Seaside City Council
February 17, 2022

A G E N D A

CITY OF SEASIDE CONCURRENT MEETING

CITY COUNCIL/SUCCESSOR HYBRID (VIRTUAL & IN PERSON)
AGENCY TO THE Thursday, February 17, 2022
REDEVELOPMENT AGENCY 5:00 PM

MASKS ARE REQUIRED FOR IN PERSON PARTICIPATION REGARDLESS OF

VACCINATION STATUS
Pursuant to California Government Code section 54953(e)(1)(A) and (C) and the Seaside City Council’s resolution authorizing virtual participation in public meetings given the COVID-19 pandemic, meetings of the Seaside City Council and its Boards, Commissions and Committees are being conducted with a hybrid format providing both in person and virtual (electronic) participation in order to promote social distancing and protect the health and safety of attendees.

PUBLIC COMMENTS: To make a public comment, the following options are available:
 Before the Meeting via Email: Written comments can be emailed to [email protected] Include the following subject line: “Public Comment Item #” (insert the agenda item number relevant to your comment). Written comments must be received by 2:00 p.m. on the day of the meeting. All submitted comments will be provided to the City Council or the Board for consideration.  During the Meeting via Oral Comments: When the Chair calls for public comment, attendees can queue to speak with the “Raise Hand” feature. On the Zoom application, click the “Raise Hand” button. On the phone, press *9. The Clerk will call speaker names and unmute speaker microphones. You will have up to 3 minutes to provide your comments, with time set by the discretion of the Mayor.

VIRTUAL MEETING ACCESS
This meeting can be watched via the City of Seaside You Tube channel:
https://www.youtube.com/channel/UC1Cu7854Ohtjpr_XV1tDvRg Or by joining the Zoom webinar link: https://ci-seaside-ca-us.zoom.us/j/81936832059 Or call in phone number: 669-900-9128
Zoom Meeting ID: 819 3683 2059

1. CALL TO ORDER

2. ROLL CALL – ESTABLISHMENT OF QUORUM
Ian N. Oglesby
David R. Pacheco
Jason Campbell
Jon Wizard
Alexis Garcia-Arrazola
Mayor/Chair
Mayor Pro Tem/Vice Chair
Council/Agency Member
Council/Agency Member
Council/Agency Member
Packet Page 1
City Council CONCURRENT Meeting February 17, 2022 5:00 PM Agenda Page 2

3. INVOCATION AND PLEDGE OF ALLEGIANCE

4. REVIEW OF AGENDA
If there are any items that arose after the 72-hour posting deadline, this is the point in the meeting where a vote may be taken to add the item to the agenda. (A 2/3- majority vote is required).

5. PUBLIC COMMENT
Members of the public wishing to address the City Council on matters within the jurisdiction of the City of Seaside, but not on this agenda, may do so during the Public Comment period for up to three (3) minutes. Public Comments for "Presentations" on this agenda are also taken at this time; comments on specific agenda items are heard under that item. For the public record, please state your name.

6. PUBLIC AGENCY COMMUNICATIONS
This is a time specifically set aside for representatives of public agencies to make brief comments of general interest to the City Council and the community.

A. REVIEW OF UPCOMING CITYWIDE EVENTS (ERNESTO ALTAMIRANO,

COMMUNICATIONS & COMMUNITY ENGAGEMENT SPECIALIST)

7. PRESENTATIONS
A. UPDATE ON IMPLEMENTATION OF THE PRIORITY-IMPACT PLASTIC

POLLUTION ORDINANCE (LACEY RAAK, CHAIRPERSON OF THE

ENVIRONMENTAL COMMISSION)
B. VACCINATION UPDATE (FIRE CHIEF MARY GUTIERREZ)
C. CAPITAL IMPROVEMENT PROGRAM UPDATE (NISHA PATEL, PUBLIC

WORKS DIRECTOR/ CITY ENGINEER)

8. CONSENT AGENDA
A. APPROVE MINUTES FROM JANUARY 27 AND FEBRUARY 3, 2022 RECOMMENDATION: Approve minutes as presented in the agenda packet.

B. APPROVE AND FILE CITY CHECKS
RECOMMENDATION: Approve and file the accounts payable and wired payments made during the period of January 1, 2022, through January 14, 2022, including the payroll and benefits checks, direct deposits, and wired payments Packet Page 2
City Council CONCURRENT Meeting February 17, 2022 5:00 PM Agenda Page 3 related to the pay period ending January 13, 2022. Total Accounts Payable and Payroll for the above referenced period is $1,438,173.85.

C. APPROVE MODIFICATION OF THE BROADWAY WALK OF FAME AD-HOC

POLICY TO INCREASE THE NUMBER OF ADHOC COMMITTEE MEMBERS

TO A MAXIMUM OF NINE
RECOMMENDATION: Approve the modification of the Broadway Walk of Fame Policy to increase the number of ad hoc committee members to a maximum of nine.

D. APPROVE A FEE WAIVER FROM HINDU TEMPLE OF MONTEREY

PENINSULA FOR THE USE OF THE LAGUNA GRANDE HALL AND FOR THEIR JAGRATA - PRAYER MEETING EVENT ON JUNE 18, 2022
RECOMMENDATION: Approve the fee waiver request from the Hindu Temple of Monterey Peninsula for the use of Laguna Grande Hall to hold their Jagrata - Prayer Meeting in the amount of $618.75, the Organization to provide the City with the non-refundable portion of the deposit of $92.25 and purchase the City's insurance of $217.00.

E. APPROVE MAYOR'S YOUTH FUND CONTRIBUTION REQUEST FROM

SEASIDE POLICE ACTIVITIES LEAGUE
RECOMMENDATION: Approve a request from Seaside Police Activities League (P.A.L.) for a donation of $3,000.00 from the Mayor’s Youth Fund to help cover the costs of new equipment and basketball uniforms.

F. APPROVE THE TRAFFIC ADVISORY (TAC) COMMITTEE

RECOMMENDATION FOR TWO HOUR TIMED LIMITED PARKING
DESIGNATION IN FRONT OF 1049 BROADWAY AVENUE
RECOMMENDATION: Approve the Traffic Advisory Committee (TAC) recommendation for 2 hour parking designation in front of 1049 Broadway Avenue.

G. ADOPT A RESOLUTION MODIFYING THE PART TIME SALARY SCHEDULE FOR AQUATIC PERSONNEL AND ESTABLISHING THE 40 HOUR SALARY

SCHEDULE FOR FIRE PERSONNEL
RECOMMENDATION: Adopt a resolution modifying the salary schedule for parttime, unclassified, aquatic personnel, and establishing the 40 hour salary schedule for Fire Department personnel.

H. ADOPT A RESOLUTION AUTHORIZING THE SUBMITTAL OF

APPLICATIONS FOR CAL RECYCLE GRANTS FOR WHICH THE CITY OF Packet Page 3
City Council CONCURRENT Meeting February 17, 2022 5:00 PM Agenda Page 4

SEASIDE IS ELIGIBLE AND APPROVE AMENDMENT TO EXISTING MOU FOR SHARED COSTS RELATED TO SB1383
RECOMMENDATION: 1. Approve Resolution of the City of Seaside authorizing submittal of application(s) for all CalRecycle Grant and Payment Programs for which the City of Seaside is eligible and to empower the City Manager, or their designee, to execute all necessary documents and materials related to therein; and

2. Amend the MOU for Shared-Costs related to SB 1383 to incorporate a new Exhibit C outlining the SB 1383 Local Assistance Grant Program (OWR1: 2021-22) grant funding and member proportionate shares.

I. ADOPT A RESOLUTION AUTHORIZING THE TEMPORARY STREET

CLOSURE POLICY
RECOMMENDATION: Adopt a resolution authorizing the Temporary Street Closure Policy.

J. APPROVE PROCLAMATION RECOGNIZING IRISH AMERICAN HERITAGE MONTH FOR MARCH 2022
RECOMMENDATION: Approve a proclamation declaring March 2022 as Irish Heritage Month to recognize the contributions of Irish Americans to our society.

K. APPROVE PROCLAMATION RECOGNIZING WOMEN'S HISTORY MONTH FOR MARCH 2022
RECOMMENDATION: Approve a proclamation declaring March 2022 as Women's Month to recognize the contributions of Women to our society.

L. ADOPT A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE

A MUNICIPAL ADVISOR AGREEMENT WITH NHA ADVISORS, LLC, FOR

MUNICIPAL ADVISORY SERVICES AND APPROVE A REGULATORY

DISCLOSURE LETTER REGARDING THE CITY OF SEASIDE CAMPUS TOWN

DEVELOPMENT PROJECT (CFD FORMATION) WITH A NOT TO EXCEED AMOUNT OF $27,500.00
RECOMMENDATION: Authorize the City Manager to enter into an agreement with NHA Advisors, LLC as attached.

9. BUSINESS ITEMS
A. ACCEPT THE COMMUNITY SOCIAL SERVICES GRANT YEAR ONE REPORT RECOMMENDATION: Accept the Community Social Services Grant Year One Packet Page 4
City Council CONCURRENT Meeting February 17, 2022 5:00 PM Agenda Page 5 report.

B. REVIEW, DISCUSS, AND PROVIDE DIRECTION ON A COMMUNITY

WORKFORCE AGREEMENT
RECOMMENDATION: Review the draft Community Workforce Agreement and provide directions.

10. COUNCIL MEMBER REQUESTS
A. NEW COUNCIL MEMBER REQUESTS
B. FOLLOW UP ON PREVIOUS REQUESTS

1. Discussion about the status and future of the General Plan (Campbell)

2. Vacancy Registration List (Wizard)

11. CITY ATTORNEY, CITY MANAGER, MAYOR AND CITY COUNCIL

COMMENTS AND REPORTS ON COMMITTEE ASSIGNMENTS
This is a time specifically set aside for members of the City Council, the City Manager and City Attorney to make brief comments of general interest to the community and report on committee assignments.

12. CLOSED SESSION
A. CLOSED SESSION PURSUANT TO GOVERNMENT CODE 54957.6 -

CONFERENCE WITH LABOR NEGOTIATORS
RECOMMENDATION: Agency Negotiators: Roberta Greathouse, Acting City Manager; Donna Williamson, Labor Negotiator; Heather Coffman, Labor Negotiator.

Employee Organizations: Seaside Firefighters' Association; Seaside Police Officers' Association; Seaside City Employees' Association; Seaside Management and Supervisory Employees Association; and Seaside Public Safety Management Association
B. CONFERENCE WITH LEGAL COUNSEL PURSUANT TO GOVERNMENT CODE SECTION 54956.9: EXISTING LITIGATION
Petrovich Development Company, LLC v. City of Seaside, et. al.

United States District Court, Northern District, San Jose Division Court case: 21-CV-07797-NC
C. CONFERENCE WITH LEGAL COUNSEL PURSUANT TO GOVERNMENT CODE Packet Page 5
City Council CONCURRENT Meeting February 17, 2022 5:00 PM Agenda Page 6 SECTION 54956.9: EXISTING LITIGATION
Committee for Sound Water and Land Development of Fort Ord v. Seaside, et al.

Sixth District Court of Appeal
Case No.: H049031
D. CONFERENCE WITH LEGAL COUNSEL PURSUANT TO GOVERNMENT CODE SECTION 54956.9: POTENTIAL LITIGATION (1 MATTER)
Potential Litigation (1 Matter)

13. ADJOURNMENT
Next Regularly Scheduled Meeting:

March 3, 2022
5:00 PM
The City of Seaside is committed to providing accessible facilities and accommodating people with disabilities in all of its services programs and activities. If special considerations are needed by any person to fully participate in this meeting, contact the City Clerk at 899-6707 no fewer than two business days prior to the meeting to allow reasonable arrangements. Agendas are posted at:
http://www.ci.seaside.ca.us/129/City-Council-Committee-Agendas Agenda-related writings or documents provided during public meetings are available for public inspection during the meeting or from the office of the City Clerk. This agenda is posted in compliance with California Governor Newsom's Executive Orders N-29-20 and N-33-20.

Packet Page 6

DRAFT MINUTES

CITY OF SEASIDE CONTINUED MEETING

CITY COUNCIL/SUCCESSOR VIRTUAL ONLY
AGENCY TO THE Thursday, January 27, 2022
REDEVELOPMENT AGENCY 5:00 PM

1. CALL TO ORDER
Mayor/Chair Oglesby called the meeting to order at 5:00 p.m.

2. ROLL CALL – ESTABLISHMENT OF QUORUM
PRESENT: Campbell, Garcia-Arrazola, Oglesby, Pacheco, Wizard

3. PLEDGE OF ALLEGIANCE
Pledge led by Mayor Pro Tem/Vice Chair Pacheco.

4. REVIEW OF AGENDA
No changes.

5. PUBLIC COMMENT
None.

6. PUBLIC HEARING
A. EXTEND URGENCY ORDINANCE 2011 TO IMPLEMENT NEW STATE LEGISLATION SENATE BILL 9 THAT PROVIDES FOR MINISTERIAL

APPROVAL OF UP TO TWO UNITS AND/OR A LOT SPLIT IN
RESIDENTIAL SINGLE-FAMILY ZONES. (REQUIRES 4/5 VOTE)
Acting City Manager Roberta Greathouse introduced the item, providing the Council with a brief overview for the item. Housing Program Manager Ben Nurse also provided information on what the Council could expect after the hearing in regards to next steps.

PUBLIC COMMENT: Karla Lobo
On motion by Council/Agency Member Campbell and second by Mayor Pro Tem/Vice Chair Pacheco and carried by the following roll call vote, the City Council/Successor Packet Page 7
Thursday, January 27, 2022 City Council CONTINUED Meeting Page 2 Agency moved to extend Urgency Ordinance 2011 establishing regulations for the subdivision and development of qualified Senate Bill 9 properties within the City of Seaside.

RESULT: 4-1-0-0
AYES: Campbell, Garcia-Arrazola, Oglesby, Pacheco
NOES: Wizard
ABSTAIN: None
ABSENT: None

7. ADJOURNMENT
With no further business, the meeting adjourned at 5:17 p.m.

Respectfully submitted,
_________________________ _________________________
Dominique L. Davis, City/Agency Clerk Ian N. Oglesby, Mayor/Chair Packet Page 8

DRAFT MINUTES

CITY OF SEASIDE CONCURRENT MEETING

CITY COUNCIL/SUCCESSOR VIRTUAL ONLY
AGENCY TO THE Thursday, February 3, 2022
REDEVELOPMENT AGENCY 5:00 PM

1. CALL TO ORDER
Mayor/Chair Oglesby called the meeting to order at 5:00 p.m.

2. ROLL CALL – ESTABLISHMENT OF QUORUM
PRESENT: Campbell, Garcia-Arrazola, Oglesby, Pacheco, Wizard ABSENT: None

3. INVOCATION AND PLEDGE OF ALLEGIANCE
Invocation led by Pastor Grant Combs (Lighthouse Baptist Church). The pledge was led by Council/Agency Member Campbell.

4. REVIEW OF AGENDA
No changes.

5. PUBLIC COMMENT
Annalisa Mitchell, Dianne Nielson, Peter Kaiser, Karla Lobo, Eloise Shim, Pastor Ronald Britt, Rosalyn Green, Pastor Kenneth Murray

6. PUBLIC AGENCY COMMUNICATIONS
Ashley Collick, Assistant City Manager provided information regarding the City Manager recruitment is open and posted on the City’s website. The recruitment closes on February 25.

7. PRESENTATIONS
A. POLICE DEPARTMENT ANNUAL PUBLIC SAFETY REPORT (POLICE CHIEF

NICHOLAS BORGES)
Acting Police Chief Borges provided a presentation and responded to questions from the Council.

Packet Page 9
Thursday, February 3, 2022 City Council CONCURRENT Meeting Page 2 B. VACCINATION UPDATE (FIRE CHIEF MARY GUTIERREZ)
Fire Chief Gutierrez provided a presentation and responded to questions from the Council.

8. CONSENT AGENDA
Alex Miller requested to pull item 8E: Adopt a resolution approving the proposed changes to the City of Seaside Boards, Commissions and Committees Handbook.

PUBLIC COMMENT: Alex Miller
On motion by Council/Agency Member Campbell and second by --- and carried by the following vote, the City Council/Successor Agency moved to approve the Consent Agenda except for item 8E:

RESULT: 5-0-0-0
AYES: Campbell, Garcia-Arrazola, Oglesby, Pacheco, Wizard NOES: None
ABSTAIN: None
ABSENT: None
A. ADOPT A RESOLUTION MAKING FINDINGS IN ACCORDANCE WITH AB361 AND GOVERNMENT CODE SECTION 54953(E) AUTHORIZING

REMOTE TELECONFERENCE MEETINGS
ACTION: ADOPTED RESO #22-16
B. APPROVE MINUTES FROM JANUARY 20, 2022
ACTION: APPROVED
C. APPROVE AND FILE CITY CHECKS
ACTION: APPROVED & FILED
D. APPROVE AND FILE SUCCESSOR AGENCY CHECKS
ACTION: APPROVED & FILED
E. ADOPT A RESOLUTION APPROVING THE PROPOSED CHANGES TO THE

CITY OF SEASIDE BOARDS, COMMISSIONS, AND COMMITTEES

HANDBOOK
Alex Miller asked that Boards, Commissions and Committees that request to meet monthly, be granted that request in coordination with their staff liaison.

On motion by Council/Agency Member Pacheco and second by Council/Agency Member Wizard and carried by the following roll call vote, the City Council/Successor Packet Page 10
Thursday, February 3, 2022 City Council CONCURRENT Meeting Page 3 Agency moved to adopt the resolution and adopt the proposed changes to the handbook.

RESULT: 5-0-0-0
AYES: Campbell, Garcia-Arrazola, Oglesby, Pacheco, Wizard NOES: None
ABSTAIN: None
ABSENT: None
ACTION: ADOPTED RESO #22-17
F. ADOPT A RESOLUTION APPROVING THE PLANS AND SPECIFICATIONS

FOR THE ENGINEERING TRAILER MODIFICATIONS AND AWARDING A CONSTRUCTION CONTRACT TO ONE WORKPLACE L. FERRARI, LLC FOR AN AMOUNT NOT TO EXCEED $39,378.93
ACTION: ADOPTED RESO #22-18
G. ADOPT A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE

A PROFESSIONAL SERVICES AGREEMENT WITH CALIFORNIA

CONSULTING FOR GRANT WRITING SERVICES IN THE AMOUNT NOT TO EXCEED $60,000.00; AND AMENDING THE BUDGET FOR THE CITY OF SEASIDE FOR FISCAL YEAR 2021-2022
ACTION: ADOPTED RESO #22-19
H. ADOPT RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A

PURCHASE AGREEMENT AND ALL REQUIRED DOCUMENTS TO ACQUIRE THE REAL PROPERTY LOCATED AT 962 HILBY AVENUE IN THE AMOUNT OF $500,000.00
ACTION: ADOPTED RESO #22-20
I. ADOPT A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE

A QUIT CLAIM DEED AND MEMORANDUM OF UNDERSTANDING TO

TRANSFER BLANCO ROAD TO THE COUNTY OF MONTEREY
ACTION: ADOPTED RESO #22-21

9. BUSINESS ITEMS
A. ADOPT A RESOLUTION APPROVING THE BROADWAY WALK OF FAME POLICY
Assistant City Manager Ashley Collick provided a presentation and responded to questions from the Council.

PUBLIC COMMENT: Annalisa Mitchell, Pastor Ronald Britt, Rosalyn Green, Pastor Packet Page 11
Thursday, February 3, 2022 City Council CONCURRENT Meeting Page 4 Kenneth Murray, Darryl Choates, Karla Lobo, Franco Pacheco On motion by Mayor Pro Tem/Vice Chair Pacheco and second by Council/Agency Member Garcia-Arrazola and carried by the following vote, the City Council/Successor Agency moved to adopt a resolution approving the Broadway Walk of Fame policy.

RESULT: 5-0-0-0
AYES: Campbell, Garcia-Arrazola, Oglesby, Pacheco, Wizard NOES: None
ABSTAIN: None
ABSENT: None
ACTION: ADOPTED RESO #22-22
B. REVIEW OF ABANDONED BUILDING PROGRAM
Assistant City Manager Trevin Barber provided a presentation and responded to questions from the Council.

No comments from the public.

ACTION: Direction to bring back a discussion.

C. DISCUSS OPTIONS FOR REPLACING THE BASKETBALL COURT AT

LINCOLN CUNNINGHAM PARK TO ENABLE STAFF TO OBTAIN AN

ESTIMATE FOR A NEW COURT
Acting City Manager Roberta Greathouse provided a presentation and responded to questions from the Council. Mayor Pro Tem Pacheco provided a presentation on the item and responded to comments from the Council
PUBLIC COMMENT: Franco Pacheco
ACTION: Direction to bring back an estimate on a full asphalt basketball court at Lincoln-Cunningham Park.

10. COUNCIL MEMBER REQUESTS
A. NEW COUNCIL MEMBER REQUESTS

1. Discussion on the status and future of the General Plan (Campbell) B. FOLLOW UP ON PREVIOUS REQUESTS

1. Presentation on cannabis tax schedule (Wizard)
Acting City Manager Greathouse reported that the item would be ready for the Packet Page 12
Thursday, February 3, 2022 City Council CONCURRENT Meeting Page 5 Council in June.

11. CITY ATTORNEY, CITY MANAGER, MAYOR AND CITY COUNCIL COMMENTS

AND REPORTS ON COMMITTEE ASSIGNMENTS
Reports provided.

12. CLOSED SESSION
City Attorney Sheri Damon read the closed session items and did not anticipate a report out.

PUBLIC COMMENT: None
A. CLOSED SESSION PURSUANT TO GOVERNMENT CODE 54957.6 -

CONFERENCE WITH LABOR NEGOTIATORS
Agency Negotiators: Roberta Greathouse, Acting City Manager; Donna Williamson, Labor Negotiator; Heather Coffman, Labor Negotiator.

Employee Organizations: Seaside Firefighters' Association; Seaside Police Officers' Association; and Seaside City Employees' Association
B. CONFERENCE WITH REAL PROPERTY NEGOTIATORS PURSUANT TO GOVERNMENT CODE SECTION 54956.8:

Property: Veterans Cemetery (1) Northern Endowment Fund Opportunity Parcel APN 031-152-011 and (2) Southern Development Area Parcel APN 031-152-008 City Negotiators: City Manager
Under Negotiation: price, terms of payment or both
C. CONFERENCE WITH LEGAL COUNSEL PURSUANT TO GOVERNMENT CODE SECTION 54956.9: POTENTIAL LITIGATION (2 MATTERS)
Potential Litigation (2 Matters)
D. CONFERENCE WITH LEGAL COUNSEL PURSUANT TO GOVERNMENT CODE SECTION 54956.9: EXISTING LITIGATION
Petrovich, et al. v. City of Seaside, et al.

United States District Court, Northern District
Court case: 5:21-CV-07797-NC

13. ADJOURNMENT
With no further business, the meeting adjourned at 10:13 p.m.

Packet Page 13
Thursday, February 3, 2022 City Council CONCURRENT Meeting Page 6 Respectfully submitted,
_________________________ _________________________
Dominique L. Davis, City/Agency Clerk Ian N. Oglesby, Mayor/Chair Packet Page 14

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.B.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Loreene Bermudez-Onate, Accountant II
DATE: February 17, 2022
SUBJECT: APPROVE AND FILE CITY CHECKS

RECOMMENDATION
Approve and file the accounts payable and wired payments made during the period of January 1, 2022, through January 14, 2022, including the payroll and benefits checks, direct deposits, and wired payments related to the pay period ending January 13, 2022.

Total Accounts Payable and Payroll for the above referenced period is $1,438,173.85.

BACKGROUND
In accordance with Government Code Section 37208, at each City Council meeting, the Council is provided a listing of the payroll and general checks issued since the last report so that the checks can be inspected and confirmed. Each purchase has been reviewed and approved by the department making the purchase at the time of procurement. The invoices have been reviewed by the Finance Department prior to payment to ensure that they conform to the approved budget.

Therefore, in accordance with Government Code Section 37208, the above referenced and linked list of checks conforms to the approved budget and has been paid. These checks are submitted to the City Council for inspection and confirmation.

A description of the checks and wires exceeding $10,000.00 are as follows:
 $10,862.07 to Access Media Productions for July - September 2021 PEG fees (Public, Educational and Government access programming) for AT&T and Comcast.
 $14,419.24 to Harris & Associates, Inc. for SCSD project management services for Pavement Rehabilitation from 8/29/2021-10/2/2021.
 $16,140.00 to Westcliff Engineers, Inc. for ESCA - Fort Ord Support Services Packet Page 15
Item No. 8.B. Page 2 of 2
website upgrades and safety training.
 $11,775.00 to Monterey Bay Military Housing LLC for United Way rental assistance for 1 tenant for 15 months ending 11/1/2021.  $24,857.00 to Del Monte Manor for United Way rental assistance for 3 tenants for 30 months ending 2/1/2022.
 $16,339.20 to Silver & Wright, LLP for Legal services for 1661 Mescal Ct and General Code Enforcement Services for the period of November 2021.  $13,300.00 to Kyle C. Chan for United Way rental assistance for 2 tenants for 5 months ending 1/1/2022.

The Net Payroll and Payroll benefits total was $954,458.21.

The remaining checks, totaling $376,023.13, include payments to vendors for operating expenditures.

The check report is available on the City's website here:
https://www.ci.seaside.ca.us/194/Check-Draft-Register

FISCAL IMPACT
There are no additional fiscal impacts.

ATTACHMENTS
None
Packet Page 16

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.C.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Ashley Collick, Assistant City Manager
DATE: February 17, 2022
SUBJECT: APPROVE MODIFICATION OF THE BROADWAY WALK OF FAME

AD-HOC POLICY TO INCREASE THE NUMBER OF ADHOC

COMMITTEE MEMBERS TO A MAXIMUM OF NINE

RECOMMENDATION
Approve the modification of the Broadway Walk of Fame Policy to increase the number of ad hoc committee members to a maximum of nine.

BACKGROUND
The Broadway Walk of Fame policy was approved by the Council on February 3, 2022.

The number of committee members is being increased to reflect the amount of work required in the inaugural year of the program.

The ad hoc committee will be responsible for making recommendations on the design of the star, assisting staff regarding placement recommendations on Broadway and for reviewing applications and making nominee inductee recommendations to Council.

The Broadway Walk of Fame Committee will consist of a combination of commissioners made up of C-Jobs, Art & History, and Seaside Residents. A maximum of two members from each commission and a maximum of five Seaside residents are selected by the Mayor. The committee will consist of a minimum of five members and a maximum of nine members.

FISCAL IMPACT
There is no fiscal impact association with the modification of the policy.

Packet Page 17

Item No. 8.C. Page 2 of 2

ATTACHMENTS

1. Policy Draft
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
Packet Page 18
Council Approved: February 3, 2022
1 BROADWAY WALK OF FAME POLICY
I. Purpose
The “Broadway Walk of Fame” will provide a unique attraction that enhances and encourages a walkable downtown. Each star will honor local Seaside residents and serve as a living historical record of our achievements as a community.

The ultimate goal is to honor those individuals who have made a significant and lasting contribution to the quality of life in Seaside – who have, indeed, cast a long shadow on our City’s history.

This program will align with the Parks, Recreational Facility, City owned building, and street naming policy as appropriate.

II. Eligibility Criteria
A. Broadway Walk of Fame Nominees must meet one of the following categories (no more than one category may be selected):

1. Athletics and Competition

2. Arts and Performing Media

3. Civics and Government

4. Community and Social Equality

5. Education

6. Environment and Conservation

7. Journalism and Literature

8. Outstanding Achievement
B. Broadway Walk of Fame Nominees must have made a consistent and positive impact in three or more of the areas listed below:

1. A minimum of three years’ residency in the City of Seaside and or has made a significant positive impact on Seaside.

2. Ability to inspire and encourage others to enhance diversity and inclusion in the City of Seaside.

3. Bringing positive recognition to the City on a local, national, or global stage.

4. Contributing a significant historical impact.

5. Contributing to the health and safety of our citizens.

6. Contributing to the quality of life of our citizens

7. Expanding opportunities for the City of Seaside to become a destination of choice.

8. Extraordinary effort to overcome challenges to achieve contribution.

9. Fostering the spirit of our community.

Packet Page 19
Council Approved: February 3, 2022
2 10. Making lasting and significant contributions to the protection of natural or cultural resources of the City of Seaside.

11. Making substantial contributions to the advancement of commensurate types of recreational opportunities with the City of Seaside.

12. Making substantial contributions to the betterment of a specific facility or park consistent with the established standards for the facility.

13. Providing economic development or redevelopment activity.

14. Providing positive opportunities for the future of our youth.

15. Volunteering or working in the community for five (5) or more years.

III. Broadway Walk of Fame Committee
A. The purpose of the Committee is twofold:

1. The Committee is an ad hoc committee to the Council to make recommendations on the design of the star and to assist staff regarding placement recommendations on Broadway for the first cycle of the program.

2. The Committee will be responsible for reviewing applications and making nominee inductee recommendations to Council.

B. The Broadway Walk of Fame Committee will consist of a combination of commissioners made up of C-Jobs, Art & History, and Seaside Residents. A maximum of two members from each commission and a maximum of three five Seaside residents to be selected by the Mayor. There will be a minimum of 5 members with a maximum of 7 9 members total.

IV. Application Process
Nominees will be inducted into the Broadway Walk of Fame program on an annual basis. Applications deemed incomplete will be rejected. Nominees not selected for the installation can reapply the following year for consideration.

A. In March of each calendar year, the City’s Broadway Walk of Fame program will open the application period for nominations for the Walk of Fame. Applications will be accepted for a 30 calendar days.

B. All complete applications received will be forwarded to the Committee for review and consideration.

C. The Committee will review all applications and meet with applicants as needed to make a final recommendation to the Council at their next regularly scheduled meeting.

D. The applicant shall be able to provide clear evidence that the individual to be honored has made a significant contribution to the Seaside community based on the eligibility criteria.

E. A maximum of six inductees will be added to the Walk of Fame on an annual basis.

F. All nominations will be given the same consideration without regard to the nomination source.

Applications that do not meet the criteria set forth in this policy will be denied.

Packet Page 20
Council Approved: February 3, 2022
3 G. The names of individuals or corporations or groups involved in controversial enterprises or activities, such as those that would be detrimental to the mission or image of the City of Seaside will be avoided, and the application will be denied.

H. A denial letter will be sent to the applicant detailing the reason(s) for denial. Applicants are eligible to re-apply in the following year if the criteria for their original application has been met.

V. Fees
A. The applicant or group will be responsible for the fees associated with the purchase of the star and all installation costs.

B. The City Council may waive the fees associated with the purchase and / or installation costs at their direction and may elect to establish an annual budget for this program.

VI. Recognition Ceremony
A. Inductees will be recognized in a public ceremony, proclamation, and honored with a star on the "Broadway Walk of Fame" in downtown Seaside.

VII. City Council Review Process:

A. The Council will determine star placement on Broadway, hearing recommendations from staff.

Placement will be done in phases, with consideration for the walkability and enhancement of downtown.

B. The City Council shall have the final authority to name and rename the commemorative star.

C. Under extraordinary circumstances that would cast a negative image upon the City, any star naming in honor of an individual, family or group may be revoked at the discretion of the City Council.

D. The Council has the authority to modify this program as needed in order to meet the policy objectives.

E. The City Manager or designee will manage the Broadway Walk of Fame program and support the Committee in its assigned duties.

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Council Approved: February 3, 2022
4 BROADWAY WALK OF FAME APPLICATION
Name of Nominee: _______________________________ Mailing Address: ___________________________ City / State: _____________________ Phone: ____________________ E-mail: ________________________ Applicant or Group: (if different from nominee): _____________________ Mailing Address: _______________ City / State: _____________________ Phone: ____________________ E-mail: ________________________ Please select the nomination category (no more than one category may be selected):

The Broadway Walk of Fame nominees must have made a consistent and positive impact in three or more of the areas listed below, please select the supporting criteria below:

Category YES NO Category YES NO
Athletics and Competition Arts and Performing Media
Civics and Government Community and Social Equality
Education Environment and Conservation
Journalism and Literature Outstanding Achievement
Criteria YES NO Criteria YES NO
A minimum of three years’ residency in the City of Seaside and or has made a significant positive impact on Seaside.

Ability to inspire and encourage
others to enhance diversity and
inclusion in the City of Seaside.

Making substantial contributions to the betterment
of a specific facility or park consistent with the
established standards for the facility.

Bringing positive recognition to the
city on a local, national, or global
stage.

Volunteering or working in the community for five
(5) or more years.

Contributing to the quality of life of
our citizens.

Providing economic development or
redevelopment activity.

Enhancing Seaside as a place to
live, work, or visit.

Contributing significant historical impact.

Fostering the spirit of our
community.

Extraordinary effort to overcome challenges to
achieve contribution.

Making lasting and significant
contributions to the protection of
natural or cultural resources of the
City of Seaside.

Contributing to the health and safety of our
citizens.

Providing positive opportunities for
the future of our youth.

Making substantial contributions to the
advancement of commensurate types of
recreational opportunities with the City of Seaside.

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Council Approved: February 3, 2022
5 If no, please explain why:
________________________________________________________________________________________ Please provide written justification supporting your nomination for the Broadway Walk of Fame or provide additional comments related to this application. Attach additional pages or supplemental information, if applicable.

Consider the following:

Why do you feel this nominee’s contribution is significant; Why you consider the nominee’s contribution to be long lasting or even timeless; What specific impact has the nominee’s contribution made on the quality of life in Seaside?
JUSTIFICATION:
________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________ Please attach petitions and/or letters of support from City community groups and organizations.

Signature: ___________________________ Print Name: ________________________ Date: ___________ If you have any questions, please call the City Manager’s office at (831) 899-6700.

Please return completed application to:

City of Seaside – City Manager’s Office, 440 Harcourt Avenue, Seaside Ca 93955 Email: [email protected], Subject: Broadway Walk of Fame Application Question YES NO
Is the Nominee aware of the Broadway Walk of Fame nomination? **This question is informational and not related to the criteria section** Packet Page 23

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.D.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Dan Meewis, Recreation Director
DATE: February 17, 2022
SUBJECT: APPROVE A FEE WAIVER FROM HINDU TEMPLE OF MONTEREY

PENINSULA FOR THE USE OF THE LAGUNA GRANDE HALL AND
FOR THEIR JAGRATA - PRAYER MEETING EVENT ON JUNE 18,
2022

RECOMMENDATION
Approve the fee waiver request from the Hindu Temple of Monterey Peninsula for the use of Laguna Grande Hall to hold their Jagrata - Prayer Meeting in the amount of $618.75, the Organization to provide the City with the non-refundable portion of the deposit of $92.25 and purchase the City's insurance of $217.00.

