedule implications, and other factors.

Agreed. Royal to support the City as requested throughout Phase 1.

General Design Liability Design-Builder
Design-Builder is responsible for all aspects of the design, including verifying and advancing the Conceptual Design developed by the City and provided to the Proposers. Design-Builder is responsible for meeting industry standard for design Standard of Care.

Agreed.

Unknown subsurface conditions Design-Builder
The City will provide available reports and drawings. The Design-Builder shall perform additional investigations, including geotechnical, utility, and hazardous materials investigations, as needed to support detailed design and construction.

Findings from these investigations are subject to City review and approval. The City will bear the risk for unknown conditions encountered during "construction".

Agreed. We would propose to have a discussion around items discovered that could not have been reasonably uncovered or investigated during Preconstruction (e.g., due to access, operational constraints or other).

Differing site conditions Design-Builder
The City will provide available reports and drawing. The Design‑Builder shall investigate site conditions including survey, potholing as needed within the scope of its due diligence, promptly notify the City of any unexpected conditions encountered, and propose mitigation measures to minimize schedule and cost impacts. The City will bear the risk for differing site
conditions encountered during construction.

The description, as written, appears to have shifted this risk to the City. We agree with the risk allocation as provided in the description (City).

Site Constraints Design-Builder
The City will disclose known site constraints, such as access limitations, easements, operational requirements, or environmental restrictions. The Design‑Builder is responsible for evaluating these constraints during progressive design, incorporating them into the project approach, and managing construction means and methods to work safely and efficiently within the defined limitations.

Agreed. We propose to work with the City to understand these constraints and memorialize as part of our GMP negotiation. Additional constraints, if encountered during construction, would be discussed with the City to determine if they add complexity, time and/or cost to the work.

Existing Structures and Infrastructures Design-Builder
The City will provide the Design-Builder with available as-built drawings for buried infrastructure, structures, and other facilities to the extent practical. It will be at the Design-Builder’s discretion to obtain and review any additional as-built drawings, and conduct survey, utility locating, potholing, and possibly other measures to confirm existing utility locations.

Provided Design-Builder properly conducts required due diligence (i.e. in accordance with standards and timing defined in the Design-Build Agreement), the risk of unidentified buried infrastructure and structures and of identified, but mislocated buried infrastructure and structures will be the City’s.

Agreed
PG&E approval and reporting Design-Builder The City will communicate directly with PG&E. The Design-Builder is responsible for meeting PG&E approval requirements and for developing complete documentation to support PG&E approval without delaying the Agree. There is a more broad discussion concerning PG&E's involvement to date (if any) and the ability to meet contractual timelines. As it pertains to meeting approval requirements, we agree this is a Design-Builder responsibility.

Permit requirements Design-Builder The Design-Builder is responsible for identifying and obtaining all required permits in a timely manner without delaying the project schedule.

The is a more broad discussion concerning permit approval - and - discussions to date with key entities including the Coastal Commission, RWQCB, etc. As we are not the permittee/holder for several of the permits, we may not be the best party suited to handle this risk based on a potential inability to control the risk.

This item feels appropriate for an in-person discussion with the City.

Maintenance of plant operation until the
upgrades are complete (No NPDES Violation) City/Design-Builder The City is responsible for maintaining normal plant operations during construction. The Design-Builder is responsible for maintaining electric power to wastewater treatment process equipment and support equipment throughout the design and construction process without disruptions, through measures such as temporary power solutions and detailed cutover planning. Temporary reductions in treatment capacity or process availability may be allowed during dry season, subject to review and preapproval by the City on a case-by-case basis. Short-term shutdowns (less than 4 hours) may also be allowed with City pre-approval. The Design-Builder is responsible for communicating and coordinating with the City, in advance, to plan any required short-term shutdowns and construction Agreed
SRF Compliance Design-Builder The Design-Builder is responsible for providing materials that meet the SRF compliance requirements. Agreed Compliance with Permit Conditions and
Environmental Regulations Design-Builder The Design-Builder is required to comply with all permit conditions and all environmental regulations including local jurisdiction rules affecting time of construction and noise limitations. Agreed Change in Law/Regulations City
The Design-Builder is required to account for applicable changes in laws and regulations that may occur prior to the start of the Construction Phase into its proposed GMP and schedule for the Construction Phase. The City is responsible if change in law occurs during the Construction Phase.

Agreed
Design-Related Risks
Cost and Funding/Payment
Required Permits and Approvals, Change in Regulations
Assumptions of Existing Conditions Risks

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Costs-Design and Preconstruction Phase Design-Builder The City is responsible if there are cost overruns due to project scope expansion. Agreed
Costs-Construction Phase Design-Builder
The Design-Builder Construction Phase price to be based on as-proposed fee to develop a Guarantee Price (GP), executed on a Guaranteed Maximum Price (GMP) basis. For GMP delivery, shared savings for GP underrun anticipated to be shared between the City and the Design-Builder based on as-proposed Design-Builder ratio. For GMP delivery, the City is responsible if cost overruns are due to changes in scope or differing site conditions or force majeure events. For GMP delivery, Design-Builder risk for cost overruns due to other reasons.

Agreed, the one add we have is as follows: "For GMP delivery, Design-Builder is responsible for the risk of cost overruns due to other reasons "within their control".

Increased Equipment Costs Design-Builder The Design-Builder is responsible for securing equipment sizing and cost early.

Agree. Please note, equipment sizing will be based on information/demands provided by the City. Once that information is provided/understood, we agree this is a Design-Builder risk.

Long-Lead Equipment Design-Builder The Design-Builder is responsible for procuring long-lead equipment, which can be done through early works packages.

Agree. Long Lead Equipment will quickly become the project critical path, we propose an early workshop with the City to align on the timing at which the equipment can be ordered. Our preference for the longest nature equipment is at the 30% design.

Schedule-Design and Preconstruction Phase Design-Builder The City will identify target dates for the GMP Milestone and the completion of the Design and Pre-Construction Phase deliverables in the RFP, which may be modified during negotiations based on selected Design-Builder’s proposal. Agree.

Schedule-Construction Phase Design-Builder
The Design-Builder will be responsible for achieving Acceptance, including Start-up and Commissioning, by agreed upon target date. The Design-Builder will take the risk of achieving Substantial Completion and Final Completion based on the dates in the Design-Build Agreement. Unless due to City changes or differing site conditions or force majeure events, the Design-Builder may be required to pay liquidated damages for failure to meet the agreed upon dates.

Agree.

Start up / Commissioning Design-Builder The Design-Builder is responsible for planning and successful completion of start-up and commissioning tasks. Agree.

Quality risk Design-Builder The Design-Builder is responsible if they failure to meet standards established in Contract and/or Amendment for Construction Phase. Agree.

Safety - worker/site risk Design-Builder The Design-Builder is responsible if they failure to meet standards established in Contract and/or Amendment for Construction Phase. Agree.

Maintenance of Plant Operation during
commissioning/turnover Design-Builder
The Design-Builder is responsible for coordinating and communicating with City regarding shutdowns, contingency, and commissioning. Design-Builder is responsible for developing a detailed shutdown and work sequences ahead of time. The Design-Builder is responsible for preparing backup plans.

Agree. There is additional discussion necessary around backup plans and the extent to which we should be prepared for extensive contingencies /items out of our control (e.g., existing equipment failure).

Operational Changes City/Design-Builder
The City is responsible for operating the treatment facility and notifying the Design-Builder of operational changes. The Design-Builder is responsible for accommodating these changes and developing alternative construction approaches or sequence, as needed, to maintain plant operations.

Agree.

Hazmat Design-Builder The City will provide available hazardous waste information. The Design-Builder is responsible for complying with all applicable requirements to identify and properly handle hazardous waste materials.

Agree. Our understanding is this would he addressed as a differing site condition with conditions as noted above.

Force majeure event City Should a force majeure event occur during the project that meets the definition set forth in the Design-Build Agreement, the City is responsible for any delays Agree. We request this to include "…for any cost and schedule related delays." PLA/Labor Relations City/Design-Builder The Design-Builder is responsible if strike occurs against the Design-Builder, its subconsultants/subcontractors, or the Project. The City is responsible if a general (regional or nation-wide) strike occurs. Agree.

Community Impacts, public perception against
the project City/Design-Builder
The City and Design-Builder are responsible for making a commitment to be a ‘Good Neighbor’ throughout Design and Construction Phases. Design-Builder to support City-lead Public Outreach efforts. The Design-Builder is responsible if delay due to neighborhood complaints about construction activities.

We agree on the duty and commitment of being a "Good Neighbor", there may be scenario where the community has "issues" or "gripes" for reasons unknown and/or uncontrollable by the Design-Builder - while likely short-lived, that is a tricky risk for Royal to absorb. We request further discussion with the City on this topic.

Change of Key Personnel Design-Builder The Design-Builder is responsible for maintaining key personnel and notifying the City of any changes as described in the RFP and Agreement. Agree.

Schedule
Other Risks
Construction Risk

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APPENDIX C
Updated Financial Information

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XXI
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal

ROYAL ELECTRIC
Phone: (916)226-2100
Fax: (916)226-2150
Email: [email protected]
8481 Carbide Court
Sacramento, CA 95828
CA License #357377

APPENDIX C
To Whom It May Concern:

Vellutini Corporation dba Royal Electric Company submitted our most recent audited financial statements to the City of Santa Cruz as part of our Statement of Qualifications. No material adverse changes in financial condition have occurred since those most recent audited financial statements were provided.

Additionally, there is no current or pending civil or criminal litigation that would materially affect our ability to perform the Project.

Respectfully,
Royal Electric Company
Jeff Cavanagh
Vice President of Risk Management
(916) 600-5048
[email protected]

9.297

APPENDIX D
Value Engineering and Technical
Innovations

9.298
XXII
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 9.299
XXIII
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 9.300
XXIV
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 9.301
XXV
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 9.302
XXVI
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 9.303
XXVII
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 9.304
XXVIII
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 9.305
XXIX
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 9.306
XXX
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 9.307
XXXI
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 9.308
XXXII
Wastewater Energy and Electrical Resiliency (WEER) Project Proposal
ROYAL ELECTRIC 9.309
Proposal for the Wastewater
Energy and Electrical Resiliency
(WEER) Project
RFP No. PW-0292

9.310
City of Santa Cruz

BUDGET ADJUSTMENT REQUEST
$GPLQLVWUDWLYH$SSURYDO
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ACCOUNT 352-(&71$0(
LIDSSOLFDEOH
255(9(18($&&28177,7/(
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25EXPENDITURE ACCOUNT TITLE
NET: $

REQUESTED BY DEPARTMENT HEAD

APPROVAL

BUDGET/ACCOUNTING
5(9,(:('

FINANCE DIRECTOR

APPROVAL

CITYMANAGER

APPROVAL
5HVR

352-(&7
352-(&7
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$02817
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TOTAL EXPENDITURE

TOTALREVENUE
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 Clear Form
2027
08/20/2026
Additional appropriations are needed in the WWTF Electrical System CIP Project (c401405) to fund design services for the Wastewater Energy and Electrical Resiliency (WEER) Project.
0 721-40-65-7252-57301 c401405-100-2020-0 Sewer systems 1,500,000 WWTF-Electrical System
1,500,000
-1,500,000
Christin
a Alberti
Digitally signed by
Christina Alberti
Date: 2026.08.20
14:31:16 -07'00'
Nathan N.

Nguyen
Digitally signed by
Nathan N. Nguyen
Date: 2026.09.01
16:50:27 -07'00'
Emily
Burton
Digitally signed
by Emily Burton
Date: 2026.09.08
08:29:06 -07'00'
Elizabet
h Cabell
Digitally signed by
Elizabeth Cabell
Date: 2026.09.09
11:30:04 -07'00' 9.311
ORDINANCE NO. 2026-15

AN ORDINANCE OF THE CITY OF SANTA CRUZ APPROVING AN AMENDMENT TO

THE CONTRACT BETWEEN THE BOARD OF ADMINISTRATION AND CALIFORNIA PUBLIC EMPLOYEES’ RETIREMENT SYSTEM TO REMOVE THE CONTRACT

EXCLUSIONS OF ALL APPOINTIVE MEMBERS OF THE BOARDS AND
COMMISSIONS; AND PERSONS COMPENSATED ON AN HOURLY BASIS AS COUNTY

BRANCH LIBRARY AIDES, LIBRARY PAGES, SCHOOL CROSSING GUARDS OR

RECREATION DEPARTMENT EMPLOYEES
BE IT ORDAINED by the City Council of the City of Santa Cruz as follows:

SECTION 1. That an amendment to the contract between the City Council of the City of Santa Cruz and the Board of Administration, California Public Employees’ Retirement System, is hereby authorized, a copy of said amendment being attached hereto, marked as Exhibit A, and by such reference made a part hereof as though herein set out in full.