BACKGROUND
The Hindu Temple of Monterey Peninsula is a non-profit organization. The Hindu Temple is requesting a fee waiver to help cover the cost associated with their Jagrata - Prayer Meeting on Saturday, June 18, 2022, from 12:00 p.m. to 11:00 p.m. in the Laguna Grande Hall at the Oldemeyer Center. Jagrata is a Hindu ritual, mainly prevalent in North India, consisting of all-night vigil, songs and dance in honor of a deity and puja. Often, jagran is performed in honor of various Hindu goddesses as well as various folk deities. Devotees worship the deity through the night by singing bhajans, reciting aarti and listening to legends of the deity.

Staff recommends that the fees be waived for the rental cost of the facility and that the organization provide liability coverage and pay only the non-refundable portion of the deposit of $92.25 to go towards the building maintenance fund.

FISCAL IMPACT
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Item No. 8.D. Page 2 of 2
The approximate fees which are applicable to this request are:

Laguna Grande Hall Fee 11 Hours @ $56.25 $618.75
Insurance $207.00
Deposit Non Refundable Portion $ 92.25
TOTAL $928.00
Should the City Council approve the request with the staff recommendation to waive all rental fees but require payment for the insurance and the non-refundable deposit only, the fiscal impact is $618.75.

ATTACHMENTS

1. Hindu Temple of Monterey Peninsula Fee Waiver - Jagrata - Prayer Meeting 2022

2. Hindu Temple of Monterey Peninsula - 501(C)(3)
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
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CITY OF SEASIDE

STAFF REPORT
Item No.: 8.E.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Dan Meewis, Recreation Director
DATE: February 17, 2022
SUBJECT: APPROVE MAYOR'S YOUTH FUND CONTRIBUTION REQUEST

FROM SEASIDE POLICE ACTIVITIES LEAGUE

RECOMMENDATION
Approve a request from Seaside Police Activities League (P.A.L.) for a donation of $3,000.00 from the Mayor’s Youth Fund to help cover the costs of new equipment and basketball uniforms.

BACKGROUND
The Seaside Police Activities League is requesting a donation of $3000.00 from the Mayor's Youth Fund to cover the costs associated with expenses related to their sports programs, including the purchase of new equipment, uniforms, tournament fees, insurance, and registration costs related to transportation. The Seaside Police Activities League is a juvenile crime prevention program designed to provide athletic, recreational, and educational opportunities for at-risk youth. Seaside PAL was incorporated in February 2001. It is comprised of Police Officers, volunteers, Police Personnel, and Recreation Staff who serve as coaches, mentors, instructors, and role models. All funds and donations for P.A.L. are used solely for the purpose of providing the resources needed to continue upholding P.A.L.'s mission. Seaside P.A.L.'s current activities include basketball, JR Giants Baseball, youth leadership experience, and the Seaside Police Department Cadet Program. In 2016, the Seaside P.A.L. merged with the City of Seaside's Recreation Department to strengthen existing and future sports programs for Seaside youth. Currently, the Seaside P.A.L. provides organized sports and activities to 200 + local youth.

Based on the information provided in the application, the request meets the criteria for the Mayor’s Youth Fund Policy. Seaside P. A. L. received their last donation at the March 16, 2017 City Council meeting. Their 2017 Mayor's Youth Fund request was submitted Packet Page 33

Item No. 8.E. Page 2 of 2
and approved before the new updated Mayor's Youth Fund Policy which started in March 2018. At that time, the Mayor's Youth Fund Closing Report was not required.

FISCAL IMPACT
This request would be funded by a donation from the Green Waste Recovery’s donation to the Mayor’s Youth Fund. The current balance in the Mayor's Youth Fund Account is $30,100.73. If the City Council approves this request, the balance will drop to $27,100.73.

In the event that all of the funds in the Mayor's Youth Fund become exhausted, staff will keep a file of all applications. Once Green Waste issues the next round of funding, all applications on file will be processed at the next available City Council Meeting.

ATTACHMENTS

1. MYF Seaside PAL 2022

2. Seaside PAL - W-9 - 2022

3. Seaside PAL 501(c)(3) information 2022
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
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CITY OF SEASIDE

STAFF REPORT
Item No.: 8.F.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Nisha Patel, Public Works Director/City Engineer
Leslie Llantero, Assistant Engineer
DATE: February 17, 2022
SUBJECT: APPROVE THE TRAFFIC ADVISORY (TAC) COMMITTEE

RECOMMENDATION FOR TWO HOUR TIMED LIMITED PARKING
DESIGNATION IN FRONT OF 1049 BROADWAY AVENUE

RECOMMENDATION
Approve the Traffic Advisory Committee (TAC) recommendation for 2 hour parking designation in front of 1049 Broadway Avenue.

BACKGROUND
Ms. Morgan has submitted an application (Attachment 1) for 2 hour parking signs in front of her business, Lily's Fashion Boutique, located at 1049 Broadway Avenue. She has indicated vehicles parked in front of her business all day, resulting in the loss of patrons.

The 1000 block of Broadway is located between Fremont Boulevard and Terrace Street and is within the Central Traffic District. This section of Broadway has four lanes of traffic, two lanes in either direction, and two bus stops. The posted speed limit is 30 miles per hour. Broadway Avenue measures 60 feet from face of curb to face of curb and sidewalks measure approximately 10 feet wide. The majority of the parking is permitted on both sides of the street. The businesses on this block include a gas station, a party supply store, janitorial supply store, fashion boutique, village project, post office, corner market, bakery, restaurant, grocery store, tanning salon and pizza place.

STAFF ANALYSIS
Lily's Fashion Boutique is located along the north side of Broadway Avenue and is Packet Page 44

Item No. 8.F. Page 2 of 3
situated between the Village Project (1069 Broadway) to the east and a vacant building (1043 Broadway) to the west (Attachment 2). Both businesses adjacent to Lily's Fashion Boutique have on-site parking; the boutique does not. The boutique hours are from 12:30 to 7:30 pm Monday through Saturday. There are 11 marked on-street parking spaces along the north side of this section of Broadway Avenue. Along the south side of Broadway Avenue along this block, there are approximately 7 unmarked on-street parking spaces with 4 of those spaces designated for 2 Hour parking. The 2 Hour parking designation was approved in 2018.

Per the City's Municipal Code Section 10.04.050 & 10.32.010, "when authorized signs are in place giving notice thereof, no person shall stop, stand, or park any vehicles between the hours of eight a.m. and six p.m. on any day except Sundays and holidays for a period longer than two hours". This allows the City to time restrict the parking in this area.

The Traffic Advisory Committee recommends placing "2 Hr Parking 8AM to 6 PM except Sundays and Holidays" on Broadway Avenue in front 1043 and 1049 Broadway Avenue.

This would result in 5 parking spaces designated for 2 hours of parking.

ENVIRONMENTAL REVIEW
This project is exempt from the California Environmental Quality Act (CEQA) pursuant to Class 1, Section 15301: Existing Facilities Class 1 exemptions consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of use.

Evidence: The proposed project would consist of installation of 2 hour parking designation signs which would not have an impact on the expansion or modification of the existing roadway. Therefore, there are no significant impacts associated with the installation of signs and the project is exempt from CEQA.

FISCAL IMPACT
There is no fiscal impact associated with this item, the applicant is responsible for the cost of signs and installation.

ATTACHMENTS

1. Application

2. Aerial Map
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Item No. 8.F. Page 3 of 3
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
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Attachment 2
Figure 1 – Aerial View
Figure 2 – Street View

BROADWAY
1049
1069
1043
MUTCD Sign
R32 (A)
modified to
show 8am
according to
Municipal Code
Section

10.32.020
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CITY OF SEASIDE

STAFF REPORT
Item No.: 8.G.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Molly Fittro, Recreation Supervisor
Roberta Greathouse, Human Resources Director/Risk Manager Victor Damiani, Finance Director
DATE: February 17, 2022
SUBJECT: ADOPT A RESOLUTION MODIFYING THE PART TIME SALARY

SCHEDULE FOR AQUATIC PERSONNEL AND ESTABLISHING THE
40 HOUR SALARY SCHEDULE FOR FIRE PERSONNEL

RECOMMENDATION
Adopt a resolution modifying the salary schedule for part-time, unclassified, aquatic personnel, and establishing the 40 hour salary schedule for Fire Department personnel.

BACKGROUND
Aquatic Personnel Salary Adjustments
The Recreation Department currently utilizes part-time, unclassified, at-will employees for overseeing all recreation programs offered by the City of Seaside. Since 2020, there has been a significant reduction of part-time, unclassified, aquatic employees at the Pattullo Swim Center due to the COVID-19 Pandemic. As a result, it is necessary to reevaluate the part-time salary schedule for aquatic personnel in order to provide consistent program coverage and adequate facility supervision.

The City of Seaside currently has a complement of well-trained and efficient part-time Lifeguards and Water Safety Instructors. In order to become a certified American Red Cross Lifeguard, they must pass a pre-assessment test, which requires strong swimming skills, the ability to tread water, and lift a ten pound brick out of the water.

Once candidates have passed the pre-course, they are registered for the initial 25+ hour certification course. Lifeguards must recertify every two years and receive monthly training required by the American Red Cross.

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Item No. 8.G. Page 2 of 3
In addition to the stringent hiring and training requirements, other factors affecting the recruitment and retention issues include; non-competitive rates for other municipal pools, a reluctance to return to work due to the uncertainty of COVID-19, and the yearly minimum wage adjustments starting at $15 an hour beginning January 1st, 2022. As a result, employees can start in lower-level positions requiring less training, certifications, experience, and responsibilities, such as the fast food and retail industries.

Staff recommends the following changes take effect on February 21st, 2022.

1. Adjust the part-time hourly salary schedule for Lifeguard from $14.00 - $16.64 to $17.00-$19.64

2. Adjust the part-time hourly salary schedule for Water Safety Instructor from $15.08 - $17.93 to $18.08-$20.93

3. Adjust the part-time hourly salary schedule for Lead Lifeguard from $15.84 to $18.83 to $18.84-$21.83

4. Adjust the part-time hourly salary schedule for Senior Lifeguard from $17.06-$20.74 to $20.06-$23.74.

5. Adjust the part-time hourly salary schedule for Assistant Pool Manager from $18.83- $22.89 to $21.83-$25.89.

6. Adjust the part-time hourly salary schedule for Pool Manager from $21.30-$25.89 to $23.48-$28.55.
40 Hour Schedule for Fire Personnel
The adoption of this schedule is purely administrative in nature. It does not increase or modify the salary of fire personnel. Fire Fighters normally work a 56 hour work week and the adopted salary schedules are based on a 56 hour work week. There are times when fire personnel may be required to work a 40 hour week for administrative purposes including training, modified duty, and other administrative assignments. The MOU between the City of Seaside and the Seaside Fire Fighters' Association, effective July 1, 2021, allows for a 40-hour work week and pay rate. In order to comply with CalPERS requirements, the City's salary schedule must be updated and adopted by the City Council to reflect the pay rate.

FISCAL IMPACT
Aquatics Staff:

The fiscal impact of modifying the salary schedule for Fiscal Year 2021/2022 is approximately $10,397.00. The part-time hourly wage line item for the pool is currently only 37% expended for the current fiscal year. It is projected that by the end of the fiscal year the part-time hourly wage line item will be approximately 75% expended under the current salary schedule and current staffing numbers. If the new salary schedule is approved, the remaining 25% budgeted should be sufficient to cover the increased salaries as well as any new hires.

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Item No. 8.G. Page 3 of 3
Fire Personnel:

There is no fiscal impact for this item.

ATTACHMENTS

1. Resolution

2. Fire Salary Schedule

3. SalaryScheduleforAquatics-3
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
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RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE

ADOPTING THE PART-TIME SALARY SCHEDULE FOR AQUATIC
PERSONNEL AND THE 40 HOUR SCHEDULE FOR FIRE PERSONNEL
WHEREAS, the City's Classification Plan of positions may be amended on recommendation of the City Manager and approval by the City Council; and WHEREAS, in order to provide greater efficiency in the aquatic operations of the City and enhance service and safety levels, certain job classifications have been prepared; and
WHEREAS, there is a need to adopt a new part-time Salary Schedule effective February 21st, 2022, to reflect a competitive wage for aquatic staff; and WHEREAS, this increase is recommended due to difficulties in the recruitment and retention of qualified, certificated aquatics staff requiring extensive American Red Cross training and certifications; and
WHEREAS, there is a need to adopt a new 40-hour Salary Schedule for Seaside Fire Fighters’ Association positions effective July 1, 2021, to reflect the Memorandum of Understanding between the City of Seaside and the Seaside Fire Fighters’ Association; and
NOW, THEREFORE BE IT RESOLVED, that the City Council of the City of Seaside hereby approves the attached Salary Schedules.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Seaside duly held on the 17th day of February 2022, by the following vote:

AYES:

NOES:

ABSENT;
ABSTAIN:

APPROVED:
_________________________
Ian N. Oglesby, Mayor
ATTEST:
__________________________
Dominque L. Davis, City Clerk
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HOURLY
RATE

BI-WEEKLY
SALARY
HOURLY
RATE

BI-WEEKLY
SALARY
HOURLY
RATE

BI-WEEKLY
SALARY
HOURLY
RATE

BI-WEEKLY
SALARY
HOURLY
RATE

BI-WEEKLY
SALARY
E01 FIREFIGHTER (112-hour) 29.614 3,316.77 31.096 3,482.75 32.649 3,656.69 34.282 3,839.58 35.995 4,031.44 E05 FIRE ENGINEER (112-hour) 32.693 3,661.62 34.326 3,844.51 36.045 4,037.04 37.847 4,238.86 39.738 4,450.66 E09 FIRE CAPTAIN (112-hour) 36.088 4,041.86 37.895 4,244.24 39.787 4,456.14 41.776 4,678.91 43.865 4,912.88 E01 FIREFIGHTER (80-hour) 41.460 3,316.77 43.534 3,482.75 45.709 3,656.69 47.995 3,839.58 50.393 4,031.44 E05 FIRE ENGINEER (80-hour) 45.770 3,661.62 48.056 3,844.51 50.463 4,037.04 52.986 4,238.86 55.633 4,450.66 E09 FIRE CAPTAIN (80-hour) 50.523 4,041.86 53.053 4,244.24 55.702 4,456.14 58.486 4,678.91 61.411 4,912.88 `
5 SEASIDE FIRE FIGHTERS' ASSOCIATION

SALARY SCHEDULE
EFFECTIVE JULY 10, 2021
STEPS

JOB CLASS CODE JOB CLASS DESCRIPTION
1 2 3 4
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City of Seaside Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Lifeguard $ 14.00 $ 14.35 $ 14.71 $ 15.08 $ 15.45 $ 15.84 $ 16.24 $ 16.64 WSI $ 15.08 $ 15.46 $ 15.84 $ 16.24 $ 16.65 $ 17.06 $ 17.49 $ 17.93 Lead Lifeguard $ 15.84 $ 16.24 $ 16.64 $ 17.06 $ 17.48 $ 17.92 $ 18.37 $ 18.83 Senior Lifeguard $ 17.06 $ 17.91 $ 18.81 $ 19.75 $ 20.74 Assist. Pool Manager $ 18.83 $ 19.77 $ 20.76 $ 21.80 $ 22.89 Pool Manager $ 21.30 $ 22.37 $ 23.48 $ 24.66 $ 25.89
*Seaside Propsed Increases* Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Lifeguard $ 17.00 $ 17.35 $ 17.71 $ 18.08 $ 18.45 $ 18.84 $ 19.24 $ 19.64 WSI $ 18.08 $ 18.46 $ 18.84 $ 19.24 $ 19.65 $ 20.06 $ 20.49 $ 20.93 Lead Lifeguard $ 18.84 $ 19.24 $ 19.64 $ 20.06 $ 20.48 $ 20.92 $ 21.37 $ 21.83 Senior Lifeguard $ 20.06 $ 20.91 $ 21.81 $ 22.75 $ 23.74 Assist. Pool Manager $ 21.83 $ 22.77 $ 23.76 $ 24.80 $ 25.89 Pool Manager $ 23.48 $ 24.66 $ 25.89 $ 27.19 $ 28.55
Comparable Positions
City of Watsonville Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Lifeguard 1 $ 15.40 $ 16.17 $ 16.98 $ 17.83 $ 18.72 $ 19.65 $ 20.64 Lifeguard 2 $ 16.94 $ 17.79 $ 18.68 $ 19.61 $ 20.59 $ 21.62 $ 22.70 City of Monterey
Lifeguard $15.00 - $17.00
Aquatic Specialist $15.00 - $18.00
Carmel Valley Athletic Club
Lifeguard $20
Dolphins Swim School Step 1 Step 2 Step 3 Step 4
Lead Guard $ 22.00 $ 23.00 $ 24.00 $ 25.00
Instructor $ 17.00 $ 18.00 $ 19.00 $ 20.00
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Santa Cruz County Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Lifeguard $ 15.60 $ 15.90 $ 16.20 $ 16.54 $ 16.54 $ 16.54 $ 16.50 City of Pacific Grove Step 1A Step 2B Step 3C Step 4D Step5E Lifeguard $ 15.12 $ 15.88 $ 16.67 $ 17.50 $ 18.38
City of Santa Cruz Step A Step B Step C Step D Step E
Lifeguard $ 14.49 $ 15.21 $ 15.97 $ 16.77 $ 17.61
Pool Manager $ 15.41 $ 16.18 $ 16.99 $ 17.84 $ 18.73
City of King City Step A Step B Step C Step D Step E Step F Lifeguard $ 16.50 $ 17.33 $ 18.19 $ 19.10 $ 20.06 $ 21.06 Pool Manager $ 19.97 $ 20.96 $ 22.01 $ 23.11 $ 24.27 $ 25.48 Assistant Pool Manager $ 18.15 $ 19.06 $ 20.01 $ 21.01 $ 22.06 $ 23.16 Soledad Mission Recreation Department
Aquatics Supervisor $14.00 - $22.00
Head Lifeguard $16.00 - $18.00
Lifeguard $15.00 - $16.00
Swim Instructor $15.00 - $17.00
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CITY OF SEASIDE

STAFF REPORT
Item No.: 8.H.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Ashley Collick, Assistant City Manager
DATE: February 17, 2022
SUBJECT: ADOPT A RESOLUTION AUTHORIZING THE SUBMITTAL OF

APPLICATIONS FOR CAL RECYCLE GRANTS FOR WHICH THE

CITY OF SEASIDE IS ELIGIBLE AND APPROVE AMENDMENT TO
EXISTING MOU FOR SHARED COSTS RELATED TO SB1383

RECOMMENDATION

1. Approve Resolution of the City of Seaside authorizing submittal of application(s) for all CalRecycle Grant and Payment Programs for which the City of Seaside is eligible and to empower the City Manager, or their designee, to execute all necessary documents and materials related to therein; and

2. Amend the MOU for Shared-Costs related to SB 1383 to incorporate a new Exhibit C outlining the SB 1383 Local Assistance Grant Program (OWR1: 2021-22) grant funding and member proportionate shares.

BACKGROUND
In September 2016, Governor Edmund Brown Jr. set methane emissions reduction targets for California (SB 1383 Lara, Chapter 395, Statutes of 2016) in a statewide effort to reduce emissions of short-lived climate pollutants (SLCP). The targets must reduce organic waste disposal 50 percent by 2020 and 75 percent by 2025 and rescue for people to eat at least 20 percent of currently disposed surplus food by 2025.

The City of Seaside is a Member Agency of the Monterey Regional Waste Management District (District) Joints Powers Authority responsible for managing solid waste on behalf of the Cities and unincorporated County communities of coastal Monterey County. The City of Seaside participates on the Technical Advisory Committee (TAC) for SB 1383 led by the District and comprised of staff from each member jurisdiction, the three haulers in the District service area, and MRWMD staff. The District’s TAC has been working Packet Page 57

Item No. 8.H. Page 2 of 4
collaboratively for approximately 1.5 years planning for SB 1383, California’s SLCP regulation. The regulation will have significant impact on each member jurisdiction in meeting the goals set under these regulations. Regulations took effect and local program implementation began January 1, 2022.

While the regulation places the program implementation responsibility on the member jurisdictions, the TAC has been collectively analyzing who best should implement each element of the regulation between the member jurisdictions/hauler or District. The TAC determined that many of the requirements are best completed using shared resources.

As such, an MOU between the District and each of its member jurisdictions was created to have the District incur the shared costs and bill each member jurisdiction twice annually for reimbursement. The City of Seaside approved a MOU between MRWMD and Member Jurisdictions for SB 1383 Shared Costs in July 2021.

New Funding
In January 2022, the Department of Resources Recycling and Recovery (CalRecycle), the agency responsible for administering SB 1383, released application guidelines and instructions related to SB 1383 Local Assistance Grant Program (OWR1:
2021-22) as a one-time grant program meant to provide aid in the implementation of regulations adopted by CalRecycle pursuant to Chapter 395, Statutes of 2016 and SB170 Budget Act of 2021. Funding from CalRecycle will be allocated to each jurisdiction based on grant program estimates according to the Department of Finance’s January 2021 population statistics. This non-competitive grant program provides funding to local jurisdictions to assist with the implementation of regulation requirements associated with SB 1383.

Applications for this one-time non-competitive grant funding were due February 1, 2022. All jurisdictions within the District, and Salinas Valley Solid Waste Authority (Authority) successfully submitted individual applications to CalRecycle on or before the submission deadline, based on CalRecycle guidance, and with submission support provided by each waste district. An applicant’s governing body is required to declare by resolution certain authorizations related to the grant administration by the second due date of March 1, 2022 in order to receive funding beginning April 1, 2022. A resolution authorizing submission for any CalRecycle grant and payment program for which our agency is eligible for a period of 5 years, is presented for your consideration and authorization as Attachment 1.

Grant Project Approach & Expenditures
MRWMD led efforts to assist all member agencies in responding to the available grant funding solicitation. The Member Agencies of Carmel, Del Rey Oaks, Marina, Monterey, Sand City, Seaside, Pacific Grove, and the Pebble Beach Community Services District (PBCSD) joined the Local Assistance Grant Program effort as a regional collaborative Packet Page 58

Item No. 8.H. Page 3 of 4
project for the implementation of regulation requirements associated with SB 1383, in coordination with other jurisdictions of the Monterey County region to maximize project impact and cost-effectiveness across the countywide area, consistent with existing cooperative SB 1383 planning, preparation and implementation practices already underway throughout the service territory. This regional grant-funded project will be coordinated through the two local waste management governmental agencies within Monterey County, Monterey Regional Waste Management (MRWMD), and Salinas Valley Solid Waste Authority (SVSWA).

The Member Agencies, along with each of the MRWMD and SVSWA member agencies are applying individually to this grant program using a unified regional project design, budget and implementation approach. All participating jurisdictions’ individual grant funding will be pooled together and expended in a cooperative manner by their agencies’ respective waste districts, MRWMD and SVSWA. The County of Monterey is applying separately and will manage its budget and project implementation independently, in coordination with broader regional planning efforts.

Based on current regional needs and findings to date related to SB 1383 in Monterey County, the following four major components will comprise the principal focus areas of program expenditures under the proposed regional project approach:

1. Grant Management, Tracking & Reporting

2. Agency Procurement Support

3. Edible Food Recovery Implementation and Capacity Building

4. Organics & Edible Food Recovery Education, Outreach and Technical Assistance Each element will be informed by regional coordination through the established MRWMD and SVSWA TAC forums, Capacity Planning Assessments and related studies completed or in process throughout the region, and new data and information obtained through program implementation trials, stakeholder feedback and best practices as identified. All expenditures will be incurred jointly, facilitated through each respective waste agency, and tracked and reported by each jurisdiction, based on the percentage of grant funds received by each agency compared to the full funding received collectively by all participating member agencies. CalRecycle, based on per capita calculations, using the Department of Finance’s January 2021 population statistics, estimates jurisdictions’ proportionate grant allocations.

A summary of individual and collective agency grant allocations is presented as Exhibit C. Consistent with the District’s existing MOU with Member Agencies for Shared-Costs associated with SB 1383, it is recommended that the City of Seaside authorize the attached amendment to incorporate shared costs related to CalRecycle’s SB 1383 Local Assistance Grant Program into this existing MOU. Upon notice of award, the District will invoice each participating Member Agency based on grant funding amounts allocated by CalRecycle and administer such funding in line with the approved project scope of work Packet Page 59

Item No. 8.H. Page 4 of 4
and grant guidelines, terms and conditions. The District will coordinate grant implementation through the established TAC forums and report actual expenditures incurred to date and progress toward project deliverables at regular intervals to all Member Agencies. A copy of the City of Seaside's grant proposal is attached as Attachment 2.

In order to participate in this CalRecycle grant funding, it is requested that the City of Seaside approve the attached resolution authorizing the City Manager to submit application(s) for all CalRecycle Grant and Payment programs for which it is eligible for a period of five years; and to amend the existing MOU for Shared-Costs related to SB 1383 implementation to incorproate Exhibit C outlining funding associated with the Local Assistance Grant Program. An amended MOU is presented as Attachment 3.

FISCAL IMPACT
There is no cost to the City of Seaside to be a participating agency on this cooperative regional grant or amend the existing MOU for SB 1383 Shared-Costs. The City of Seaside will benefit from an estimated $212,566 in regional funding to be administered by the District, in support of regional SB 1383 program planning, compliance and implementation efforts, in addition to an estimated $310,060 in regional funding to be administered by the Authority.

ATTACHMENTS

1. Attachment 1 - Draft Cal Recycle Resolution

2. Attachment 2 - Cal Recycle SB1383 Application

3. Attachment 3 - Amended MOU - SB 1383 Shared Costs
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
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RESOLUTION NO. XX-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE

AUTHORIZING SUBMITTAL OF APPLICATION(S) FOR ALL CALRECYCLE GRANTS FOR

WHICH THE CITY OF SEASIDE IS ELIGIBLE
WHEREAS, Public Resources Code sections 48000 et seq. authorize the Department of Resources Recycling and Recovery (CalRecycle) to administer various grant programs (grants) in furtherance of the State of California’s (state) efforts to reduce, recycle and reuse solid waste generated in the state thereby preserving landfill capacity and protecting public health and safety and the environment; and
WHEREAS, in furtherance of this authority CalRecycle is required to establish procedures governing the application, awarding, and management of the grants; and WHEREAS, CalRecycle grant application procedures require, among other things, an applicant’s governing body to declare by resolution certain authorizations related to the administration of CalRecycle grants.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Seaside authorizes the submittal of application(s) to CalRecycle for all grants for which the City of Seaside is eligible; and
BE IT FURTHER RESOLVED that the City Manager, or his/her designee is hereby authorized and empowered to execute in the name of the City of Seaside all grant documents, including but not limited to, applications, agreements, amendments and requests for payment, necessary to secure grant funds and implement the approved grant project; and BE IT FURTHER RESOLVED that these authorizations are effective for five (5) years from the date of adoption of this resolution.

PASSED AND ADOPTED by the City Council of the City of Seaside at a regular meeting duly held on 3rd day of February 2022, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
______________________________
Ian N. Oglesby, Mayor
ATTEST:
___________________________
Dominique Davis, City Clerk
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Application
Application Information
Applicant: City of Seaside
Cycle Name: SB 1383 Local Assistance Grant Program Application Due Date: 2/1/2022 Cycle Code: OWR1 Secondary Due Date: 3/1/2022
Grant ID: 25443
Grant Funds Requested: $43,150.54 Request Advance Payment: Yes Matching Funds: $0.00 (if applicable)
Awarded Funds: $0.00
Project Summary: CITY OF SEASIDE

MRWMD & SVSWA UNIFIED PROJECT APPROACH
SB 1383 LOCAL ASSISTANCE GRANT PROGRAM (OWR1: 2021-22)
The City of Seaside (Applicant), in partnership with our local waste district, Monterey Regional Waste Management District (MRWMD/District), and local environmental consultancy, Blue Strike Environmental, are pleased to submit this SB 1383 Local Assistance Grant Program application to assist the City of Seaside in the implementation of regulation requirements associated with SB 1383.

The City of Seaside joins a regional collaborative project in the implementation of regulation requirements associated with SB 1383, in coordination with other jurisdictions of the Monterey County region to maximize project impact and costeffectiveness across the countywide area. The regional projects will be coordinated through the two local waste management governmental agencies within Monterey County, Monterey Regional Waste Management (MRWMD), and Salinas Valley Solid Waste Authority (SVSWA).

The City of Seaside, along with each of the MRWMD and SVSWA member agencies are applying individually to this grant program using a unified regional project design, budget and implementation approach. All participating jurisdictions’ individual grant funding will be pooled together and expended in a cooperative manner by their agencies’ respective consultants, MRWMD, through Blue Strike Environmental, and SVSWA. The County of Monterey is applying separately and will manage its budget and project implementation independently, in coordination with broader regional planning efforts.

EXECUTIVE SUMMARY
Regional Grant Project Tasks — A Collaborative Approach The following is a brief summary of regional grant project tasks under this collaborative effort. A detailed project summary is presented as Attachment A.

Based on current regional needs and findings to date related to SB 1383 in Monterey County, the following four major components will comprise the principal focus areas of program expenditures under the proposed regional project approach:
•TASK 1—GRANT MANAGEMENT, TRACKING & REPORTING
MRWMD member Cities and member agency Pebble Beach Community Services District (PBCSD) will allocate funds for grant management of the eight (8) participating member jurisdictions to its consultant Blue Strike Environmental. SVSWA will be providing in-kind grant management services for the five (5) Member Cities of SVSWA. •TASK 2—JURISDICTION COMPOST PROCUREMENT SUPPORT
Member Cities will allocate funds for the development of compost procurement market outlets and alleviate the three-fold challenge that agencies tasked with these new procurement requirements are facing: (1) procurement costs including non-product costs such as labor, transportation, and spreading; (2) changing the current mulch uses and practices; and (3) the limiting factors of finding appropriate product application areas within the Cities owned or managed facilities or lands.

Funds will be used to support the identification of potential product demand for use of procured materials among such target audiences as ranchers, farmers, landscapers, parks, residents and businesses; reduce barriers to program and product adoption; and provide informative proof of concept case studies, cost and impact data related to the utilization of materials by target audiences helping to build long-term demand for growing compost and organics products anticipated through SB 1383. The Cities plan to develop a work plan with Zero Foodprint (ZFP) to realize this grant task. Also, Generated By: Ashley Collick
Grants Management System (GMS)

https://secure.calrecycle.ca.gov/Grants/Grant/Grant.aspx?GrantID=25443 Date Generated: February 9, 2022 10:34 AM
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MRWMD and SVSWA, on behalf of the Cities will develop an Incentivized Use (Small-Scale Residential/Commercial) Voucher Coupon Program to promote free or discounted use of agency procured compost. •TASK 3 –EDIBLE FOOD RECOVERY IMPLEMENTATION & CAPACITY BUILDING In December 2021, Blue Strike Environmental completed the region’s first Edible Food Recovery Capacity Planning Assessment led by SVSWA in partnership with the Monterey County Edible Food Recovery Technical Advisory Committee. Early results of this study indicate that additional capacity for this program element may be necessary to meet the 20% recovery target for California. Additional need areas were also identified in this study through the capacity survey and coordination with various stakeholders including the need for additional capacity building materials and equipment, coordination and transportation services, as well as potential technology platform(s) to assist in readily connecting donating edible food generators with receiving food rescue organizations. This task is designed in direct response to the results outlined in the region’s initial Assessment to better meet the Edible Food Recovery needs of the region.

This task includes three primary subtasks: (1) Stakeholder Engagement with food rescue organizations, Tier 1 and Tier 2 generators, and key stakeholders; (2) Technology Platform to connect donating generators and receiving organizations, especially for supporting the increased volumes of Tier 2 generator prepared edible food donations, with higher levels of food safety risks and time and temperature control requirements; and (3) Capacity Building support for the local food rescue community through coordination, technical assistance and procurement of equipment and materials infrastructure to assist organizations in increasing capacity or throughput of recovered edible food. Currently the region is reviewing two technology platforms under Subtask 2: CareIt and Means. Additional platforms may be considered as new information is obtained. Under Subtask 3, it is anticipated that CalRecycle grant funding will support the purchase of smaller capacity building materials such as kitchen and transportation supplies for increased food safety, temperature appropriate storage capacity, processing, and preservation of increased volumes of food donations. This task will be supported by additional in-kind shared-cost member contributions from each of the two waste agencies, currently estimated at $110K for year 1.
•TASK 4—ORGANICS & EDIBLE FOOD RECOVERY EDUCATION, OUTREACH AND TECHNICAL ASSISTANCE This task will support the design, production and distribution of education and outreach materials and supplies and technical assistance to aid residents and businesses in the ready adoption of organics diversion (collection), Edible Food Recovery, enforcement, or other aspects of SB 1383. Budget allocations related to this task may include but are not limited to education, outreach and technical assistance program planning, design and stakeholder coordination to incentivize, define and promote various program aspects of SB 1383, on the ground technical assistance to generators (businesses including Tier1/Tier2 generators), multi-family facilities, food recovery organizations or service providers, or other key stakeholder audiences, production and distribution of educational materials such (such as flyers, brochures, postcards, etc.), purchase of collection materials such as kitchen pails or bins for businesses, and related materials.

Project Coordination — A Unified Approach
Each element will be informed by regional coordination through the established MRWMD and SVSWA Technical Advisory Committee forums, Capacity Planning Assessments and related studies completed or in process throughout the region, and new data and information obtained through program implementation trials, stakeholder feedback and best practices as identified. All expenditures will be incurred jointly, facilitated through each respective waste agency, and tracked and reported by each jurisdiction, based on the percentage of grant funds received by each agency compared to the full funding received collectively by all participating member agencies.

Working in coordination with the designated CalRecycle grant manager or other agency representatives as appropriate, the region may adjust these proposed expenditure areas, amounts, or priorities, consistent with grant expenditure eligibility requirements, as needed during the course of the grant term based on the needs of the region.

Ordinance & Resolution Requirement Status – On Schedule All member agencies are working on parallel timelines to adopt an enforceable ordinance(s), or similarly enforceable mechanism, pursuant to section 18981.2 of Title 14 of the California Code of Regulations. At this time, it is believed that all local jurisdictions in the Monterey County region have passed such ordinance(s), or similarly enforceable mechanisms, or have such items scheduled for considerations by their respective Councils or Boards in order to meet the April 1, 2022 ordinance requirement. Resolutions for all jurisdictions are anticipated by the March 1, 2021 secondary due date.

Gratitude
Funding received through this grant program will serve as a vital catalyst to further our region’s SB 1383 compliance efforts. On behalf of the City of Seaside, and the entire regional project team, we thank CalRecycle for your time and consideration of this grant request.
###

https://secure.calrecycle.ca.gov/Grants/Grant/Grant.aspx?GrantID=25443 Date Generated: February 9, 2022 10:34 AM
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Applicant/Participant
Name: City of Seaside Lead: X
Federal Tax ID: Jurisdiction: Seaside
County: Monterey
Contacts
Prime Second Auth Cnslt
Brennen Jensen Title: Climate & Energy Division Lead X X EcoShift
126 Bonifacio Pl. Ste. G
Monterey, CA 93940
Phone: 8319173720
Fax:

Email: [email protected]
Ashley Collick Title: Assistant City Manager X

440 Harcourt Avenue
Seaside, CA 93955
Phone: 8318996812
Fax:

Email: [email protected]
Zoë Shoats Title: Director of Communications X X
Monterey Regional Waste Management Distr
PO Box 1670
14201 Del Monte Blvd
Marina, CA 93933
Phone: 8312646390
Fax:

Email: [email protected]
Roberta Greathouse Title: Acting City Manager X

440 Harcourt Avenue
Seaside, CA 93955
Phone: 8318996713
Fax:

Email: [email protected]
Dominique Davis Title: City Clerk X

440 Harcourt Avenue
Seaside, CA 93955
Phone: 8318996707
Fax:

Email: [email protected]
Budget
Category Name Amount
Admin Costs $15,202.00
Collection $0.00
Education $10,647.00
Enforcement $0.00
Equipment $0.00
Indirect Costs $0.00
Marketing/Promotion/Outreach $15,708.54
Materials $1,593.00
Personnel $0.00
Training $0.00
Upgrade/Expansion $0.00
No Site Information Provided
Documents Document Title Received Date
Required
Application Certification Application Certification 1/31/2022 Required By Secondary Due Date
Resolution - Individual Application

https://secure.calrecycle.ca.gov/Grants/Grant/Grant.aspx?GrantID=25443 Date Generated: February 9, 2022 10:34 AM
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Resolution - Regional Application Lead
Participant
Other Supporting Document(s)
Draft Resolution
Joint Powers Agreement MRWMD JPA Member Agreement 2/1/2022 Letter of Authorization/Resolution
Letter of Designation
Resolution
1383 Local Assistance Grant Program: Check the following, as applicable. See Application Guidelines and Instructions for more information.

X Applicant acknowledges that its approved Resolution must be uploaded no later than the secondary due date.

Program Questions
California Labor Code section 1782 prohibits a charter city from receiving state funding or financial assistance for construction projects if that charter city does not comply with Labor Code sections 1770-1782. If any applicants or participating jurisdictions are charter cities or joint powers authorities that include charter cities, the lead applicant must certify that Labor Code section 1782 does not prohibit any included charter city from receiving state funds for the project described in this application. If it is determined after award that a participating jurisdiction is a charter city prohibited from receiving state funds for this grant project, the grant will be terminated and any disbursed grant funds shall be returned to CalRecycle.

If any applicant or participating jurisdiction is a charter city or a joint powers authority that contains one or more charter cities, does Labor Code section 1782 prohibit those charter cities from receiving state funding for the project described in this grant application? Check the following, as applicable.

X Not Applicable. This application does not include any charter cities. 1383 Local Assistance Grant Program: Will your jurisdiction have an enforceable ordinance(s), or similarly enforceable mechanism pursuant to section 18981.2 of Title 14 of the California Code of Regulations submitted to CalRecycle by April 1, 2022? X Yes
1383 Local Assistance Grant Program: If you are a Special District, do you provide solid waste collection services? X Not Applicable

https://secure.calrecycle.ca.gov/Grants/Grant/Grant.aspx?GrantID=25443 Date Generated: February 9, 2022 10:34 AM
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1 MEMORANDUM OF UNDERSTANDING

BETWEEN THE MONTEREY REGIONAL WASTE MANAGEMENT DISTRICT AND ITS

MEMBER AGENCIES REGARDING ASSISTANCE WITH COMPLIANCE WITH CALIFORNIA SENATE BILL 1383
This Memorandum of Understanding (“MOU”) is made and entered into as of the date of the signatures set forth below by and between the MONTEREY REGIONAL WASTE MANAGEMENT DISTRICT (“District”, “MRWMD”), a California Garbage and Refuse Disposal District, and its member agencies including the cities of CARMEL-BY-THE-SEA, DEL REY OAKS, MARINA, MONTEREY, PACIFIC GROVE, SAND CITY, and SEASIDE; THE PEBBLE BEACH COMMUNITY SERVICES DISTRICT; and THE COUNTY OF MONTEREY (“Member Agencies”). Collectively these entities shall be known herein as “Parties” or individually as a “Party.”
Recitals
A. The State of California has passed legislation, known as Senate Bill 1383, California’s Short-Lived Climate Pollutants regulation. The regulation will have significant impact on each Member Agency, with the goal of reducing organic material being landfilled by 75% by 2025, compared to a 2014 basis. The legislation mandates that Member Agencies undertake certain activities around the handling of organic waste materials collected within their jurisdictions. The regulation also requires 20% recovery of edible food by 2025 to direct it to a beneficial use and thus prevent it from entering the waste stream. Regulations take effect, and local program implementation will begin, on January 1, 2022.

B. The Member Agencies have determined that it is in their best interest to coordinate their activities related to this legislation. This coordination is being facilitated by the District’s Technical Advisory Committee (TAC) comprised of staff from each Member Agency, the three Haulers in the District service area (Haulers), Salinas Valley Recycles (SVR) and MRWMD.

C. The Member Agencies have further determined that the District has the expertise and resources necessary to implement some of these activities on the Member Agencies’ behalf and have now requested that the District incur costs to provide these activities.

D. The Member Agencies have agreed to reimburse the District for proportionate shares of certain designated annual costs incurred by the District for these activities.

E. The form and content of this MOU have been presented to the TAC, and the TAC has recommended it for approval by the Parties
NOW THEREFORE, in consideration of the mutual benefits to be derived by the District and the Member Agencies, and of the promises contained in this MOU, the Parties agree as follows:

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2 Section 1. Recitals: The recitals set forth above are incorporated into this MOU.

Section 2. Purpose: The purpose of this MOU is to provide a structure for the Member Agencies to reimburse the District for SB 1383related activities it performs on behalf of the Member Agencies.

Section 3. Voluntary: This MOU is voluntarily entered into by the Parties for the purpose of facilitating the implementation of SB 1383.

Section 4. Term: This MOU shall become effective on the last day of its execution by a Party and shall remain in effect until terminated by the Parties.

Section 5. Scope of Work, Costs & Cost Sharing: The scope of work, and associated costs, are set out in Exhibit A, entitled Detailed Activities and Costs, attached hereto and incorporated herein. Allocation of such costs to the Member Agencies is set out in Exhibit B, entitled Member Agencies’ Annual Proportionate Shares and Costs, attached hereto and incorporated herein. Exhibit C outlines estimated individual Member Agencies’ allocations related to the Department of Resources Recycling and Recovery (CalRecycle) SB 1383 Local Assistance Grant Program (OWR1: 2021-22), attached hereto and incorporated herein.

No later than March 1 of each year, and at such other times as directed by the Parties, the TAC shall meet to consider and, if deemed necessary, modify Exhibits A, and B, and/or C subject to direction from the governing bodies of each Member Agency to its TAC representative.

Section 6. The District Agrees:
(a) District staff will manage activities as identified in Exhibit A and C, which activities include contracting with third party vendors when reasonably necessary and paying those vendors for contracted costs.
(b) Two times per year, on dates to be determined by the TAC, District will invoice Member Agencies for each Member Agency’s proportionate share of costs as shown in Exhibit B with each invoice to be fifty percent (50%) of the Member Agency’s share of costs. (b)(c) Upon award of CalRecycle SB 1383 Local Assistance Grant Program funds, the District will invoice Member Agencies for their full allocation of grant funds as shown in Exhibit C. Four times during the grant term, aligned with dates identified by CalRecycle grant Terms & Conditions, the District shall report to Member Agencies a summary of actual grant expenditures and progress toward grant tasks to date.
(c) District will maintain an accounting of activities and expenses and provide reconciliation of payments annually. Material differences between estimated costs and actual incurred costs will result in either: 1) an adjustment made to the final annual payment for each Member Agency, or 2) such cost difference shall be incorporated into the subsequent year cost allocation.

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3 (d) In year one only, in recognition of expected continuation of improved recycling revenues for the District from recyclable material sales, the District will off-set $140,000 of the costs identified in Exhibit A. This off-set is reflected in the cost allocations set out in Exhibit B for FY 2021-22.

Section 7. The Member Agencies Agree:
(a) To reimburse the District for all expenses incurred by the District under this MOU in accordance with each Member Agency’s proportionate share as shown on Exhibit B and C. (b) To make a full-faith effort to cooperate with one another and with the District to achieve the purposes of this MOU by providing information, reviewing information in a timely manner, and informing their respective administration and governing bodies.

Section 8. Termination. Any Party may terminate its participation in this MOU upon giving written notice to the District no later than April 1 of any calendar year during the term of this MOU. Within ten days following a Party’s termination date, such party shall pay District all charges then due and payable and shall pay when determined any additional charges that shall later come due under the MOU, subject to the limits set out in Exhibits A, and B and C.

Section 9. General Provisions.
(a) This MOU is binding and for the benefit of the respective successors, heirs, and assigns of each Party and the District; provided however, no Party may assign its respective rights or obligations under this MOU without the prior written consent of the District. (b) This MOU is governed by, interpreted under, and construed and enforced in accordance with the laws of the State of California.
(c) If any provision of this MOU is determined by any court to be invalid, illegal, or unenforceable to any extent, then the remainder of this MOU will not be affected, and this MOU will be construed as if the invalid, illegal, or unenforceable provision had never been contained in this MOU.
(d) Waiver by the District or any Party to this MOU of any term, condition, or covenant of this MOU will not constitute a waiver of any other term, condition or covenant.

Waiver by the District or any Party of any breach of the provisions of this MOU will not constitute a waiver of any other provision, nor a waiver of any subsequent breach or violation of any provision of this MOU.
(e) This MOU may be executed in any number of counterparts, each of which is an original but all of which taken together will constitute one and the same instrument, provided, however, that such counterparts have been delivered to all parties to this MOU.

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4 (f) All parties acknowledge they have been represented, or have had the opportunity to be represented, by counsel in the preparation and negotiation of this MOU. Accordingly, this MOU will be construed according to its fair language. Any ambiguities will be resolved in a collaborative manner by the District and the Parties and must be rectified by amending this MOU.

IN WITNESS WHEREOF, the District and the Parties have caused this MOU to be executed by their duly authorized representatives as of the date of their respective signatures.

MONTEREY REGIONAL WASTE MANAGEMENT DISTRICT
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
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5 CITY OF CARMEL-BY-THE-SEA
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
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6 CITY OF DEL REY OAKS
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
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7 CITY OF MARINA
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
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8 CITY OF MONTEREY
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
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9 CITY OF PACIFIC GROVE
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
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10 SAND CITY
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
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11 CITY OF SEASIDE
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
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12 PEBBLE BEACH COMMUNITY SERVICES DISTRICT
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
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13 COUNTY OF MONTEREY
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
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14 EXHIBIT A

DETAILED ACTIVITIES & COSTS
FY 2021-2022
Scope of Work
The activities related to the implementation of SB 1383 may include contracting and policy development; public education; materials purchasing and distribution; reporting; contamination monitoring; edible food waste recovery; enforcement; procurement; organics processing; rate setting; cost monitoring; and any other related activities the Parties choose to address.

The District will take the lead producing public education campaigns in concert with the alreadyprovided Hauler and/or Member Agency resources. The Member Agencies will be responsible for production and mailing fees associated with outreach. The District will also contract with a vendor to administer contamination monitoring in the form of curbside lid flipping within each Member Agency, except for in Carmel-by-the-Sea and the County of Monterey, where the City of Carmel-bythe-Sea and the County of Monterey will decide how to proceed. The District will also provide CalRecycle reporting services to the Member Agencies. In addition, funds will be allocated to food recovery organizations for procurement of refrigerated holding facilities or transport vehicles to support edible food recovery efforts.

Costs
SB 1383 Fee Category Detail FY 21/22 Cost Notes
Contracting/Policy (HF&H) Franchise amendment/ordinance development 122,815 Public Education $ 50,000 Covers creation of materials, but not production or distribution Kitchen Pails w/ sticker & postcard SFD & MFD upon request $ 50,000 Reporting Recyclist $ 11,610 Note: Omits City of Montrey & County from shared cost MRWMD staff time $ 20,000 Contamination Monitoring (Lid Flipping) Blue Strike / Greenwaste Recovery for Carmel MA Specific See attachment for cost breakdown Edible Food Recovery Donations to local food recovery organizations $ 50,000 Organics Processing District fees $ - $ 304,425
Reduction from MRWMD for recycling revenues FY 21/22 $ (140,000) $ 164,425 HFH Franchise Management & Rate Setting $ 55,000 Note: Omits City of Montrey & County from shared cost Monitoring Costs 11,047 Total $ 230,472
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15 EXHIBIT B
MEMBER AGENCIES’ ANNUAL PROPORTIONATE SHARES & COSTS*
FY 2021-2022
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16 EXHIBIT B
(Continued)
MEMBER AGENCIES’ ANNUAL PROPORTIONATE SHARES & COSTS*
FY 2021-2022
*Member Agencies’ proportionate costs subject to adjustment annually in accordance with any change in scope and total costs.

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17 EXHIBIT C
MEMBER AGENCIES’ ESTIMATED ALLOCATION OF CALRECYCLE LOCAL ASSISTANCE GRANT PROGRAM FUNDING (OWR1: 2021-22)**
The Member Agencies of Carmel, Del Rey Oaks, Marina, Monterey, Sand City, Seaside, Pacific Grove, and the Pebble Beach Community Services District (PBCSD) join the Local Assistance Grant Program as a regional collaborative project for the implementation of regulation requirements associated with SB 1383, in coordination with other jurisdictions of the Monterey County region to maximize project impact and cost-effectiveness across the countywide area.

This regional grant-funded project will be coordinated through the two local waste management governmental agencies within Monterey County, Monterey Regional Waste Management (MRWMD), and Salinas Valley Solid Waste Authority (SVSWA).

The Member Agencies, along with each of the MRWMD and SVSWA member agencies are applying individually to this grant program using a unified regional project design, budget and implementation approach. All participating jurisdictions’ individual grant funding will be pooled together and expended in a cooperative manner by their agencies’ respective waste districts, MRWMD and SVSWA. The County of Monterey is applying separately and will manage its budget and project implementation independently, in coordination with broader regional planning efforts.

Based on current regional needs and findings to date related to SB 1383 in Monterey County, the following four major components will comprise the principal focus areas of program expenditures under the proposed regional project approach:
1) Grant Management, Tracking & Reporting
2) Agency Procurement Support
3) Edible Food Recovery Implementation and Capacity Building 4) Organics & Edible Food Recovery Education, Outreach and Technical Assistance Each element will be informed by regional coordination through the established MRWMD and SVSWA Technical Advisory Committee forums, Capacity Planning Assessments and related studies completed or in process throughout the region, and new data and information obtained through program implementation trials, stakeholder feedback and best practices as identified.

All expenditures will be incurred jointly, facilitated through each respective waste agency, and tracked and reported by each jurisdiction, based on the percentage of grant funds received by each agency compared to the full funding received collectively by all participating member agencies. CalRecycle, based on per capita calculations, using the Department of Finance’s January 2021 population statistics, estimates jurisdictions’ proportionate grant allocations. A summary of individual and collective agency grant allocations is presented below as Table 1.

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18 EXHIBIT C
(Continued)
MEMBER AGENCIES’ ESTIMATED ALLOCATION OF CALRECYCLE LOCAL ASSISTANCE GRANT PROGRAM FUNDING (OWR1: 2021-22)**
Table 1. Thirteen Agency Collaborative Approach Budget Summary ** Working in coordination with the designated CalRecycle grant manager or other agency representatives as appropriate, the region may adjust these proposed expenditure areas, amounts, or priorities, consistent with grant expenditure eligibility requirements, as needed during the course of the grant term based on the needs of the region.

Agencies Estimated
Funding
% of District
Subtotal
% of Region
Total
Waste
District
Carmel-by-the-Sea $20,000 9% 4% MRWMD
Del Rey Oaks $20,000 9% 4% MRWMD
Marina $29,771 14% 6% MRWMD
Monterey $38,247 18% 7% MRWMD
Pacific Grove $21,398 10% 4% MRWMD
Sand City $20,000 9% 4% MRWMD
Seaside $43,151 20% 8% MRWMD
Pebble Beach Community
Services District
$20,000 9% 4% MRWMD
Subtotal (MRWMD): $212,566 100% 41%
Gonzales $20,000 6% 4% SVSWA
Greenfield $25,157 8% 5% SVSWA
King City $20,665 7% 4% SVSWA
Salinas $211,143 68% 40% SVSWA
Soledad $33,095 11% 6% SVSWA
Subtotal (SVSWA): $310,060 100% 59%
TOTAL (13 Agency Regional
Approach): $522,626 100%
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CITY OF SEASIDE

STAFF REPORT
Item No.: 8.I.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Ashley Collick, Assistant City Manager
Roberta Greathouse, Human Resources Director/Risk Manager DATE: February 17, 2022
SUBJECT: ADOPT A RESOLUTION AUTHORIZING THE TEMPORARY

STREET CLOSURE POLICY

RECOMMENDATION
Adopt a resolution authorizing the Temporary Street Closure Policy.

BACKGROUND
Temporary street closures, such as block parties, street fairs, and other special events, demonstrate the range and diversity of ways in which a city's streets may be utilized.

Whether done as a precursor to a future project or as a seasonal or weekly event, temporary closures can activate the street and showcase participating businesses and communities. Depending on a street's usage and characteristics, temporary street closures can take multiple forms, ranging from an emphasis on active recreation, biking, or exercise to business activity, food, or arts.

This policy memorializes the procedure for approving temporary street closures. It authorizes the City Manager, with the recommendation of the Police Chief, Fire Chief, City Engineer, and Risk Manager, to authorize:

1. City sponsored events and community events that occur on an annual or routine basis, and previously approved by the City Council (i.e., Hot Cars Cool Nights, Red White and Blues, Farmer’s Market, Fire Department Open House, etc.); and

2. Closures lasting for eight hours or less where the majority of residents / businesses within 500 feet of the proposed closure support the closure (i.e. a neighborhood block party).

City Council approval is required for:

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Item No. 8.I. Page 2 of 2

1. Special events of a non-routine nature;

2. Events lasting longer than eight hours; and

3. Requests for closure of traffic arteries or streets with a speed limit that exceeds 30 miles per hour.

Requests for temporary street closure that are denied by the City Manager may be appealed to the City Council.

FISCAL IMPACT
There is no fiscal impact associated with the adoption of this policy.

ATTACHMENTS

1. Resolution

2. Temporary Street Closure Policy
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
Packet Page 85
RESOLUTION NO. XX-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE

ADOPTING THE TEMPORARY STREET CLOSURE POLICY
WHEREAS, Temporary street closures, such as block parties, street fairs, and other special events, demonstrate the range and diversity of ways in which a city's streets may be utilized. Whether done as a precursor to a future project or as a seasonal or weekly event, temporary closures can activate the street and showcase participating businesses and communities. Depending on a street's usage and characteristics, temporary street closures can take multiple forms, ranging from an emphasis on active recreation, biking, or exercise to business activity, food, or arts; and
WHEREAS, this policy memorializes the procedure for approving temporary street closures. It authorizes the City Manager, with the recommendation of the Special Events Committee, to authorize:

1. City sponsored events and community events that occur on an annual or routine basis, and have been previously approved by the City Council (i.e., Hot Cars Cool Nights, Red White and Blues, Farmer’s Market, Fire Department Open House, etc.); and

2. Closures lasting for eight hours or less where the majority of residents / businesses within 500 feet of the proposed closure support the closure (i.e. a neighborhood block party); and
WHEREAS, City Council approval is required for:

1. Special events of a non-routine nature;

2. Events lasting longer than eight hours; and

3. Requests for closure of traffic arteries or streets with a speed limit that exceeds 30 miles per hour; and
WHEREAS, The draft policy has been reviewed, and recommended for approval, by the City's Special Event Committee which is comprised of representatives of the Police Department, Fire Department, Public Works, Recreation, Community Development, the City Manager's Office, and Risk Management.; and
WHEREAS, the Council has the authority to modify this program as needed in order to meet the policy objectives; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Seaside do hereby direct the City of Seaside City Manager to accept and execute on behalf of the City Council, the adoption of the Temporary Street Closure Policy.

Packet Page 86
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Seaside duly held on the 17th day of February 2022, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
______________________________
Ian N. Oglesby, Mayor
ATTEST:
___________________________
Dominique Davis, City Clerk
Packet Page 87
February 2022

TEMPORARY STREET CLOSURE POLICY
I. Purpose
A. It is the policy of the City of Seaside to encourage neighborhood, business, and community activities that promote the health, welfare, safety, and harmony of its citizens. Temporary street closures for such activities will be authorized when those closures are not anticipated to cause harm to or be a significant disruption to the general public.

B. The purpose of this policy to the define parameters under which requests for temporary street closures for community and special events will be considered and processed. Except as otherwise provided by law, it shall be unlawful to close any public street unless a Street Closing Permit has been issued by the City of Seaside in accordance with this policy.

II. Scope
This policy applies to all roads and streets in the City of Seaside road system.

A. City Manager’s Administrative Approval: The City Manager, with recommendation of City staff, is authorized to approve:

1. City sponsored events and community events that occur on an annual or routine basis, and have been previously approved by the City Council (i.e., Hot Cars Cool Nights, Red White and Blues, Farmer’s Market, Fire Department Open House, etc.); and

2. Closures lasting for eight hours or less where the majority of residents / businesses within 500 feet of the proposed closure support the closure (i.e. a neighborhood block party).

B. City Council Approval: City Council approval is required for:

1. Special events of a non-routine nature;

2. Events lasting longer than eight hours; and

3. Requests for closure of traffic arteries or streets with a speed limit that exceeds 30 miles per hour.

III. Policy Criteria
A. Disposition of Temporary Street Closure Requests is administrative in nature under the authority of the City Manager and the Seaside City Council.

B. A notice of application for street closure must be distributed to residents and business affected by the potential closure sample form attached.

C. Fire hydrants on the specified street closure shall not be obstructed by vehicles, temporary structures, tents or other obstacles that impede the fire departments ability to access the hydrant in the event of an emergency. A minimum of 20-foot unobstructed path must be maintained for emergency vehicle access to the street if the event is not a complete, hard closure. If the event plans on having a hard closure, both the fire and police departments must be made aware of the closure in advance so alternative routes of response can be planned. An Emergency Access plan must be submitted and approved by the Fire Department and Police Department.

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February 2022
D. The applicant shall conduct all activities in such a manner that the health and safety of the public are not negatively impacted.

E. Promptly following the conclusion of the event, the applicant shall clean the right-of-way equivalent to its condition prior to the temporary closure.

F. Approval of the request is subject to other conditions that may be specified by the City Manager or City Council.

G. Conditions considered for all street closures include (but are not limited to):

1. Impact of the proposed closure on residents, occupants, or businesses.

2. Impact of the proposed closure on the accessibility of emergency vehicles into the closure areas.

3. Impact of the proposed closure on vehicular traffic such as circulation, site lines, traffic movement, and availability of alternate routes for traffic.

4. Potential interference with commercial and business activities in the immediate vicinity.

5. Conditions existing within the surrounding area that, when occurring in conjunction with a street closure, might create a hardship or an unnecessary inconvenience to the public or persons residing in the area.

H. The applicant is responsible for all costs associated with establishing, running, or maintaining the closure, including reimbursing the City for any costs associated with the closure, unless a fee waiver is approved by the City Council.

I. The proposed street closure must be compatible with the neighborhood / commercial area of the requested street or road.

J. The location must be large enough for the anticipated the crowd capacity as determined by the City’s Police Chief, Fire Chief, City Engineer, and Risk Manager.

K. The temporary street closure shall be for a period less than eight (8) hours, including any set up time and breakdown time, unless approved by City Council.

L. The City of Seaside maintains the right to cancel approval of the street closure at any time.

M. The City reserves the right to limit the number of street closures in particular areas in order to limit disruption to residents and businesses.

N. The City Manager will maintain and update the application and other forms to support this policy.

IV. Application Procedure
A. The applicant shall submit a Seaside Application for Temporary Street Closing Permit at least 90 days prior to the date of the proposed street closure. Applications submitted less than 90 days cannot be guaranteed a response for approval or denial.

B. A site map must be included with the application detailing a 20-foot emergency vehicle access lane through closure, or alternative emergency vehicle access in accordance with an approved Emergency Access Plan.

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February 2022
C. All applicable documents shall be attached to the Application for Temporary Street Closing Permit (consult with City staff to determine which documents are required):

1. Special Event Application;

2. Detailed site map;

3. Traffic control plan;

4. Emergency Access Plan;

5. Temporary detour plan;

6. Petition with signatures of affected residents / businesses; and

7. Proof of insurance.

D. Incomplete applications will be denied.

E. The City’s Police Chief, Fire Chief, City Engineer, and Risk Manager will review application materials and make recommendations regarding the closure to the City Manager and/or City Council.

F. In the event an application is denied by the City Manager, the applicant may appeal to the City Council.

V. Road Closure / Barricade Equipment:

A. Barricade equipment is required and can be provided by the City. City Staff will contact the Maintenance & Utilities Superintendent to schedule the delivery of the barricade equipment.

B. Barricades will be delivered by the Maintenance & Utilities Division the last working day before the event and will be picked up the first working day after the event.

C. Depending on the proposed closure, the City may require City staff or a bonded and insured traffic control company to be responsible for opening and closing the roadway.

VI. Public Notification
A. At the applicant’s expense, and prior to approval of the potential closure, the City will notify all residents/tenants directly affected by the street closure and provide them with the means to comment on the proposed closure.

B. At a minimum, notices will be distributed to all who live or own/manage businesses within a 500-foot radius of the event location.

C. The applicant may submit a petition demonstrating support of the affected residences / businesses which may be accepted in lieu of the City’s noticing process. Upon request, the City will provide the applicant of a list of businesses and residences within the 500-foot radius.

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February 2022
VII. Fees and Charges
A. The applicant will be responsible for all applicable fees and costs associated with the street closure, including but not limited to:

1. Public Noticing;

2. Use of City barricades;

3. Staff time to shut down and reopen the street;

4. Permit fee as established by the City Council in the adopted fee schedule;

5. Cost of any required traffic plans and Emergency Access Plans; and

6. Police, Fire, and other staff time as deemed necessary by the City B. The City Council may waive the fees associated with street closures.

VIII. Additional Event Requirements
A. No stakes or penetrations may be made through the street surface.

B. No disposal of anything in storm sewers.

C. Any marking on the street can be done in chalk or washable material. No paint or permanent markings can be used.

D. No loud speaker system shall be used which is audible beyond the designated event location. Event organizers and guests shall be in compliance with public peace statutes and ordinances.

E. Alcoholic beverages are prohibited on City streets or public right of way unless the applicant has obtained a permit from the City. Proof of ABC license must be submitted to the City prior to the event in accordance with the Special event application.

F. If alcoholic beverages are dispensed, event organizers may be subject to criminal penalties if under-aged persons are consuming or possessing such beverages.

IX. Damages & Insurance
A. Any person or persons to whom a Street Closing Permit has been issued shall be liable for any loss or damage to any City of Seaside property arising out of the issuance or exercise of said permit.

B. As a condition to the issuance of any Street Closing Permit, the permittee or permittees may be required to provide insurance to indemnify the City from any and all damages and costs of litigation arising out of the issuance and use of such permit.

C. As a condition to the issuance of any Street Closing Permit, the City may require the permittee to indemnify and hold the City harmless from any claims for damages arising out of the street closing.

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February 2022

STREET CLOSURE NOTIFICATION (SAMPLE)
Notice Application for Street Closure
This notice serves as notification that a request for street closure has been submitted to the City of Seaside and includes a request to close a portion of: (insert street) Noticing Date:

Name of Applicant:

Name of the Event / Purpose of Closure:

Date of Closure:

Start Time of Closure: End Time of Closure:

Streets to be closed:

A: ____________________________________ from to ____________________________________ B: ____________________________________ from to ____________________________________ C: ____________________________________ from to ____________________________________ Map of Closure:

To provide input on this application:

Provide written comment to city [email protected], include the following in the subject line “Public comment Item # (insert the agenda item number relevance to your comment). Written comments must be received by 3pm of the day of the meeting
Provide public comment in person at the meeting.

Meeting Date/Time: Meeting Information:

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February 2022

TEMPORARY STREET CLOSURE APPLICATION
Applicant Information
Name of Applicant: Date:

Mailing Address: City/ State:

Email: Phone:

Street Closure Details
Name of the Event / Purpose of Closure:

General Description:

Event Start and End Time: Estimated number of people in attendance:

Date of Event: Total Number of streets to be closed:

Will alcohol be served? Will the event include live or amplified music? Streets to be closed (please attach a detailed site map of closure location):

A: ____________________________________ from to ____________________________________ B: ____________________________________ from to ____________________________________ C: ____________________________________ from to ____________________________________ Street close time: Street opening time:

Supplementary questions Yes No
Will vehicles be allowed inside the closure?
If yes, please explain why and provide their locations:

Are you planning to hire a security company for the
planned closure?
If yes, provide the Company name, phone number, name of Supervisor, and locations for where security will be placed:

I certify that the information provided in the application is true and correct to the best of my knowledge.

Applicant Signature: Date:

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February 2022
For Official Use Only
Engineering / Public Works Department
Application Review Questions Yes No
Has the traffic control plan been submitted?
Is the traffic control plan approved?
Per the approved traffic control plan, is security being required for traffic control?
Is the street closure application approved by the
Engineering / Public Works Dept?
If no, what is the reason for denial:

Is the street closure approved with conditions?
If yes, what are the approval conditions?
Name of Dept. Head: Title:

Signature:

Police Department
Application Review Questions Yes No
Based on the information provided, does the applicant
need to have Security assigned to assist traffic around the street closure?
If yes, please identify the areas where security is required:

Is the street closure application approved by the Police Dept?
If no, what is the reason for denial:

Is the street closure approved with conditions?
If yes, what are the approval conditions?
Name of Dept. Head: Title:

Signature:

Packet Page 94
February 2022
Fire Department
Application Review Questions Yes No
Does the site plan show obstructions on the road way?
Does the site plan does provide for a 20’ wide fire lane for emergency vehicle access?
Is the street closure application approved by the Fire
Dept?
If no, what is the reason for denial:

Is the street closure approved with conditions?
If yes, what are the approval conditions?
Name of Dept. Head: Title:

Signature:

Risk Management
Application Review Questions Yes No
Does the proposed street closure meet the
requirements of this policy with respect to size,
compatibility, etc.?
If required, has the applicant submitted Liability
Insurance?
Is the street closure application approved by Risk
Management?
If no, what is the reason for denial:

Is the street closure approved with conditions?
If yes, what are the approval conditions?
Name of Dept. Head: Title:

Signature:

Status of Application
The street closure request is: APPROVED _______DENIED _______ DATE: ___________ City Manager’s Signature / Date: _____________________________________________________________ If applicable, scheduled for City Council consideration on: __________________________________________ Packet Page 95

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.J.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Ashley Collick, Assistant City Manager
DATE: February 17, 2022
SUBJECT: APPROVE PROCLAMATION RECOGNIZING IRISH AMERICAN HERITAGE MONTH FOR MARCH 2022

RECOMMENDATION
Approve a proclamation declaring March 2022 as Irish Heritage Month to recognize the contributions of Irish Americans to our society.

BACKGROUND
On June 3, 2021, the City Council approved the Library of Congress' Commemorative Observances. March is Irish American Heritage Month to coincide with Saint Patrick's Day, the Irish national holiday on March 17. This is a time to celebrate Irish traditions and history and to acknowledge the important contributions of Irish Americans. The Irish flag will be flown in commemoration at City Hall from March 1 - 31, 2022.

FISCAL IMPACT
There is no fiscal impact for this item.

ATTACHMENTS

1. Proclamation Irish-American Heritage Month
Reviewed for Submission to the City Council by:
__________________________________
Packet Page 96

Item No. 8.J. Page 2 of 2
Roberta Greathouse, Acting City Manager
Packet Page 97
City of Seaside

PROCLAMATION
Irish-American Heritage Month 2022
Commemorative Observance
WHEREAS, Irish-American Heritage Month is celebrated by proclamation of the President and Congress in the United States to honor the achievements and contributions of Irish immigrants and their descendants living in the United States; and WHEREAS, Irish-American Heritage Month was first celebrated in 1991; and WHEREAS, Irish-American descendants have greatly influenced all aspects of life, including education, the arts, public safety, firefighting, the military, science, agriculture, business, industry, athletics, and public service, including the presidency ; and WHEREAS, the month of March provides many excellent opportunities to acknowledge the outstanding achievements of our thriving Irish-American community; and WHEREAS, The City of Seaside will observe Irish-American Heritage Month by flying a commemorative flag from March 1st and March 31st at City Hall; and NOW THEREFORE, BE IT PROCLAIMED, that I, The Honorable Ian N. Oglesby, Mayor of the City of Seaside, on behalf of the City Council, do hereby proclaim March 2022 as Irish-American Heritage Month.
_________________________
Ian N. Oglesby, Mayor
February 17, 2022
Packet Page 98

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.K.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Ashley Collick, Assistant City Manager
DATE: February 17, 2022
SUBJECT: APPROVE PROCLAMATION RECOGNIZING WOMEN'S HISTORY MONTH FOR MARCH 2022

RECOMMENDATION
Approve a proclamation declaring March 2022 as Women's Month to recognize the contributions of Women to our society.