SECTION 2. The Mayor of the City of Santa Cruz is hereby authorized, empowered, and directed to execute said amendment for and on behalf of said Agency.

SECTION 3. The ordinance shall take effect and be in force thirty (30) days after final adoption.

PASSED FOR PUBLICATION this 11th day of August, 2026 by the following vote:

AYES: Councilmembers Trigueiro, Brunner, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

10.1 ORDINANCE NO. 2026-15
2 PASSED FOR FINAL ADOPTION this XX day of XX, 2026 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
This is to certify that the above and
foregoing document is the original
of Ordinance No. 2026-15 and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator

10.2 EXHIBIT A

10.3 10.4

10.5 10.6

10.7 10.8
Proof of Publication
(2015 C.C.P.)
I, the undersigned, declare:

That I caused the attached legal notice/advertisement to be published in the Santa Cruz Good Times, a weekly newspaper published and circulated in the County of Santa Cruz, and adjudged a newspaper of general circulation by the Superior Court of California in and for the County of Santa Cruz, under Proceeding No. 68833; and that the legal notice/advertisement was published in the above-named newspaper on the following date(s), to wit:

September 9, 2026
I declare under penalty of perjury that the foregoing is true and correct to the best of my knowledge.

This 9th day of September, 2026, Santa Cruz, California ____________________________
Julia Wood
Deputy City Clerk Administrator

10.9 DECLARATION OF POSTING

STATE OF CALIFORNIA )
) SS.

COUNTY OF SANTA CRUZ )
On the 17th day of August, 2026, I posted15, to wit:

1. City Hall: 809 Center Street: Bulletin Board outside Room 9/10

2. City Hall: Bulletin Board outside Council Chambers

3. The City of Santa Cruz website
The document, posted in its entirety, consists of pages 1—2.

I declare under penalty of perjury that the foregoing is true and correct. Executed this 17th day of August, 2026, in Santa Cruz, California.
_______________________________
Julia Wood
Deputy City Clerk Administrator

10.10 City Council

AGENDA REPORT
DATE: 9/18/2026
AGENDA OF: 9/22/2026
DEPARTMENT: Community Development
SUBJECT: 2023 Program Year Annual Action Plan Amendment – Budget Adjustment (CD)
LOCATION: Districts 1 and 4
RECOMMENDATION: Motion to:
1) Adopt a resolution amending the 2023 U.S. Department of Housing and Urban Development (HUD) Annual Action Plan for Community Development Block Grant (CDBG) to reduce funding to the “2023 PY Civic Auditorium ADA Improvements” project in an amount up to $100,000 and reallocate the funding to the project “2023 PY Market St. Senior Center Renovations”;
2) Adopt a resolution reallocating 2023-2024 Community Development Block Grant (CDBG) funding from the “2023 PY Civic Auditorium ADA Improvements” project in an amount up to $100,000 and reallocate the funding to the project “2023 PY Market St. Senior Center Renovations” and appropriating the funds in the FY27 budget; and 3) Direct staff to submit the Annual Action Plan (AAP) amendment to HUD for approval.

BACKGROUND: The City receives Community Development Block Grant (CDBG) and Home Investment Partnerships Program (HOME) entitlement funding annually from the U.S.

Department of Housing and Urban Development (HUD). To obtain these funds, the City must develop and adopt a five-year Consolidated Plan (Con Plan) which identifies and analyzes strategies for addressing specific community needs. The five-year Con Plan provides strategic direction for housing and community development activities carried out in the City.

Each Program Year (PY), the City must approve an AAP specifying activities that will be undertaken during that PY and setting the annual budget by allocating funds. The original 2023 AAP was approved by City Council on April 25, 2023. At the regular City Council meeting on March 10, 2026, the 2023 AAP was amended and City Council approved moving $80,000 from the Civic Auditorium project (called “2023 PY Civic Auditorium ADA Improvements” in the

11.1 2023 AAP) to the newly created Market Street Senior project (called “2023 PY Market St.

Senior Center Renovations”). The 2023 AAP awarded funding to the Civic Auditorium Renovations project originally in the amount of $322,432.00 and, when amended, the award totaled $242,432.00. The project has since been completed under budget.

The Market Street Senior project includes ADA improvements, updating the lighting and electrical for energy efficiency, mold remediation, and plumbing and fixture improvements. The Market St. Senior Center project received $100,000 in PY 2020 CDBG funds, $160,000 in PY 2021 CDBG funds and $118,600 in PY 2025 CDBG funds for a total of $378,600. Combined with the 2023 AAP amendment award of $80,000.00, the project award totaled $458,600.00.

Currently, the project is set to spend all awarded funding but will have a funding gap after choosing the lowest responsive bidder. It is anticipated that reallocating up to $100,000.00 from the Civic Auditorium project to the Market Street Senior project will allow the Market Street Senior project to meet project completion deadlines and meet timely expenditure practices.

HUD requires that grantees like the City must adhere to timely spending practices, which means the City needs to review funded projects and make adjustments to ensure timely spending of CDBG funds. When HUD CDBG Timeliness requirements are not met, the City can face negative consequences such as facing more HUD oversight in project allocations, the City needing to formulate a HUD approved remediation plan to spend program funds more quickly and ultimately can face a reduction of funds available to spend in the jurisdiction.

DISCUSSION: Due to the project gap faced by the Market Street Senior project, staff met to discuss the needs of current projects and identify a solution that would both improve timely spending of CDBG funding while allowing the Market Street Senior project to move forward.

Staff recommend moving funds from the Civic Auditorium project to the Market Street Senior project to ensure successful project completion. This will help the City achieve success in meeting the annual timeliness test. As per the City’s Citizen Participation Plan, the amount of funding to be moved between projects constitutes a substantial amendment to the AAP and requires a public hearing before submitting the amendment to HUD. Staff has prepared an administrative budget adjustment for processing pending Council action.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed Council action is not a “project” under CEQA, as it is administrative in nature, concerns government fiscal activities, and will not result in a direct or indirect physical change to the environment. (Public Resources Code § 21065; 14 CCR § 15378).

HEALTH IN ALL POLICIES (HiAP): The CDBG project being amended is consistent with the HiAP framework, as it is directly fulfilling the “Thriving Families” Collective of Results and Evidence-based (CORE) condition by enhancing recreational facilities for older adults in the community.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: Yes

3. The recommendation creates an on-going expenditure commitment: No

11.2 FISCAL IMPACT DESCRIPTION: No impact to the General Fund.

Prepared By:

Jess Mellor
Principal Management
Analyst
Jessica de Wit
Housing & Community
Development Manager
Submitted By:

Lee Butler
Director of
Community Development
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

2. BUDGET ADJUSTMENT.PDF

11.3 RESOLUTION NO. NS-XX,XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ AMENDING THE 2023-2024 HUD ANNUAL ACTION PLAN
WHEREAS, the City of Santa Cruz is a designated U.S. Department of Housing and Urban Development (HUD) entitlement grantee that annually receives federal Community Development Block Grant (CDBG), Community Development Block Grant (CDBG) and Home Investment Partnerships Program (HOME) grant funds from HUD; and
WHEREAS, HUD requires that any jurisdiction receiving federal CDBG and HOME grant funds from HUD prepare an Annual Action Plan (AAP) to allocate grant funds; and WHEREAS, HUD requires that any jurisdiction receiving federal CDBG and HOME grant funds from HUD prepare an AAP to identify the activities that will be undertaken in the coming Program Year (PY) and requires noticing of and a public comment period for amendments to prior AAPs, Consolidated Plans and Citizen Participation Plan in accordance with the City’s Citizen Participation Plan; and
WHEREAS, the City Council, in accordance with its approved Citizen Participation Plan, held a public hearing April 25, 2023, for the purpose of soliciting input from the public on the proposed 2023-2024 AAP; and
WHEREAS, the City Council, in accordance with its approved Citizen Participation Plan, held a public hearing March 12, 2026, for the purpose of soliciting input from the public on the proposed amendment to the 2023-2024 AAP; and
WHEREAS, allocations have been made to various non-profit and public subrecipient organizations, to provide funding for public services, facilities, housing and other Capital Improvement projects; and
WHEREAS, in accordance with the City’s approved Citizen Participation Plan, the Action Plan must be amended whenever a decision is made to propose a substantial change in the Plan; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz as follows:

1. Amend the 2023-2024 U.S. Department of Housing and Urban Development (HUD) Annual Action Plan for Community Development Block Grant (CDBG) to reduce funding to the “2023 PY Civic Auditorium ADA Improvements" project in an amount up to $100,000 and reallocate the funding to the project “2023 PY Market St. Senior Center Renovations”.

2. The amendment will be submitted to HUD for approval as per the City’s Citizen Participation Plan.

11.4 RESOLUTION NO. NS-XX,XXX
2 PASSED AND ADOPTED this 22nd day of September, 2026 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

11.5 City of Santa Cruz

BUDGET ADJUSTMENT REQUEST
$GPLQLVWUDWLYH$SSURYDO
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25EXPENDITURE ACCOUNT TITLE
NET: $

REQUESTED BY DEPARTMENT HEAD

APPROVAL

BUDGET/ACCOUNTING
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APPROVAL
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 Clear Form
2027
08/17/2026
Decrease funding from h502716 and increase funding to h502711. Corresponding decrease funding from c302422 and increase funding to c302101.
261-50-73-0000-43110 h502716-105-1015-3016 Parks & Rec: Civic ADA Improvements -100,000 261-50-73-0000-43110 h502711-105-1015-0 Senior Center Renovation-Parks & Rec CIP 100,000 311-00-00-0000-43126 c302422-916-0-7013 Parks & Rec - CDBG Civic ADA Project -100,000 311-00-00-0000-49126 c302101-100-2020-0 Senior Center Rehab 100,000 0 261-00-00-0000-59103 h502716-920-0-0 Parks & Rec: Civic ADA Improvements -100,000 261-00-00-0000-59103 h502711-100-2020-0 Senior Center Renovation-Parks & Rec CIP 100,000 311-30-41-9110-57312 c302422-100-2020-0 Parks & Rec - CDBG Civic ADA Project -100,000 311-30-41-9120-57203 c302101-516-0-0 Senior Center Rehab 100,000 0 0
Jessica
L. Mellor
Digitally signed by
Jessica L. Mellor
Date: 2026.08.17
09:34:46 -07'00'
Lee
Butler
Digitally signed
by Lee Butler
Date: 2026.09.04
12:27:04 -07'00'
Emily
Burton
Digitally signed
by Emily Burton
Date: 2026.09.08
08:28:52 -07'00'
Elizabet
h Cabell
Digitally signed by
Elizabeth Cabell
Date: 2026.09.09
11:30:26 -07'00' 11.6
City Council

AGENDA REPORT
DATE: 09/08/2026
AGENDA OF: 09/22/2026
DEPARTMENT: Economic Development
SUBJECT: Georgiana Bruce Kirby Preparatory School – Tax and Equity Fiscal Responsibility Act (TEFRA) Public Hearing and Resolution (ED) LOCATION: District 5
RECOMMENDATION: Motion to:
1) Conduct a public hearing under the requirements of TEFRA and Section 147(f) of the Internal Revenue Code of 1986, as amended (the “Code”); and,
2) Adopt a resolution providing for the issuance by the California Municipal Public Financing Authority (“CalMuni PFA” or the “Authority”) of revenue bonds in an aggregate principal amount not to exceed $12,025,000 (the “Bonds”) for the benefit of Georgiana Bruce Kirby Preparatory School
BACKGROUND: Georgiana Bruce Kirby Preparatory School (the “School”) is a California nonprofit public benefit corporation and an organization described in Section 501(c)(3) of the Code, operating a K–12 college preparatory school at 425 Encinal Street, Santa Cruz, California (the “Facilities”). The Facilities are located within the territorial limits of the City of Santa Cruz (the “City”).