BACKGROUND
On June 3, 2021, the City Council approved the Library of Congress' Commemorative Observances. March is Women's History Month. This is a time to celebrate and acknowledge the important contributions of women in our society. The Women's History Month commemorative flag will be flown at City Hall from March 1 - 31, 2022.

FISCAL IMPACT
There is no fiscal impact for this item.

ATTACHMENTS

1. Proclamation- Women's History Month
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
Packet Page 99
City of Seaside

PROCLAMATION
Women's History Month 2022
Commemorative Observance
WHEREAS, Women of every race, class, and ethnic background have made historic contributions to the growth and strength of the City of Seaside and our entire Nation in countless recorded and unrecorded ways; and
WHEREAS, Women have played and continue to play critical economic, cultural, and social role in every sphere of the life of City of Seaside and the Nation by constituting a significant portion of the labor force working inside and outside of the home; and WHEREAS, Women have played a unique role throughout the history of the Nation by providing the majority of the volunteer labor force of the Nation; and WHEREAS, Women were particularly important in the establishment of early charitable, philanthropic, and cultural institutions in our Nation; and WHEREAS, Women of every race, class, and ethnic background served as early leaders in the forefront of every major progressive social change movement; and WHEREAS, Women have served our country courageously in the military and their bravery and sacrifice continues to be present in the City of Seaside; and WHEREAS, The City of Seaside will observe Women's History Month by flying a commemorative flag from March 1st and March 31st at City Hall; and Packet Page 100
WHEREAS, Women have been leaders, not only in securing their own rights of suffrage and equal opportunity, but also in the abolitionist movement, the emancipation movement, the industrial labor movement, the civil rights movement, and other movements, especially the peace movement, which create a more fair and just society for all; NOW THEREFORE, BE IT PROCLAIMED, that I, The Honorable Ian N. Oglesby, Mayor of the City of Seaside, on behalf of the City Council, do hereby proclaim March 2022 as Women's History Month.
_________________________
Ian N. Oglesby, Mayor
February 17, 2022
Packet Page 101

CITY OF SEASIDE

STAFF REPORT
Item No.: 8.L.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Victor Damiani, Finance Director
DATE: February 17, 2022
SUBJECT: ADOPT A RESOLUTION AUTHORIZING THE CITY MANAGER TO

EXECUTE A MUNICIPAL ADVISOR AGREEMENT WITH NHA

ADVISORS, LLC, FOR MUNICIPAL ADVISORY SERVICES AND

APPROVE A REGULATORY DISCLOSURE LETTER REGARDING

THE CITY OF SEASIDE CAMPUS TOWN DEVELOPMENT PROJECT
(CFD FORMATION) WITH A NOT TO EXCEED AMOUNT OF
$27,500.00

RECOMMENDATION
Authorize the City Manager to enter into an agreement with NHA Advisors, LLC as attached.

BACKGROUND
In the coming years, the City anticipates the need for a municipal advisor to assist with the formation of a Community Facilities District, bond financing for the newly formed CFD, bond financing for the City's water utility, and other potential bond financing.

Rather than issue an RFP for each financing and project, City staff believes it is prudent to hire a Municipal Advisor on a multiple-year contract to be available as needed.

The following is a list of possible projects that would require or benefit from the services of an experienced financial advisor:
 Assist with formation of CFD (immediate need)(not-to-exceed $27,500)  Assist with the hiring of a financing team and structuring debt for the newly formed CFD (medium term)
 Assist with the hiring of a financing team and structuring debt for the City's water utility (immediate need)
Packet Page 102

Item No. 8.L. Page 2 of 3
 Analyze the City's pension liability and recommend strategies to mitigate the rising costs (immediate need)
 Assist with the exploration of creating a Community Revitalization and Investment Authority (medium term)
 Analyze the City's Capital Improvement Program and recommend a holistic financing plan (medium term)
In November of 2021, the City posted a request for proposal (Proposal) for municipal advisory services. Staff closed the Proposal on December 3, 2021, after having received five high quality proposals. In January, a committee was formed to begin ranking the proposals. Upon completion of it's ranking, the committee determined NHA Advisors, LLC, to be the top ranking proposal. The firm substantially demonstrated a high degree of expertise, a considerable body of comparable work and a highly competitive cost proposal. After extensive reference checks, and an interview conducted by the City Manager and the City Finance Director, NHA Advisors is recommended to the City Council for consideration of the contract award.

The contract under consideration is proposed with a three-year initial term. However, the City may, in its sole and exclusive discretion, extend the end date of the Agreement for two one-year renewal periods. The City may cancel the Agreement at any time and without cause upon written notification to NHA Advisors.

Bond financing services are compensated on a scale which is dependent on the type of bond and the size of the issuance. It is customary for municipal advisory services related to bond financing to be paid from bond proceeds. Other consulting projects will be billed at hourly rates as provided in the contract and will not commence until a Regulatory Disclosure Letter is issued by the consultant (including a not-to-exceed budget) and approved by the Council.

FISCAL IMPACT
Bond financing services will be paid from bond proceeds. Other consulting service projects will be presented to the Council for consideration as they are identified, and will include not-to-exceed budget amounts. The $27,500 not-to-exceed budget for the CFD Formation project is proposed to be paid from available funds in the Finance Department "consulting" budget line item.

ATTACHMENTS

1. Resolution

2. Seaside - NHA Advisors Municipal Advisor Agreement 220201

3. Seaside Campus Town CFD Formation Project - NHA Advisors220207_5

4. RFP Municipal Advisor- Seaside
Packet Page 103

Item No. 8.L. Page 3 of 3

5. NHA Advisors, proposal
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
Packet Page 104
RESOLUTION NO. 22-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE

AUTHORIZING THE CITY MANAGER TO EXECUTE A MUNICIPAL ADVISOR

AGREEMENT WITH NHA ADVISORS, LLC, FOR MUNICIPAL ADVISORY

SERVICES AND APPROVE A REGULATORY DISCLOSURE LETTER REGARDING

THE CITY OF SEASIDE CAMPUS TOWN DEVELOPMENT PROJECT (CFD FORMATION) WITH A NOT TO EXCEED AMOUNT OF $27,500
WHEREAS, the City issued a Request for Proposal seeking qualified proposal for Municipal Advisory Services from November 15, 2021, through December 3, 2021; and WHEREAS, staff has evaluated the merits and qualifications of each submitted proposal, and checked references for the top qualified firms, and concluded that the NHA Advisors, LLC, proposal ranked the highest; and
WHEREAS, NHA Advisors, LLC is an Independent Registered Municipal Advisor providing comprehensive financial and consulting services to public agencies throughout California; and
WHEREAS, NHA Advisors, LLC has issued a Regulatory Disclosure Letter in which they agree to provide consulting services in regards to the City’s Campus Town Project with a not-to-exceed amount of $27,500.00; and
WHEREAS, the City Council has carefully examined the proposed contract and Regulatory Disclosure Letter and is satisfied with the terms; and NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Seaside does hereby authorize the Acting City Manager to execute the Municipal Advisor Agreement with NHA Advisors, LLC, to provide Municipal Advisory Services with an initial term of three years; and
BE IT FURTHER RESOLVED, that the City Council of the City of Seaside does hereby authorize the Acting City Manager to execute the Regulatory Disclosure Letter with NHA Advisors, LLC, to provide Municipal Advisory Services with regards to the City’s Campus Town Project at an amount not-to-exceed $27,500.00.

Packet Page 105
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Seaside, State of California, on the 17th day of February 2022, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

APPROVED:

ATTEST:
________________________
Ian N. Oglesby, Mayor
_____________________________
Dominique L. Davis, City Clerk
Packet Page 106
Municipal Advisor Agreement between January 15, 2022
City of Seaside and NHA Advisors, LLC Page 1 of 20

MUNICIPAL ADVISOR AGREEMENT

BETWEEN

CITY OF SEASIDE
AND

NHA ADVISORS, LLC
THIS AGREEMENT for consulting services is made by and between the City of Seaside (the “City”) and NHA Advisors, LLC (“Consultant”) (together referred to as the “Parties”) as of January 15, 2022 (the “Effective Date”).

SECTION 1 – SERVICES
As the City’s registered municipal advisor, subject to the terms and conditions set forth in this Agreement, Consultant shall provide to the City the services described in the Scope of Services attached as Exhibit A, and incorporated herein, at the time and place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, the Agreement shall prevail.

If acting in the capacity of an Independent Registered Municipal Advisor (“IRMA”) with regards to the “IRMA exemption” of the SEC Rule, Consultant will review all third-party recommendations submitted to the City if requested in writing.

Recommendation. If Consultant makes a recommendation of a municipal securities transaction or municipal financial product or if the review of a recommendation of another party is requested in writing by the City and is within the scope of the engagement, Consultant will determine, based on the information obtained through reasonable diligence of Consultant whether a municipal securities transaction or municipal financial product is suitable for the City. In addition, Consultant will inform the City of:
 the evaluation of the material risks, potential benefits, structure, and other characteristics of the recommendation
 the basis upon which Consultant reasonably believes that the recommended municipal securities transaction or municipal financial product is, or is not, suitable for the City; and  whether Consultant has investigated or considered other reasonably feasible alternatives to the recommendation that might also or alternatively serve the City’s objectives.

If the City elects a course of action that is independent of or contrary to the advice provided by Consultant, Consultant is not required on that basis to disengage from the City.

1.1 Term of Services. The term of this Agreement shall begin on the Effective Date and shall end on June 30, 2025, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to Consultant to complete the services required by this Agreement shall not affect the City’s right to terminate the Agreement, as referenced in Section 8.

1.2 Standard of Performance. Consultant shall perform all services required pursuant to this Agreement according to the standards observed by a competent practitioner of the profession in which Consultant is engaged.

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Municipal Advisor Agreement between January 15, 2022
City of Seaside and NHA Advisors, LLC Page 2 of 20

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

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

SECTION 2 - COMPENSATION
The City hereby agrees to pay Consultant compensation for services outlined in the Scope of Services (Exhibit A) under the Compensation Schedule (Exhibit B).

The City shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from the City to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to the City in the manner specified herein. Except as specifically authorized by the City in writing, Consultant shall not bill the City for duplicate services performed by more than one person.

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

2.1 Invoices. Consultant shall submit invoices, not more often than once a month during the term of this Agreement, based on the cost for services performed and reimbursable costs incurred prior to the invoice date. Invoices shall contain the following information:
 The beginning and ending dates of the billing period.  At the City’s option, for each work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the work, the hours spent by each person, a brief description of the work, and each reimbursable expense.
 For work performed on an hourly Compensation Schedule, the total number of hours of work performed under the Agreement by Consultant and each employee, agent, and subcontractor of Consultant performing services hereunder.

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

Packet Page 108
Municipal Advisor Agreement between January 15, 2022
City of Seaside and NHA Advisors, LLC Page 3 of 20

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

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

In no event shall Consultant submit any invoice for an amount more than the maximum amount of compensation provided above either for a task or for the entire Agreement, unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment.

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

2.6 Reimbursable Expenses. Reimbursable expenses are specified below and shall not exceed $1,000. Expenses will typically include third-party data collection or services not provided by the City. Reimbursable expenses are in addition to the total amount of compensation provided under this Agreement that shall not be exceeded.

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

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

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

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

The City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be reasonably necessary for Consultant’s use while consulting with the City employees and reviewing records and the information in possession of the City. The location, quantity, and time of furnishing those facilities shall be in the sole discretion of the City. In no event shall the City be obligated to furnish any facility that may involve incurring any direct expense, including but not limited to computer, long-distance telephone or other communication charges, vehicles, and reproduction facilities.

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SECTION 4 - INSURANCE REQUIREMENTS
Before beginning any work under this Agreement, Consultant, at its own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance listed below against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by Consultant and its agents, representatives, employees, and subcontractors.

Consistent with the following provisions, Consultant shall provide proof satisfactory to the City of such insurance that meets the requirements of this section and under forms of insurance satisfactory in all respects, and that such insurance is in effect prior to beginning work to the City. Consultant shall maintain the insurance policies required by this section throughout the term of this Agreement. The cost of such insurance shall be included in Consultant’s bid. Consultant shall not allow any subcontractor to commence work on any subcontract until Consultant has obtained all insurance required herein for the subcontractor(s) and provided evidence that such insurance is in effect to the City. Verification of the required insurance shall be submitted and made part of this Agreement prior to execution. Consultant shall maintain all required insurance listed herein for the duration of this Agreement.

4.1 Workers’ Compensation. Consultant shall, at its sole cost and expense, maintain Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance for any and all persons employed directly or indirectly by Consultant. The Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance shall be provided with limits of not less than $1,000,000 per accident. In the alternative, Consultant may rely on a selfinsurance program to meet those requirements, but only if the program of self-insurance complies fully with the provisions of the California Labor Code. Determination of whether a self-insurance program meets the standards of the Labor Code shall be solely in the discretion of the Contract Administrator. The insurer, if insurance is provided, or Consultant, if a program of self-insurance is provided, shall waive all rights of subrogation against the City and its officers, officials, employees, and volunteers for loss arising from work performed under this Agreement.

4.2 Commercial General and Automobile Liability Insurance.

4.2.1 General Requirements. Consultant, at its own cost and expense, shall maintain commercial general and automobile liability insurance for the term of this Agreement in an amount not less than $1,000,000 per occurrence, combined single limit coverage for risks associated with the work contemplated by this Agreement. If Commercial General Liability Insurance or an Automobile Liability form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. Such coverage shall include but shall not be limited to, protection against claims arising from bodily and personal injury, including death resulting therefrom, and damage to property resulting from activities contemplated under this Agreement, including the use of owned and non-owned automobiles.

4.2.2 Minimum Scope of Coverage. Commercial general coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 (most recent edition) covering comprehensive General Liability on an “occurrence” basis. Automobile coverage shall be at least as broad as Insurance Packet Page 110
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Services Office Automobile Liability form CA 0001 (most recent edition), Code 1 (any auto). No endorsement shall be attached limiting the coverage.

4.2.3 Additional Requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy:
a) The Insurance shall cover on an occurrence or an accident basis, and not on a claims-made basis.
b) The City, its officers, officials, employees, and volunteers are to be covered as additional insured as respects: liability arising out of work or operations performed by or on behalf of Consultant; or automobiles owned, leased, hired, or borrowed by Consultant.
c) For any claims related to this Agreement or the work hereunder, Consultant’s insurance covered shall be primary insurance as respects the City, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of Consultant’s insurance and shall not contribute with it.
d) Each insurance policy required by this clause shall be endorsed to state that coverage shall not be canceled by either party, except after 30 days’ prior written notice has been provided to the City.

4.3 Professional Liability Insurance.

4.3.1 General Requirements. Consultant, at its own cost and expense, shall maintain for the period covered by this Agreement professional liability insurance for licensed professionals performing work pursuant to this Agreement in an amount not less than $1,000,000 covering the licensed professionals’ errors and omissions. Any deductible or self-insured retention shall not exceed $250,000 per claim.

4.3.2 Claims-Made Limitations. The following provisions shall apply if the professional liability coverage is written on a claims-made form:
a) The retroactive date of the policy must be shown and must be before the date of the Agreement.
b) Insurance must be maintained, and evidence of insurance must be provided for at least five years after completion of the Agreement or the work, so long as commercially available at reasonable rates. c) If coverage is canceled or not renewed and it is not replaced with another claims-made policy form with a retroactive date that precedes the date of this Agreement, Consultant must purchase an extended period coverage for a minimum of five years after completion of work under this Agreement.

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d) A copy of the claim reporting requirements must be submitted to the City for review prior to the commencement of any work under this Agreement.

4.4 All Policies Requirements.

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

4.4.2 Verification of Coverage. Prior to beginning any work under this Agreement, Consultant shall furnish the City with complete copies of all policies delivered to Consultant by the insurer, including complete copies of all endorsements attached to those policies. All copies of policies and endorsements shall show the signature of a person authorized by that insurer to bind coverage on its behalf. If the City does not receive the required insurance documents prior to Consultant beginning work, it shall not waive Consultant’s obligation to provide them. The City reserves the right to require complete copies of all required insurance policies at any time.

4.4.3 Deductibles and Self-Insured Retentions. Consultant shall disclose to and obtain the written approval of the City for the self-insured retentions and deductibles before beginning any of the services or work called for by any term of this Agreement. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the City, its officers, employees, and volunteers; or Consultant shall provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related investigations, claim administration and defense expenses.

4.4.4 Wasting Policies. No policy required by this Section 4 shall include a “wasting” policy limit (i.e., limit that is eroded by the cost of defense).

4.4.5 Waiver of Subrogation. Consultant hereby agrees to waive subrogation which any insurer or contractor may require from vendor by virtue of the payment of any loss. Consultant agrees to obtain any endorsements that may be necessary to affect this waiver of subrogation.

The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the entity for all work performed by the contractor, its employees, agents, and subcontractors.

4.4.6 Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all the requirements stated herein.

4.5 Remedies. In addition to any other remedies the City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, the City may, at its sole option exercise any of the Packet Page 112
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following remedies, which are alternatives to other remedies the City may have and are not the exclusive remedy for Consultant’s breach:
 obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement
 Order Consultant to stop work under this Agreement or withhold any payment that becomes due to Consultant hereunder, or both stop work and withhold any payment, until Consultant demonstrates compliance with the requirements hereof; and/or
 terminate this Agreement.

SECTION 5 – CONSULTANT’S RESPONSIBILITIES AND INDEMNIFICATION Consultant is registered as a Municipal Advisor with the SEC and Municipal Securities Rulemaking Board (“MSRB”). As such, Consultant has a fiduciary duty to the City and must provide both a Duty of Care and a Duty of Loyalty that entail the following.

Duty of Care:
a) exercise due care in performing its municipal advisory activities b) possess the degree of knowledge and expertise needed to provide the City with informed advice c) make a reasonable inquiry as to the facts that are relevant to the City’s determination as to whether to proceed with a course of action or that form the basis for any advice provided to the City; and
d) undertake a reasonable investigation to determine that Consultant is not forming any recommendation on materially inaccurate or incomplete information; Consultant must have a reasonable basis for:
i. any advice provided to or on behalf of the City;
ii. any representations made in a certificate that it signs that will be reasonably foreseeably relied upon by the City, any other party involved in the municipal securities transaction or municipal financial product, or investors in the City securities; and iii. any information provided to the City or other parties involved in the municipal securities transaction in connection with the preparation of an official statement.

Duty of Loyalty:

Consultant must deal honestly and with the utmost good faith with the City and act in the City’s best interests without regard to the financial or other interests of Consultant. Consultant will eliminate or provide full and fair disclosure (included herein) to the City about each material conflict of interest (as applicable). Consultant will not engage in municipal advisory activities with the City as a municipal entity, if it cannot manage or mitigate its conflicts in a manner that will permit it to act in the City’s best interests.

Conflicts of Interest and Other Matters Requiring Disclosures As of the commencement date of the Project, there are no actual or potential material conflicts of interest, other than those noted below, that Consultant is aware of that might impair its ability to render unbiased and competent advice or to fulfill its fiduciary duty. If Consultant becomes aware of any material potential Packet Page 113
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conflict of interest that arises after this disclosure, Consultant will disclose the detailed information in writing to the City in a timely manner.

The following are potential conflicts of interest to be considered.  Consultant represents that in connection with the issuance of municipal securities, Consultant may receive compensation from the City for services rendered, which compensation is contingent upon the successful closing of a transaction and/or is based on the size of a transaction. Consistent with the requirements of MSRB Rule G-42, Consultant hereby discloses that such contingent and/or transactional compensation may present a potential conflict of interest regarding Consultant’ ability to provide unbiased advice to enter into such transaction. This potential conflict of interest will not impair Consultant’ ability to render unbiased and competent advice or to fulfill its fiduciary duty to the City.
 Consultant’ fees under this engagement are based on both hourly fees of Consultant’ personnel, with the aggregate amount equaling the number of hours worked by such personnel times an agreed-upon hourly billing rate and contingent (based on financing structure). This form of compensation presents a potential conflict of interest because it could create an incentive for Consultant to recommend alternatives that would result in more hours worked. This conflict of interest will not impair Consultant’ ability to render unbiased and competent advice or to fulfill its fiduciary duty to the City.
 The fee paid to Consultant increases the cost of investment to the City. The increased cost occurs from compensating Consultant for municipal advisory services provided.  Consultant serves a wide variety of other clients that may, from time to time, have interests that could have a direct or indirect impact on the interests of another Consultant client. For example, Consultant serves as municipal advisor to other municipal advisory clients and, in such cases, owes a regulatory duty to such other clients just as it does to the City. These other clients may, from time to time and depending on the specific circumstances, have competing interests. In acting in the interests of its various clients, Consultant could potentially face a conflict of interest arising from these competing client interests. Consultant fulfills its regulatory duty and mitigates such conflicts through dealing honestly and with the utmost good faith with the City.  Gerald Craig Hill, the Managing Principal of NHA Advisors is currently serving as an outside director for the HdL Companies based in Diamond Bar, CA. HdL Companies is a software and professional services consulting company providing revenue data and collections information to local governments, potentially including NHA Advisors’ clients. HdL Companies have affiliates including, but not limited to, HdL Coren & Cone. From time to time, NHA Advisors utilizes the services of HdL Coren & Cone for its clients. NHA Advisors is mindful of this conflict of interest and fulfills its regulatory duty and mitigates such conflicts through dealing honestly and with the utmost good faith when this situation arises.
• Consultant does not have any affiliate that provides any advice, service, or product to or on behalf of the City that is directly or indirectly related to the municipal advisory activities to be performed by Consultant.
• Consultant has not made any payments directly or indirectly to obtain or retain Consultant’ municipal advisory business.

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• Consultant has not received any payments from third parties to enlist Consultant’ recommendation to the City of its services, any municipal securities transaction, or any municipal finance product.
• Consultant has not engaged in any fee-splitting arrangements involving Consultant and any provider of investments or services to the City.
• Consultant does not have any legal or disciplinary event that is material to the City’s evaluation of the municipal advisory or the integrity of its management or advisory personnel. • Consultant does not act as principal in any of the transaction(s) related to this Project. • During the term of the municipal advisory relationship, this disclosure will be promptly amended or supplemented to reflect any material changes in or additions to the terms or information within this disclosure and the revised writing will be promptly delivered to the City.

Pursuant to MSRB Rule G-10, on Investor and Municipal Advisory Client Education and Protection, Municipal Advisors are required to provide certain written information to their municipal entity and obligated person clients which include the following:
 Consultant is currently registered as a Municipal Advisor with the SEC and the MSRB.  Within the MSRB website at www.msrb.org, City may obtain the Municipal Advisory client brochure that is posted on the MSRB website. The brochure describes the protections that may be provided by the MSRB Rules along with how to file a complaint with financial regulatory authorities.

Recommendations
If Consultant makes a recommendation of a municipal securities transaction or municipal financial product or if the review of a recommendation of another party is requested in writing by the City and is within the scope of the engagement, Consultant will determine, based on the information obtained through reasonable diligence of Consultant whether a municipal securities transaction or municipal financial product is suitable for the City. In addition, Consultant will inform the City of:
 the evaluation of the material risks, potential benefits, structure, and other characteristics of the recommendation
 the basis upon which Consultant reasonably believes that the recommended municipal securities transaction or municipal financial product is, or is not, suitable for the City; and  whether Consultant has investigated or considered other reasonably feasible alternatives to the recommendation that might also or alternatively serve the City’s objectives.

If the City elects a course of action that is independent of or contrary to the advice provided by Consultant, Consultant is not required on that basis to disengage from the City.

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Record Retention
Effective July 1, 2014, pursuant to the Securities and Exchange Commission (SEC) record retention regulations, Consultant is required to maintain in writing, all communication and created documents between Consultant and the City for five (5) years.

Indemnification
Consultant shall indemnify, defend with counsel acceptable to the City, and hold harmless the City and its officers, officials, employees, agents and volunteers from and against any and all liability, loss, damage, claims, expenses, and costs (including without limitation, attorney’s fees and costs and fees of litigation) (collectively, “Liability”) of every nature arising out of or in connection with Consultant’s performance of the Services or its failure to comply with any of its obligations contained in this Agreement, except such Liability caused by the sole negligence or willful misconduct of the City.

Consultant’s obligation to defend and indemnify shall not be excused because of Consultant’s inability to evaluate Liability or because Consultant evaluates Liability and determines that Consultant is not liable to the claimant. Consultant must respond within 30 days, to the tender of any claim for defense and indemnity by the City, unless this time has been extended by the City. If Consultant fails to accept or reject a tender of defense and indemnity within 30 days, in addition to any other remedy authorized by law, so much of the money due Consultant under and by virtue of this Agreement as shall reasonably be considered necessary by the City, may be retained by the City until disposition has been made of the claim or suit for damages, or until Consultant accepts or rejects the tender of defense, whichever occurs first.

With respect to third party claims against Consultant, Consultant waives all rights of any type to express or implied indemnity against the Indemnitees.

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

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

SECTION 6 - STATUS OF CONSULTANT

6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall be an independent contractor and shall not be an employee of the City. The City shall have the right to control Consultant only insofar as the results of Consultant’s services rendered pursuant to this Agreement and assignment of personnel pursuant to Subparagraph 1.3; however, otherwise the City shall not have the right to control how Consultant accomplishes services rendered pursuant to this Agreement. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any Packet Page 116
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and all claims to, any compensation, benefit, or any incident of employment by the City, including but not limited to eligibility to enroll in the California Public Employees Retirement System (PERS) as an employee of the City and entitlement to any contribution to be paid by the City for employer contributions and/or employee contributions for PERS benefits.

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

SECTION 7 - LEGAL REQUIREMENTS

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

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

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

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

7.5 Legal Events and Disciplinary History. Consultant does not have any legal events and disciplinary history on its Form MA and Form MA-I, which includes information about any criminal actions, regulatory actions, investigations, terminations, judgments, liens, civil judicial actions, customer complaints, arbitrations, and civil litigation. The City may electronically access Consultant’s most recent Form MA and each most recent Form MA-I filed with the Commission at the following website:
www.sec.gov/edgar/searchedgar/companysearch.html
There have been no material changes to a legal or disciplinary event disclosure on any Form MA or Form MA-I filed with the SEC.

7.6 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, based on a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Packet Page 117
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Consultant under this Agreement. Consultant shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of Consultant thereby.

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

SECTION 8 - TERMINATION AND MODIFICATION

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

Consultant may cancel this Agreement upon 45 days’ written notice to the City and shall include in such notice the reasons for cancellation.

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

8.2 Extension. The City may, in its sole and exclusive discretion, extend the end date of this Agreement for two one-year renewals beyond that provided for in Subsection 1.1. Any such extension shall require a written amendment to this Agreement, as provided for herein. Consultant understands and agrees that, if the City grants such an extension, the City shall have no obligation to provide Consultant with compensation beyond the maximum amount provided for in this Agreement. Similarly, unless authorized by the Contract Administrator, the City shall have no obligation to reimburse Consultant for any otherwise reimbursable expenses incurred during the extension period.

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

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

Consultant may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator. Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the Contract Administrator.

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

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

8.6.1 Immediately terminate the Agreement

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

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

8.6.4 Charge Consultant the difference between the cost to complete the work described in Exhibit A that is unfinished at the time of breach and the amount that the City would have paid Consultant pursuant to Section 2 if Consultant had completed the work
SECTION 9 - MISCELLANEOUS PROVISIONS

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

9.2 Venue. If either party brings any action against the other under this Agreement, the parties agree that trial of such action shall be vested exclusively in the state courts of California in the County of Monterey.

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

9.4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement.

9.5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the parties.

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

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

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

Consultant hereby warrants that it is not now, nor has it been in the previous 12 months, an employee, agent, appointee, or official of the City. If Consultant was an employee, agent, appointee, or official of the City in the previous twelve months, Consultant warrants that it did not participate in any manner in the forming of this Agreement.

Consultant understands that, if this Agreement is made in violation of Government Code § 1090 et seq., the entire Agreement is void and Consultant will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and Consultant will be required to reimburse the City for any sums paid to Consultant. Consultant understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of Government Code § 1090 and, if applicable, will be disqualified from holding public office in the State of California.

As of the date of the Agreement, there are no actual or potential conflicts of interest that Consultant is aware of that might impair its ability to render unbiased and competent advice or to fulfill its fiduciary duty. If Consultant becomes aware of any potential conflict of interest that arise after this disclosure, Consultant will disclose the detailed information in writing to the City in a timely manner.

The fee paid to Consultant increases the cost of investment to the City. The increased cost occurs from compensating Consultant for municipal advisory services provided.

Consultant does not act as principal in any of the transaction(s) related to this Agreement.

During the term of the municipal advisory relationship, this agreement will be promptly amended or supplemented to reflect any material changes in or additions to the terms or information within this agreement and the revised writing will be promptly delivered to the City.

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

9.9 Contract Administration. This Agreement shall be administered by the City Finance Director ("Contract Administrator"). All correspondence shall be directed to or through the Contract Administrator or his or her designee.

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

Craig Hill, Managing Principal
NHA Advisors, LLC
4040 Civic Center Drive, Suite 200
San Rafael, CA 94903
Any written notice to the City shall be sent to:

Victor Damiani, Finance Director
City of Seaside
440 Harcourt Avenue
Seaside, CA 93955

10.11 Integration. This Agreement, including the Scope of Services attached hereto and incorporated herein as Exhibits A and B represents the entire and integrated agreement between the City and Consultant and supersedes all prior negotiations, representations, or agreements, either written or oral.

Exhibit A: Scope of Services
Exhibit B: Compensation Schedule

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

The Parties have executed this Agreement as of the Effective Date.

CITY OF SEASIDE NHA ADVISORS, LLC
____________________________ ______________________________ Victor Damiani, Finance Director Craig Hill, Managing Principal Packet Page 121
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EXHIBIT A

SCOPE OF SERVICES

GENERAL CONSULTING & MUNICIPAL ADVISORY SERVICES
Consultant will serve as the municipal advisor of record for the City. The scope of work will generally include, but may not be limited to, the following services:

Task 1: General Consulting Services
General Financial Assistance
 Work with City staff to review and provide advice on operational budgets  Develop financial models for funding capital needs
 Assist in appropriate disclosure for annual financial reporting  Assist in appropriate continuing disclosure for outstanding obligations requiring annual filing  Review and respond to general questions related to public finance  Assist staff with reports or information items related to financing strategies or opportunities  Respond to general inquiries from staff
Development Finance
 Review proposed development plans for public infrastructure requirement or other possible financeable components
 Develop initial funding model and tax impact of potential bond financing  Work with City staff and property owner to understand financial impact of project scoping on future property tax collections
 Develop non-capital (services) funding vehicle if requested by the City  Work with City staff, consultants and property owner to develop funding agreement Utility Financing
 Review the City’s existing bond obligations
 Develop financial model addressing coverage requirements and future parity capacity  Calculate feasibility of refinancing any outstanding obligations  Develop financing options
General Fund Financing
 Review the City’s existing general fund obligations
 Calculate feasibility of refinancing any outstanding obligations  Develop financing options
 Budget and cash flow review and analysis
Presentation to City Council, Staff or Other Stakeholders (as requested)  Develop presentation materials or memos detailing financing information  Present information in any format as determined by City staff Packet Page 122
Municipal Advisor Agreement between January 15, 2022
City of Seaside and NHA Advisors, LLC Page 17 of 20
Task 2: Financing (if applicable)
Project Management
 Manage financing process, including assembly of the financing team and assignment of tasks for all parties involved in the financing.
 Provide information and advice on the timing of the financing process and develop timeline (schedule) of tasks.
 Upon request, work with City staff to solicit and select a registered broker-dealer (underwriter or placement agent), bond/disclosure counsel, trustee service provider, or other consultants that may be required as part of financing process. Provide recommendation(s) and negotiate preferred terms and pricing for said consultant(s).

Quantitative Analysis and Financial Structuring
 Prepare, review, analyze, and provide structuring advice for the proposed financing and or refinancing.
 Evaluate the method of sale (private placement or public offering), bond structure, legal approach, and financial advantages for each alternative, including the financing terms and call provisions.
 Analyze credit enhancement options (bond insurance and reserve surety bond policies).  Meetings or conference calls with credit enhancement or insurance companies to discuss the transaction, as appropriate.

Project Implementation
 Provide advice on the financing structure for incorporation into financing documents.  Coordinate the efforts of bond counsel, disclosure counsel, and/or any other legal counsel to prepare the financing documents for approval by the City Council.  Review financing documents to ensure accuracy with the financing plan.  Upon request, Consultant will make presentations or attend meetings with the City Council or stakeholders to answer questions about the financing and process.  Work with selected financing partner or funding source to determine optimal bond structure, including serial/term bonds, premium/discount bonds, and redemption provisions.  If a public offering method of sale is utilized:
- Coordinate preparation of a comprehensive credit presentation to the rating services and bond insurance companies, if applicable.
- Work with disclosure counsel to assemble the official statement (investor disclosure document) for the financing in a manner consistent with existing laws, regulations, and standards of the securities industry.
- If completed as a negotiated sale, assist the City in the negotiation of underwriting spreads and interest rates for the proposed financing. Monitor the underwriter’s sales effort to ensure the lowest financing costs are achieved.
- Assist with the solicitation of an investment advisor to coordinate investment of bond proceeds and/or accounts, as necessary.
- If completed as a competitive sale, engage a nationally recognized firm to market the bonds and establish a bidding platform.
- Coordinate the delivery, printing and final approval of legal documents, and the preparation of closing certificates and final official statement.