In 2013, the School participated in the issuance of the ABAG Finance Authority for Nonprofit Corporations Revenue Bonds (Georgiana Bruce Kirby Preparatory School), Series 2013 (the “Series 2013 Bonds”). The proceeds of the Series 2013 Bonds were used to finance or refinance the acquisition, construction, improvement, and equipping of the Facilities.

The School has requested the financial assistance of CalMuni PFA in connection with the proposed issuance of the Bonds in an aggregate principal amount not to exceed $12,025,000 to (i) refund and refinance the outstanding Series 2013 Bonds and (ii) finance certain improvements to the Facilities (the “Project”).

DISCUSSION: The purpose of the subject resolution is to approve, for purposes of Section 147(f) of the Code, the issuance of the Bonds by CalMuni PFA. Section 147(f) of the Code requires that the issuance of tax-exempt bonds be approved by the applicable elected representative of the governmental unit in which the facilities being financed are located. The

12.1 Facilities are located within the territorial limits of the City, and the City Council is therefore the applicable elected representative for purposes of Section 147(f) of the Code.

For the Bonds to qualify as tax-exempt bonds, the City must conduct a public hearing (the “TEFRA Hearing”) providing members of the community an opportunity to speak in favor of or against the use of tax-exempt bonds for the financing of the Project. Prior to such TEFRA Hearing, reasonable notice must be provided to the members of the community. A notice of the public hearing was posted on the City’s official website, in the area used to inform residents of City matters, for at least seven (7) calendar days before this meeting, in accordance with the requirements of Section 147(f) of the Code and applicable Treasury Regulations (which permit notice by website posting as an alternative to newspaper publication). No newspaper publication is required. The City Council is not a party to any financing documents, and the adoption of the subject resolution shall not obligate the City or any department thereof to provide any financing, approval, or guaranty in connection with the Project.

To support the continued success of this local nonprofit public benefit corporation, staff recommend that the City conduct the TEFRA Hearing and adopt the resolution in favor of the issuance of the Bonds by the Authority.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The recommended action is not a project under CEQA. CEQA explicitly excludes the creation of government funding mechanisms or other government fiscal activities that do not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. Because the Section 147(f) public hearing and approval process serves as a federal tax requirement to qualify bonds for tax-exempt status, and does not itself bind the public agency to a specific course of physical development, it falls within CEQA’s fiscal activity exclusion under CEQA Guidelines section 15378(b)(4).

HEALTH IN ALL POLICIES (HiAP): HiAP is a collaborative approach to improving the health of all people by incorporating health considerations into decision-making across sectors and policy areas. HiAP rests on three pillars: equity, public health, and sustainability. HiAP serves to ensure that all decision-makers remain informed about the health, equity, and sustainability impacts of various policy options during the policy development process. The recommended action supports the pillars of sustainability and public health by supporting improvements to an existing K-12 college preparatory school thereby enabling it to continue to operate in the City, rather than relocate to a different facility outside of the City, and to provide quality general education to City residents. Conducting the subject hearing supports the pillar of equity by giving the public the opportunity to speak in favor of or against the use of tax-exempt bonds for the financing of the Project.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: The Bonds to be issued by CalMuni PFA for the Project will be the sole responsibility of the School. The City will have no financial, legal, or contractual obligations arising from or related to the issuance of the Bonds, and the City is not a party to any of the financing documents. All financing documents with respect to the issuance of the Bonds

12.2 will contain clear disclaimers that the Bonds are not obligations of the City or the State of California but are to be paid for solely from funds provided by the School.

Prepared and Submitted By:

Bonnie Lipscomb
Deputy City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

12.3 RESOLUTION NO. NS-30,XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ APPROVING, FOR PURPOSES OF SECTION 147(f) OF THE INTERNAL REVENUE CODE OF 1986, AS AMENDED, THE ISSUANCE BY THE CALIFORNIA MUNICIPAL

PUBLIC FINANCING AUTHORITY OF REVENUE BONDS IN AN AGGREGATE PRINCIPAL AMOUNT NOT TO EXCEED $12,025,000 FOR THE BENEFIT OF

GEORGIANA BRUCE KIRBY PREPARATORY SCHOOL
WHEREAS, Georgiana Bruce Kirby Preparatory School (the “School”), a California nonprofit public benefit corporation and an organization described in Section 501(c)(3) of the Internal Revenue Code of 1986, as amended (the “Code”), is the operator of a K–12 college preparatory school at 425 Encinal Street, Santa Cruz, California (the “Facilities”); and WHEREAS, in 2013, the School participated in the issuance of the ABAG Finance Authority for Nonprofit Corporations Revenue Bonds (Georgiana Bruce Kirby Preparatory School), Series 2013 (the “Series 2013 Bonds”), the proceeds of which were used to finance or refinance the acquisition, construction, improvement, and equipping of the Facilities; and WHEREAS, the School has applied for the financial assistance of the California Municipal Public Financing Authority (the “Authority”) to (i) refund and refinance the outstanding Series 2013 Bonds and (ii) finance certain improvements to the Facilities (collectively, the “Project”); and
WHEREAS, to provide the funds necessary to accomplish the Project, the Authority is prepared to issue its California Municipal Public Financing Authority Revenue Bonds (Georgiana Bruce Kirby Preparatory School), Series 2026 (the “Bonds”), in an aggregate principal amount not to exceed $12,025,000; and
WHEREAS, the Facilities are located within the territorial limits of the City of Santa Cruz (the “City”), and a substantial portion of the persons utilizing the services provided by the School reside within the City; and
WHEREAS, Section 147(f) of the Code requires that the issuance of the Bonds be approved by the applicable elected representative of the governmental unit in which the Facilities are located; and
WHEREAS, the Facilities are located within the territorial limits of the City, and the City Council of the City (the “City Council”) is the applicable elected representative for purposes of Section 147(f) of the Code; and
WHEREAS, reasonable public notice of a public hearing was given by posting a notice of public hearing on the City’s official website, in the area used to inform residents of City matters, not fewer than seven (7) calendar days before the date of this meeting, and the City Council has conducted a public hearing on this date as required by Section 147(f) of the Code; and

12.4 2
WHEREAS, the City Council, with the aid of its staff, has reviewed the proposed issuance of the Bonds and the Project to be financed and refinanced.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz as follows:

Section 1. Recitals and Findings. The City Council hereby specifically finds and declares that each of the statements, findings, and determinations set forth in the recitals above are true and correct.

Section 2. Approval. Pursuant to Section 147(f) of the Code, the City Council hereby approves the issuance of the Bonds by the Authority in an aggregate principal amount not to exceed $12,025,000 to finance and refinance the Project. This approval is conditioned upon the Bonds being issued within one (1) year of the date of this Resolution.

Section 3. Conditions on Issuance. The issuance of the Bonds shall be subject to the approval by the Authority of all financing documents relating thereto to which the Authority is a party and the satisfaction of all conditions imposed by the Authority in connection therewith. The City shall have no responsibility or liability whatsoever with respect to the Bonds.

Section 4. No City Obligation. The adoption of this Resolution shall not obligate the City or any department thereof to (i) provide any financing for the Project or any refinancing thereof; (ii) approve any application or request for, or take any other action in connection with, any planning approval, permit, or other action necessary for the Project; or (iii) take any further action with respect to the Authority or its bonds.

Section 5. Authorization. The officers and staff of the City are hereby authorized and directed, jointly and severally, to do any and all things and to execute and deliver any and all documents which they may deem necessary and advisable in order to carry out, give effect to, and comply with the terms and intent of this Resolution and the financing transaction approved hereby.

Section 6. Effective Date. This Resolution shall take effect from and after the date of its passage and adoption.

PASSED AND ADOPTED this 22nd day of September, 2026 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

12.5 3
APPROVED: ________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

12.6 City Council

AGENDA REPORT
DATE: 09/03/2026
AGENDA OF: 09/22/2026
DEPARTMENT: City Manager
SUBJECT: Resilient Coast Santa Cruz 2.0 Update (CM)
LOCATION: Districts 2, 3, 4, and 6
RECOMMENDATION: Receive, accept, and provide feedback on the project update including medium term coastal adaptation strategy development status, community engagement to date, and timeline to project completion.

BACKGROUND: Funded by the Ocean Protection Council (OPC), the City of Santa Cruz has launched the Resilient Coast Santa Cruz 2.0 Project (Project), building on years of planning and studies to create clear, community-supported Implementation Blueprints and Shoreline Adaptation Management Plans (SAMPs) for three areas: West Cliff, Main/Cowell Beaches, and Seabright/East Cliff. The project goal is to deliver a clear plan that builds resilience to the intensification of coastal storms and 1.6 ft of sea level rise which exacerbate erosion, flooding, wave overtopping and groundwater rise. The SAMPs will include specific projects, and fundable implementation plans for the next 20-30 years, along with recommendations for updated Local Coastal Program policies aimed at helping Santa Cruz preserve its coastline, neighborhoods, and natural and recreational resources. The Shoreline Adaptation and Management Plan Fact Sheet (attached) provides more information on objectives, timeline and approach to the project.

This project will meet Senate Bill (SB) 272 requirements for sea level rise planning and be developed in accordance with the Ocean Protection Council’s (OPC) Sea Level Rise Criteria, and California Coastal Commission’s (CCC) Sea Level Rise Policy Guidance.

The OPC State of California Sea Level Rise Guidance: 2024 Science and Policy Update and the CCC Sea Level Rise Policy Guidance: 2024 Update (Appendix F, Table F-8, p. 356, Monterey tide gauge) specify values for median sea level rise projections relative to a 2000 baseline and incorporate local vertical land motion. The City’s 2060 planning benchmark of 1.6 ft is a precautionary value between the OPC and CCC recommended Intermediate-High (1.4 ft) and High (1.9 ft) scenarios. The Intermediate-High scenario is generally appropriate for planning and design of most residential and commercial development, while the High scenario should be considered for critical infrastructure and very high-consequence or low-adaptive-capacity assets, including those whose failure could have major public health, public safety, environmental, or economic consequences. Project-specific analysis considers the applicable range of scenarios and provides adaptive capacity for higher levels of sea level rise where warranted.

13.1 Since the last City Council project update on January 27, 2026, significant work has been accomplished including development of a proposed thirty-year (“medium-term”) adaptation strategy for each subarea and substantial engagement to receive feedback on those strategies.

Staff have referenced prior work, e.g., West Cliff Vision and Roadmap (2024, 2025), Beaches Adaptation Strategy (2020), West Cliff Drive Adaptation and Management Plan (2021), and the Nature Based Solutions Feasibility Study (2025), as well as work in other jurisdictions and other City Council direction, to develop a medium-term proposed adaptation strategy for each subarea (see Attachment). The medium-term proposed adaptation strategy for all three subareas consists of 40 explicit projects which can be characterized as focused on “adaptation” or “improve the experience” (or a combination of both). The adaptation projects, designed to address 1.6 feet of sea level rise, fall into four categories:

1. Natural or nature-based solutions, such as native plant restoration or dune restoration,

2. Infrastructure projects, such as repair of existing or installation of new shoreline armoring,

3. Relocation projects, such as moving a portion of West Cliff Drive into Lighthouse Field, and

4. Accommodation projects, such as floodproofing businesses and residences along Beach Street and in the Beach Flats neighborhood.

The City conducted robust, cross departmental public engagement to solicit community feedback on the medium-term proposed adaptation strategy for all three subareas. The objectives of these engagement efforts were to (1) review how erosion, flooding and 1.6 feet of sea level rise affect the three subareas, (2) share feasible medium-term project options to address coastal hazards forming a strategy for each subarea, (3) discuss tradeoffs of project options, and (4) gather feedback from diverse perspectives on the proposed medium-term adaptation strategy.

Engagement efforts included a variety of opportunities for public participation through:
 Two community conversations with over 150 participants where information on options was provided and participants were able to go into detailed conversations in breakout groups.
 Three advisory committee meetings,
 Seven focus groups (Homeless Garden Project, BIPOC community members, Spanishspeaking community members, business owners and managers, surfers and coastal recreation users, Seabright residents, and West Cliff residents)  A dedicated Sustainability and Resiliency Committee meeting.  Additional opportunities to provide online feedback on the thirty-year adaptation strategy available through September 2026.