Packet Page 123
Municipal Advisor Agreement between January 15, 2022
City of Seaside and NHA Advisors, LLC Page 18 of 20
 If a private placement method of sale is utilized:
- Prepare a credit package for potential investor banks. - If a placement agent has been engaged, work with placement agent to solicit bids from various banks that invest in municipal debt.
- Upon request from City staff, if no placement agent has been engaged for a privately placed loan (non-municipal security), Consultant will solicit bids from potential investors.
- Manage bond or loan pricing and final financing structure (debt service and bond terms).
- Coordinate the delivery, final approval of legal documents, and the preparation of closing certificates.
 Work with bond counsel to finalize documents for execution by the City.  Prepare or coordinate preparation of a closing memorandum outlining a detailed flow of funds at the time of closing
Packet Page 124
Municipal Advisor Agreement between January 15, 2022
City of Seaside and NHA Advisors, LLC Page 19 of 20

EXHIBIT B

COMPENSATION SCHEDULE
Task 1: Hourly, On Call Financial Consulting and Municipal Advisory Services If the City elects to engage the services of Consultant on an hourly basis, work will be performed on a time-andmaterials basis allowing no preconceived bias towards a financing solution. If, after the initial analysis if
performed, the City Council or staff elect to fund a
project internally, with grant funds or other nonfinancing, we accept the decision and have been compensated accordingly.

Task 2: Bond Financing
For financing specific work, Consultant proposes to establish fixed fee compensation based on the complexity of the transaction and the estimated Consultant staff resources. In our experience, financings consume different amounts of time dependent on several factors. For projects requiring extensive research, due diligence or options analysis, revised fee schedules may be proposed.

The fee schedule for various bond structures is as follows:

Additional Services
Credit Rating Process (as Needed) – For services related to a credit rating process, Consultant will receive a fee for services as follows.

Credit Rating Process Fee
Short-Term Cash Flow Financing $5,000
Long-Term Financing $10,000
Financing Fee Schedule - Municipal Advisory Services
Project Type Fee Range
Tax and Revenue Anticipation Notes $22,500 - $27,500
General Obligation Bonds $37,500 - $52,500
General Fund Obligations $37,500 - $52,500
Utility Revenue Bonds $37,500 - $57,500
Limited Obligation Bonds (AD) $42,500 - $52,500
Special Tax Bonds (CFD) $42,500 - $52,500
Staff
Allocation
Hourly
Rate
Principal $325
Director / Senior Vice President $300
Vice President $275
Assist. Vice President / Sr. Associate $250
Associate $225
Senior Analyst $200
Analyst $175
Administrative $ 75
Packet Page 125
Municipal Advisor Agreement between January 15, 2022
City of Seaside and NHA Advisors, LLC Page 20 of 20
In-Person Meetings (Upon Request) – Consultant will be reimbursed $1,500 for each in-person meeting.

Consultant will participate on conference calls and virtual meetings at no additional cost to the City.

Request for Proposals (Upon Request) – If the City has not engaged consultants to provide certain services required as part of financing process, at the City’s direction, Consultant will undertake the solicitation of one or more of these parties for the fees outlined in the following rate table.

Request for Proposal Process Fee
Broker-Dealer (Underwriter/Placement Agent) $5,000
Bond/Disclosure Counsel $2,500
Special Tax Consultant $2,000
Fiscal Consultant $1,500
Trustee $1,000
Expenses (Out-of-Pocket)
Any necessary expenses will be billed directly at cost to the City. Expenses will be limited to those necessary for completion of the project and will not be incurred without prior written consent of the City.

Packet Page 126
4040 Civic Center Drive, Suite 200
San Rafael, CA 94903
Office: 415.785.2025
www.NHAadvisors.com
February 7, 2022
Victor Damiani, Finance Director
City of Seaside
440 Harcourt Avenue
Seaside, CA 93955
RE: City of Seaside Campus Town Development Project (CFD Formation) – Regulatory Disclosure Letter
Dear Victor,
NHA Advisors, LLC (“NHA Advisors”) is required to send this Regulatory Disclosure Letter per Municipal Securities Rulemaking Board (“MSRB”) rules. This letter specifies the terms and details of the work that NHA Advisors will perform for the City of Seaside (the “City”) relating to the above referenced project (the “Project”). Additionally, this letter provides certain duties and disclosures that municipal advisors must present to all clients prior to beginning work on a municipal transaction.

Scope of Municipal Advisory Activities to be Performed
A detailed Scope of Services can be found in Exhibit A.

Independent Registered Municipal Advisor (“IRMA”)
If acting in the capacity of an Independent Registered Municipal Advisor (“IRMA”), with regard to the IRMA exemption of the U. S. Securities and Exchange Commission (“SEC”) Rule, NHA Advisors will review all third-party recommendations submitted to NHA Advisors in writing by the City.

Term of the Project
The Project will commence on February 1, 2022, and end on the earlier of either June 30, 2023, or upon closing of the transaction, unless the term of the Project is otherwise terminated or extended. Any extensions must be mutually agreed upon by all parties in writing.

Termination of NHA Advisors’ Role on Project
The City may terminate NHA Advisors’ role on the Project at any time and without cause upon written notification to NHA Advisors.

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

Packet Page 127

CITY OF SEASIDE CAMPUS TOWN DEVELOPMENT PROJECT (CFD FORMATION) REGULATORY DISCLOSURE LETTER FEBRUARY 7, 2022
PAGE 2
NHA Advisors may terminate upon 45 days’ written notice to the City and shall include in such notice the reasons for termination.

Compensation and Out-of-Pocket Expenses
A detailed proposal for compensation and expenses can be found in Exhibit B.

Fiduciary Duty
NHA Advisors is registered as a Municipal Advisor with the SEC and MSRB. As such, NHA Advisors has a fiduciary duty to the City and must provide both a Duty of Care and a Duty of Loyalty that entail the following.

Duty of Care:
a) exercise due care in performing its municipal advisory activities; b) possess the degree of knowledge and expertise needed to provide the City with informed advice; c) make a reasonable inquiry as to the facts that are relevant to the City’s determination as to whether to proceed with a course of action or that form the basis for any advice provided to the City; and
d) undertake a reasonable investigation to determine that NHA Advisors is not forming any recommendation on materially inaccurate or incomplete information; NHA Advisors must have a reasonable basis for:
i. any advice provided to or on behalf of the City;
ii. any representations made in a certificate that it signs that will be reasonably foreseeably relied upon by the City, any other party involved in the municipal securities transaction or municipal financial product, or investors in the City securities; and iii. any information provided to the City or other parties involved in the municipal securities transaction in connection with the preparation of an official statement.

Duty of Loyalty:

NHA Advisors must deal honestly and with the utmost good faith with the City and act in the City’s best interests without regard to the financial or other interests of NHA Advisors. NHA Advisors will eliminate or provide full and fair disclosure (included herein) to the City about each material conflict of interest (as applicable). NHA Advisors will not engage in municipal advisory activities with the City as a municipal entity, if it cannot manage or mitigate its conflicts in a manner that will permit it to act in the City’s best interest.

Conflicts of Interest and Other Matters Requiring Disclosures As of the commencement date of the Project, there are no actual or potential material conflicts of interest, other than those noted below, that NHA Advisors is aware of that might impair its ability to render unbiased and competent advice or to fulfill its fiduciary duty. If NHA Advisors becomes aware of any material potential conflict of interest that arises after this disclosure, NHA Advisors will disclose the detailed information in writing to the City in a timely manner.

Packet Page 128

CITY OF SEASIDE CAMPUS TOWN DEVELOPMENT PROJECT (CFD FORMATION) REGULATORY DISCLOSURE LETTER FEBRUARY 7, 2022
PAGE 3
The following are potential conflicts of interest to be considered. • NHA Advisors’ fees under this Project are based on hourly fees of NHA Advisors’ personnel, with the aggregate amount equaling the number of hours worked by such personnel times an agreedupon hourly billing rate. This form of compensation presents a potential conflict of interest because it could create an incentive for NHA Advisors to recommend alternatives that would result in more hours worked. This conflict of interest will not impair NHA Advisors’ ability to render unbiased and competent advice or to fulfill its fiduciary duty to the City. • The fee paid to NHA Advisors increases the cost of investment to the City. The increased cost occurs from compensating NHA Advisors for municipal advisory services provided. • NHA Advisors serves a wide variety of other clients that may, from time to time, have interests that could have a direct or indirect impact on the interests of another NHA Advisors client. For example, NHA Advisors serves as municipal advisor to other municipal advisory clients and, in such cases, owes a regulatory duty to such other clients just as it does to the City. These other clients may, from time to time and depending on the specific circumstances, have competing interests. In acting in the interests of its various clients, NHA Advisors could potentially face a conflict of interest arising from these competing client interests. NHA Advisors fulfills its regulatory duty and mitigates such conflicts through dealing honestly and with the utmost good faith with the City.
• Gerald Craig Hill, the Managing Principal of NHA Advisorsis currently serving as an outside director for the HdL Companies based in Diamond Bar, CA. HdL Companies is a software and professional services consulting company providing revenue data and collections information to local governments, potentially including NHA Advisors’ clients. HdL Companies have affiliates including, but not limited to, HdL Coren & Cohen. From time to time, NHA Advisors utilizes the services of HdL Coren & Cohen for its clients. NHA Advisors is mindful of this conflict of interest and fulfills its regulatory duty and mitigates such conflicts through dealing honestly and with the utmost good faith when this situation arises.
• NHA Advisors does not have any affiliate that provides any advice, service, or product to or on behalf of the City that is directly or indirectly related to the municipal advisory activities to be performed by NHA Advisors.
• NHA Advisors has not made any payments directly or indirectly to obtain or retain NHA Advisors’ municipal advisory business.
• NHA Advisors has not received any payments from third parties to enlist NHA Advisors’ recommendation to the City of its services, any municipal securities transaction, or any municipal finance product.
• NHA Advisors has not engaged in any fee-splitting arrangements involving NHA Advisors and any provider of investments or services to the City.
• NHA Advisors does not have any legal or disciplinary event that is material to the City’s evaluation of the municipal advisory or the integrity of its management or advisory personnel. • NHA Advisors does not act as principal in any of the transaction(s) related to this Project. • During the term of the municipal advisory relationship, this disclosure will be promptly amended or supplemented to reflect any material changes in or additions to the terms or information within this disclosure and the revised writing will be promptly delivered to the City.

Pursuant to MSRB Rule G-10, on Investor and Municipal Advisory Client Education and Protection, Municipal Advisors are required to provide certain written information to their municipal entity and obligated person clients which include the following:

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CITY OF SEASIDE CAMPUS TOWN DEVELOPMENT PROJECT (CFD FORMATION) REGULATORY DISCLOSURE LETTER FEBRUARY 7, 2022
PAGE 4
• NHA Advisors is currently registered as a Municipal Advisor with the SEC and the MSRB. • Within the MSRB website at www.msrb.org, City may obtain the Municipal Advisory client brochure that is posted on the MSRB website. The brochure describes the protections that may be provided by the MSRB Rules along with how to file a complaint with financial regulatory authorities.

Legal Events and Disciplinary History
NHA Advisors does not have any legal events and disciplinary history on its Form MA and Form MA-I, which includes information about any criminal actions, regulatory actions, investigations, terminations, judgments, liens, civil judicial actions, customer complaints, arbitrations and civil litigation. The City may electronically access NHA Advisors’ most recent Form MA and each most recent Form MA-I filed with the Commission at the following website:
www.sec.gov/edgar/searchedgar/companysearch.html
There have been no material changes to a legal or disciplinary event disclosure on any Form MA or Form MA-I filed with the SEC.

Recommendations
If NHA Advisors makes a recommendation of a municipal securities transaction or municipal financial product or if the review of a recommendation of another party is requested in writing by the City and is within the scope of the engagement, NHA Advisors will determine, based on the information obtained through reasonable diligence of NHA Advisors whether a municipal securities transaction or municipal financial product is suitable for the City. In addition, NHA Advisors will inform the City of:
• the evaluation of the material risks, potential benefits, structure, and other characteristics of the recommendation;
• the basis upon which NHA Advisors reasonably believes that the recommended municipal securities transaction or municipal financial product is, or is not, suitable for the City; and • whether NHA Advisors has investigated or considered other reasonably feasible alternatives to the recommendation that might also or alternatively serve the City objectives.

If the City elects a course of action that is independent of or contrary to the advice provided by NHA Advisors, NHA Advisors is not required on that basis to disengage from the City.

Packet Page 130

CITY OF SEASIDE CAMPUS TOWN DEVELOPMENT PROJECT (CFD FORMATION) REGULATORY DISCLOSURE LETTER FEBRUARY 7, 2022
PAGE 5
Record Retention
Effective July 1, 2014, pursuant to the SEC record retention regulations, NHA Advisors is required to maintain in writing, all communication and created documents between NHA Advisors and the City for five (5) years.

If there are any questions regarding the above, please do not hesitate to contact NHA Advisors.

Sincerely,
Craig Hill, Managing Principal
NHA Advisors, LLC
Packet Page 131

CITY OF SEASIDE CAMPUS TOWN DEVELOPMENT PROJECT (CFD FORMATION) REGULATORY DISCLOSURE LETTER FEBRUARY 7, 2022
PAGE 6

EXHIBIT A

SCOPE OF SERVICES
NHA Advisors will work with the City and other parties to develop funding strategies and options for forming and financing the public improvements related to the Project. The scope of work will generally include, but may not be limited to, the following services:

Task 1: Pre-Development Municipal Advisory Services
• Identify potential public improvements to be funded by developer cash, developer funding sources or through bond proceeds generated by the formation and issuance of special tax bonds through a community facilities district or assessment district. • Identify method of funding for public improvements (developer/property owner equity, fees, bonds, state, or federal subsidized grant/loan programs or other). • Verify estimated land values/home sales prices provided by property owner/developer. • Work with the special tax consultant/assessment engineer to determine the appropriate maximum tax/assessment rates for the properties.
• If applicable, work with staff and property owners/developer to determine appropriate phasing for improvements to be financed through financing district. • If applicable, work with staff and property owners/developer to determine which improvements being financed by the financing district or the developer are eligible for (1) reimbursement by future development and (2) credit on impact fees.
• If appropriate, prepare an overall financing plan memo for the City on the proposed financing district that addresses the following (1) improvements to be financed, (2) recommended maximum tax rates, (3) recommended phasing of financing district improvements, (4) recommended reimbursement protocols, and (5) recommended impact fee credits for improvements being financed by the financing district or the developer. • Identify possible ongoing maintenance assessments/special tax for services, maintenance, or other future demands on the City resources.
• If applicable and requested by the City, identify possible infrastructure or public facility requirements for another public agency.
• Work with staff and consultants to develop an assessment spread/rate and method of apportionment for the financing district that will best serve the financing plan. • Present the results of this analysis, if required, to the City Council.

Task 2: Community Facilities District or Assessment District Formation (if applicable) • Provide and manage a detailed “master schedule” of tasks including district formation, documentation, and approvals.
• Prepare Financing Plan for assessment district or community facility district formation. • Work with the City and developer on initial funding options and assessment spread/special tax allocation.
• Work with assessment engineer/special tax consultant to develop assessment spread/rate and method and project cost estimates and parcel tax.
• Participate in property owner discussions or requests for financing information. • Attend and participate in the City Council meetings (as required).

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CITY OF SEASIDE CAMPUS TOWN DEVELOPMENT PROJECT (CFD FORMATION) REGULATORY DISCLOSURE LETTER FEBRUARY 7, 2022
PAGE 7
• Structure Bond Financing Plan based on assessment spread/rate and method of Apportionment and parcel development information.

Task 3: Financing (if applicable)
Project Management
• Manage financing process, including assembly of the financing team and assignment of tasks for all parties involved in the financing.
• Provide information and advice on the timing of the financing process and develop timeline (schedule) of tasks.
• Upon request, work with City staff to solicit and select a registered broker-dealer (underwriter or placement agent), bond/disclosure counsel, trustee service provider, or other consultants that may be required as part of financing process. Provide recommendation(s) and negotiate preferred terms and pricing for said consultant(s).

Quantitative Analysis and Financial Structuring
• Prepare, review, analyze, and provide structuring advice for the proposed financing and or refinancing.
• Evaluate the method of sale (private placement or public offering), bond structure, legal approach, and financial advantages for each alternative, including the financing terms and call provisions.
• Analyze credit enhancement options (bond insurance and reserve surety bond policies). • Meetings or conference calls with credit enhancement or insurance companies to discuss the transaction, as appropriate.

Project Implementation
• Provide advice on the financing structure for incorporation into financing documents. • Coordinate the efforts of bond counsel, disclosure counsel, and/or any other legal counsel to prepare the financing documents for approval by the City Council. • Review financing documents to ensure accuracy with the financing plan. • Upon request, NHA Advisors will make presentations or attend meetings with the City Council or stakeholders to answer questions about the financing and process. • Work with selected financing partner or funding source to determine optimal bond structure, including serial/term bonds, premium/discount bonds, and redemption provisions.
• If a public offering method of sale is utilized:
- Coordinate preparation of a comprehensive credit presentation to the rating services and bond insurance companies, if applicable.
- Work with disclosure counsel to assemble the official statement (investor disclosure document) for the financing in a manner consistent with existing laws, regulations, and standards of the securities industry.
- If completed as a negotiated sale, assist the City in the negotiation of underwriting spreads and interest rates for the proposed financing. Monitor the underwriter’s sales effort to ensure the lowest financing costs are achieved.

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CITY OF SEASIDE CAMPUS TOWN DEVELOPMENT PROJECT (CFD FORMATION) REGULATORY DISCLOSURE LETTER FEBRUARY 7, 2022
PAGE 8
- Assist with the solicitation of an investment advisor to coordinate investment of bond proceeds and/or accounts, as necessary.
- If completed as a competitive sale, engage a nationally recognized firm to market the bonds and establish a bidding platform.
- Coordinate the delivery, printing and final approval of legal documents, and the preparation of closing certificates and final official statement. • If a private placement method of sale is utilized:
- Prepare a credit package for potential investor banks. - If a placement agent has been engaged, work with placement agent to solicit bids from various banks that invest in municipal debt.
- Manage bond or loan pricing and final financing structure (debt service and bond terms).
- Coordinate the delivery, final approval of legal documents, and the preparation of closing certificates.
• Work with bond counsel to finalize documents for execution by the City. • Prepare or coordinate preparation of a closing memorandum outlining a detailed flow of funds at the time of closing.

Packet Page 134

CITY OF SEASIDE CAMPUS TOWN DEVELOPMENT PROJECT (CFD FORMATION) REGULATORY DISCLOSURE LETTER FEBRUARY 7, 2022
PAGE 9

EXHIBIT B

COMPENSATION SCHEDULE
TASK 1 & 2: HOURLY CONSULTING
For work described in the Scope of Services as Tasks
1&2, NHA Advisors will be compensated based upon
the hourly rate schedule provided in the table to the
right. NHA Advisors will invoice the City monthly for
time and approved expenses. The not-to-exceed
budget will be $27,500.

Task 3: Bond Financing
For financing specific work, NHA Advisors proposes to establish fixed fee compensation based on the complexity of the transaction and the estimated NHA Advisors staff resources. In our experience, financings consume different amounts of time dependent on several factors. For projects requiring extensive research, due diligence or options analysis, revised fee schedules may be proposed.

The fee schedule for various bond structures is as follows:

Additional Services
Credit Rating Process (as Needed) – For services related to a credit rating process, NHA Advisors will receive a fee for services as follows.

Credit Rating Process Fee
Long-Term Financing $10,000
Financing Fee Schedule - Municipal Advisory Services
Project Type Fee Range
Limited Obligation Bonds (AD) $42,500 - $52,500
Special Tax Bonds (CFD) $42,500 - $52,500
Staff
Allocation
Hourly
Rate
Principal $325
Director / Senior Vice President $300
Vice President $275
Assist. Vice President / Sr. Associate $250
Associate $225
Senior Analyst $200
Analyst $175
Administrative $ 75
Packet Page 135

CITY OF SEASIDE CAMPUS TOWN DEVELOPMENT PROJECT (CFD FORMATION) REGULATORY DISCLOSURE LETTER FEBRUARY 7, 2022
PAGE 10
In-Person Meetings (Upon Request) – NHA Advisors will be reimbursed $1,500 for each in-person meeting. NHA Advisors will participate on conference calls and virtual meetings at no additional cost to the City.

Request for Proposals (Upon Request) – If the City has not engaged consultants to provide certain services required as part of financing process, at the City’s direction, NHA Advisors will undertake the solicitation of one or more of these parties for the fees outlined in the following rate table.

Request for Proposal Process Fee
Broker-Dealer (Underwriter/Placement Agent) $5,000
Bond/Disclosure Counsel $2,500
Fiscal Consultant $1,500
Trustee $1,000
Expenses (Out-of-Pocket)
Any necessary expenses will be billed directly at cost to the City. Expenses will be limited to those necessary for completion of the project and will not be incurred without prior written consent of the City.

Packet Page 136
__________________________________________________________________________________ City of Seaside
RFP Municipal Advisory Services

REQUEST FOR PROPOSAL
Municipal Advisory Services
City of Seaside
BID ISSUED DATE November 15, 2021
Title: Finance Director
Contact: Victor Damiani
Email: [email protected]
Phone Number: 831-899-6718

PROPOSAL DUE
Date: Friday, December 3 2021, 5:00PM
Mail Address and Bid Opening Location:

Finance Director
City of Seaside
440 Harcourt Avenue
Seaside, CA 93955
Sealed written responses must be received by the Finance Director no later than the date, time, and location indicated above for the Bid Opening. Late submission of responses shall not be considered.

Submittal of response by email or fax are not acceptable.

BID CONTENTS
Section I - Invitation
Section II - Background of the City
Section III - Scope of Services
Section IV - Proposal Requirements
Section V - Evaluation Criteria & Selection Process
Section VI - Terms of Agreement
Section VII - Other Proposal Information
Exhibit A - Consultant Agreement Sample
Note: This bid does not constitute an order for the goods or services specified.

Packet Page 137
__________________________________________________________________________________ City of Seaside
RFP Municipal Advisory Services
I. INVITATION
The City of Seaside (the “City”) is seeking proposals (“Proposals”) from qualified firms (“Firms”) to provide objective, independent municipal advisory services to the City.

Qualified firms will be registered as municipal advisors with the Securities and Exchange Commission (SEC) and the Municipal Securities Rulemaking Board (MSRB).

Sealed proposals, including one (1) original bound Proposal and a portable document format (PDF) file of the Proposal saved on a USB flash drive, must be received by the Director of Finance not later than 5:00 pm on December 3, 2021, unless this time is extended by written addendum issued by the City before that date. Late proposals will not be accepted, and postmarks will not be accepted as the submitted date. Proposals should be addressed as follows:

Finance Director
City of Seaside
440 Harcourt Avenue
Seaside, CA 93955
Submitted envelopes should be marked “Request for Proposal for Municipal Advisory Services –“ (Firm Name).

II. BACKGROUND OF THE CITY
Seaside is a city in Monterey County, California, United States, with a population of 33,537 according to 2020 California Department of Finance data. The City of Seaside is a general-law City incorporated on October 13, 1954.Seaside is located on Monterey Bay at an elevation of 33 feet. The elevation in Seaside increases to the east, affording views of the Monterey Bay from multiple areas within the City.

Seaside is known for its views of the bay from streets, private property and the golf courses.

The City operates under the council/manager form of government. Members of the Seaside City Council are elected by the voters every two years in a general election in November of even-numbered years. The Mayor serves 2-year terms and the four members of the City Council have rotating 4-year terms; every two years, two members of the City Council are also selected by the voters through a general election. Seaside elected officials do not have term limits. The Council sets policy and exercises the legislative authority of the City. The Council holds meetings on the first and third Thursdays of each month and at such other times as necessary.

A. Financial Condition & Outlook
The City’s Fiscal Year 2022 operating and capital budget, comprising the General Fund, Special Revenue Funds, Capital Projects Funds, Internal Service Funds, Packet Page 138
__________________________________________________________________________________ City of Seaside
RFP Municipal Advisory Services
Enterprise Funds, Component Unit and Trust Funds, totals approximately $79.5 million. The City maintains various reserves, passed a balanced budget for Fiscal Year 2022 and anticipates a balanced budget for Fiscal Year 2023.

B. Capital & Financing Plan
The City prepares a five-year capital plan which identifies City capital improvement projects. The current primary focus is on maintaining and enhancing the City’s infrastructure, including streets, parks and municipal facilities.

III. SCOPE OF SERVICES
A. Specific Services
Requested municipal advisory services may include, but are not limited to, assisting the City with the issuance of debt. Assistance may include, but may not be limited to:
 review and analysis of complex business plans and financial proposals, including those for refunding opportunities, made to the City;  selling bonds or obtaining other debt financing by performing tasks such as:
o advising on the essential features of the bond or other financing structure;
o providing market analysis and information to determine the best method of sale or course of action for the City;
o assisting with or preparing requests for proposals as appropriate for other professional services needed to carry out the financing; o participating in the preparation of offering or other documents needed for the financing;
o preparing or coordinating the preparation of material for such purposes as rating agency and credit enhancement review processes;
o coordinating the bidding for bonds in a competitive sale; o negotiating bond terms in a negotiated sale;
o working with the finance team to facilitate an effective bond sale or other closing and delivery of proceeds;
o providing post-sale advice on proceeds investments (as needed);  preparation and submittal of continuing disclosure reports annually, or as otherwise required by the City’s current or future bond covenants, to the Electronic Municipal Market Access, a service of the MSRB.

Packet Page 139
__________________________________________________________________________________ City of Seaside
RFP Municipal Advisory Services
The Firm also may be called upon to assist the City with:
 review the City’s long-range financing needs, particularly with respect to its capital improvement program and develop alternative strategies for meeting those needs;
 present alternative strategies for managing the City’s current or future debt to achieve the best value for taxpayers;
 analyze and interpret legislation for economic or financial opportunities or impacts for the City;
 analyze and interpret complex business plans and financial proposals made to the City.

B. Assignment of Work
The Director of Finance will assign the work to be performed by the Firm. The Firm will be expected to coordinate the performance of services for the City.

C. Term of Engagement
The City anticipates executing an agreement for the period from January 15, 2022 through June 30, 2025 with an option to renew the agreements for two (2) additional one-year terms. The agreements shall continue until the end of the term, unless the Firm is notified, in writing by the Director of Finance sixty (60) days prior, of the City’s intention to terminate the agreement. Termination of the agreement by the City can occur at any time during the agreement period at the City’s discretion.

IV. PROPOSAL REQUIREMENTS
The purpose of the Proposal is to demonstrate the qualifications, competence, and capacity of the Firm to provide the services described in, and in conformity with the requirements of, this request for proposals (“RFP”). The Proposal should demonstrate the qualifications of the Firm and of the particular staff to be assigned to perform the work.

The Firm’s Proposal shall be clear, accurate, and comprehensive. Excessive or irrelevant materials will not be favorably received. The Proposal shall be signed by an individual or individuals authorized to execute legal documents on behalf of the Firm.

The Firm shall submit one (1) original bound Proposal and a portable document format (PDF) file of the Proposal saved on a USB flash drive. The Proposal shall be organized and numbered, and the bound Proposal tabbed, in the order presented below:

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1. Cover Page. The cover page should reflect the Firm’s name, the date, and the subject: “REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY
SERVICES – ” (FIRM NAME).

2. Transmittal Letter with Executive Summary. A letter of transmittal summarizing the key points of the Firm’s Proposal in a clear and concise manner shall be signed by an individual in the Firm authorized to negotiate terms, render binding decisions, and commit the Firm’s resources. The letter shall state the Firm has read and will comply with all terms and conditions of the RFP and summarize the Firm’s understanding of the work to be done and ability to perform it. Please limit to one or two pages.

3. Identification of Firm. The Proposal must reflect the Firm’s full legal name, state of incorporation, location of office(s), and background and other general information, including the size of the organization, years in business, and an organizational chart. The Proposal also must include the name, address, phone number, fax number, and e-mail of the Firm’s contact person.

4. Personnel. Names, qualifications, proposed roles, office location(s), and availability of the principal personnel who would be assigned to perform the services described in the RFP must be provided. The primary person(s) who would be responsible for managing the relationship with the City.

Services to be provided in this engagement shall not be performed by or delegated to any person or entity other than as specified in the Proposal without written authorization from the Director of Finance. Such a change may be considered a significant deviation from the Proposal and may be cause for the City to terminate the agreement with the Firm.

5. Proposer Qualifications & References. The Firm shall state its qualifications, including providing a list of contracts with a scope similar to that of this RFP in which the Firm has engaged and a description of its proposed personnel’s relevant experience over the past three (3) years. Discussion of the Firm’s familiarity with the Government Finance Officers Association’s (GFOA’s) “Best Practices” relating to the selling of bonds and the selection of finance professionals also should be included. Also provide the names and contact information for individuals from a minimum of three (3) municipal entities for which the Firm has provided services, as relevant to this RFP, who would be willing to serve as references for the Firm and the individuals who would provide services to the City. The City reserves the right to contact any organizations or individuals listed.

6. Conflict of Interest Disclosure. The Firm must disclose any finder’s fees, fee splitting, payments to consultants, or other contractual arrangements of the Firm which constitute a real or perceived conflict of interest. The Firm’s affiliation or relationship with any broker-dealer and whether any personnel of the Firm who would provide advice to the City were associated with a brokerdealer firm within the two (2) years preceding the RFP also must be disclosed.

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7. Investigation & Disciplinary Action Disclosure. The Firm must disclose any pending investigation of the Firm or enforcement or disciplinary actions taken within the past three years by the Securities & Exchange Commission (SEC), Financial Industry Regulatory Authority (FINRA), Municipal Securities Rulemaking Board (MSRB), or other regulatory bodies.

8. Fee Proposal. The “Fee Proposal” shall include the basis/bases of compensation for services rendered. If hourly, provide a schedule of rates for the personnel proposed to be involved in the engagement. If fixed, indicate the amount for the service. If transaction based, indicate the rate structure. If other types of compensation are proposed, provide enough information to enable evaluation of the cost for the specified services. Specify what costs, if any, are to be reimbursed.

V. EVALUATION CRITERIA & SELECTION PROCESS
A. Evaluation Criteria
Firms will be evaluated on a combination of responsiveness, organization, and clarity of proposals related to the scope of work, as well as the following criteria:
 Firm municipal advisory experience with similar engagements;  qualifications and relevant experience of proposed assigned personnel;  demonstrated understanding of the City’s financial situation;  agreement to meet the City’s general terms and conditions;  fees; and
 responses of references.

B. Selection Process
At the conclusion of the proposal solicitation period, staff will evaluate the responses received and select not more than three (3) firms’ proposals for further review and consideration. Interviews and/or presentations may be scheduled with firms selected to advance in the selection process. Based upon the outcome(s) of the evaluation(s) of proposals and/or interviews/presentations, a recommendation will be submitted to the City Manager for consideration of award.

Depending upon the agreed-upon terms, the agreement between the City and the selected firm may require approval by the City Council.

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C. Tentative Schedule
Issue Date November 15, 2021
Deadline for return of proposals December 3, 2021
Staff review Week of December 6, 2021
Interviews/Presentations (tentative) Week of December 13, 2021 Recommendations submitted to City Council (if necessary) January 6, 2022 VI. TERMS OF AGREEMENT
A. Contract for Professional Services
The firm selected shall be required to enter into the City’s Standard Professional Services Agreement (Exhibit “A,” attached), in substantially similar form, and to provide all other required certifications and documentation within fifteen (15) calendar days of notification of selection. Any City agreement resulting from this RFP shall not be effective, unless and until approved by the City, which may require the City Council approval.

B. Insurance Requirements
The firm selected shall maintain insurance in full force and effect during the entire period of performance under the agreements. Failure to do so shall be cause for termination of the agreements.

All policies must have a thirty (30) day non-cancellation clause giving the City thirty (30) days prior written notice in the event a policy is cancelled.

At the end of each agreement year, the City reserves the right to review insurance requirements and to require more or less coverage, depending on the assessment of risk, the firm’s past experience, and the availability and affordability of increased liability insurance coverage.

Any aggregate insurance limits must apply solely to this agreement. If required insurance coverage is provided on a “claims made” rather than “occurrence” form, the firm shall maintain such insurance coverage for three (3) years after the expiration of the term (and any extensions) of the agreement.

C. Compensation
The respondent agrees, if selected, that compensation shall remain firm and fixed throughout the original term (and any extensions) of the contract.

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D. Independent Contractor Status
The respondent agrees, if selected, that the respondent shall perform the services as an independent contractor and not as employee(s) of the City. The City shall not be considered the employer of the respondent. The respondent understands, if selected, that the respondent shall have the sole responsibility for deciding the manner and means of providing the services, except as outlined in the final contract and its attachments or exhibits.

E. Indemnification
The respondent agrees, if selected, to indemnify and hold harmless the City and all its respective officers and employees from any and all liability, claims, costs, including reasonable attorney’s fees, demands, damages, expenses, and causes of action as outlined in the contract.

F. Other Considerations
The respondent understands that the information provided herein is intended solely to assist the respondent in submittal preparation. To the best of the City’s knowledge, the information provided is accurate. However, the City does not warrant such accuracy, and any errors or omissions subsequently determined will not be construed as a basis for invalidating this solicitation. Further, by submitting a response to this solicitation, the respondent represents that he or she has thoroughly examined and become familiar with work required in the solicitation and is capable of performing quality work and to achieve the objectives of the City.

VII. OTHER PROPOSAL INFORMATION
A. Reservations
Issuance of this RFP does not commit the City to award an agreement or to procure an agreement for services. All costs directly or indirectly related to responding to the RFP, including all costs incurred in supplementary documentation, information, or presentation, will be borne by the Firm.

The City reserves the right to amend the RFP or issue to all firms a “Notice of Clarification” to answer questions for clarification.

The City reserves the right to postpone or cancel, for any or no reason, in part or in its entirety, the RFP.

The City reserves the right to reject any or all proposals or any portion of any proposal received in response to the RFP without cause or liability or to waive any irregularities or informalities in the proposals or proposal process. The City is not obligated to accept any proposal or to negotiate with any respondent.

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Execution of an agreement is dependent upon the negotiation of a mutually acceptable agreement with the successful firm.

B. Variations in Scope of Work
The City may materially change the scope of work of this RFP. Such changes may include additions, deletions, or other revisions within the general scope of the RFP requirements. No material changes or adjustments shall be made without a written amendment to this RFP, signed by the Director of Finance. The City reserves the right to waive the written requirement for a variation in the scope of work if, in the opinion of the City, such variation does not materially change the item or its performance within parameters acceptable to the City.

C. Acknowledgment of Amendments
Each firm shall acknowledge receipt of any amendment to this RFP by signing and returning the amendment with the completed Proposal. The acknowledgment must be received by the City at the time and place specified for receipt of proposals.