Staff is now working with the consultant team on assigning capital and operational costs as well as other resource shifting that might be needed for each project to be implemented. In addition, the project team is developing the triggers and sequencing (i.e., “adaptation pathways”) to clearly identify decision points and when projects and strategies will be implemented, as required by the Local Coastal Program Beaches and Bluffs Chapter City Council adopted and Coastal Commission approved. Projects comprising the medium-term adaptation strategy will be accompanied by a set of Local Coastal Program policies (in development) to facilitate implementation of projects. The team is also working with the City’s municipal advisor and Resilient Cities Catalyst staff to develop a Coastal Infrastructure Funding and Financing Study.

This study includes estimating the cost of inaction if the City does not adapt the coastline

13.2 proactively and proposing a funding and financing pathway to implement the projects that will ultimately be recommended to City Council.

Staff are also developing a public opinion polling instrument that will represent a statistically significant sample of residents to verify that the engagement conducted represents a majority of residents’ opinions on a recommended medium term adaptation strategy. It will also test support for different funding and financing options that may be recommended as a result of the Coastal Infrastructure Funding and Financing Study.

DISCUSSION: The purpose of this City Council update is to present details on the proposed medium-term adaptation strategy, answer City Council questions and request City Council feedback. Staff are in the process of analyzing key themes from the summer engagement and will, as part of the presentation to City Council, summarize initial findings and how those findings might impact the proposed medium-term adaptation strategy. Finally, staff will share the detailed timeline of future community and City Council touchpoints and completion of project deliverables as well as when staff will bring a finalized set of recommendations for a mediumterm adaptation strategy to City Council for consideration in 2027.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable. Staff is simply bringing an update to Council, and no CEQA “projects”, as that term is defined by Public Resources Code § 21065, will be approved by the Council as part of this item.

HEALTH IN ALL POLICIES (HiAP): Completion of the SAMPs for the three subareas are mitigation actions specified in the recently adopted 2025-2030 Local Hazard Mitigation and Climate Adaptation Plan. Completion of the SAMPs will increase equitable access to the coastline and improve public and life safety. The project prioritizes equitable engagement with indigenous people and historically under-served and under-represented people and employs best practices to facilitate their participation (e.g., stipends, food, interpretation and translation for relevant focus groups and events).

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: The engagement activities described in the agenda report are covered by grant funds awarded from the Ocean Protection Council SB 1 grant and in-kind labor from staff. There is no impact on the General Fund.

Prepared By:

Tiffany Wise-West, P.E.

Sustainability and Resiliency
Officer
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. SHORELINE ADAPTATION AND MANAGEMENT PLAN FACT SHEET.PDF

2. PROPOSED MEDIUM TERM ADAPTATION STRATEGY.PDF

13.3 What’s Happening and Why It Matters
Santa Cruz’s coastline is facing growing risks erosion and flooding from intense storms and sea level and groundwater rising made worse by climate change. This project builds on years of planning to address these hazards by creating clear, community-supported resilience blueprints for three coastal areas: West Cliff, Main/Cowell Beaches, and East Cliff.

Together, we will prepare Santa Cruz for future coastal change over the next 20 – 30 years by producing fundable implementation blueprints that will help Santa Cruz preserve its coastline, neighborhoods, and natural and recreational resources for generations to come.

Without a strategy for each area, over time, erosion, rising seas and groundwater, and intense storms will pose increasing risks to important community assets: public safety and quality of life, recreation and access, habitat and nature, utilities and infrastructure, and homes and businesses.

Goals of Shoreline Adaptation + Management Plans:

Shoreline Adaptation + Management Plans:

West Cliff | Main / Cowell | East Cliff
Project funded by
Identify coastal resilience projects to be implemented in the 3 areas over the next 20-30 years to address coastal hazards and how they will be funded.

Address current Local Coastal Program policy direction and identify next-step coastal development policies to be implemented into a future Local Coastal Program amendment.

Demonstrate the City's compliance with Senate Bill 272 requirement that local governments to meet specific planning criteria using best available science and focusing on frontline communities, those historically marginalized, experiencing the first and worst consequences of climate change and other injustices.

13.4 The Local Coastal Program (LCP) is a planning document required by the California Coastal Act to ensure the effective implementation of statewide coastal resource protection goals through local land use planning and decisions.

The City adopted a Beaches and Bluffs Chapter of the LCP at the end of 2025.

13.5 Working Together: Make your Voice Heard! Get Engaged! Between community conversations, focus groups, and surveys, there are many opportunities to help shape the outcomes of this project. A diverse advisory group consisting of over 30 community members representing a wide range of interests is helping to ensure the engagement activities are accessible and equitable as the project progresses. And City Council will be updated at key milestones, making decisions along the way.

Although the City team is using flyers, mailers, social media, media releases, and its network of partners to spread the word about this project, the best way to be informed about upcoming opportunities to engage in is to sign up for the City Manager’s Update. You can also follow project progress and view project materials at the project webpage. bit.ly/CM_Update bit.ly/RCSC2
City Manager’s Update Project Webpage:

Resilient Coast Santa Cruz 2.0 is the next wave of the
City’s Coastal Hazard Planning Projects

13.6 13.7

13.8 Resilient Coast Santa Cruz 2.0:

Shoreline Adaptation + Management Plans
Coastal Recreation and Surfer Focus Group

13.9 Outline
• Brief Project Overview + Status Update
• High Level Proposed Strategies
• Initial Review of Feedback
• Next Steps

13.10 Lighthouse Point Hazard Analysis
Study Webinar - Oct 28, 2026 @ 5:30 PM
Join from PC, Mac, iPad, or Android:
https://us06web.zoom.us/j/87212124387
Phone one-tap:
+16694449171,,87212124387# US
+17193594580,,87212124387# US

13.11 Project Goals
Demonstrate compliance with state law
requiring sea level rise planning with best
available science and meeting certain minimum
criteria.

Develop plans, projects and policies to address
coastal hazards and guide the next 30 years of
coastal management proactively.

13.12 Project Overview
Phase 1:

Community Level
Setting
Fall 2025-Winter
2026
Phase 2: Refine
Adaptation Pathways
Winter-Summer 2026
Phase 3: Cost &
Funding Analysis
Summer/Fall 2026
Phase 4:

Shoreline Plan &
Blueprints
Fall 2026 -
Summer 2027
Community engagement throughout each phase

13.13 Proposed Medium Term Adaptation Strategies…
WEST CLIFF Targeted Protection + Relocation
MAIN/COWELL Hybrid Flood-Risk Reduction + Adaptive
Beach Management
EAST CLIFF/ Nature-based Adaptation + Access
SEABRIGHT / Mobility Management

13.14 Project
Evaluation
Criteria
[how each strategy’s project
tradeoffs were evaluated and
proposed for consideration] 13.15
Touchpoints in this Phase:
• Advisory Committee
• Community Conversation
• Sustainability + Resiliency Committee
• 7 Interest Specific Focus Groups
• Online feedback survey open thru
September
88% OF PARTICIPANTS

COMPLETING

WORKSHEET

RESPONDED YES WHEN

ASKED IF THE PROJECT

WAS GOING IN THE
RIGHT DIRECTION.

13.16 What we heard…
• Keep the coast accessible and usable
• Act on rising risk – but differently by place
• Find the right balance between protection, nature and moving back
• Protect people and the environment together
• Act now, but stay flexible and responsible
• Keep people informed and involved.

13.17 Central Tensions with Proposed Medium Term
Adaptation Strategies…
WEST CLIFF Targeted Protection + Relocation

MAIN/COWELL Hybrid Flood-Risk Reduction + Adaptive
Beach Management
EAST CLIFF/ Nature-based Adaptation + Access
SEABRIGHT / Mobility Management

13.18 Equity Concerns Surfaced
Distributional equity — who gets protected and who gets the benefits? Access equity — who can actually use the coast?
Procedural equity — who gets to participate and how?
Resilience-capacity equity — who has the ability to cope with the next event?
Temporal equity — who bears today's disruption versus future benefits?

13.19 Final Deliverable: Shoreline Adaptation
and Management Plans
For each subarea, SAMP = Brief Blueprint + 4 Technical Briefs Technical Briefs:
• Existing and Future Conditions
• Adaptation Pathways (Projects, LCP Policies and Sequencing) • Funding and Financing (with Recommendations)
• Community Engagement

13.20 Next Steps
• Collect online feedback (by end of Sept)
• Consider feedback and potential medium term adaptation strategy • Continue sequencing projects and developing triggers (through January) • Completing funding + financing study (December)
• Public opinion polling (November through early January) • Advisory Committee (November) | City Council (February) Online storymaps feedback platform >>>
(also available in Spanish)

13.21 Lighthouse Point Hazard Analysis
Study Webinar - Oct 28, 2026 @ 5:30 PM
Join from PC, Mac, iPad, or Android:
https://us06web.zoom.us/j/87212124387
Phone one-tap:
+16694449171,,87212124387# US
+17193594580,,87212124387# US

13.22 City Council

AGENDA REPORT
DATE: 09/08/2026
AGENDA OF: 09/22/2026
DEPARTMENT: Public Works
SUBJECT: Amendment to Santa Cruz Municipal Code Chapter 10.41 Pertaining to Eligibility for Citywide Permit Parking (PW)
LOCATION: Citywide
RECOMMENDATION: Motion to:
1) Introduce for publication an ordinance to amend Santa Cruz Municipal Code (SCMC) Chapter

10.41 – Citywide Permit Parking to restrict preferential permit parking program participation for certain residential development projects that use state law to provide fewer off-street parking spaces than would otherwise be required by the City.
(2) Adopt a CEQA finding of exemption pursuant to CEQA Guidelines section 15061(b)(3) (the “common sense” exemption) and section 15301(c) (existing facilities categorical exemption).

BACKGROUND: In recent years, state laws designed to promote housing creation have significantly altered local minimum parking requirements for residential and mixed-use housing development projects. In many cases, qualifying residential and mixed-use development projects may reduce or eliminate otherwise applicable local minimum parking requirements. These recent changes to state law have generated robust community discussion regarding housing, affordability, neighborhood compatibility, and on-street parking congestion.

As part of the public process to review and entitle development permits, community members have consistently raised concerns about associated parking impacts to neighborhoods near proposed development projects. Common community concerns include parking availability in already overcrowded neighborhoods, parking availability for seniors and individuals with mobility limitations, spillover parking, and limited local authority to mitigate parking impacts related to new development.

At its August 26, 2025, City Council meeting, Council directed staff to evaluate potential policy options to address parking impacts associated with transit-proximate development. Staff subsequently conducted research and presented recommendations to the Planning, Downtown, Transportation, and Public Works Commissions. On May 12, 2026, recommendations developed through collaboration with each of the above Commissions were presented to Council. At that time, Council directed staff to prepare ordinance language restricting preferential permit parking

14.1 program participation for certain development projects that use state law to reduce or eliminate otherwise applicable minimum parking requirements contained in SCMC section 24.12.240.

DISCUSSION: The proposed ordinance amends SCMC Chapter 10.41 and establishes eligibility criteria for participation in the City’s preferential parking permit program. The proposed ordinance does not alter the number of off-street parking spaces required for development projects pursuant to SCMC section 24.12.240.

Several provisions of state law allow certain residential and mixed-use development projects to provide fewer off-street parking spaces than would otherwise be required under local standards in furtherance of statewide goals to promote public transit use, discourage reliance on personal vehicles, and reduce the cost of housing construction. Notably, Assembly Bill 2097 prohibits public agencies from imposing minimum automobile parking requirements on residential, commercial, or other development projects if the project is located within one-half mile of specified public transit. (Gov. Code § 65863.2(a).) However, while reducing or eliminating minimum parking requirements can disincentivize vehicle ownership, the availability of preferential permit parking, as an alternative to off-street parking, may minimize statewide goals to promote public transit use. Moreover, the availability of preferential permit parking to residential and mixed-use development projects that rely on state law (or local laws enacted for consistency with state standards) to reduce or eliminate minimum parking requirements may also increase demand for limited on-street parking citywide.

In recognition of statewide goals to reduce vehicle usage and promote transit use, the proposed ordinance is intended to update the City’s preferential parking permit program to align program eligibility with these goals. Specifically, the proposed ordinance excludes certain residential and mixed-use development projects that rely on state law to reduce or eliminate minimum parking requirements from eligibility for preferential parking permits. The proposed ordinance also removes the street frontage immediately adjacent to ineligible development projects from the preferential parking permit program area and allows such frontage to remain unrestricted or subject to other generally applicable parking controls.