D. Costs for Preparing Proposal
The City will not compensate any firm for the cost of preparing any proposal, and all materials submitted with a proposal shall become the property of the City. The City will retain all proposals submitted and may use any idea in a proposal, regardless of whether that proposal is selected.

E. Non-Responsive Proposals
A proposal may be considered non-responsive if conditional, incomplete, or if containing alterations of form, additions not called for, or other irregularities that may constitute a material change to the Proposal. The City shall have sole discretion in determining the completeness of each proposal.

F. Late Proposal Submission
The City will not be responsible for proposals that are delinquent, lost, incorrectly marked, sent to an address other than that given herein, or sent by mail or courier service and not signed for by the City. Late or incomplete proposals will not be considered.

G. Alternative Proposals
Only one final proposal is to be submitted by each firm. Multiple proposals may result in rejection of all proposals submitted by the Firm.

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H. No Exceptions
Submission of a proposal constitutes acceptance by the Firm of the conditions contained in this RFP and the professional services agreement, should the Firm be selected.

I. Applicable Laws
The agreement awarded shall be governed in all respects by the laws of the State of California, and any litigation related to the agreement or this RFP shall be brought in the State of California, with a venue of the Monterey Superior Courts.

The firm awarded the agreement shall comply with all applicable federal, state, and local laws and regulations.

J. Non-Conforming Terms & Conditions
Any proposal that includes terms and conditions that do not conform to the terms and conditions of this RFP is subject to rejection as non-responsive. The City reserves the right to permit the respondent to withdraw non-conforming terms and conditions from its Proposal prior to action by the City to award an agreement.

K. Public Information
All documents received by the City are considered public records and will be made available after firm selection for public inspection and copying upon request.

L. Additional Information
Any questions regarding this RFP or requests for available materials should be addressed to:

Victor Damiani, Finance Director
Email: [email protected]
Phone: (831)-899-6718
Respondents/firms are cautioned that any oral statements made that materially change any portion of this RFP are not valid unless subsequently ratified by a formal written amendment to this RFP. No technical questions that may materially change any portion of this RFP will be accepted during the seven calendar days prior to the time and date set for receipt of proposals.

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Exhibit “A”
Sample Consultant Agreement

CITY OF SEASIDE

AGREEMENT FOR CONSULTANT SERVICES
THIS AGREEMENT, is made and effective as of 20_ , between the City of Seaside, a municipal corporation ("City") and ___________________________, [a sole proprietorship, partnership, limited liability partnership, corporation, limited liability corporation] ("Consultant"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

1. TERM
This Agreement shall commence on , 20___ and shall remain and continue in effect until tasks described herein are completed, but in no event later than ___________________, 20___, unless sooner terminated pursuant to the provisions of this Agreement.

2. SERVICES
Consultant shall perform the tasks described and set forth in Exhibit A, attached hereto and incorporated herein as though set forth in full. Consultant shall complete the tasks according to the schedule of performance which is also set forth in Exhibit A.

3. PERFORMANCE
Consultant shall at all times faithfully, competently and to the best of his/her ability, experience, and talent, perform all tasks described herein. Consultant shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Consultant hereunder in meeting its obligations under this Agreement.

4. CITY MANAGEMENT
City's ___________________________(Staff member title) shall represent City in all matters pertaining to the administration of this Agreement, review and approval of all products submitted by Consultant, but not including the authority to enlarge the Tasks to Be Performed or change the compensation due to Consultant. City's City Manager shall be authorized to act on City's behalf and to execute all necessary documents which enlarge the Tasks to Be Performed or change Consultant's compensation, subject to Section 5 hereof.

5. PAYMENT
(a) The City agrees to pay Consultant monthly, in accordance with the payment rates and terms and the schedule of payment as set forth in Exhibit B, attached hereto and incorporated herein by this reference as though set forth in full, based upon actual time spent on the above tasks. This amount shall not exceed __________________________ dollars ($ .00) for the total term of the Agreement unless additional payment is approved as provided in this Agreement.

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(b) Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement which are in addition to those set forth herein, unless such additional services are authorized in advance and in writing by the City Manager. Consultant shall be compensated for any additional services in the amounts and in the manner as agreed to by City Manager and Consultant at the time City's written authorization is given to Consultant for the performance of said services. The City Manager may approve additional work not to exceed ten percent (10%) of the amount of the Agreement, but in no event shall such sum exceed twenty four thousand nine hundred ninety nine dollars ($24,999.00). Any additional work in excess of this amount shall be approved by the City Council. (c) Consultant will submit invoices monthly for actual services performed. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days of receipt of each invoice as to all non-disputed fees. If the City disputes any of Consultant's fees it shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice.

6. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE (a) The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the consultant at least ten (10) days prior written notice. Upon receipt of said notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the City suspends or terminates a portion of this Agreement such suspension or termination shall not make void or invalidate the remainder of this Agreement. (b) In the event this Agreement is terminated pursuant to this Section, the City shall pay to Consultant the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the Agreement pursuant to this Section, the Consultant will submit an invoice to the City pursuant to Section

3. 7. DEFAULT OF CONSULTANT
(a) The Consultant's failure to comply with the provisions of this Agreement shall constitute a default. In the event that Consultant is in default for cause under the terms of this Agreement, City shall have no obligation or duty to continue compensating Consultant for any work performed after the date of default and can terminate this Agreement immediately by written notice to the Consultant. If such failure by the Consultant to make progress in the performance of work hereunder arises out of causes beyond the Consultant's control, and without fault or negligence of the Consultant, it shall not be considered a default. (b) If the City Manager or his/her delegate determines that the Consultant is in default in the performance of any of the terms or conditions of this Agreement, he/she shall cause to be served upon the Consultant a written notice of the default. The Consultant shall have ten (10) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance. In the event that the Consultant fails to cure its default within such period of time, the City shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement.

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8. OWNERSHIP OF DOCUMENTS
(a) Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by City that relate to the performance of services under this Agreement. Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of City or its designees at reasonable times to such books and records; shall give City the right to examine and audit said books and records; shall permit City to make transcripts there from as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained at the City of Seaside’s City Hall for a minimum period of three (3) years after receipt of final payment.
(b) Upon completion of, or in the event of termination or suspension of this Agreement, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of the City and may be used, reused, or otherwise disposed of by the City without the permission of the Consultant.

With respect to computer files, Consultant shall make available to the City, at the Consultant's office and upon reasonable written request by the City, the necessary computer software and hardware for purposes of accessing, compiling, transferring, and printing computer files.

9. INDEMNIFICATION
(a) Indemnification for Professional Liability. When the law establishes a professional standard of care for Consultant’s Services, to the fullest extent permitted by law, Consultant shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs and expenses, including attorney’s fees and costs to the extent same are caused in whole or in part by any act, error or omission of Consultant, its officers, agents, employees or sub consultants (or any entity or individual that Consultant shall bear the legal liability thereof) in the performance of professional services under this agreement. With respect to the design of public improvements, the Consultant shall not be liable for any injuries or property damage resulting from the reuse of the design at a location other than that specified in Exhibit _ without the written consent of the Consultant. (b) Indemnification for Other Than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Consultant shall indemnify, defend and hold harmless City, and any and all of its employees, officials and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Consultant or by any individual or entity for which Consultant is legally liable, including but not limited to officers, agents, employees or sub consultants of Consultant.

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(c) General Indemnification Provisions. Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this section from each and every sub consultant or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this agreement. In the event Consultant fails to obtain such indemnity obligations from others as required here, Consultant agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth here is binding on the successors, assigns or heirs of Consultant and shall survive the termination of this agreement or this section.

10. INSURANCE
Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit D attached to and part of this agreement.

11. INDEPENDENT CONSULTANT
(a) Consultant is and shall at all times remain as to the City a wholly independent Consultant. The personnel performing the services under this Agreement on behalf of Consultant shall at all times be under Consultant's exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Consultant or any of Consultant's officers, employees, or agents, except as set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City.

Consultant shall not incur or have the power to incur any debt, obligation, or liability whatever against City, or bind City in any manner.
(b) No employee benefits shall be available to Consultant in connection with the performance of this Agreement. Except for the fees paid to Consultant as provided in the Agreement, City shall not pay salaries, wages, or other compensation to Consultant for performing services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing services hereunder.

12. LEGAL RESPONSIBILITIES
The Consultant shall keep itself informed of State and Federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement. The Consultant shall at all times observe and comply with all such laws and regulations. The City, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this Section.

13. UNDUE INFLUENCE
Consultant declares and warrants that no undue influence or pressure is used against or in concert with any officer or employee of the City of Seaside in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of the City of Seaside will receive compensation, directly or indirectly, from Consultant, or from any officer, employee or agent of Consultant, in connection with the award of this Agreement or any work Packet Page 150
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to be conducted as a result of this Agreement. Violation of this Section shall be a material breach of this Agreement entitling the City to any and all remedies at law or in equity.

14. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES
No member, officer, or employee of City, or their designees or agents, and no public official who exercises authority over or responsibilities with respect to the Project during his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any agreement or sub-agreement, or the proceeds thereof, for work to be performed in connection with the Project performed under this Agreement.

15. RELEASE OF INFORMATION/CONFLICTS OF INTEREST
(a) All information gained by Consultant in performance of this Agreement shall be considered confidential and shall not be released by Consultant without City's prior written authorization. Consultant, its officers, employees, agents, or sub consultants, shall not without written authorization from the City Manager or unless requested by the City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this Agreement or relating to any project or property located within the City. Response to a subpoena or court order shall not be considered "voluntary" provided Consultant gives City notice of such court order or subpoena.
(b) Consultant shall promptly notify City should Consultant, its officers, employees, agents, or sub consultants be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request, court order, or subpoena from any person or party regarding this Agreement and the work performed there under or with respect to any project or property located within the City.

City retains the right, but has no obligation, to represent Consultant and/or be present at any deposition, hearing, or similar proceeding. Consultant agrees to cooperate fully with City and to provide the opportunity to review any response to discovery requests provided by Consultant. However, City's right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. [the following paragraph is only to be used when the City will be taking in a fee or deposit from an applicant and use that fund to retain the consultant to prepare an EIR, Specific Plan, or some other specific document or where the City is funding a similar development-type study]
(c) Consultant covenants that neither he/she nor any officer or principal of their firm have any interest in, or shall acquire any interest, directly nor indirectly, which will conflict in any manner or degree with the performance of their services hereunder. Consultant further covenants that in the performance of this Agreement, no person having such interest shall be employed by them as an officer, employee, agent, or sub consultant. Consultant further covenants that Consultant has not contracted with nor is performing any services, directly or indirectly, with any developer(s) and/or property owner(s) and/or firm(s) and/or partnership(s) owning property in the City or the study area and further covenants and agrees that Consultant and/or its sub consultants shall provide no service or enter into any agreement or agreements with a/any developer(s) and/or property owner(s) and/or firm(s) and/or Packet Page 151
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partnership(s) owning property in the City or the study area prior to the completion of the work under this Agreement.

16. NOTICES
Any notices which either party may desire to give to the other party under this Agreement must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service, such as but not limited to, Federal Express, which provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by notice:

To City: City of Seaside
440 Harcourt Avenue
Seaside, California 93955
Attention: City Clerk
To Consultant: _________________________
_________________________
_________________________

17. ASSIGNMENT
The Consultant shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of the City. Because of the personal nature of the services to be rendered pursuant to this Agreement, only __________________shall perform the services described in this Agreement.

18. LICENSES
At all times during the term of this Agreement, Consultant shall have in full force and effect, all licenses required of it by law for the performance of the services described in this Agreement.

19. GOVERNING LAW
The City and Consultant understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in Monterey County, or the federal district court with jurisdiction over the City of Seaside.

20. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, oral or written, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material.

21. WORK SCHEDULED/TIME OF COMPLETION
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City and Consultant agree that time is of the essence in this Agreement. City and Consultant further agree that Consultant's failure to perform on or at the times set forth in this Agreement will damage and injure City, but the extent of such damage and injury is difficult or speculative to ascertain. Consequently, City and Consultant agree that any failure to perform by Consultant at or within the times set forth herein shall result in liquidated damages of ________________ dollars ($_____.00) per day for each and every day such performance is late. City and Consultant agree that such sum is reasonable and fair. Furthermore, City and Consultant agree that this Agreement is subject to Government Code Section 53069.85 and that each party hereto is familiar with and understands the obligations of said Section of the Government Code.

22. CONTENTS OF REQUEST FOR PROPOSAL AND PROPOSAL
Consultant is bound by the contents of City's Request for Proposal, Exhibit "C" hereto and incorporated herein by this reference, and the contents of the proposal submitted by the Consultant, Exhibit "D" hereto. In the event of conflict, the requirements of City's Request for Proposals and this Agreement shall take precedence over those contained in the Consultant's proposals.

23. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Consultant warrants and represents that he/she has the authority to execute this Agreement on behalf of the Consultant and has the authority to bind Consultant to the performance of its obligations hereunder.

IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

CITY OF SEASIDE CONSULTANT
By: By:
[City Manager or Mayor] (Signature)
(Typed Name)
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EXHIBIT A

TASKS TO BE PERFORMED
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EXHIBIT B

PAYMENT SCHEDULE
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EXHIBIT C

LOCATION SCHEDULE
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EXHIBIT D

INSURANCE REQUIREMENTS
Prior to the beginning of and throughout the duration of the Work, Consultant will maintain insurance in conformance with the requirements set forth below. Consultant will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, Consultant agrees to amend, supplement or endorse the existing coverage to do so. Consultant acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to City in excess of the limits and coverage required in this agreement and which is applicable to a given loss, will be available to City.

Consultant shall provide the following types and amounts of insurance:
[Note: verify minimum limit for each coverage with Risk Manager] Commercial General Liability Insurance using Insurance Services Office “Commercial General Liability” policy form CG 00 01 or the exact equivalent. Defense costs must be paid in addition to limits. There shall be no cross liability exclusion for claims or suits by one insured against another. Limits are subject to review but in no event less than $1,000,000 per occurrence, $2,000,000 aggregate.

Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in no event to be less that $1,000,000 per accident. If Consultant owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If Consultant or Consultant’s employees will use personal autos in any way on this project, Consultant shall provide evidence of personal auto liability coverage for each such person. [Note: may need to delete workers' compensation and employer's liability insurance requirements for certain sole proprietorships, partnerships, or corporations without employees]
Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer’s liability limits no less than $1,000,000 per accident or disease.
[Note: If the required limits for general liability, auto and employer’s liability are $1 million or less, the following paragraph may be omitted.]
Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit requirements, shall provide coverage at least as broad as specified for the underlying coverages. Any such coverage provided under an umbrella liability policy shall include a drop down provision providing primary coverage above a maximum $25,000 self-insured retention for liability not covered by primary but covered by the umbrella. Coverage shall be provided on a “pay on behalf” basis, with defense costs payable in addition to policy limits. Policy shall contain a provision obligating insurer at the time insured’s liability is determined, not requiring actual payment by the insured first. There shall be no cross liability exclusion precluding coverage for claims or suits by one insured against another. Coverage shall be applicable to City for injury to employees of Consultant, subconsultants or others involved in the Work. The scope Packet Page 157
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RFP Municipal Advisory Services
of coverage provided is subject to approval of City following receipt of proof of insurance as required herein. Limits are subject to review but in no event less than $___________ per occurrence.

Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the consultant and “Covered Professional Services” as designated in the policy must specifically include work performed under this agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer’s duty to defend. The policy retroactive date shall be on or before the effective date of this agreement.

Insurance procured pursuant to these requirements shall be written by insurers that are admitted carriers in the state of California and with an A.M. Bests rating of A- or better and a minimum financial size VII.

General conditions pertaining to provision of insurance coverage by Consultant. Consultant and City agree to the following with respect to insurance provided by Consultant:

1. Consultant agrees to have its insurer endorse the third party general liability coverage required herein to include as additional insureds City, its officials, employees and agents, using standard ISO endorsement No. CG 2010 with an edition prior to 1992.

Consultant also agrees to require all contractors, and subcontractors to do likewise.

2. No liability insurance coverage provided to comply with this Agreement shall prohibit Consultant, or Consultant’s employees, or agents, from waiving the right of subrogation prior to a loss. Consultant agrees to waive subrogation rights against City regardless of the applicability of any insurance proceeds, and to require all contractors and subcontractors to do likewise.

3. All insurance coverage and limits provided by Contractor and available or applicable to this agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement or any other agreement relating to the City or its operations limits the application of such insurance coverage.

4. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.

5. No liability policy shall contain any provision or definition that would serve to eliminate so-called “third party action over” claims, including any exclusion for bodily injury to an employee of the insured or of any contractor or subcontractor.

6. All coverage types and limits required are subject to approval, modification and additional requirements by the City, as the need arises. Consultant shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect City’s protection without City’s prior written consent.

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7. Proof of compliance with these insurance requirements, consisting of certificates of insurance evidencing all of the coverages required and an additional insured endorsement to Consultant’s general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In the event such proof of any insurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreement and to pay the premium. Any premium so paid by City shall be charged to and promptly paid by Consultant or deducted from sums due Consultant, at City option.

8. Certificate(s) are to reflect that the insurer will provide 30 days notice to City of any cancellation of coverage. Consultant agrees to require its insurer to modify such certificates to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, or that any party will “endeavor” (as opposed to being required) to comply with the requirements of the certificate.

9. It is acknowledged by the parties of this agreement that all insurance coverage required to be provided by Consultant or any subcontractor, is intended to apply first and on a primary, non-contributing basis in relation to any other insurance or self insurance available to City.

10.Consultant agrees to ensure that subcontractors, and any other party involved with the project who is brought onto or involved in the project by Consultant, provide the same minimum insurance coverage required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subcontractors and others engaged in the project will be submitted to City for review.

11.Consultant agrees not to self-insure or to use any self-insured retentions or deductibles on any portion of the insurance required herein and further agrees that it will not allow any contractor, subcontractor, Architect, Engineer or other entity or person in any way involved in the performance of work on the project contemplated by this agreement to self-insure its obligations to City. If Consultant’s existing coverage includes a deductible or self-insured retention, the deductible or self-insured retention must be declared to the City. At that time the City shall review options with the Consultant, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions.

12.The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the City will negotiate additional compensation proportional to the increased benefit to City.

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13.For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance of this Agreement.

14.Consultant acknowledges and agrees that any actual or alleged failure on the part of City to inform Consultant of non-compliance with any insurance requirement in no way imposes any additional obligations on City nor does it waive any rights hereunder in this or any other regard.

15.Consultant will renew the required coverage annually as long as City, or its employees or agents face an exposure from operations of any type pursuant to this agreement.

This obligation applies whether or not the agreement is canceled or terminated for any reason. Termination of this obligation is not effective until City executes a written statement to that effect.

16.Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been ordered shall be submitted prior to expiration. A coverage binder or letter from Consultant’s insurance agent to this effect is acceptable. A certificate of insurance and/or additional insured endorsement as required in these specifications applicable to the renewing or new coverage must be provided to City within five days of the expiration of the coverages.

17.The provisions of any workers’ compensation or similar act will not limit the obligations of Consultant under this agreement. Consultant expressly agrees not to use any statutory immunity defenses under such laws with respect to City, its employees, officials and agents.

18.Requirements of specific coverage features or limits contained in this section are not intended as limitations on coverage, limits or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue, and is not intended by any party or insured to be limiting or all-inclusive.

19.These insurance requirements are intended to be separate and distinct from any other provision in this agreement and are intended by the parties here to be interpreted as such.

20.The requirements in this Section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this Section.

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RFP Municipal Advisory Services

21.Consultant agrees to be responsible for ensuring that no contract used by any party involved in any way with the project reserves the right to charge City or Consultant for the cost of additional insurance coverage required by this agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto.

Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the work performed under this agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they
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REQUEST FOR PROPOSAL FOR

MUNICIPAL ADVISORY SERVICES

NHA ADVISORS, LLC

SUBMITTED BY
DECEMBER 3,
2021
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TABLE OF CONTENTS - NHA ADVISORS, LLC

TABLE OF CONTENTS

2. TRANSMITTAL LETTER AND EXECUTIVE SUMMARY........................................................................................................... i

3. IDENTIFICATION OF FIRM....................................................................................................................................... 1

4. PERSONNEL......................................................................................................................................................... 3

5. QUALIFICATIONS & REFERENCES ............................................................................................................................ 5 A. Overview of NHA’s Relevant Experience................................................................................................. 5 Bond Financing Expertise ........................................................................................................................ 5 Comprehensive Municipal Advisory Consulting Services ....................................................................... 5 Water and Sewer Infrastructure ............................................................................................................. 6 Facilities and Infrastructure (Including Streets) Project Financing Experience ...................................... 9 Pension Consulting and Financing Experience......................................................................................11 Similar Contracts................................................................................................................................... 16 B. NHA’s Commitment to GFOA “Best Practices”......................................................................................16 C. References ............................................................................................................................................. 18 D. NHA’s Approach to the City’s Scope of Services ...................................................................................19 City’s Scope of Services and General Capital Needs.............................................................................19 Addressing the City’s Water Infrastructure Needs ...............................................................................21 Long-Range Financing Strategy .............................................................................................................25 Continuing Disclosure Services .............................................................................................................29 What Sets NHA Apart............................................................................................................................ 29 A Day in the Offices of NHA .................................................................................................................. 31

6. CONFLICT OF INTEREST DISCLOSURE...................................................................................................................... 32

7. INVESTIGATION & DISCIPLINARY ACTION DISCLOSURE..............................................................................................33

8. FEE PROPOSAL .................................................................................................................................................. 34 Task 1: Hourly, On Call Financial Consulting and Municipal Advisory Services.............................................34 Task 2: Bond Financing .................................................................................................................................. 34 APPENDIX A: EXAMPLE CREDIT PRESENTATIONS
APPENDIX B: FT. BRAGG PRESENTATION TO CITY COUNCIL
APPENDIX C: EXAMPLE PENSION FUNDING POLICIES
APPENDIX D: NHA LEAD ADVISORY TEAM RESUMES
APPENDIX E: REQUIRED DISCLOSURES
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC i

2. TRANSMITTAL LETTER AND EXECUTIVE SUMMARY
December 3, 2021
Attn: Victor Damiani, Finance Director
City of Seaside
440 Harcourt Avenue
Seaside, CA 93955
RE: Request for Proposals for Municipal Advisory Services - NHA Advisors, LLC Dear Mr. Damiani:

NHA Advisors, LLC (“NHA”) is pleased to submit our proposal to provide municipal advisory services to the City of Seaside (the “City”) in response to the City’s request for proposal (“RFP”). It is our intention to succinctly state the core value NHA brings to the City’s projects. We believe NHA’s breadth and depth of expertise will help the City’s fulfill its objectives and that we are the best advisor to serve the City.

NHA brings a method to every assignment in service to every client, something that is rare in the financial consulting and municipal advisory business. NHA believes in, and practices, a client-centered (i.e., fiduciary-first, not deal-driven) approach.

In 2020, we served as the municipal advisor for the wind-down of the Fort Ord Reuse Authority. Their 2020 Tax Allocation Bond issuance provided $24 million in building removal and soil remediation funding for the Former Fort Ord base, including $6.4 million in funds provided to the City of Seaside to address Fort Ord properties within the City. That project gave us unique insights into the area and the complexities of the issues facing the City, including water supply shortages, needed aging infrastructure replacement, and workforce housing shortage.

From the City’s 2021-22 Capital Improvement Program, we see that the City’s water fund has pressing needs for infrastructure and alternative water sources. In our proposal (Section 5.D), we provide some analysis of the City’s historical Water Fund coverage, possible bonding capacity, and some strategies for addressing the City’s water needs. Upon being selected as the City’s municipal advisor, we are ready to quickly provide detailed analysis of the City’s options for financing alternative water infrastructure needs.

NHA’s value proposition to the City is direct and simple -- we will strive to be your trusted advisor by bringing our fiduciary ethos to every municipal bond offering AND educational or advisory engagement we work on. Period. This means that we are NOT transactiondriven (we are process-driven). NHA’s process is always to conduct deep due diligence, make sure decision-makers understand ALL the options, and translate complex financing structures in an objective way to allow for a thorough, client-specific decision-making process. For the City, we believe that this approach starts with a comprehensive view and understanding of your long-term financial position, objectives and constraints. We listen closely to gain a detailed understanding of the City’sspecific situations and opportunities to develop a comprehensive plan of finance for the City.

As we will demonstrate in the body of this proposal, NHA possesses the wide range of expertise and depth of experiences that the City of Seaside should require from its trusted municipal advisor. We have executed upon all types of tax- or revenue-backed bond structures such as voter-supported bonds (GO or sales tax bonds), utility (power, water, sewer, solid waste) revenue bonds, lease revenue bonds, land secured (CFD or AD) bonds, POBs, RDA/SA bonds.

Based on the most recent California State Treasurer’s data, NHA is ranked #1 Municipal Advisor between 2016 to 2021 for California cities north of Kern County.

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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC ii
Achieving the objective of becoming the City’s trusted advisor is a much higher bar to meet than just executing bond transactions. NHA focuses on bringing a range of services and ideas that benefit you. Many of these ideas have no relationship to a bond financing. NHA formed eight practice groups to address areas that our clients had told us mattered to them. NHA has made it our business to become an expert in areas like climate change (e.g., rising sea levels, wildfire risks), pension liabilities, P3 & economic development, and continuing disclosure to provide meaningful ideas and advice to our clients.

Additionally, we believe that being the City’s trusted advisor requires something more. We believe that it is imperative that NHA, as the City’s fiduciary, “leans into” all the challenges of the project. We believe that providing agnostic and objective funding solutions should not be motivated by compensation structures. We approach each project under a two-phase plan of finance which allows the City to fully evaluate the options being provided by NHA prior to deciding to move forward on a financing or use other City resources.

The second phase allows NHA to become the project manager on behalf of the City and execute the financing plan selected by the City Council.

Finally, if a bond transaction does occur, we note two examples where we distinguish ourselves compared to our competitors: First, NHA excels in the credit rating process. NHA takes a hands-on approach to putting together a comprehensive rating presentation and prepares our clients to deliver their “story” through an interactive process leading up to the actual delivery to the rating agencies. Many other municipal advisors will outsource this work to the underwriter, but we believe it is important that the municipal advisor (as the City’s fiduciary) handles this process. We invite you to review the materials provided as appendices to this RFP response and encourage you to reach out to our references to gain a better understanding of how we helped them put their best foot forward in those meetings.

Second, NHA excels in underwriter management during the bond sale process. We can work in a complementary style with the City’s current financing team, or, at the City’s direction, we will manage the process of engaging a new financing team. Some of NHA’s staff are former investment bankers and understand that business well. Maximizing the credit rating and managing the underwriting team will translate into financial benefits for the City.

NHA has reviewed the terms and conditions of the RFP, understands the obligations and requirements of NHA and is able to perform and deliver all required covenants. By signature below, we are authorized to negotiate terms, render binding decisions, and commit the firm’s professional resources.

Sincerely,
Mike Meyer, Vice President Craig Hill, Managing Principal Eric Scriven, Principal Packet Page 165

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 1 3. IDENTIFICATION OF FIRM
NHA Advisors, LLC is an Independent Registered
Municipal Advisor providing comprehensive
financial and consulting services to public
agencies throughout California, with an emphasis
on cities. NHA has been advising cities since 2000
(originally as Northcross Hill & Ach). NHA works
with over 80 California public agencies, including
over 65 cities, providing financing solutions for
capital projects. Our non-financing/consulting
practice works with over 30 public agencies to
develop funding solutions, policies, and
alternatives to obligations such as increasing
pension liabilities.

We work with public agencies of all sizes and
understand the constraints and the time
requirements to develop funding strategies and
financing plans. NHA, through its “extension of
staff” DNA, integrates with city staff to assist and
manage each project. We believe we have
demonstrated that with the prior engagements to
the City.

NHA is proud to offer the full range of municipal advisory services. Unlike many competing firms, our depth matches our breadth. Our services not only provide financing solutions but also the strategic advice necessary to develop appropriate funding solutions for city capital projects. NHA is unique from other municipal advisors in our approach to each project. We truly believe that developing a funding solution should not be driven by the need to provide a financing (how typical advisors get paid). Our objective approach is distinct from others who bundle their work into a contingent fee arrangement incentivizing the financial solution to be a bond issuance.

Providing municipal advisory services to California cities is our core focus as demonstrated by our internal growth (3x) since 2014.

NHA Clients Served*
*Dots represent client engagements from 2012 - Present
NHA Advisors, LLC – Company Information
Organization Type California Limited Liability Company (LLC) Principals Craig Hill, Mark Northcross,
and Eric Scriven
Assigned Day-to-Day Contact
Mike Meyer, Vice President
Email: [email protected]
Phone: (415) 785-2025 x 2004
Fax: (415) 506-3401
Address: See “Headquarters” below
Number of Registered Municipal Advisors on Staff 9
Registrations with Regulatory Bodies SEC and MSRB
Headquarters 4040 Civic Center Drive, Suite 200
San Rafael, CA 94903
Website www.NHAadvisors.com
Years in Business DBA: NHA Advisors, LLC 2011-Present
DBA: Northcross Hill & Ach 2000-2011
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 2 NHA is registered with the Municipal Securities Rulemaking Board and has nine registered municipal advisors. The three principals each have more than 30 years of public finance experience. Our three vice presidents each have more than 14 years of public financing experience. Our entire municipal advisor team maintains their Series 50 in good standing with the MSRB and SEC.

There is no pending or threatened litigation or sanctions levied against any of NHA’s staff. Mr. Mike Meyer (Vice President) will be designated as the primary firm contact. His contact information is listed above in the “NHA Advisors, LLC – Company Information”. NHA’s organizational structure is provided below.

Craig Hill
Managing Principal
Mark Northcross
Principal
Eric Scriven
Principal
Rob Schmidt
Vice President
Mike Meyer
Vice President
Christian Sprunger
Assistant VP
Roy Kim
Associate
Administrative
Support &
Human Resources
Department
Regulatory
Compliance
Department
Municipal Advisory Department
Matt DeFilippis
Analyst
Leslie Bloom
Vice President
NHA Advisors, LLC
Organizational Chart
Marketing
Communications
Department
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 3 4. PERSONNEL
NHA’s core team assigned to the City will be composed of the following four members: Mr. Mike Meyer (Vice President), Mr. Craig Hill (Managing Principal), Mr. Eric Scriven (Principal), Mr. Christian Sprunger (Assistant Vice President) and Mr. Roy Kim (Associate). Resumes can be found in Appendix D.

Mike Meyer, Vice President. Mr. Meyer has worked in public finance for 18 years, with over half of his time spent as an underwriter. Mr. Meyer manages NHA’s Pension and Fiscal Sustainability Group and has analyzed pensions and POB structuring solutions since 2006. He has worked on each of the firm’s pension consulting and POB engagements over the last five years, totaling $1.7 billion in par. Mike is also an experienced generalist, having completed over 200 bond financings using all types of structures, including utility revenue, lease revenue, sales tax and transportation revenue, TABs, and land secured. Mr. Meyer holds a B.S. in Management Science, from the University of California, San Diego.

Craig Hill, Managing Principal. Mr. Hill has more than 31 years of public finance experience in California and manages the firm’s day-to-day operations as well as NHA’s local government finance group and clean energy practice group. Mr. Hill has extensive experience with small local agencies and understands the issues typical of growing communities along with key experience in voter-approved initiatives, budget and financial projections analysis, and public policy consulting. He is a founding member of both NHA, Northcross Hill & Ach and Project Finance Associates. Mr. Hill has worked with public agencies on energy efficiency projects going back to his work for the State of California in the mid-1980s. Mr. Hill holds a B.S. in Managerial Economics and a B.S. in Agricultural Economics, from University of California, Davis.

Eric Scriven, Principal. Mr. Scriven’s career in the municipal finance industry has spanned over 30 years. His expertise is in all facets of local government operations and finance including utility, redevelopment, land-secured, and project financing. Prior to joining NHA, Mr. Scriven was an underwriter with three major California investment banking firms. This prior experience provides NHA with a deep understanding of the buy-side process. More recently, Mr. Scriven has been active in utility financings and pension obligation bonds for California cities. Mr.

Scriven holds an MBA, from Haas School of Business, and a B.S. in Urban Land Economics and Finance, both from University of California, Berkeley. He holds a Series 50 and 54 License from the SEC.

Christian Sprunger, Assistant Vice President. Mr. Sprunger has worked in public finance since 2016, during which time he has worked on over 100 financings for California municipal issuers, totaling over $2.2 billion in par. While an experienced generalist, Mr. Sprunger has honed his skill with general fund financial forecasting and fiscal fitness analysis and enterprise fund cashflows and coverage modeling. Mr. Sprunger will take an active role in managing the project for the City - including undertaking the necessary due diligence, to analyzing the credit and preparing a credit rating presentation, to financial modeling and closing out the transaction. Mr. Sprunger holds a M.S. in Finance, from Indiana University, and a B.S. in Biological Sciences, from Biola University.

Roy Kim, Associate. Mr. Kim has worked in public finance since 2018, during which time he has provided project management and deal support on financings totaling a combined $2.0 billion in par. Additionally, he has provided support on every NHA pension engagement since joining the firm in 2018 and contributes to projects with expertise in modeling pension cost management strategies, including UAL restructurings. Mr. Kim holds a M.S. in Finance, from Johns Hopkins University, and a B.A. in Global Studies, from University of California, Santa Barbara.

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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 4 NHA’s Assigned Municipal Advisory Team
Name Mike Meyer* Craig Hill Eric Scriven Christian
Sprunger Roy Kim
Title Vice President Managing
Principal Principal Assistant VP Associate
Proposed
Role Day-to-Day Contact Additional
Advisor
Additional
Advisor Project Support Project Support
Licenses Series 50 Series 50 Series 50,
Series 54 Series 50 Series 50
In Public
Finance Since 2003 1989 1990 2016 2018
Relevant
Expertise
Pensions (POBs
and UAL
Restructuring);
General City
Finance
General City
finance and
development
finance; voterapproved revenue
measures
General City
finance, pensions,
utility, land
secured finance
General City
finance, utility
finance,
cashflow
modeling
General City
finance,
pensions, credit
analysis and
presentations
Education BS
UCSD
BS
UC Davis

BS & MBA
UC Berkeley
MS
Indiana
University
MS
Johns Hopkins
Phone
415.785.2025 x2004 x2001 x2003 x2007 x2008
*Assigned Day-to-Day Contact
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 5 5. QUALIFICATIONS & REFERENCES
A. Overview of NHA’s Relevant
Experience
Since 2014, NHA has completed over 240
financing transactions for California cities and
public agencies. NHA has lead traditional
financings such as utility revenue, general
obligation, tax allocation, lease revenue, land
secured, pension/UAL restruturing bonds, as well
as short-term cash flow notes. We understand the
complexities unique to transactions as small as
$100K up to $500M.

NHA’s experience accessing the capital markets
includes competitive, semi-competitive, and
negotiated sales, as well as private placements.

We utilize our strong professional relationships
with experienced lawyers, underwriters, and
other industry consultants to bring the
appropriate skills to each of our client’s projects.

Bond Financing Expertise
NHA personnel have been advising California
public agencies for more than three decades.

According to data published by the California
State Treasurer’s office, NHA is the top municipal
advisor to Northern California cities in terms of
numbers of transactions completed. As the
rankings table to the right demonstrates, since
2018 we have completed over 30% more
transactions for Northern California cities than
our closest competitor. NHA is a team of highly
experienced professionals who take the time to
understand every aspect of our client’s needs. We
bring ideas, strategies, options, facts, and
research to bear on our client’s problems and/or
opportunities to secure their goals. We are
consultants who focus on developing the best
matrix of options so our clients can make better
decisions.

Comprehensive Municipal Advisory Consulting
Services
In addition to bond financings, many clients rely
on us for strategic financial planning, policy
advice, cross-collaboration with other
consultants and general financial staff support.

NHA provides a combination of ongoing
NHA Bond Financing Experience
January 2014 – October 2021
Type of Financing Number of
Transactions
General Fund
(Lease Revenue Bonds & COPs) 62
Utility Enterprise
(Water and Wastewater) 54
Successor Agency
(Tax Allocation Bonds) 46
Voter Approved
(General Obligation and Sales Tax) 26
Short Term Financing
(Tax and Revenue Anticipation Notes) 20
Land Secured
(CFDs and Assessment Districts) 20
Pension Restructuring 18
Total 246
62 47
35 24 23
NHA
Advisors
PFM
Group
Fieldman
Rolapp
Urban
Futures
Wulff
Hansen
(1) California State Treasurer; sold & pending City transactions north of Kern County as of November 2021

MUNICIPAL ADVISOR RANKINGS FOR

NORTHERN CALIFORNIA CITIES
Transactions (January 2018 - Present)¹
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 6 municipal advisory consulting and financing services to a variety of cities throughout the state, including the Cities of Berkeley, Oxnard, Gilroy, Paso Robles, Carmel, and National City.

Since 2016, NHA staff has completed over 300 unique consulting projects, many of which did not result in a financing. While this level of service may not be common with other municipal advisors, our “extension of staff” style has become a core part of our services and a critical benefit to many of our public agency clients. CalPERS pension and fiscal sustainability consulting services have been a rapidly growing element of our consulting practice, helping to address the concerns of our clients given rapidly growing pension costs and the continuing needs to fund deferred maintenance and critical services.

NHA formed eight practice groups to address issues our clients told us mattered to them. NHA has made it our business to become expert in areas such a climate change impacts (i.e., wildfire risks, rising sea levels), pensions, P3 & economic development negotiations, pension liabilities and continuing disclosure to provide meaningful ideas and advice to our clients when those issues arise, and we are called upon to contribute.

The following sections highlight key areas of NHA’s experience that intersect with the City’s identified needs – water and sewer infrastructure financing, facilities infrastructure projects, and pension consulting and financing.

We also provide a table of our current similar contracts with California cities.

Water and Sewer Infrastructure
The NHA team has deep utility financing experience having served as municipal advisor for 46 wastewater/water financing transactions, involving 29 distinct California special districts and cities since 2016.

We have provided funding solutions for California public utilities in the midst of Proposition 218 litigation, ballot measure rate challenges, droughts, earthquakes and fires. We have worked for water retailers, water wholesalers and State Water Project contractors. We have delivered funding for a major P3 utility project. We serve both wastewater and water utilities ranging in size from 2,500 accounts to over 100,000 accounts. The best indicator of a municipal advisor’s utility experience is not the par value of the bond issues the advisory firm has worked on, but rather the depth and diversity of the firm’s experience.

The case studies below highlight our experience with financing an alternative water source (desalination plant) for Cambria CSD, securing alternative funding (USDA and SRF Loans) for Farmersville, assisting the City of Oxnard to secure an EPA WIFIA Loan (currently underway) and an inaugural water credit rating and policy development for East Niles CSD.

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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 7 Case Study – Financing Alternative Water Source for Cambria CSD NHA assisted Cambria Community Services District in 2014 with a creative, cost-effective solution to help the District avoid collapse of its primary water supply. In addition to developing a low-cost funding option on an expedited schedule, NHA developed rate models and a water supply surcharge analysis that ultimately helped support the new debt.

Due to the ongoing drought, many water agencies on
California’s central coast had been facing reduced water supplies and saltwater intrusion into their groundwater sources. The drought resulted in saltwater intrusion in both District aquifers, which was projected by district engineers to make the water too brackish for potable
consumption.

The District contacted NHA seeking financial assistance to fund an emergency water supply project. The District
needed to finance a prefabricated desalinization unit in less than four months to avoid severely curtailing water production or even terminating service altogether.

A significant reduction in water production would have severe financial implications to the District’s revenue stream, which was primarily based on volumetric charges. Working with the District’s rate consultant, NHA assisted in the preparation of a rate analysis and development of an emergency water supply surcharge that would support the new financing.

Given the accelerated timeline for project implementation, rate approval, and financing, NHA worked on an expedited schedule to secure a loan with a single financial institution which avoided a traditional public offering process that would have added two months to the funding timeline. NHA also assisted the District in working directly with the credit analysts to answer questions and perform the necessary due diligence.

Case Study – Below-Market Rate Funding (USDA and SRF Loans) For a New Farmersville Sewer Treatment Plant NHA worked with the City of Farmersville to secure financing from multiple alternative sources for their wastewater treatment plant upgrades. Holistic financing approach leveraged three revenue sources and a line of credit for interim funding needs in order to fund a new $23.6 million wastewater treatment plant, the largest capital project ever completed by the City. The approach required significant coordination between Clean Water SRF and USDA.

Local median income and poverty rates in this heavily agricultural community meant that financing the $23.6 million plant improvements through a traditional bond offering would necessitate drastic rate increases. Instead, the financing plan aimed to acquire below-market rate loans through Clean Water SRF and USDA to minimize these required rate increases. The City’s demographic profile met SRF’s “Disadvantaged Community” definition, and City hoped to take advantage of SRF grants and SRF loan forgiveness programs in addition to a loan.

NHA was brought in to serve as a project manager and advisor after the City had a winning construction bidder.

The City was unable to award the contract until adequate funding was secured. To meet the accelerated timeline Cambria CSD Water Desalination Plant
Packet Page 172

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 8 for the construction bidder’s guaranteed maximum price, NHA created a comprehensive funding and construction draw-down schedule that helped enable all parties to stay coordinated and meet key deadlines.

Due to project delays, the USDA loan application had been in progress for five years and required a funding extension. NHA managed the process of applying for an extension and submitted the 611-page application for extension on behalf of the City. The application was approved by USDA without complication.

Securing SRF or USDA funding was contingent upon securing a loan from the other agency. NHA worked with the City’s grants consultant to ensure that both agencies were kept aware of the status of the other agency’s loan.

To meet each agency’s requirements regarding acceptable uses of funding and deadlines to utilize grant and loan funds, NHA developed an analytical model that allocated funding to project costs in line with each loan’s stipulations and prioritized use of funds from each source that helped the City to draw down funds prior to the respective deadlines.

Finally, NHA worked with the City to secure a $2M line of credit to help ensure that the City would have adequate liquidity to pay construction invoices while waiting for reimbursement from SRF and USDA.

The final funding package was a combination of City
reserves, USDA loan, SRF loan, SRF principal forgiveness loan, and SRF disadvantaged community grant. These five sources of project funding were successfully secured in time to enable the City to sign a contract with the winning bidder prior to the project’s bid expiration deadline.

Case Study – WIFIA Loan for City of Oxnard’s Groundwater Recharge Project NHA was asked by the City of Oxnard in 2021 to assist with preparation of an application for Water Infrastructure Finance and Innovation Act (“WIFIA”) loan from the US Environmental Protection Agency (“EPA”). The City is in the application process for a WIFIA Loan to fund an aquifer storage and recovery project (that includes groundwater recharge). We assisted with a traditional financing in early 2021 to fund a preliminary construction and demonstration pilot program injection well.

NHA assisted with preparation of 30-year coverage projections for all of the City’s debt, and to model structuring options for the WIFIA loan and the matching Cityissued bonds. Our dynamic model allows City staff to easily update the projected debt service schedule on both the WIFIA loan and the City’s matching bonds by updating key inputs.

In addition to creating a dynamic coverage projection and loan structuring model, NHA prepared and presented slides to EPA staff related to the financial aspects of the City’s water fund, debt service coverage, and parity debt structure. NHA is also participating in bi-weekly project calls with EPA staff to ensure that the project continues to develop.

This is an ongoing project at the time of this proposal, and we have every confidence in a successful completion of this WIFIA loan.

Packet Page 173

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 9 Case Study – Inaugural Public Credit Rating for East Niles Community Services District In summer 2021, NHA served as Municipal Advisor to East Niles CSD in the District’s first ever municipal bond financing to issue $10.4 million in Revenue Certificates of Participation. NHA was hired through a competitive RFP/interview process. As a first step, NHA assisted the District and its Board to evaluate all financing options available to help fund a new Administrative Building and two new water tanks. NHA also helped educate the Board on various reserve and financial policies that would be important for obtaining the best credit rating possible. NHA provided several options on funding the project using a combination of bond financing and cash reserves. As part of our bond financing scope of services, NHA managed the entire financing process. We developed a credit presentation for the District’s inaugural rating from S&P Global Ratings. ENCSD obtained a stellar “AA-” credit rating and also qualified for “AA” rated bond insurance, which ultimately allowed the bonds to be priced at an all-in interest rate (with costs) of 2.51% for a 30-year transaction. Throughout the process, NHA led trainings to help staff better understand the bond underwriting and continuing disclosure processes.

Facilities and Infrastructure (Including Streets) Project Financing Experience NHA Advisors always conducts a thorough due diligence process on assigned financing projects to put forth sound analysis and options that meet our clients’ objectives. Yet, as our clients’ trusted advisor, we must also point out important constraints and/or risks with any potential course of action. The axiom that “sometimes the best deal is no deal” is NHA’s default position unless a compelling rationale and plan of finance—accounting for risks of leveraging a revenue stream are clearly understood by our client.

During the past decade, NHA has served
numerous client cities to craft a comprehensive
plan of finance to assist in the advocacy of
passage of a revenue measure and, once
passed, to serve as a road map to execute upon
the promises made to the voters. Many of these
measures desired improvements to public
safety services; however, in many of the
communities a strong desire to rapidly improve
degrading roadways was prioritized. Leveraging
the measure’s revenue to finance a much larger
road construction project during the current
low interest rate environment has been
characterized as gaining more “bang for the
buck,” especially if such a project, when bid out,
might secure more aggressive bids due to its
larger size. However, how much leverage is too
much? NHA strongly advocates for our clients’
“underwriting” such transactions themselves,
with NHA’s assistance, to determine that the
source of revenue is not being leveraged beyond prudent standards. Questions we ask are: Can debt service be paid even if the revenues go down based upon a history of volatility? Does staff have the “bandwidth” to manage the contemplated projects to successful completion? Are there likely other sources of “free and cheap” funding that, given this potential matching source of funds of the City, could assist in eliminating / reducing the need for financing?
NHA has worked with cities like Gilroy, El Centro, Paso Robles, Hayward, Ukiah, Selma, Clearlake, Lancaster on crafting comprehensive financing plans that seek to optimize revenue sources for accomplishing the goals sought Grants
+ Free money!
- Long approval
process
- Uncertainty of
award
Reserves
+ No debt service
(lower cash flow
requirement)
- Reduced liquidity
Financing
+ Protects reserves
(maintain cash
balances)
+ Historically low
interest rates
- Transaction costs
- Bond interest
payments
Basic Tradeoffs for Funding Infrastructure
Packet Page 174

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 10 by the approving voters. NHA asks questions to help our client review available options and choose the best option. This process sometimes points to a “pay-go” method being the most prudent and advantageous approach given constraints present and likelihood of the achieving the goals.

Case Study: Land Remediation Financing for Fort Ord Reuse Authority (Multi-Jurisdictional Negotiation) Beginning in January 2019, NHA staff developed a financing plan to help achieve maximum leverage from three redevelopment project areas within the FORA jurisdiction. The ability of FORA to issue bonds secured by tax increment revenue from these projects was specifically addressed in the original FORA authorizing statute.

However, the State Department of Finance challenged FORA’s ability to issue this debt late in 2019. This issue was successfully resolved through negotiation with DOF in the spring of 2020, culminating in a $30.705 million taxable tax allocation bond that closed 5 days before FORA was dissolved by statute. The City of Seaside received $6.4M in funding from this financing, which the City is using to remediate land on the former Fort Ord Base.

In addition to the State’s challenge, there were disputes amongst FORA’s statutory members (local cities and the County of Monterey) over the pledge of tax increment and the use of the proceeds. FORA and NHA staff worked carefully over many months with each stakeholder’s staff and elected officials to build consensus on the eventual financing structure.

Finally, the bond issue had to be structured to also fund a significant cash payment to CalPERS to fully satisfy FORA’s remaining pension obligation after dissolution.

NHA guided the funding through a bond issue of a very extensive remediations effort for a former military base in the nation. Over an 18-month period NHA staff developed solutions to (1) statutory termination of the bond issuer on June 30, 2020; (2) achieving consensus amongst multiple stakeholders on both the security for the bond issues and the use of proceeds; (3) legal challenges to the ability of FORA to issue the debt and (4) an obligation to fully prepay FORA’s obligation to CalPERS prior to its June 30, 2020, dissolution.

A copy of our detailed credit rating presentation to S&P Global Ratings is included in Appendix A of this proposal.

Case Study: Lancaster 2019 Street Project Financing (Dedicated County Transportation Revenues) NHA worked with the City of Lancaster in 2019 on a Streets Rehabilitation financing secured by local return of County Wide Sales Tax Measures. Purpose of the financing was to help the City to invest in new road improvements and rehabilitate transportation links throughout critically important parts of the community as part of Lancaster’s Revive 25 initiative. Issuing the bonds required the City to obtain written approval from LA County Metropolitan Packet Page 175

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 11 Transportation Authority to use the City’s share of local return for security on the bonds.

NHA developed month-by-month cashflow analysis for the City’s local return from Measures M and R that provided a detailed look into the flow of funds for the revenues securing the bonds. NHA also managed the credit rating process and, through discussions with the rating agency, optimally sized and structured the bonds to increase coverage. This resulted in a 1-notch rating upgrade to “AA-” and saving the City an estimated $410,000 in interest costs over the life of the bonds. The “AA-” rating also removed the need for an insurance policy for the bonds, saving the City an estimated $240,000 in closing day costs. Combined, the optimized structure and resulting “AA-” rating from S&P helped save the City approximately $650,000. NHA also worked with the underwriter to solicit bids for a stand-alone surety on the transaction.

Case Study: Yuba County/YWA Road Project Financing (Using SB1 Funds) NHA was retained by the Yuba Water Agency to work with Yuba County to structure a debt obligation secured by Yuba County’s SB 1 revenues suitable as a long-term investment for the Agency’s cash reserves.

In 2017, the California
legislature passed Senate Bill No. 1 (SB 1), a
comprehensive transportation funding bill, which
resulted in significant additional gas tax revenue for
Yuba County. Following the defeat of Proposition 6, a
2018 attempt to repeal SB 1, County and Agency staff
explored the idea of advance funding a significant
portion of road rehabilitation work using anticipated
RMRA revenues. A proposal was developed for the
Agency to advance $9 million to the County for ten
years at a 2.25% interest rate.

NHA helped in creating the financial structure and
designing legal and credit structures that worked for
both the County and Agency. NHA also obtained a
private credit assessment for the transaction from S&P
Global Ratings to provide the Agency with comfort of
the future liquidity for its investment. This innovative financing utilized two separate pledges: Yuba County’s annual Road Maintenance and Rehabilitation Account (RMRA) revenues were pledged as security for principal payments and the Yuba County general fund was pledged as security for interest payments.

This transaction accomplished several objectives, including:
• Cost savings to the County of up to $4 million by advance funding this road work resulting in a “bulk discount” and avoiding inflationary adjustments, escalating construction costs, and further deterioration of roads. • County residents realize an immediate and vast improvement to some of the local road network, helping to reduce car maintenance costs.
• For the Agency, this transaction provided a guaranteed fixed rate of return over 10 years.

Pension Consulting and Financing Experience
NHA has worked with more than 65 California public agencies, the majority being cities, on consulting projects related to CalPERS cost management strategies. The table below highlights some of the agencies we have recently worked with, and the type of services requested. Our expertise and services include technical quantitative analysis on historical trends or projected costs, translating options to address rising costs (i.e., Section 115, UAL pay-downs, bonds, etc.), presenting findings and alternatives to elected officials, staff, and union representatives at public and Packet Page 176

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 12 informal meetings. NHA’s ability to translate complex information and be agile in meeting our clients’ needs is one of our strongest attributes (based on comments from existing clients).

NHA is the top municipal advisor in California for pension UAL restructurings, as measured by the number of issuances closed between January 2020 and July 2021, according to CDIAC. Our recent work includes pension bonds for the cities of Auburn, Corte Madera, Riverside, Chula Vista, Grass Valley, El Monte (which included a tax override), North County Fire District, and Palos Verdes Library District; lease-structure UAL refinancing transactions for Ukiah, Torrance, and West Covina; and a utility-revenue UAL refinancing for the Novato Sanitary District. Pension obligation bonds for Lakeport and Stanislaus Consolidated Fire Protection District recently closed in October 2021 but are not reflected in the rankings. NHA also closed UAL restructuring transactions for the cities of National City, Oroville, and Fort Bragg in November 2021.

CalPERS Education /
Budget Workshops
NHA Pension Report (8-
Page Report Distilling
Historical Actuarial
Report Trends)
Cost Management Strategy
Evaluation Process /
Workshops (Section 115
Trust, ADPs)
POB Workshops /
Evaluation Process
(Pros/Cons, Options and
Risks) POB (UAL Restructuring)
Alameda, City of
Arcata, City of
Auburn, City
Calaveras Cnty. Water Dist.

Carmel-by-the-Sea, City of
Chico, City of
Chula Vista, City of
Corcoran, City of
Corte Madera, Town of
El Cerrito, City of
El Monte, City of
Farmersville, City of
Fort Bragg, City of
Gilroy, City of
Grass Valley, City of
Grover Beach, City of
Lakeport, City of
Lancaster, City of
Lompoc, City of
Martinez, City of
Monterey, City of
National City, City of
Newark, City of
North County Fire Prot. Dist.

Novato Sanitary District
Oroville, City of
Oxnard, City of
Palos Verdes Library District
Paso Robles, City of
Rialto, City of
Riverbank, City of
Riverside, City of
San Carlos, City of
Stanislaus Consolidated FPD
Torrance, City of
Ukiah, City of
West Covina, City of
Winters, City of
NHA Pension Group Recent Experience
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 13 The table below summarizes this recent experience and details the amount of UAL that was funded through the restructurings. The table below also summarizes how NHA and each of these agencies have addressed the core risks of any POB, namely reinvestment and market timing risks.

NHA's UAL Restructuring Experience (March 2020 - November 2021) Year Agency Par UAL
Funded Structure Strategy to Address Reinvestment Risk
Mar20 Grass Valley $18,311,000 80% POB Pension Funding Policy, Partial Pay Off, Repayment Shape that Can Absorb Future "UAL Shocks"
Jun-20 Riverside $432,165,000 70% POB Pension Funding Policy, Partial Pay Off; Heavily Stress Tested by 3rd party Actuary
Jun-20 El Monte PERS $118,725,000 89% POB
Pension Funding Policy, Partial Pay Off, Repayment Shape that Can Absorb Future "UAL Shocks"; Optimized to Tax
Override Revenue, 3rd Party Actuary Stress Tested
Jun-20 El Monte PARS $21,000,000 80% LRB Pension Funding Policy, Partial Pay Off, Repayment Shape that Can Absorb Future "UAL Shocks";
Jun-20 North County Fire
District $20,305,000 80% POB Pension Funding Policy, Partial Pay Off, 20 Year Repayment Shape that Can Absorb Future "UAL Shocks" Jul-20 West Covina $204,095,000 100% LRB Pension Funding Policy, 2% Escalating Repayment Shape that Can Absorb Future "UAL Shocks"
Oct-20 Novato Sanitary
District $6,467,000 100% Sewer Rev
18 Year Repayment Shape; Pension Reserves to Address
Any Near-Term Shocks
Oct-20 Torrance $349,515,000 67% LRB Partial Pay Off, Reserve Building to Buffer Future Shocks; Heavily Stress Tested by 3rd party Actuary
Dec20 Ukiah $49,875,000 83% LRB
Pension Funding Policy, Partial Pay Off, Repayment Shape that Can Absorb Future "UAL Shocks", Section 115 Trust to Lock in Savings in Near Term
0 2
4 6
8 10
12 14
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
NHA
Advisors
Urban
Futures
Wulff
Hansen
California
Municipal
Advisors
LLC
KNN
Public
Finance
Fieldman
Rolapp
Harrell &
Company
Capital
Public
Finance
Group LLC
Columbia
Capital
Kosmont
Companies
# of Transactions
Total Par
Millions
California UAL Restructuring Issuances Closed (Jan 2020 - July 2021) Source: CDIAC; All Bonds Sold Statewide for Insurance and Pension Funds Purposes; Jan 2020 - September 2021 Packet Page 178

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 14 NHA's UAL Restructuring Experience (March 2020 - November 2021) Year Agency Par UAL
Funded Structure Strategy to Address Reinvestment Risk
Feb-21 Chula Vista $350,025,000 100% POB
Robust Pension Funding Policy that Fills up 6 Different Reserves, Repayment Shape that Can Absorb Future "UAL
Shocks"; Heavily Stress Tested by 3rd Party Actuary
Mar21 Palos Verdes Library
District $5,924,000 100% POB Pension Funding Policy, Partial Pay Off, Repayment Shape that Can Absorb Future "UAL Shocks" May21 Corte Madera $19,000,000 85% POB
Pension Funding Policy, Partial Pay Off, Repayment Shape that Can Absorb Future "UAL Shocks"; GovInvest and NHA
Stress Tested
May21 Auburn $15,515,000 80% POB Pension Funding Policy, Partial Pay Off, Repayment Shape that Can Absorb Future "UAL Shocks"
Oct-21
Stanislaus
Consolidated Fire
Protection District
$11,635,000 73% POB
Pension Funding Policy, Partial Current Pay Off that targets 100% funding after CalPERS adjusts its discount rate,
Repayment Shape that Can Absorb Future "UAL Shocks";
Stress Tested by NHA and Underwriter
Oct-21 Lakeport $7,920,000 69% POB
Pension Funding Policy, Partial Current Pay Off that targets 100% funding after CalPERs adjusts its discount rate,
Repayment Shape that Can Absorb Future "UAL Shocks";
Stress Tested by NHA and Underwriter
Nov21 Oroville $19,200,000 71% POB
Pension Funding Policy, Partial Current Pay Off that targets 100% funding after CalPERs adjusts its discount rate,
Repayment Shape that Can Absorb Future "UAL Shocks";
Stress Tested by NHA and Underwriter
Nov21 Fort Bragg $11,400,000 68% LRB
Partial Current Pay Off that targets 95-98% funding after CalPERs adjusts its discount rate, Repayment Shape that Can Absorb Future "UAL Shocks"; NHA Stress Tested
Nov21 National City $83,800,000 68% POB
Partial Current Pay Off that targets 94-97% funding after CalPERs adjusts its discount rate, Repayment Shape that Can Absorb Future "UAL Shocks"; Stress Tested by NHA
and Underwriter
Case Study: Fort Bragg Restructures $7.5M of UAL and Leverages Savings for Critical $3.5M “Blue Economy” Development Project; Inaugural Credit Rating & “AA” Bond Insurance In the Summer of 2021, NHA was hired by the City to provide educational workshops on CalPERS cost trends and various cost management strategies available to the City. At the same time, the City was also evaluating various funding options to purchase $3.5M of land at the 205-acre, old mill site in order to clean-up/remediate the land for potential development. The development project is part of the City’s vision for a “Blue Economy” and may include open space preservation, affordable housing, hospital, public facilities and partnership with Noyo Center for Marine Science and Sherwood Valley Band of Pomo.

NHA and staff explored a multitude of UAL restructuring options, including various sizes, repayment shapes, terms, as well as an evaluation of a POB vs. Lease Revenue Bond structure. Since the City would have to utilize a lease structure for the $3.5M new money portion of the financing, and there were signs of local political challenges to a potential validation process for a traditional POB structure, NHA recommended that the City use one lease financing to execute on both City priorities (UAL + new development project). This allowed the City to move swiftly on both priorities and get to market in an expedited fashion, while saving on costs of issuance. NHA helped the City obtain its first ever General Fund credit rating (“A+” Lease and Effective “AA-” Issuer Credit Rating from Packet Page 179

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 15 S&P) and also optimized the financing by utilizing key assets (City Hall), which allowed the bonds to obtain “AA” bond insurance to further reduce interest rates.

Adding to the creativity and complexity of this structure was the City’s desire to maintain full flexibility for the $3.5M of bond proceeds for the development project in case the project didn’t come to fruition. In order to meet these goals, the bonds included an “extraordinary redemption” feature that allows the City to pre-pay the bonds using bond proceeds at any time it wants. Furthermore, the bonds were issued on a taxable basis, giving the City flexibility to use the proceeds for other projects if it desires, such as the City’s critical Broadband project, which will be requiring funding as well.

Despite a challenging bond market, the bonds priced with a 3.3% True Interest Cost. The final term of the payments was 2044, which allowed the City to smooth out its pension payments in a more sustainable fashion, providing the capacity to layer in the $3.5M of new money debt – without any impact to the City’s budget, which was a core goal of the City. Graphically, the final strategy can be seen below, with combined annual payments (inclusive of the $3.5M of new money debt, $7.5M of UAL restructuring debt and unrefunded UAL) projected to be lower than they were for the UAL payment only in FY 2022. On a present value basis, over $2 million of aggregate savings is projected, and over $4.5 million for the next 14 years. We’ve also included the final City Council presentation as Appendix B which outlines the process and multitude of objectives met, as well as the credit presentation that we developed for staff in Appendix A. We encourage you to reach out to Tabatha Miller (City Manager) or Isaac Whippy (Senior Government Accountant) as references for this project.

Ft. Bragg UAL Restructuring Comparison
(Smoothing Future UAL + Debt Repayments)
Packet Page 180

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 16 Similar Contracts
The tables below list the other governmental agencies in California for which NHA is presently under contract in 2021. The agencies are grouped based on the services provided to them by NHA. Services include a combined bond financing & consulting service, a bond financing service, or a consulting service.

B. NHA’s Commitment to GFOA “Best Practices”
The Government Finance Officers Association (“GFOA”) establishes key policy objectives for local public agencies to consider when engaging in any financing. These policies are guidelines to ensure a fair and objective process is used, especially with public agencies that are not active in the public finance markets. Transparency and objective analysis are key to meeting the GFOA best practices.

Pursuant to the Dodd-Frank Wall Street Reform and Consumer Protection Act, NHA as a municipal advisor would have a fiduciary duty to the City. We are the ONLY member of a financing team that is a fiduciary. This fiduciary role goes beyond “fair dealing” requirements of other team members providing services (i.e., bond counsel, engineers) and certainly those members that have outright interest conflicts (i.e., banks, underwriters). As such, Client Primary Staff Member Client Primary Staff Member Berkeley, City of Craig Hill Carmel By-The-Sea, City of Craig Hill Campbell, City of Craig Hill Chico, City of Eric Scriven/Mark Northcross El Cerrito, City of Craig Hill Clearlake, City of Eric Scriven El Toro Water District Mark Northcross/Eric Scriven Colma, Town of Craig Hill Gilroy, City of Craig Hill Corcoran, City of Eric Scriven Lakeport, City of Eric Scriven/Craig Hill Cotati, City of Craig/Mark/Eric Mendota, City of Eric Scriven El Monte, City of Eric Scriven National City, City of Craig Hill/Eric Scriven Exeter, City of Eric Scriven Oxnard, City of Craig Hill/Eric Scriven Farmersville, City of Craig/Mark/Eric Palmdale Water District Mark Northcross Galt, City of Eric Scriven/Craig Hill Santa Paula, City of Eric Scriven/Craig Hill Gasser Foundation Mark Northcross/Eric Scriven Sonoma, City of Craig Hill/Eric Scriven Gonzales, City of Eric Scriven Suisun/Solano Water Authority Craig Hill Hidden Hills, City of Craig Hill Three Rivers Levee Improvement Authority Mark Northcross Industry, City of Eric Scriven Torrance, City of Craig Hill Lompoc, City of Craig Hill Ukiah, City of Eric Scriven Loomis, City of Craig Hill
Mammoth Lakes Fire District Eric Scriven
Services Provided: Bond Financing Napa, City of Craig/Mark/Eric Client Primary Staff Member Newark, City of Craig Hill
American Canyon, City of Eric Scriven/Craig Hill North County Fire District Eric Scriven Auburn, City of Eric Scriven Novato, City of Craig Hill Central Basin MWD Eric Scriven/Mark Northcross Pajaro Valley Water Management Agency Craig Hill Chula Vista, City of Craig Hill/Eric Scriven Paso Robles, City of Craig Hill Claremont Unified School District Craig Hill Resources Legacy Fund Mark Northcross Corte Madera, Town of Craig Hill Sausalito, City of Craig Hill East Niles CSD Eric Scriven Selma, City of Eric Scriven El Centro, City of Eric Scriven/Craig Hill Tahoe Douglas Visitors Authority Mark Northcross Fort Bragg, City of Mark Northcross Walnut Creek, City of Craig Hill Lake County Craig Hill Watsonville, City of Craig Hill
Lancaster, City of Eric Scriven WCWD/SFBRA Mark Northcross Martinez, City of Eric Scriven/Craig Hill Wheatland, City of Mark Northcross Oroville, City of Eric Scriven Willits, City of Eric Scriven ProvPort, Inc. (Rhode Island) Eric Scriven Yuba City, City of Craig Hill/Mark Northcross PVLD Eric Scriven Yuba County Water Agency Mark Northcross Rancho Cordova, City of Craig Hill
San Francisco, City and County of Craig Hill
Solano Irrigation District Craig Hill
Stanislaus Fire District Eric Scriven
West County Wastewater District Craig Hill
Services Provided: Bond Financing & Consulting Services Provided: Consulting NHA Advisors Current Contracts
Packet Page 181

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 17 NHA treats the City’s best interest as the primary objective (beyond any other participant’s concerns). NHA strives to perform this duty of loyalty and care beyond the letter of the law and tries to exceed the best practices outlined by the GFOA. We urge due diligence by all our public agencies and prospective clients on this important aspect of a firm’s qualifications.

NHA utilizes a Request for Proposal (“RFP”) process when selecting underwriters, bond counsel, and other members of the financing team. GFOA’s Best Practices regarding “Selecting and Managing Method of Sale of Bonds” provides details for determining the optimal type of sale to ensure the lowest cost of borrowing. Finally, GFOA’s Best Practices regarding Debt Management Policy informs NHA’s consulting and financing process for considerations regarding debt limits, debt structuring practices, debt issuance practices, investment of bond proceeds, and use of derivatives in the financing process.

Selecting and Managing the Method of Sale of Bonds
•Some Reasons for Competitive Sale: Higher rating; GO Bonds or secured by strong revenue stream; standard structuring; well known issuer
•Some Reasons for Negotiated Sale: Lower rating; unique or innovative structure; sale during/after period of market volatility; target underwriting participation to include smaller underwriting shops; refunding transactions Selecting and Managing Municipal Advisors
•Hire MA prior to undertaking a debt financing
•Select through competitive RFP process
•Structure compensation to minimize conflict of interest for advisor Selecting Bond Counsel
•Select through competitive RFP process
•Structure compensation to minimize conflict of interest Selecting Underwriters for Negotiated Bond Sales
•Select through formal RFP process; document selection process •Focus on capabilities of the firm and ability to sell the financing, in addition to fees Pricing Bonds in a Negotiated Sale
•Clearly communicate goals of bond sale to underwriter, define objectives •Develop database of comparable transactions, detailing structure and key characteristics •Evaluate performance of the underwriter relative to costs GFOA Best Practices for the Sale of Bonds
Packet Page 182

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 18 C. References
NHA’s references can provide the City with frank, detailed evaluation of our approach and processes towards projects. We encourage you to reach out to these references for more information about how NHA approaches our projects with a goal of providing an unparalleled level of municipal advisory services in keeping with the “NHA Way” ethos.

Name
Title Project Location Description of Service Provided Contact Information Tabitha Miller
City Manager
Isaac Whippy
Sr. Govt.

Accountant
City of Ft. Bragg Land purchase and UAL
Restructuring
[email protected]
(707) 961 2829
[email protected]
(707) 961 2825 x123
Harjot Sangha
Finance Director City of Gilroy
Municipal advisory services over
20 years; water and wastewater
consulting; economic development
consulting; 2021 Wastewater
Bonds; ongoing continuing
disclosure compliance services
[email protected]
City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
Chip Rerig
City Administrator
Town of Carmelby-the-Sea
2012 POBs, 2020 Lease Revenue
Refunding Bonds, Pension
Consulting
[email protected]
(831) 620-2058
Ryan Cornell,
Administrative
Services Director
City of El Paso
de Robles
General advice on CFD policies,
elected official education,
developer negotiations and CFD
formation
[email protected]
(805) 237-3999
Spencer Morrison
Director of Finance
& IT
City of Yuba City
Comprehensive municipal advisory
services (extension-of-staff);
equipment leases, wastewater
revenue bonds, lease revenue
bonds
[email protected]
(530) 822 4615
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 19 D. NHA’s Approach to the City’s Scope of Services
City’s Scope of Services and General Capital Needs
NHA has reviewed the scope of services in the
City’s RFP and we are pleased to affirm that we are
qualified to fulfil the items listed in the City’s
scope. Additionally, based on our research, we
believe there are several key areas where NHA can
provide assistance to the City, including funding for
water infrastructure and alternative water
sources, as well as funding for city-wide
infrastructure needs.