Additionally, the proposed ordinance would require property owners to provide written notice that a property is not eligible for City residential parking permits before entering into a lease, rental agreement, purchase agreement, or other occupancy/acquisition agreement. The notice must be signed/acknowledged by prospective tenants and buyers, and must clearly state that residents and guests will not be able to obtain residential parking permits and may be cited or fined if they park in a permit area without one. Owners must provide copies of signed notices to the City if asked, and violations may be enforced under Title 4 of the Municipal Code.

Overall, the proposed ordinance supports transit-oriented development while preserving the ability of the City to manage limited on-street parking.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed Council action is not a “project” under CEQA because it will not cause physical change in the environment directly or indirectly. (Pub. Resources Code, § 21065.) Further, the adoption of this ordinance is exempt from CEQA pursuant to CEQA Guidelines section 15061(b)(3) (the “common sense” exemption) because it can be seen with certainty that there is no possibility the proposed action will have a significant effect on the environment, and pursuant to CEQA Guidelines section 15301(c) because any resulting changes to parking controls on

14.2 existing streets constitute minor alterations of existing public facilities involving negligible or no expansion of existing or former use.

HEALTH IN ALL POLICIES (HiAP): The goal of Health in All Policies (HiAP) is to ensure that decision-makers are informed about the impacts on the three HiAP pillars of public health, equity, and sustainability when reviewing projects and policy options. The proposed changes to SCMC Chapter 10.41 are intended to support equitable management of limited public on-street parking. The proposed ordinance responds to community concerns regarding neighborhood parking availability, particularly for seniors and individuals with mobility limitations, which supports the equity pillar of HiAP. The proposed ordinance also supports statewide goals to promote public transit use, which supports the sustainability pillar of HiAP.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: Implementation is anticipated to be accommodated through existing staff resources. The proposed ordinance may result in a minor reduction in parking permit revenue.

Prepared By:

Claire Gallogly
Principal Transportation
Planner
Submitted By:

Nathan Nguyen
Director of Public Works
Cassie Bronson
City Attorney
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. ORDINANCE - CLEAN.DOCX

2. ORDINANCE - TRACK CHANGES.DOCX

14.3 ORDINANCE NO. 2026-XX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ AMENDING CHAPTER 10.41 PERTAINING TO ELIGIBILITY FOR PREFERENTIAL PERMIT

PARKING
WHEREAS, the City of Santa Cruz (“City”) operates a preferential permit parking program under the authority of California Vehicle Code section 22507 and subject to Chapter 10.41 of the Santa Cruz Municipal Code (“SCMC”) to manage limited on-street parking and mitigate parking congestion citywide; and
WHEREAS, several provisions of state law allow certain residential and mixed-use development projects to provide fewer on-site parking spaces than would otherwise be required under SCMC Section 24.12.240, in furtherance of statewide goals to promote public transit use, discourage reliance on personal vehicles, and reduce the cost of housing construction; and WHEREAS, residential and mixed-use development projects that rely on state law to provide fewer on-site parking spaces than otherwise required under SCMC Section 24.12.240 may increase demand for limited on-street parking citywide; and WHEREAS, the proposed ordinance is intended to support statewide public transit goals by ensuring that developments that take advantage of state law provisions allowing the development to build less off-street parking than required under SCMC Section 24.12.240 do not result in corresponding increased reliance on limited preferential on-street parking; and WHEREAS, this Ordinance does not require any residential development to provide automobile parking that the City is prohibited by state law from requiring, nor does it modify any land use entitlement, building permit, or other approval; and WHEREAS, parking permits issued pursuant to Chapter 10.41 are issued on an annual basis, do not guarantee or reserve any on-street parking space, and regulate preferential use of the public right-of-way rather than the development or use of private property; and WHEREAS, this Ordinance is further intended to preserve and manage limited on-street parking in neighborhoods surrounding residential or mixed-use developments that utilize state law to reduce on-site parking requirements; and
WHEREAS, the City Council finds that the provisions of this Ordinance are reasonable and necessary to ensure the effectiveness of the City’s preferential permit parking program, as permitted by the California Vehicle Code.

BE IT ORDAINED by the City of Santa Cruz as follows:

SECTION 1. Section 10.41.020 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

14.4 ORDINANCE NO. 2026-XX
2 10.41.020 DEFINITIONS
For the purpose of this chapter these terms shall have the following meaning:
(a) “Annual start date” means the day that parking enforcement begins in the program area.

The annual start date shall be stated in the master list for each individual program area. (b) “Local authority” means the city engineer (assistant director of public works) or the city engineer’s delegated subordinates.
(c) “Motor vehicle” shall include any licensed automobile, truck, motorhome, trailer, motorcycle, or other motor-driven or drawn form of transportation weighing over fifty pounds.
(d) “Readily identifiable vehicle” means any commercial, delivery, service, utility, or construction vehicle that displays commercial license plates, business advertising on the vehicle, and where appropriate, is equipped with tools for work in the permit parking zone.
(e) “Residence” means a legal single-family dwelling unit, efficiency unit, condominium, or multifamily dwelling unit intended to be used for combined living, dining, and sleeping purposes. An accessory dwelling unit is part of the primary residence for this section and will not be granted additional permits.
(f) “Resident” means the principal occupant or occupants of a residence. (g) “Guest of a resident” means the bona fide visitors to a residence located within the program area.
(h) “Parking permit” means any valid resident, guest, non-resident property owner, border resident, or daily parking permit issued by the City of Santa Cruz. These parking permits are to be used only by residents who live in the program area or their bona fide guests or assigned commuters.
(i) “Street segment” encompasses both sides of the street between two intersections and includes those parcels that front and/or gain access from the street. (j) “Partial street segment” refers to a portion of a street segment where the parcels represent continuous property frontage along the street where permit parking controls are proposed to be added or removed.
(k) “Specialty permit” means any parking permit that relates only to a specific program area. Such specialty parking permit shall be defined in the master list kept by the public works department.

14.5 ORDINANCE NO. 2026-XX
3 (l) “Master list” means the list of all street segments in any program area. The master list shall be maintained and kept current by the department of public works. The master list shall contain the following information: (1) a list of street segments that comprise the existing program areas where parking restrictions apply (including address ranges), (2) the program area’s parking restrictions, (3) any special permit availability that applies only to a specific program area, (4) a list of block faces where commuter parking permits are available, (5) a list of block faces where permits may be used to park at metered parking spaces, (6) the annual start date upon which permit will be valid for an individual program area, and (7) any partial street segments or block faces excluded from permit parking restrictions pursuant to Section 10.41.075. (m)“Block face” means one side of a specified street segment. (n) “Commuter parking permit” means any parking permit sold to a non-resident for purposes of parking at a specified street segment or block face in a specific program area.
(o) “Permit zone” means that area as defined in Section 10.41.030 giving the City of Santa Cruz the authority to designate certain streets upon which preferential parking privileges may be given to residents and merchants for their use, and the use of their guests. Parking restrictions in said permit zone will be defined by a program area that will allow for the issuance of parking permits to residents and merchants that exempt them from the parking restrictions. Preferential parking permits may also be authorized for commuters, members of organizations or other designated groups to park on specified street segments or block faces in the permit zone’s program areas. (p) “Program area” means a subset of street segments in the city’s permit zone that are defined by a master list reflecting unique parking restrictions and enforcement conditions managed by a permit system and enforced by the city. (q) “Permit parking restrictions” means those on-street parking controls governing the use of the on-street public parking by time of day, day of week, and/or season of the year. (r) “Spill over parking” means those street segments that may be impacted by the implementation of parking restrictions on an adjacent street segment. (s) “Occupant” means the resident collectively representing the household and residing at a residential address, or the business owner at a commercial address in the permit zone where parking restrictions are proposed.
(t) “Qualified petition” means a City of Santa Cruz provided petition that represents sixtyseven percent of the households or occupants on a block segment. Each household gets one vote whether owner or renter occupied.
(u) “Ineligible property” means a property containing a residential development or a residential component of a mixed-use development, for which the first certificate of

14.6 ORDINANCE NO. 2026-XX
4 occupancy or temporary certificate of occupancy is issued on or after November 27, 2026, and that as a result of a parking reduction, exemption, maximum parking standard, or other limitation imposed by state law or incorporated into the Santa Cruz Municipal Code pursuant to state law, provides fewer off-street parking spaces than would otherwise be required under Section 24.12.240 of this code if the applicable state law did not apply.

The definition of “ineligible property” is subject to the following exceptions:
(1) A property shall not be deemed an ineligible property if it uses a state-law parking limitation, or a provision of this code implementing state law, for which denial of parking permits under this Chapter would cause the City to lose authority to impose an automobile parking requirement otherwise permitted under state law. (2) A parking reduction or exemption that applies solely because occupants of the development are not offered parking permits under this chapter shall not cause a property to constitute an ineligible property.
(3) The construction of an accessory dwelling unit or junior accessory dwelling unit, or a State-law parking reduction or exemption applicable solely to an accessory dwelling unit or junior accessory dwelling unit, shall not cause an otherwise eligible property to become an ineligible property.

SECTION 2. Section 10.41.040 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.040 ADMINISTRATIVE PROCEDURE TO ADD OR REMOVE PROGRAM AREAS FROM THE CITY’S PERMIT PARKING ZONE OR ADD OR REMOVE STREET SEGMENTS FROM INDIVIDUAL PROGRAM AREAS.

The city department of public works authorizes the director of public works or the director’s delegated subordinates to establish and maintain a master list for each program area. (a) Citizen Requests to Add or Remove Program Areas. Residents or merchants may petition the City of Santa Cruz department of public works to add or remove program areas from the city’s permit parking zone. To add or remove a program area, residents and/or merchants must submit a general petition of interest to the department of public works representing neighborhood support for a permit parking program. Based on this petition staff will evaluate the city’s ability to serve the area with parking management services. Staff may include a wider range of adjacent street segments in the program area that represent potential spill over parking impacts.

Requests for permit parking shall generally reflect on-street parking occupancies of seventyfive percent or more when out of area parking demand is the highest. The public works department will have the authority to implement the program or bring it to the city transportation commission for review. Occupants will be notified about the proposed permit parking program thirty days prior to implementation. Occupants will be given the opportunity to opt out of the permit parking program area during this notification period. When new

14.7 ORDINANCE NO. 2026-XX
5 program areas are established, individual street segments may opt out of the permit parking restrictions by submitting a qualified petition to the department of public works. Those qualified street segments shall not be allowed to rejoin the program area for a period of two years once they have opted out of the program area by petition. (b) Citizen Requests to Add or Remove Street Segments to an Existing Program Area. Residents and/or occupants may petition the City of Santa Cruz department of public works to add or remove a street segment to an existing program area. To add or remove streets segments to an existing program area, residents and/or occupants must submit a general petition of interest to the department of public works representing neighborhood support for permit parking. The department of public works will evaluate the city’s ability to provide additional parking management services. Staff may include a wider range of adjacent street segments in the proposed request that represent potential spill over parking impact areas. Requests for permit parking shall generally reflect on-street parking occupancies of seventy-five percent or more when out of area parking demand is highest. The department shall have the authority to implement the parking restrictions for individual street segment requests or bring the request to the city transportation commission for review. The department of public works shall give occupants thirty days’ notice prior to implementation. Occupants will be given the opportunity to opt out of the permit parking program during this notification period by submitting a qualified petition to the department of public works. Those qualified street segments shall not be allowed to rejoin the program for a period of two years once they have opted out of the program by petition. Occupants on a proposed street segment shall have the ability to request public review of the proposed parking program at the city transportation commission by requesting such review in writing during the thirty-day notification period. (c) Public Review. The department of public works shall amend the master list upon proceeding with program implementation. The public works department may also schedule all general petitions to add or remove program areas, or qualified petitions to add or remove street segments to a program area, for the city transportation commission’s review. Occupants may also request public review by the city transportation commission during the thirty-day notice period. Residents living on streets where there are proposed permit parking changes will be notified of any city transportation commission public meeting. The city transportation commission will have the authority to review and approve or deny the addition or removal of program areas, or the addition or deletion of street segments to an existing program area. (d) Appeal Procedure. Residents may appeal the city transportation commission’s recommendation to the city department of public works as outlined in Chapter 1.16 of the Santa Cruz Municipal Code.
(e) Park Land and Public Facility Access. When a city street section has been included in a program area, and is adjacent to city parkland or other public facilities, the department of public works will facilitate the following review process:
(1) Residents or occupants must qualify for review of permit parking requests as specified in this chapter;

14.8 ORDINANCE NO. 2026-XX
6 (2) Qualified permit parking requests shall be forwarded to the city parks and recreation commission for comment; and
(3) Comments received by the parks and recreation department shall be forwarded to the city transportation commission;
(4) The city transportation commission will hold a public meeting per subsection (c) of this section; and
(5) The city transportation commission will make a recommendation to the city department of public works for final action.
(f) City-Initiated Review. The department of public works may initiate the establishment, expansion, reduction, or modification of a program area, or the addition or removal of a street segment, partial street segment, or block face, when changed conditions, including new development, changes in land use, or anticipated or actual changes in parking demand, warrant review of existing permit parking controls. Except for a ministerial amendment to the master list required by Section 10.41.075, a City-initiated change under this subsection shall be subject to the notice and public review procedures otherwise applicable under this section. A partial street segment or block face excluded from a program area pursuant to Section 10.41.075 shall not be eligible for inclusion in a program area under this section for so long as the adjacent property remains an ineligible property.

SECTION 3. Section 10.41.070 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.070 APPLICATION FOR PARKING PERMITS
(a) Each application or reapplication for a parking permit shall contain information sufficient to identify the following: (1) the applicant (valid photo identification); (2) the applicant’s address within the permit zone; (3) the current vehicle registration; and (4) other such information as deemed necessary by the local authority. (b) Prior to issuing any parking permit based upon residence at or ownership of a residential property, the local authority shall determine from City records whether the property associated with the application is an ineligible property. The Department of Public Works shall maintain a list of ineligible properties, which may be included or appended to the master list. City staff shall post, in a conspicuous location on the appropriate City department website or websites, information identifying the properties that are ineligible under this Chapter. This information shall be posted at the earliest practicable time for proposed developments that are known by City staff to be ineligible properties. If the property is an ineligible property, the local authority shall deny any permit application prohibited by Section 10.41.075.
(c) The City department responsible for administering Title 24 shall determine whether a development meets the definition of an ineligible property and shall transmit that determination to the Department of Public Works for purposes of maintaining the master list and administering this chapter. The Department of Public Works shall update the list of ineligible properties accordingly.

14.9 ORDINANCE NO. 2026-XX
7 SECTION 4. Section 10.41.075 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby added to read as follows:

10.41.075 INELIGIBLE PROPERTIES
(a) Upon a property becoming an ineligible property, the local authority shall amend the master list to exclude from the applicable residential program area each portion of a block face immediately adjacent to and coextensive with the street frontage of the ineligible property where on-street parking is otherwise lawful. An amendment to the master list required by this subsection is ministerial and is not subject to the petition, notice, or public review procedures in Section 10.41.040. Frontage excluded pursuant to this subsection shall not be subject to permit parking restrictions under this chapter and may remain unrestricted or be subject to other generally applicable parking controls adopted pursuant to other authority, including time-limited or metered parking. The exclusion of frontage pursuant to this subsection shall not otherwise alter the surrounding residential program area.
(b) The intent of this section is to exclude ineligible properties from the applicable residential program area, and therefore, residents of ineligible properties may not obtain resident, guest, daily, border resident, or specialty parking permits based upon residence at the ineligible property. Nor may non-resident owners obtain a non-resident property owner parking permit based upon ownership of the ineligible property. (c) If a new development meets the definition of an ineligible property, it will be subject to the restrictions of this Chapter, regardless of whether a previous dwelling or building at the same property, address, or street frontage previously participated in a permit parking program.
(d) Nothing in this section prohibits a resident, owner, tenant, guest, or visitor of an ineligible property from using or purchasing parking made available to the general public, including unrestricted, time-limited, or metered on-street parking; parking in a City-owned or operated garage or parking lot; or other public parking programs not established pursuant to this chapter, including programs associated with Parking District Number 1. Nothing in this section limits any parking privilege conferred by State law on a person displaying a disabled person placard or disabled person license plate.
(e) For any ineligible property, or any property that will become an ineligible property upon issuance of its certificate of occupancy or temporary certificate of occupancy, a property owner shall provide a written notice of the applicable parking ineligibility before the execution of any lease, rental agreement, purchase / sale agreement, or other agreement for occupancy or acquisition of the property or a residence within the property. The notice must be provided to each prospective tenant, prospective purchaser of the property, and prospective purchaser of a residence within the property and must be acknowledged by the recipient’s

14.10 ORDINANCE NO. 2026-XX
8 signature. At a minimum, the signed notice must include the following statement:
“PARKING NOTICE: Residents of this property and their guests are not eligible to receive residential parking permits from the City of Santa Cruz. Parking in a residential permit area without a permit may result in citations and fines.” Upon request, the property owner shall provide the City with a copy of any signed notice required by this section. A violation of this section is subject to any enforcement remedy available in Title 4 of this Code and any remedy available in this Chapter.

SECTION 5. Section 10.41.080 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.080 RESIDENT PARKING PERMITS
The local authority may issue a maximum of three resident parking permits to each residence for which an application is made, subject to the restrictions set forth in Section

10.41.075 of this Chapter. Resident parking permits are issued to the resident for the resident’s vehicle. The resident parking permit is not transferable between vehicles. The resident parking permit is only valid when used adjacent to the holder’s residence. “Adjacent” is defined as within three blocks of the residence address. The resident permit is valid for one year after the annual start date of the permit parking program. For properties with accessory dwelling units that are located in a permit parking program district, the primary residence and the accessory dwelling unit combined shall qualify only for the number of residential parking permits that would have been available to the primary residence. No additional permits will be granted for the accessory dwelling unit.

SECTION 6. Section 10.41.090 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.090 GUEST PARKING PERMITS
The local authority may issue a maximum of two guest parking permits to each residence for which an application is made, subject to the restrictions set forth in Section

10.41.075 of this Chapter. The guest parking permits are transferable between the resident’s guest vehicles. Residents who do not possess a driver’s license, and who do not qualify for the resident parking permit, may purchase guest parking permits. The guest parking permit is only valid when used adjacent to the holder’s residence. Adjacent is defined as within three blocks of the residence address. The guest permit is valid for one year after the annual start date of the permit parking program.

SECTION 7. Section 10.41.100 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.100 DAILY PARKING PERMITS
The local authority may issue a maximum of thirty daily parking permits per year to each residence for which an application is made, subject to the restrictions set forth in Section 10.41.075

14.11 ORDINANCE NO. 2026-XX
9 of this Chapter. The daily permit is valid on the day that it is activated and used. The daily parking permit is only valid when used adjacent to the holder’s residence. Adjacent is defined as within three blocks of the residence address.

SECTION 8. Section 10.41.140 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.140 NON-RESIDENT PARKING PERMITS
The local authority may issue parking permits to the following non-residents:
(a) Non-resident Property Owner. A parking permit may be issued to a non-resident property owner within the permit parking program area, subject to the restrictions set forth in Section 10.41.075 of this Chapter. The requester must provide proof of property ownership in the program area.
(b) Border Resident. The local authority, upon having acceptable proof, may issue parking permits to residents living within 300 feet of a program area when they do not have access to on-street parking fronting their property’s address. A resident of an ineligible property shall not be eligible for a border resident permit under this subsection.
(c) Specialty Parking Permit. The local authority, upon having acceptable proof that the need exists, may issue specialty parking permits that are unique to a specific program area. Such specialty parking permits shall be defined in the appropriate master list kept by the public works department.

SECTION 9. Section 10.41.170 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.170 PERMIT PARKING ZONE PENALTY PROVISIONS
This chapter provides for specific penalty provisions. It is unlawful and a violation of this chapter to:
(a) Stand or park a motor vehicle in any permit parking program area within the city’s permit zone unless permitted pursuant to this chapter.
(b) Copy or produce a counterfeit or facsimile parking permit. It is also a violation to knowingly use or display a counterfeit or facsimile parking permit. (c) Furnish false information to the local authority related to compliance with this Chapter, or while applying for a parking permit. It is also a violation for an applicant to knowingly represent himself/herself as eligible for a parking permit when the applicant is not eligible.

14.12 ORDINANCE NO. 2026-XX
10 (d) Hold a valid permit and allow the use or display of such permit on a motor vehicle other than that for which the permit was issued. Such conduct shall constitute an unlawful act both by the person who holds the valid parking permit and the person who displays the parking permit.
(e) Fail to abide by subsection (e) of Section 10.41.075, or fail to provide any other notice or acknowledgement required by this Chapter.

The fines assessed for violation of this section shall be established by city council resolution.

SECTION 10. This ordinance shall take effect and be in force thirty (30) days after final adoption.

PASSED FOR PUBLICATION this 22nd day of September, 2026, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
PASSED FOR FINAL ADOPTION this XX day of October, 2026, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

14.13 ORDINANCE NO. 2026-XX
11 This is to certify that the above and
foregoing document is the original
of Ordinance No. 2026-xx and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator

14.14 ORDINANCE NO. 2026-XX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ AMENDING CHAPTER 10.41 PERTAINING TO ELIGIBILITY FOR PREFERENTIAL PERMIT PARKING WHEREAS, the City of Santa Cruz (“City”) operates a preferential permit parking program under the authority of California Vehicle Code section 22507 and subject to Chapter 10.41 of the Santa Cruz Municipal Code (“SCMC”) to manage limited on-street parking and mitigate parking congestion citywide; and
WHEREAS, several provisions of state law allow certain residential and mixed-use development projects to provide fewer on-site parking spaces than would otherwise be required under SCMC Section 24.12.240, in furtherance of statewide goals to promote public transit use, discourage reliance on personal vehicles, and reduce the cost of housing construction; and WHEREAS, residential and mixed-use development projects that rely on state law to provide fewer on-site parking spaces than otherwise required under SCMC Section 24.12.240 may increase demand for limited on-street parking citywide; and WHEREAS, the proposed ordinance is intended to support statewide public transit goals by ensuring that developments that take advantage of state law provisions allowing the development to build less off-street parking than required under SCMC Section 24.12.240 do not result in corresponding increased reliance on limited preferential on-street parking; and WHEREAS, this Ordinance does not require any residential development to provide automobile parking that the City is prohibited by state law from requiring, nor does it modify any land use entitlement, building permit, or other approval; and WHEREAS, parking permits issued pursuant to Chapter 10.41 are issued on an annual basis, do not guarantee or reserve any on-street parking space, and regulate preferential use of the public right-of-way rather than the development or use of private property; and WHEREAS, this Ordinance is further intended to preserve and manage limited on-street parking in neighborhoods surrounding residential or mixed-use developments that utilize state law to reduce on-site parking requirements; and
WHEREAS, the City Council finds that the provisions of this Ordinance are reasonable and necessary to ensure the effectiveness of the City’s preferential permit parking program, as permitted by the California Vehicle Code.

BE IT ORDAINED by the City of Santa Cruz as follows:

SECTION 1. Section 10.41.020 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.020 DEFINITIONS

14.15 ORDINANCE NO. 2026-XX
2 For the purpose of this chapter these terms shall have the following meaning:
(a) “Annual start date” means the day that parking enforcement begins in the program area. The annual start date shall be stated in the master list for each individual program area.
(b) “Local authority” means the city engineer (assistant director of public works) or the city engineer’s delegated subordinates.
(c) “Motor vehicle” shall include any licensed automobile, truck, motorhome, trailer, motorcycle, or other motor-driven or drawn form of transportation weighing over fifty pounds.
(d) “Readily identifiable vehicle” means any commercial, delivery, service, utility, or construction vehicle that displays commercial license plates, business advertising on the vehicle, and where appropriate, is equipped with tools for work in the permit parking zone.
(e) “Residence” means a legal single-family dwelling unit, efficiency unit, condominium, or multifamily dwelling unit intended to be used for combined living, dining, and sleeping purposes. An accessory dwelling unit is part of the primary residence for this section and will not be granted additional permits.
(f) “Resident” means the principal occupant or occupants of a residence. (g) “Guest of a resident” means the bona fide visitors to a residence located within the program area.
(h) “Parking permit” means any valid resident, guest, non-resident property owner, border resident, or daily parking permit issued by the City of Santa Cruz. These parking permits are to be used only by residents who live in the program area or their bona fide guests or assigned commuters.
(i) “Street segment” encompasses both sides of the street between two intersections and includes those parcels that front and/or gain access from the street. (j) “Partial street segment” refers to a portion of a street segment where the parcels represent continuous property frontage along the street where permit parking controls are proposed to be added or removed.
(k) “Specialty permit” means any parking permit that relates only to a specific program area. Such specialty parking permit shall be defined in the master list kept by the public works department.

14.16 ORDINANCE NO. 2026-XX
3 (l) “Master list” means the list of all street segments in any program area. The master list shall be maintained and kept current by the department of public works. The master list shall contain the following information: (1) a list of street segments that comprise the existing program areas where parking restrictions apply (including address ranges), (2) the program area’s parking restrictions, (3) any special permit availability that applies only to a specific program area, (4) a list of block faces where commuter parking permits are available, (5) a list of block faces where permits may be used to park at metered parking spaces, and (6) the annual start date upon which permit will be valid for an individual program area, and (7) any partial street segments or block faces excluded from permit parking restrictions pursuant to Section 10.41.075. (m)“Block face” means one side of a specified street segment. (n) “Commuter parking permit” means any parking permit sold to a non-resident for purposes of parking at a specified street segment or block face in a specific program area.
(o) “Permit zone” means that area as defined in Section 10.41.030 giving the City of Santa Cruz the authority to designate certain streets upon which preferential parking privileges may be given to residents and merchants for their use, and the use of their guests.

Parking restrictions in said permit zone will be defined by a program area that will allow for the issuance of parking permits to residents and merchants that exempt them from the parking restrictions. Preferential parking permits may also be authorized for commuters, members of organizations or other designated groups to park on specified street segments or block faces in the permit zone’s program areas. (p) “Program area” means a subset of street segments in the city’s permit zone that are defined by a master list reflecting unique parking restrictions and enforcement conditions managed by a permit system and enforced by the city. (q) “Permit parking restrictions” means those on-street parking controls governing the use of the on-street public parking by time of day, day of week, and/or season of the year. (r) “Spill over parking” means those street segments that may be impacted by the implementation of parking restrictions on an adjacent street segment. (s) “Occupant” means the resident collectively representing the household and residing at a residential address, or the business owner at a commercial address in the permit zone where parking restrictions are proposed.
(t) “Qualified petition” means a City of Santa Cruz provided petition that represents sixtyseven percent of the households or occupants on a block segment. Each household gets one vote whether owner or renter occupied.
(u) “Ineligible property” means a property containing residential development or a residential component of a mixed-use development, for which the first certificate of

14.17 ORDINANCE NO. 2026-XX
4 occupancy or temporary certificate of occupancy is issued on or after November 27, 2026, and that as a result of a parking reduction, exemption, maximum parking standard, or other limitation imposed by state law or incorporated into the Santa Cruz Municipal Code pursuant to state law, provides fewer off-street parking spaces than would otherwise be required under Section 24.12.240 of this code if the applicable state law did not apply.

The definition of “ineligible property” is subject to the following exceptions:
(1) A property shall not be deemed an ineligible property if it uses a state-law parking limitation, or a provision of this code implementing state law, for which denial of parking permits under this Chapter would cause the City to lose authority to impose an automobile parking requirement otherwise permitted under state law. (2) A parking reduction or exemption that applies solely because occupants of the development are not offered parking permits under this chapter shall not cause a property to constitute an ineligible property.
(3) The construction of an accessory dwelling unit or junior accessory dwelling unit, or a State-law parking reduction or exemption applicable solely to an accessory dwelling unit or junior accessory dwelling unit, shall not cause an otherwise eligible property to become an ineligible property.

SECTION 2. Section 10.41.040 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.040 ADMINISTRATIVE PROCEDURE TO ADD OR REMOVE PROGRAM AREAS FROM THE CITY’S PERMIT PARKING ZONE OR ADD OR REMOVE STREET SEGMENTS FROM INDIVIDUAL PROGRAM AREAS.

The city department of public works authorizes the director of public works or the director’s delegated subordinates to establish and maintain a master list for each program area. (a) Citizen Requests to Add or Remove Program Areas. Residents or merchants may petition the City of Santa Cruz department of public works to add or remove program areas from the city’s permit parking zone. To add or remove a program area, residents and/or merchants must submit a general petition of interest to the department of public works representing neighborhood support for a permit parking program. Based on this petition staff will evaluate the city’s ability to serve the area with parking management services. Staff may include a wider range of adjacent street segments in the program area that represent potential spill over parking impacts. Requests for permit parking shall generally reflect on-street parking occupancies of seventy-five percent or more when out of area parking demand is the highest. The public works department will have the authority to implement the program or bring it to the city transportation commission for review. Occupants will be notified about the proposed permit parking program thirty days prior to implementation. Occupants will be given the opportunity to opt out of the permit parking

14.18 ORDINANCE NO. 2026-XX
5 program area during this notification period. When new program areas are established, individual street segments may opt out of the permit parking restrictions by submitting a qualified petition to the department of public works. Those qualified street segments shall not be allowed to rejoin the program area for a period of two years once they have opted out of the program area by petition.
(b) Citizen Requests to Add or Remove Street Segments to an Existing Program Area. Residents and/or occupants may petition the City of Santa Cruz department of public works to add or remove a street segment to an existing program area. To add or remove streets segments to an existing program area, residents and/or occupants must submit a general petition of interest to the department of public works representing neighborhood support for permit parking. The department of public works will evaluate the city’s ability to provide additional parking management services. Staff may include a wider range of adjacent street segments in the proposed request that represent potential spill over parking impact areas. Requests for permit parking shall generally reflect on-street parking occupancies of seventy-five percent or more when out of area parking demand is highest. The department shall have the authority to implement the parking restrictions for individual street segment requests or bring the request to the city transportation commission for review. The department of public works shall give occupants thirty days’ notice prior to implementation. Occupants will be given the opportunity to opt out of the permit parking program during this notification period by submitting a qualified petition to the department of public works. Those qualified street segments shall not be allowed to rejoin the program for a period of two years once they have opted out of the program by petition. Occupants on a proposed street segment shall have the ability to request public review of the proposed parking program at the city transportation commission by requesting such review in writing during the thirty-day notification period. (c) Public Review. The department of public works shall amend the master list upon proceeding with program implementation. The public works department may also schedule all general petitions to add or remove program areas, or qualified petitions to add or remove street segments to a program area, for the city transportation commission’s review. Occupants may also request public review by the city transportation commission during the thirty-day notice period.

Residents living on streets where there are proposed permit parking changes will be notified of any city transportation commission public meeting. The city transportation commission will have the authority to review and approve or deny the addition or removal of program areas, or the addition or deletion of street segments to an existing program area. (d) Appeal Procedure. Residents may appeal the city transportation commission’s recommendation to the city department of public works as outlined in Chapter 1.16 of the Santa Cruz Municipal Code.
(e) Park Land and Public Facility Access. When a city street section has been included in a program area, and is adjacent to city parkland or other public facilities, the department of public works will facilitate the following review process:
(1) Residents or occupants must qualify for review of permit parking requests as specified in this chapter;

14.19 ORDINANCE NO. 2026-XX
6 (2) Qualified permit parking requests shall be forwarded to the city parks and recreation commission for comment; and
(3) Comments received by the parks and recreation department shall be forwarded to the city transportation commission;
(4) The city transportation commission will hold a public meeting per subsection (c) of this section; and
(5) The city transportation commission will make a recommendation to the city department of public works for final action.
(f) City-Initiated Review. The department of public works may initiate the establishment, expansion, reduction, or modification of a program area, or the addition or removal of a street segment, partial street segment, or block face, when changed conditions, including new development, changes in land use, or anticipated or actual changes in parking demand, warrant review of existing permit parking controls. Except for a ministerial amendment to the master list required by Section 10.41.075, a City-initiated change under this subsection shall be subject to the notice and public review procedures otherwise applicable under this section.

A partial street segment or block face excluded from a program area pursuant to Section

10.41.075 shall not be eligible for inclusion in a program area under this section for so long as the adjacent property remains an ineligible property.

SECTION 3. Section 10.41.070 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.070 APPLICATION FOR PARKING PERMITS
(a) Each application or reapplication for a parking permit shall contain information sufficient to identify the following: (1) the applicant (valid photo identification); (2) the applicant’s address within the permit zone; (3) the current vehicle registration; and (4) other such information as deemed necessary by the local authority. (b) Prior to issuing any parking permit based upon residence at or ownership of a residential property, the local authority shall determine from City records whether the property associated with the application is an ineligible property. The Department of Public Works shall maintain a list of ineligible properties, which may be included or appended to the master list. City staff shall post, in a conspicuous location on the appropriate City department website or websites, information identifying the properties that are ineligible under this Chapter. This information shall be posted at the earliest practicable time for proposed developments that are known by City staff to be ineligible properties. If the property is an ineligible property, the local authority shall deny any permit application prohibited by Section 10.41.075. (c) The City department responsible for administering Title 24 shall determine whether a development meets the definition of an ineligible property and shall transmit that determination to the Department of Public Works for purposes of maintaining the master list and administering this chapter. The Department of Public Works shall update the list of ineligible properties accordingly.

14.20 ORDINANCE NO. 2026-XX
7 SECTION 4. Section 10.41.075 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby added to read as follows:

10.41.075 INELIGIBLE PROPERTIES
(a) Upon a property becoming an ineligible property, the local authority shall amend the master list to exclude from the applicable residential program area each portion of a block face immediately adjacent to and coextensive with the street frontage of the ineligible property where on-street parking is otherwise lawful. An amendment to the master list required by this subsection is ministerial and is not subject to the petition, notice, or public review procedures in Section 10.41.040. Frontage excluded pursuant to this subsection shall not be subject to permit parking restrictions under this chapter and may remain unrestricted or be subject to other generally applicable parking controls adopted pursuant to other authority, including time-limited or metered parking. The exclusion of frontage pursuant to this subsection shall not otherwise alter the surrounding residential program area.
(b) The intent of this section is to exclude ineligible properties from the applicable residential program area, and therefore, residents of ineligible properties may not obtain resident, guest, daily, border resident, or specialty parking permits based upon residence at the ineligible property. Nor may non-resident owners obtain a nonresident property owner parking permit based upon ownership of the ineligible property.
(c) If a new development meets the definition of an ineligible property, it will be subject to the restrictions of this Chapter, regardless of whether a previous dwelling or building at the same property, address, or street frontage previously participated in a permit parking program.
(d) Nothing in this section prohibits a resident, owner, tenant, guest, or visitor of an ineligible property from using or purchasing parking made available to the general public, including unrestricted, time-limited, or metered on-street parking; parking in a City-owned or operated garage or parking lot; or other public parking programs not established pursuant to this chapter, including programs associated with Parking District Number 1. Nothing in this section limits any parking privilege conferred by State law on a person displaying a disabled person placard or disabled person license plate.
(e) For any ineligible property, or any property that will become an ineligible property upon issuance of its certificate of occupancy or temporary certificate of occupancy, a property owner shall provide a written notice of the applicable parking ineligibility before the execution of any lease, rental agreement, purchase / sale agreement, or other agreement for occupancy or acquisition of the property or a residence within the property. The notice must be provided to each prospective tenant, prospective purchaser of the property, and prospective purchaser

14.21 ORDINANCE NO. 2026-XX
8 of a residence within the property and must be acknowledged by the recipient’s signature. At a minimum, the signed notice must include the following statement:
“PARKING NOTICE: Residents of this property and their guests are not eligible to receive residential parking permits from the City of Santa Cruz. Parking in a residential permit area without a permit may result in citations and fines.” Upon request, the property owner shall provide the City with a copy of any signed notice required by this section. A violation of this section is subject to any enforcement remedy available in Title 4 of this Code and any remedy available in this Chapter.

SECTION 5. Section 10.41.080 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.080 RESIDENT PARKING PERMITS
The local authority may issue a maximum of three resident parking permits to each residence for which an application is made., subject to the restrictions set forth in Section

10.41.075 of this Chapter. Resident parking permits are issued to the resident for the resident’s vehicle. The resident parking permit is not transferable between vehicles. The resident parking permit is only valid when used adjacent to the holder’s residence. “Adjacent” is defined as within three blocks of the residence address. The resident permit is valid for one year after the annual start date of the permit parking program. For properties with accessory dwelling units that are located in a permit parking program district, the primary residence and the accessory dwelling unit combined shall qualify only for the number of residential parking permits that would have been available to the primary residence. No additional permits will be granted for the accessory dwelling unit.

SECTION 6. Section 10.41.090 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.090 GUEST PARKING PERMITS
The local authority may issue a maximum of two guest parking permits to each residence for which an application is made., subject to the restrictions set forth in Section

10.41.075 of this Chapter. The guest parking permits are transferable between the resident’s guest vehicles. Residents who do not possess a driver’s license, and who do not qualify for the resident parking permit, may purchase guest parking permits. The guest parking permit is only valid when used adjacent to the holder’s residence. Adjacent is defined as within three blocks of the residence address. The guest permit is valid for one year after the annual start date of the permit parking program.

SECTION 7. Section 10.41.100 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.100 DAILY PARKING PERMITS

14.22 ORDINANCE NO. 2026-XX
9 The local authority may issue a maximum of thirty daily parking permits per year to each residence for which an application is made., subject to the restrictions set forth in Section 10.41.075 of this Chapter. The daily permit is valid on the day that it is activated and used. The daily parking permit is only valid when used adjacent to the holder’s residence. Adjacent is defined as within three blocks of the residence address.

SECTION 8. Section 10.41.140 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.140 NON-RESIDENT PARKING PERMITS
The local authority may issue parking permits to the following non-residents:
(a) Non-resident Property Owner. A parking permit may be issued to a non-resident property owner within the permit parking program area., subject to the restrictions set forth in Section 10.41.075 of this Chapter. The requester must provide proof of property ownership in the program area.
(b) Border Resident. The local authority, upon having acceptable proof, may issue parking permits to residents living within 300 feet of a program area when they do not have access to on-street parking fronting their property’s address. A resident of an ineligible property shall not be eligible for a border resident permit under this subsection. (c) Specialty Parking Permit. The local authority, upon having acceptable proof that the need exists, may issue specialty parking permits that are unique to a specific program area. Such specialty parking permits shall be defined in the appropriate master list kept by the public works department.

SECTION 9. Section 10.41.170 of Chapter 10.41 of the Santa Cruz Municipal Code is hereby amended to read as follows:

10.41.170 PERMIT PARKING ZONE PENALTY PROVISIONS
This chapter provides for specific penalty provisions. It is unlawful and a violation of this chapter to:
(a) Stand or park a motor vehicle in any permit parking program area within the city’s permit zone unless permitted pursuant to this chapter.
(b) Copy or produce a counterfeit or facsimile parking permit. It is also a violation to knowingly use or display a counterfeit or facsimile parking permit. (c) Furnish false information to the local authority related to compliance with this Chapter, or while applying for a parking permit. It is also a violation for an applicant to falsely knowingly represent himself/herself as eligible for a parking permit when the applicant is not eligible.

14.23 ORDINANCE NO. 2026-XX
10 (d) Hold a valid permit and allow the use or display of such permit on a motor vehicle other than that for which the permit was issued. Such conduct shall constitute an unlawful act both by the person who holds the valid parking permit and the person who displays the parking permit.
(e) Fail to abide by subsection (e) of Section 10.41.075, or fail to provide any other notice or acknowledgement required by this Chapter.

The fines assessed for violation of this section shall be established by city council resolution.

SECTION 10. This ordinance shall take effect and be in force thirty (30) days after final adoption.

PASSED FOR PUBLICATION this 22nd day of September, 2026, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
PASSED FOR FINAL ADOPTION this #th day of October, 2026, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

14.24 ORDINANCE NO. 2026-XX
11 This is to certify that the above and
foregoing document is the original
of Ordinance No. 2026-xx and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator

14.25 Brittany Inclan
From: Philip Boutelle <[email protected]>
Sent: Monday, September 21, 2026 11:57 AM
To: City Council
Subject: September 22, 2026 Agenda Item 14: Residential Permit Parking Eligibility September 21, 2026
Santa Cruz City Council
809 Center Street
Santa Cruz, CA 95060
Re: September 22, 2026 Agenda Item 14: Residential Permit Parking Eligibility Dear Mayor Keeley and Members of the City Council:

I am writing regarding the proposed amendment to SCMC Chapter 10.41 that would exclude residents of certain new developments from the City's preferential permit parking program based on whether the development relied on state law to provide fewer off-street spaces than the City's local minimum. I ask the Council to postpone introduction of the ordinance and direct staff to return after addressing the following points.

Legal issues and similar ordinances
The 2016 Attorney General Opinion No. 14-304 held that while a city may limit permits to residents only, it may not distinguish among residents based on the type of dwelling they occupy, because Vehicle Code § 22507 refers to "residents" without qualification. The proposed ordinance draws a different but structurally similar line — not by dwelling type, but by whether the building used a state parking-reduction provision — and denies otherwise-identical residents on the same block a benefit for a reason unrelated to anything about them personally. Although the proposed distinction is not expressly based on dwelling structure type, it distinguishes between residents of new residential and mixed-use developments that use state-law parking limits, and residents of existing or new residential and mixed-use developments that provide parking consistent with the City's local code. In practice, meaningful parking reductions under state law are most often used by multifamily and mixed-use developments, so this policy will primarily affect residents of multifamily buildings, which raises a question under the reasoning of Opinion 14-304. State law also limits local parking requirements for some Senate Bill 9 projects, and the draft ordinance does not clearly explain how those projects would be treated.

The City of Los Angeles sought a similar policy change, but instead of creating a policy via city ordinance, the State Legislature enacted AB 2712 in 2024 — excluding qualifying developments from preferential parking — but only for the City of Los Angeles. The bill's own legislative findings state that special legislation was necessary "because of the many preferential parking areas established under Section 22507”. That does not necessarily mean Santa Cruz lacks authority, but it raises an important question as to whether § 22507 alone provides that authority here.

Inequalities created by the new ordinance
The burden of this ordinance will fall on renters in new multifamily and mixed-use buildings, while existing residents — disproportionately in single-family homes — keep unrestricted access to the same permit program. The ordinance does not just deny permits to new residents, but also bars ineligible properties from guest, daily, border-resident, and specialty permits. That means a resident of an ineligible building cannot get a permit for their own car, and their visitors cannot obtain even a guest or daily permit during restricted hours. An eligible resident of an older building on the same block may retain access to those permit types. The basis for providing these residents different access to the same publicly managed on-street parking resource is not explained in the staff report.

14.26 This policy could also make some ineligible buildings practically unavailable to tradespeople and others who must take work vehicles home. For some people, a work truck or van carrying tools or equipment is necessary for their employment. If a building does not provide a parking space for that vehicle and the resident is categorically ineligible for a neighborhood parking permit, the practical effect is that some workers may be unable to realistically live in those developments.

Nothing in the proposed ordinance caps how many hours or days a program area's restrictions can cover — that is set administratively per program area and can be expanded. If restrictions surrounding an ineligible development were later expanded toward all-day or all-week coverage, the practical effect on residents and guests could become substantially more restrictive than when the development was initially occupied.

When the Legislature wrote the law for Los Angeles, it expressly preserved LA's authority to issue permits to residents of qualifying deed-restricted lower-income units. The draft ordinance before you contains no comparable provision. That seems important because Santa Cruz's own Fair Housing Assessment shows that renter households have substantially lower incomes than owner households, and that multifamily neighborhoods generally have lower resource and opportunity scores than predominantly single-family neighborhoods. Before adopting the ordinance, the City should evaluate whether its effects would fall disproportionately on renters, lower-income residents, and residents of deed-restricted affordable housing.

Application to current projects
Because eligibility turns on the date of first certificate of occupancy, the ordinance as drafted would reach projects that are already entitled, permitted, or under construction, and that reduced on-site parking in reliance on the law as it existed when those decisions were made. Those projects may have made design, financing, entitlement, and construction decisions years before this ordinance was proposed.

The Council, the public, and affected property owners should know which projects in the existing development pipeline the ordinance will affect. The staff report does not identify the projects that are expected to become “ineligible properties,” the number of housing units affected, how many are deed-restricted affordable units, or how many of those projects are already entitled, permitted, or under construction. This information should be available to the City, particularly because the proposed ordinance itself requires staff to determine and maintain a list of ineligible properties. Council and the public should have that analysis before adoption. The City should also consider appropriate grandfathering for projects that entered the entitlement, permitting, or construction process before this ordinance was proposed.

For these reasons, I respectfully ask the Council to continue this item rather than introduce the ordinance on September 22, and direct staff to return after:
 Providing written legal analysis addressing Vehicle Code § 22507, Attorney General Opinion No. 14- 304, AB 2712, and the City’s authority to enact the proposed exclusion;  Evaluating the practical and equity effects described above, including impacts on affordable housing, renters, residents who require work vehicles, and access to guest and daily permits; and  Providing a project-level analysis identifying all planned, entitled, permitted, and under-construction developments expected to be affected, including the number of total and affordable units, and recommending appropriate grandfathering.

Thank you for your consideration.

Sincerely,
-Philip Boutelle
Santa Cruz

14.27 Brittany Inclan
From: eric grodberg <[email protected]>
Sent: Monday, September 21, 2026 12:24 PM
To: City Council
Cc: Fred Keeley; Shebreh Kalantari-Johnson
Subject: Agenda Item 14 - Permit Parking Ordinance Amendment Hello Mayor Keeley, Vice Mayor Kalantari-Johnson and Council, I strongly support the proposed amendment to the City's Permit Parking Ordinance.

In 2025 with the passage of AB 2097 (GOV 65863.2), the State eliminated the City's ability to require new developments to provide adequate on-site parking in almost all new projects.

The idea that this will reduce Greenhouse Gas emissions by reducing automobile use only works if the new residents and business patrons do not drive private automobiles. By refusing to allow such developments onstreet parking permits, the proposed amendment will support the purpose of AB 2097.

Furthermore, existing residents and business who do provide on-site parking will not have the existing on-street parking overwhelmed by by the new developments without adequate parking. It would be inequitable for the new developments to rely exclusively on on-street parking.

Regards,
-Eric Grodberg

14.28 Brittany Inclan
From: [email protected]
Sent: Monday, September 21, 2026 12:45 PM
To: City Council
Subject: Permit Parking
agenda item 14 - permit parking ordinance

Hello Mayor Keeley, Vice Mayor Kalantari-Johnson and Council,

I strongly support the proposed amendment to the City's Permit Parking Ordinance.

In 2025 with the passage of AB 2097 (GOV 65863.2), the State eliminated the City's ability to require new developments to provide adequate on-site parking in almost all new projects.

The idea that this will reduce Greenhouse Gas emissions by reducing automobile use only works if the new residents and business patrons do not drive private automobiles. By refusing to allow such developments onstreet parking permits, the proposed amendment will support the purpose of AB 2097.

Furthermore, existing residents and business who do provide on-site parking will not have the existing on-street parking overwhelmed by by the new developments without adequate parking. It would be inequitable for the new developments to rely exclusively on on-street parking.

Regards,
Kathleen Roberts

14.29 Brittany Inclan
From: Gami Gutman <[email protected]>
Sent: Monday, September 21, 2026 3:39 PM
To: City Council; Fred Keeley; Shebreh Kalantari-Johnson Subject: Agenda Item 14 - Permit Parking Ordinance Amendment Dear Mayor Keeley, Vice Mayor Kalantari-Johnson and Council, I write in support of the proposed amendment to the City's Permit Parking Ordinance.

My understanding is that new developments are exempt from providing on-site parking for residents if said developments are within a half-mile of a major transit stop. However, there is no requirement of residents to abstain from owning a vehicle. Unless the City of Santa Cruz exercises its power to prevent residents in these building from obtaining neighborhood parking permits, the burden of this policy discrepancy will be shouldered by longstanding residents in neighborhoods where parking is already at a premium.

I personally live on Sadi Street. Our area is currently the subject of a significant public works project. This construction has impacted available street parking since September 1 and is expected to continue until September 30. The current movement of vehicles from larger, wider roads onto Seaside Street has created a traffic hazard for residents pulling out of Sadi, who cannot see past the vehicles parked on either side of our street entrance. Knowing this is a limited-time, project-specific issue for the greater good is one thing.

Allowing this to become the norm simply to accommodate developers who want to increase their profits off a building that the city cannot prevent from going up is another.

I thank you in advance for your consideration of this amendment.

Best,
Gamilla Gutman
108 Sadi St.

Santa Cruz, 95060

14.30 Amendment to
SCMC 10.41:

Eligibility for
Citywide Permit
Parking
September 22, 2026
City Council