NHA is aware that the City functions as the
workforce housing stock for the hospitality
industry on the Monterey Peninsula. We believe
that there are opportunities to improve both the
quality and the supply of workforce housing for the
community using the City’s opportunity zone.

Addressing the City’s Capital Improvement
Program
As identified in the 2021-22 Budget, the City’s 5-
year CIP is totals approximately $150 million. The
City has budgeted almost $23.5 million in FY 2021-
22 to address 40 projects. The City expects that
number to increase to $40.5 million in FY 2022-23.

The City expects to receive approximately $9
million over the next two years through ARPA
funding. Strategic applications of these one-time
funds are still being considered.

General Municipal Advisory Services
• Review City’s long-range financing needs and capital improvement program; develop strategies to meet those needs
• Present alternative strategies for managing the City’s current or future debt to achieve best value for taxpayers
• Analyze and interpret legislation for economic or financial opportunities or impacts to city
• Analyze and interpret complex business plans and financial proposals made to the City
Debt Issuance Municipal Advisory Services
• Review and analysis of complex business plans and financial proposals including those for refunding opportunities made to the City • Selling Bonds or obtaining other debt financing
• Advising on the essential features of the bond or other financing structure
• Providing market analysis and information to determine the best method of sale or course of action for the City;
• Assisting with or preparing requests for proposals as appropriate for other professional services needed to carry out the financing; • Participating in the preparation of offering or other documents needed for the financing;
• Preparing or coordinating the preparation of material for such purposes as rating agency and credit enhancement review processes; • Coordinating the bidding for bonds in a competitive sale; • Negotiating bond terms in a negotiated sale;
• Working with the finance team to facilitate an effective bond sale or other closing and delivery of proceeds;
• Providing post-sale advice on proceeds investments (as needed); • Preparation and submittal of continuing disclosure reports annually, or as otherwise required by the City’s current or future bond covenants, to the Electronic Municipal Market Access, a service of the MSRB NHA Advisors Is Qualified to Fulfill the City’s
Requested Scope of Services
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
2021-22 2022-23 2023-24 2024-25 2025-26
City of Seaside
5-Year Capital Improvement Program
Government Activities Parks Special Projects (Alternative Water) Stormwater Transportation Water Sanitation District Packet Page 184

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 20 The City has identified $5.5 million Blight Removal program in FY 2021-22 related to the Surplus II Buildings (Campus Town Blvd. Removals) will be funded out of a portion of the $6.4M that the City received through the FORA 2020 Bond financing (that NHA was involved in).

The City’s general fund is scheduled to spend $5 million in FY 2021-22 on capital projects, the largest of which is a $1,075,000 expenditure for exploring alternative water sources (discussed in greater detail in the next section).

Additionally, transportation and stormwater improvements are a major area of infrastructure need for the City, with $45.7M in funding need identified for transportation projects and $21.6M need identified for stormwater projects through FY 2025-26.

To help fund the transportation needs, the Transportation Agency for Monterey County began a public outreach process in 2015 for a 0.375% retail transactions and use tax that was approved by voters in November 2016. OF the Measure X revenues received by Monterey County, 60% is to be allocated to cities within the County and the County itself for local road projects. The City of Seaside has received between $768,000 and $1,160,000 in FYs 2017-18 through 2019-20 and the City issued $11,050,000 Lease Revenue Bonds in October 2018 to finance transportation improvements. Debt service on those 2018 Bonds is approximately $640,000 per year from 2020 through 2047.

The City is allowed to issue parity debt to the 2018 Bonds that is secured by Measure X and may have $350,000 per year in additional bonding capacity, based on the FY 2020-21 and 2021-22 budgets. The caveat is that issuing bonds to use up the remaining capacity would expose the City to potential shortfalls in revenues due to recessionary years (FY 2019-20, for example). Accordingly, any recommendation from NHA to issue additional bonds secured by Measure X will include conservative estimates of the impact on Measure X revenues from future recessions.

The City accounts for Measure X revenues in their Transportation Safety and Invest Plan fund and is using the accumulated remaining revenues for pay-as-you-go capital projects. The FY 2019-20 balance in that fund was $1.78 million, and we note in the 2021-22 budget that the City plans to spend down approximately $1.6 million of the fund balance on capital projects.
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
Measure X Revenues $151,787 $1,159,700 $1,101,253 $768,071 $1,000,000 $1,016,763 2018 LRBs Debt Service $0 $0 $263,746 $642,750 $641,000 $639,100 Remaining after Debt Service $151,787 $1,159,700 $837,507 $125,321 $359,000 $377,663 Audited Budgeted
City of Seaside
Measure X Revenues
Packet Page 185

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 21 Addressing the City’s Water Infrastructure Needs
City of Seaside Water System Overview
The City of Seaside’s Municipal Water System serves under 800 customers, of which the vast majority are single family residential. The City has done two recent cost of service studies, one in 2015 and the second in 2019. In October 2019, the City authorized water rate increases through January 1, 2022, to help fund infrastructure needs.

The system currently comprises of one groundwater well and two, 500,000-gallon tanks. The City has historically utilized payas-you-go cash funding for capital needs and has no outstanding Water Fund debt. However, the Water Fund’s cash balance has been steadily decreasing from FY 2016-17 through 2019-20. A large part of this decrease in cash balance has been due to the negative operating results in the Water Fund in FY 2016-17, 2017- 18, and 2018-19. The water rate increases in October 2019 and January 2020 significantly helped the Water Fund end the year with positive net revenues, but the cash balance in that year decreased slightly.

Based on our due diligence, we understand that the City is exploring ways to upgrade current infrastructure and also exploring alternative water supply sources, given the water supply challenges in the area. A decreasing cash balance and weaker annual net revenues limit the City’s ability to finance all of their capital projects through a traditional means, however, the City’s recent Proposition 218 rate increases may help to create some small bonding capacity.

NHA’s Understanding of the City’s Water Supply Challenges Water service in the Seaside area is provided by the California American Water Company, Marina Coast Water District (“MCWD”), and the City’s Municipal Water System. MCWD services the area within the City boundaries that overlaps with former Fort Ord boundaries, while Cal American Water appears to be the major retail water utility in the older parts of the City of Seaside. As a result, water supply for the portion of the City that has the biggest potential for economic growth and new housing is not under City’s control.

We understand that the water supply for the City’s system and MCWD is almost entirely from groundwater. While MCWD has some rights to Salinas River water, those rights are very limited. This high reliance on groundwater exposes the City’s water system to the risk of saltwater intrusion. In addition, there are several Groundwater Sustainability Agencies in the area and groundwater supply is a very sensitive issue in Monterey County, with some of the groundwater basins are severely over-drafted, including the Seaside Groundwater Basin.

The City currently receives water from the Seaside Groundwater Basin, and the amount of groundwater available is limited. The City’s water use was above the Natural Safe Yield (NSY) in 2019, as determined by the Watermaster, but we note that the City may face a replenishment cost for water use that exceeds the NSY. MCWD’s 2020 Urban Water Management Plan identified a projected increase in the City of Seaside’s water demand from 339 AFY in 2020 to 839 AFY in 2025. That represents an increase of almost 250% over a 5-year period. MCWD’s 2020 Urban Water Management Plan also shows the greatest likely shortfall of water supply to be in the Seaside area of former Fort Ord. As a result, we believe the City’s growth potential may be significantly limited by a lack of water for Customer Type Number of
Accounts
% of Total
Accounts
Single Family Residential 752 98.95%
Fire Station 1 0.13%
School 3 0.39%
Church 2 0.26%
Multi Family Residential 2 0.29%
Total 760 100%
Seaside Municipal Water System
Customers by Type (FY 2019)
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
2016-17 2017-18 2018-19 2019-20
Water Fund Historical Cash & Investments
Packet Page 186

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 22 development in Fort Ord. It is our understanding that the City views its portion of the former Fort Ord military base as the key component to its long-term economic development strategy.

It appears that the water utility for Seaside’s portion of Fort Ord is the Marina Coast Water District (MCWD).

MCWD consequently is responsible for delivering any alternative water supply required to fully develop Fort Ord.

The question that arises is whether MCWD’s ratepayers would support a significant rate increase to fund potentially expensive alternative water supply sources for new development in Fort Ord.

Accordingly, the biggest challenge for the City of Seaside is finding a sustainable water supply, potentially under the auspices of MCWD, that will enable full development of Seaside’s share of Fort Ord. The costs for doing that could be staggering for the City’s water utility (City’s 2021-22 5-year CIP identified a $33+ million cost).

Conventional wisdom would indicate is that MCWD needs to build a desalination plant to provide a sustainable water supply for development of Fort Ord. However, it is unreasonable to expect existing ratepayers to pay for a huge increase in rates to support new development.

NHA can provide strong support in developing an alternative funding plan for water. Our firm’s extensive experience in delivering financing in support of master planned communities has taught us a great deal about funding major offsite infrastructure through public private partnerships (“P3s”). By using California’s community facilities district law, as well as other alternative funding mechanisms, the City could build a realistic funding mechanism for alternative water supply from stakeholders that potentially benefit from the development of Fort Ord. NHA is highly experienced in multi-stakeholder negotiations, as seen from our work in delivering funding for remediation for Fort Ord in 2020, as well as many other situations stretching back to the 1980’s. If the City so desires, NHA would welcome a mission to deliver a realistic alternative funding mechanism for alternative water supply for Fort Ord.

Addressing Key Unfunded Water Capital Needs
Alternative water source project $1M – to design additional water supply through new well outside the adjudicated basin, use of recycled water, and pumping additional water from current wells. Funding is not yet identified in the 2021-22 budget
This item is budgeted to have $33.1M in total expenses and the City’s FY 2021-22 Capital Improvements Program identifies that the funding source is yet to be determined. Additional Water Fund projects with total CIP over next 5 years of $2.9M include projects like tank improvements, Water Master Plan, and Well Replacement.

The size of the City’s CIP budget for the Water Fund will place significant pressure on the Water Fund in the near term, regardless of whether the City utilizes pay-as-you-go funding or financing. Additionally, the City should work with their municipal advisor to explore alternative funding sources (SRF, USDA, and/or WIFIA Loans).

Project Funding
Source 2021-22 2022-23 2023-24 2024-25 2025-26 Out Years Project Total Alternative Water Source TBD $1,075,000 $6,400,000 $6,400,000 $6,400,000 $6,400,000 $6,400,000 $33,075,000 Water Master Plan Water Fund $0 $170,000 $150,000 $50,000 $20,000 $0 $390,000 Water Security Updates Water Fund $0 $90,000 $300,000 $0 $0 $0 $390,000 Water System Capital
Improvements Water Fund $0 $50,000 $100,000 $50,000 $100,000 $100,000 $400,000 Arch Flash Hazard Mitigation Water Fund $0 $30,000 $90,000 $0 $0 $0 $120,000 Well Replacement Water Fund $0 $1,000,000 $600,000 $0 $0 $0 $1,600,000 Totals $1,075,000 $7,740,000 $7,640,000 $6,500,000 $6,520,000 $6,500,000 $35,975,000 Packet Page 187

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 23 Historical and Projected Coverage
The City’s Water Fund has historically struggled to maintain positive net revenues, with expenses outpacing revenues in Fiscal Years 2016-17, 2017-18, and 2018-19. The City took steps in 2019 to address this through the cost of service study, which authorized rate increases in October 2019 and January 2020, which resulted in a $100,000 (or 16%) increase in charges for services for FY 2019-20. However, the $400,000 reduction in expenses in FY 2019-20 had a much larger impact on the Water Fund’s positive net revenues in that year since salaries and Benefits reduced by over $300,000. The City’s ability to keep expenses minimal going forward will have a major impact on the Water Fund’s ability to afford future debt.

Additionally, in October 2019, the City Council approved additional, 15% annual rate increases in January 2022 and January 2023. These increases, along with the most recent 15% increase in January 2021, will be critical to keeping the Water Fund’s net revenues in the black.

The coverage table below provides some preliminary bonding capacity analysis, factoring in the anticipated 15% rate increase in January 2022 and assuming 3% annual growth in expenditures (in line with the 2019 rate study’s assumptions). We also modeled 25-year bond financing to raise $3.5 million for projects. We estimate that the debt service on that financing would be approximately $230,000 per year. Our preliminary analysis shows that the City may be able to afford that amount of debt service through 2025-26, but we would need to replace our FY 2020-21 estimates with year-end actuals and would also need to do line-item review and analysis to remove GASBrelated and other standard non-cash expenditures.

As a result, the coverage table below should be only used for discussion purposes and to provide a general estimate on the Water Fund’s bonding capacity. Additional analysis would be needed before NHA would make a recommendation to the City. However, we note that maintaining sufficient debt service coverage (Net Revenues divided by debt service) in future years will be integral to financing any capital project, especially in light of the City’s decreasing cash balances over the last four years.

Estimated
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 Gross Revenues: 15.0% 15.0% 0.0% 0.0% 0.0% 0.0%
Charges for Service 648,474 668,476 656,972 761,556 875,789 1,007,158 1,007,158 1,007,158 1,007,158 1,007,158 Interest Income 6,553 0 13,625 4,885 4,885 4,885 4,885 4,885 4,885 4,885 Other Revenue 14,065 1,565 1,437 26,993 26,993 26,993 26,993 26,993 26,993 26,993 Total Gross Revenues 669,092 670,041 672,034 793,434 907,667 1,039,036 1,039,036 1,039,036 1,039,036 1,039,036 Operating Expenses:1 3.0% 3.0% 3.0% 3.0% 3.0% 3.0%
Salaries and Benefits 235,393 288,038 574,361 231,475 238,419 245,572 252,939 260,527 268,343 276,393 Serivces and Supplies 417,903 446,344 432,756 357,101 367,814 378,848 390,214 401,920 413,978 426,397 Insurance 17,300 10,500 6,000 21,039 21,670 22,320 22,990 23,680 24,390 25,122 Utilities 48,439 42,720 46,189 47,943 49,381 50,863 52,389 53,960 55,579 57,246 Total Operating Expenses 719,035 787,602 1,059,306 657,558 677,285 697,603 718,531 740,087 762,290 785,159 Net Revenues (49,943) (117,561) (387,272) 135,876 230,383 341,433 320,504 298,948 276,746 253,877 Deb2022 Water Revenue Bonds
Total Debt Service 0 0 0 0 0 0 230,172 230,172 230,172 230,172 0 0 0 0 0 0 230,172 230,172 230,172 230,172
Debt Service Coverage
N/A N/A N/A N/A N/A N/A 1.39 1.30 1.20 1.10
Source: City of Seaside
City of Seaside
Water Enterprise Fund
Historical Cash Flows and Coverage
Audited Projected
Packet Page 188

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 24 Public Offering vs Private Placement Discussion
There are several considerations regarding the optimal method of sale used to refinance these bonds, including economic benefit from each method and the impacts on City staff time and resources.

As summarized below, a private placement is typically a less involved sale process and does not require public disclosure document or a formal credit rating by a third-party rating agency. In contrast, a public offering is a more involved process that requires the issuer to publish an official statement (bond prospectus) and requires a credit rating.

Generally, a private placement results in lower issuance costs. However, those lower costs are often offset by slightly higher interest rates obtained through a private placement.

One benefit of a private placement over a public offering that may be of interest to the City is that a private placement may allow for a multi-draw financing. In this financing, the City would secure the loan from a bank but draw on it only as needed. Accordingly, this would reduce the interest cost to the City by reducing the time the full amount is outstanding. Typically, we would assume 18-month limit on a draw down the full loan. However, during those 18 months, the City could achieve some real interest savings by only drawing funds as needed. If engaged as the City’s municipal advisor, NHA could work with the City’s placement agent to solicit bank bids and evaluate the feasibility of this idea for the City’s Water Fund.

Value of a Holistic Approach to Financing Projects
The graphic to the right shows the relative value of a
holistic approach to a client’s funding needs. If a
municipal advisor can save a client 10 basis points on a financing through a rating upgrade or negotiation with
bond underwriters, it is worth approximately $600,000
on a present value basis for $50 million bond issue.

That is much more than the cost of the typical
municipal advisor fee. But if the City is served by an
advisor that helps them obtain a below market rate
SRF or WIFIA loan for the utility, the present value
savings of the below market interest rate on an SRF or
WIFIA loan is between $5 and $10 million on a present
value basis for a $50 million financing. If the municipal advisor can direct their client to a grant funding source that can fund just 10% of the project costs, that also
saves $5 million in present value.
• Official Statement required
• Credit rating required
• Lower interest rates
• Higher transaction costs
• No Official Statement
• No credit rating
• Quicker financing process
• Lower transaction costs
Public Offering Private Placement
Packet Page 189

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 25 NHA pursues all available financing options as part of our holistic approach for delivering the lowest cost project funding for our clients. We go beyond simply negotiating with the underwriter over discount or presenting a case to the rating agencies for a rating upgrade and we find the lowest cost money for the project.

Long-Range Financing Strategy
In keeping with the “NHA Way” ethos, our objective is to absolutely address the City’s short-, mid- and long-range strategic objectives. As this effort pertains to a financing strategy, our process would be to determine the City’s objectives through a process of interviewing staff, understanding the City’s CIP needs (in detail, dollars, timing), risk tolerance, constraints, discussion of the City’s bonded and pension debt profiles outlined in the prior section, etc.

Bottom line: NHA always seeks to understand, with crystal clear clarity, executive staff and city council core objectives. Everything we do—advisory first, then execute upon Council/Staff directives next—is predicated upon that understanding of the City’s strategic goals.

Current General Fund Debt
The City’s General Fund has three outstanding publicly sold bond issues – 2007 Taxable Pension Obligation Bonds (issued through California Statewide Community Development Authority), 2018 Lease Revenue Bonds (Cutino Park Improvement Project), and 2018 Lease Revenue Bonds (Measures X). In addition, the City issued the 2006 Taxable Lease Revenue Bonds (Bayonet and Black Golf Course Project), but those bonds were not secured by the City’s General Fund.

The three outstanding General Fund bonds have final maturities ranging from 2025 to 2047 and have total outstanding par of just under $18 million. The repayment structure on these bonds is front-end loaded, due to the final few years of the 2007 POBs. Please note that the graph below the City’s $1.6M outstanding balance on capital leases (as of 6/30/2020). As the City’s municipal advisor, we will layer in the debt service on the General Fund-specific capital leases to provide a more complete picture of the debt burden on the General Fund. $-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
$1.8
$2.0
2023202420252026202720282029203020312032203320342035203620372038203920402041204220432044204520462047 Millions
Seaside General Fund
Debt Service on Outstanding Bonds
2018 LRB (Cutino Park) 2018 LRB (Measure X) 2007 POB
Packet Page 190

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 26 In addition, the City also has its Unfunded Actuarial Liability (UAL) payments due to CalPERS each year. The City’s UAL has grown historically due to CalPERS underperformance and assumption changes. However, after the FY 2021 21.3% gains, the City’s UAL should be significantly reduced, though some of this benefit will be soaked up through a further discount rate reduction. Based on these strong returns, CalPERS will reduce the discount rate on the UAL to 6.8%. Assuming a 6.80% discount rate and incorporating the 21.3% returns, we expect the City’s UAL to drop from $54.4 million to $40.6 million, with the new repayment shape shown in the orange line below.

Looking at the City’s General Fund debt repayments in combination with the City’s CalPERS UAL repayments (reflecting the new 6.8% discount rate), the total payments are around $6M per year through FY 2024-25, and drop to the $5M per year range after that. Please note that this graph does not reflect the amount of the City’s Miscellaneous plan that may be paid by other City funds and does not factor in the debt service on the City’s General Fund-specific capital leases. Based on input from City staff, we will refine this analysis of the General Fund’s projected debt burden. Any long-range financing strategy for the City will need to incorporate solutions to address this pressure and NHA brings to the City a toolbox of ideas and options for addressing this. $-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
2023202420252026202720282029203020312032203320342035203620372038203920402041204220432044204520462047 Millions
Seaside Current v. Projected CalPERS UAL Payments
Current UAL: $54.4 Million
Projected UAL (FY 2021
Returns & 6.80% Discount
Rate): $40.6 million
$-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
2023202420252026202720282029203020312032203320342035203620372038203920402041204220432044204520462047 Millions
Seaside General Fund
Debt Service on Outstanding Bonds + Projected CalPERS UAL Payments Projected UAL Payments (6.80%) 2007 POB 2018 LRB (Cutino Park) 2018 LRB (Measure X) Packet Page 191

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 27 Policy Development
The NHA team has experience working with our clients to update and help implement financial policies. Our research shows that the City has robust policy and practices demonstrating prudent financial management. We see the City’s Reserve policy (including a 5% capital reserve, 10% special reserve, and 15% emergency reserve), Budget Policy, 5-year Capital Improvement Program policy, cash management and investment policy (compliant with Govt. Code 53601-53659), and the City’s debt management policy (compliant with Govt. Code 8855 and SB 1029).

Additionally, we believe putting into place a new pension funding policy (which will provide the framework and flow of funds for potential future pension savings) will be important from credit, operational and political perspectives. Cybersecurity policies have also become increasingly important. Included in Appendix C are examples of recent Pension Funding Policies that NHA has helped our clients implement.

Should any of our consulting assignments transition into a bond financing, we highlight two examples where NHA distinguishes itself compared to our competitors: First, NHA excels in the credit rating process and second, NHA excels in underwriter management during the bond sale process. We present our approach to each in the following paragraphs.

Credit Rating Process
NHA takes an active role in the credit rating process, leading the due diligence review and crafting the credit presentation. NHA understands that a portion of the rating criteria is often outside of the City’s control, such as economic indicators and demographics. However, a large element of the rating is controllable, and NHA has a strong record of executing a multi-pronged approach to ensure our clients obtain the highest rating possible. As the graphic below indicates, NHA equips our clients and enables them to tell their story. Our goal in the credit rating process is to ensure that the rating analysts are educated and supported with critical and key information to defend and advocate the City’s position and make positive rating recommendations to their committees.

Packet Page 192

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 28 As an example, consider our approach to
a utility bond credit rating. We dive
deeply into the credit and perform the
due diligence and involved work needed
to see the process through from start to
finish. We think it is important that the
municipal advisor, as the City’s fiduciary,
perform almost all the work on the credit
rating process and unlike many
competing municipal advisory firms, we
do not farm this part of the financing out
to an underwriter. Our strategy is to
focus on the items that the City has the
most control over – these are
represented by the blue slices in the pie
chart. While the other rating criteria, like
strong economic fundamentals are nice
to have, the reality is that these criteria
are often a function of where the City is
located and most public entities have
very little control over them. While our
presentations discuss all aspects of the rating criteria, we zero in on things like coverage, liquidity and reserves, debt and liabilities, financial management assessment, and operational assessment. Combined these have over 50% of the weighting on the credit rating.

We want to ensure that our clients are fully prepared to discuss the credit with the rating agencies. Early in the process, we assist with implementation of policies, including drafting debt management and disclosure policies.

In addition, we can provide insight into what rating agencies view as “best practices” in terms of financial management and operational management to assist our clients with positioning themselves to achieve an optimal rating. Finally, we do a detailed slide-by-slide walkthrough prior to all rating calls with our client, ensuring that they know the key takeaways and message on each slide.

All-In Coverage
20%
Liquidity &
Reserves
20%
Debt & Liabilities
5%
Financial
Management
Assessment
5%
Operational
Management
Assessment
5%
Economic
Fundamentals

22.5% Industry Risk
10%
Market Position

12.5%

UTILITY BOND RATING CRITERIA WEIGHTING
Packet Page 193

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 29 As examples of our work with credit
presentations, please see Appendix A
for presentations that NHA prepared for
the Fort Ord Reuse Authority’s Tax
Allocation Bonds, the City of Gilroy’s
Sewer Revenue Bonds, and the Ft. Bragg
pension restructuring and land
acquisition financing.

S&P Global Ratings’ 2018 rating report
places the City’s General Fund issuer
credit rating at the “AA“ level and the
City’s outstanding COPS and LRBs at the
“AA-”/stable level. Key strengths include
the City’s strong budgetary performance
and flexibility, management and
financial policies. These strengths of the
City’s General Fund credit rating are
offset by S&P’s view of the local
economy as adequate, an adequate debt
and contingent liability profile, and the
City’s large pension and OPEB
obligation. As the City’s municipal
advisor, NHA will work diligently during
the rating process to demonstrate the
City’s strengths and optimize the City’s
credit rating.

Underwriter RFP Process
Like the credit rating process, NHA takes an active role in the underwriter RFP process. This includes writing the RFP, sending it all or to a hand-selected set of underwriters (there are reasons for both approaches), reviewing and evaluating underwriter proposals, and communicating recommendations to the client. Once NHA receives and reviews the underwriter proposals, we rank the proposals based on an internally developed scoring model that takes objectivity and subjectivity into account. When communicating recommendations to the City, we articulate the reasons behind our decision and allow space for City staff comments and questions. NHA usually takes the lead in this process, but we will adapt if City staff have other preferred approaches to this selection process.

Continuing Disclosure Services
NHA frequently provides ongoing services to our clients post-issuance, including the SEC-required continuing disclosures and State of California required annual reporting. We prepare hundreds of annual continuing disclosure reports for our clients and are well aware of federal and state requirements, as well as industry best practices related to implementing the two new (as of 2018) material event notices. If selected as the City’s municipal advisor, we will prepare a not-to-exceed proposal to provide continuing disclosure consultant services related to the City’s outstanding bonds.

What Sets NHA Apart
NHA is a different type of consultant / advisor to public agencies in California. NHA brings a broad scope of experience that we believe is unmatched by our competitors. We at NHA believe that the City benefits the most Strengths Weaknesses
Seaside General Fund Credit Rating
S&P: “AA-”/Stable
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 30 from a municipal advisory team that is experienced and well-rounded. Building upon our principals’ decades of experience, NHA has developed an internal process that applies the talents of each NHA principal and employee to each step along the financing process. When it comes to the execution phase, our approach is that the municipal advisor should be the project manager for the financing process and should take full responsibility. Of course, tasks related to the legal work, underwriting, and other specialties must be handled by those professionals. But we believe it is important that the client have a “go-to” representative who is responsible to the client and who will “quarterback” and review, on the client’s behalf, all aspects of the transaction, ensuring maximum communication between all parties so that the project can be accomplished in the most efficient and effective manner possible.

NHA is a holistic, client-centered, and hands-on municipal advisor. This means that the first step in our process is listening to the City to understand your needs. We pride ourselves in being accessible to City staff and assign at least two senior level advisors to each project to ensure open communication with the City, utilizing email, telephone, video calls and in-person meetings according to the City’s preferred method of communication. NHA will attend all City Council or board meetings and any special meetings with staff, bond counsel, disclosure counsel, credit enhancement firms, and rating agencies as the City deems necessary. All projects are unique - NHA commits to “doing what it takes” to manage the process, any process, to achieve a successful result for the City and other stakeholders. Once a financing has been determined to be the best solution, NHA steps up to manage the project and “quarterback” the financing, from assembling financing team members, to scheduling meetings, to negotiating with the underwriter, and to conducting in-depth research for credit presentations.

NHA takes a long-term approach to evaluating our client’s potential funding needs. We are very comfortable with the axiom “sometimes the best deal is no deal.” NHA commits to advising the City with integrity and if our research indicates that a bond is not the ideal financing mechanism for the City’s projects, we will advise against a bond – regardless of how that will affect our compensation for the project. Our commitment to finding the best funding solution for our clients is our key strength, differentiating us from other municipal advisors. Our projects start with an unbiased assessment of the capital needs and existing financial obligations and evolve after the public agency understands all the issues and options and directs us towards one specific solution. After determining priorities, NHA balances short-term needs with a long-term perspective to provide tangible financing solutions. We have often advised our clients toward financial solutions that include internal loans, federal or state grants, or some form of subsidized loan program like the State Revolving Loan Fund.

HOLISTIC

UNDERSTANDING

SUITABILITY

ANALYSIS

EFFECTIVE

IMPLEMENTATION
•High level policy objectives and
short/long term goals
•Staff priorities and executional
challenges
•Organizational independence
•Evaluate financing alternatives
•Utilize relevant financing experience
to identify all options
•Quantify benefits and risks
•Communicate recommendation
•Ensure financial structure meets all
objectives of the community,
elected officials, and staff
NHA’s Value Add
Listening, Adapting, and
Engaging
NHA’s Value Add
Extension-of-staff services and
Hands-On Management
•Full and optimal utilization of NHA
resources and breadth of
expertise
•Transparency and education for
electteds, staff, and stakeholders
•Achieve best possible financial
results
NHA’s Value Add
Diverse Experience; Translating
Data for all Stakeholders
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 31 A Day in the Offices of NHA
As municipal advisor to over 80 public agencies in California, NHA receives a myriad of requests on a day-to-day basis. A sampling of some of those frequently asked questions are listed below. We are proud to represent that, yes, we can assist our clients with those questions and more! Can you do a review
of our reporting
compliance history
and educate us on
what needs to be
done going forward?
We want to develop
a comprehensive set
of financial and debt
policies. Can you help
with this?
We heard about
social impact
investing for certain
types of project
financing. Can you
help us understand?
Can you
analyze our
fiscal
fitness and
general
fund?
We want to fund
capital improvement
projects, but our GF
is burdened. What
are our options?
We don’t have the
staff resources to
hire a consultant.

Can you manage the
RFP process for us?
My council is asking
about affordable
housing and
homeless solutions.

Do you know what
others are doing?
Can you help us
understand our
pension obligations
and come up with
some ideas on how
we can save money?
We have a toxic site
that needs to be
remediated. Do you
know how we can
make this happen?
We want to use our
water enterprise
fund to provide
temporary project
financing. What are
your thoughts?
Can you
help us
with heavy
equipment
and fleet
upgrades?
We have unfunded
projects and need
solutions for storm
drain, water
conservation, and
our utility. Help?
We have a developer
that wants to do a
CFD. Can let us know
whether he has a
realistic proposal?
Are there any grants
or alternative
funding sources (like
WIFIA or SRF) you
can explore for us?
A Day in the Office with NHA
Advisors
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 32 6. CONFLICT OF INTEREST DISCLOSURE
NHA has not engaged in any finder’s fees, fee splitting, payments to consultants, or other contractual arrangements which would constitute a real or perceived conflict of interest.

NHA does not have an affiliation or relationship with any broker-dealer, nor has any NHA personnel who would provide advice to the City been associated with a broker-dealer firm within the two years preceding this RFP.

NHA has no known conflicts of interest in serving as the municipal advisor to the City of Seaside. NHA has no financial, business or other relationship with the City of Seaside that may have an impact upon the outcome of a project. NHA has no current clients who may have a financial interest in the outcome of this contract. NHA is not suspended from practice in the State of California. Further, NHA, being focused upon cities as our core mission / business, does not serve any other public entities (Monterey County, Monterey Peninsula Unified School District, etc.) and so we are free from those potential direct conflicts of interest that some of our competitors have from serving two different public agencies with differing goals or direct conflicts.
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 33 7. INVESTIGATION & DISCIPLINARY ACTION DISCLOSURE
NHA has not had any pending investigations, enforcements, or disciplinary actions taken within the past three years by the SEC, FINRA, MSRB, or other regulatory bodies. [Remainder of Page Intentionally Left Blank]
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 34 8. FEE PROPOSAL
NHA will deliver the highest standard of municipal advisory work product, period. We are mindful of the fact that our proposed fees must reflect the value we deliver. Our intention is to not be the low-cost provider of municipal advisory services. For the firms who have a practice of pricing their services low, the compromise is always in the level and amount of time and effort that is put into the project. Our fee levels are indicative of the amount of professional resources applied to the projects.

We approach each project objectively and with the primary purpose of delivering agnostic options and alternatives. We believe that it is important to have no “vested interest” in advocating for a bond solution to guarantee a financing fee to the consultant. By making the initial evaluation and consulting work independent of the implementation of a financing solution, NHA can avoid inherent conflicts that are present when a municipal advisor is only compensated through a bond financing. We believe the initial phase of work should be focused on providing alternatives that may or may not include a bond financing. Since this investigative process can be quick or extensive, we recommend it be segregated from the financing scope and subject to hourly efforts. The City controls the time and the process to avoid unforeseen costs.

Task 1: Hourly, On Call Financial Consulting and Municipal Advisory Services If the City elects to engage the services of NHA on an hourly basis, work will be performed on a time-and-materials basis allowing no preconceived bias towards a financing solution. If, after the initial analysis if performed, the City Council or staff elect to fund a project internally, with grant funds or other nonfinancing, we accept the decision and have been compensated accordingly.

Task 2: Bond Financing
For financing specific work, NHA proposes to establish fixed fee compensation based on the complexity of the transaction and the estimated NHA staff resources. In our experience, financings consume different amounts of time dependent on several factors. For projects requiring extensive research, due diligence or options analysis, a more robust budget would be necessary. NHA is very sensitive to the associated costs of any public financing. Generally speaking, the fee schedule for different bond structures is shown below.

Financing Fee Schedule - Municipal Advisory Services
Project Type Fee Range
Tax and Revenue Anticipation Notes $22,500 - $27,500
General Obligation Bonds $37,500 - $52,500
General Fund Obligations $37,500 - $52,500
Utility Revenue Bonds $37,500 - $57,500
Limited Obligation Bonds (AD) $42,500 - $52,500
Special Tax Bonds (CFD) $42,500 - $52,500
Staff
Allocation
Hourly
Rate
Principal $325
Director / Senior Vice President $300
Vice President $275
Assist. Vice President / Sr. Associate $250
Associate $225
Senior Analyst $200
Analyst $175
Administrative $ 75
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC 35 Additional Services
Credit Rating Process (as Needed) – For services related to a credit rating process, NHA will receive a fee for services as follows.

Credit Rating Process Fee
Short-Term Cash Flow Financing $5,000
Long-Term Financing $10,000
In-Person Meetings (Upon Request) – NHA will be reimbursed $1,500 for each in-person meeting. NHA will participate on conference calls and virtual meetings at no additional cost to the City.

Request for Proposals (Upon Request) – If the City has not engaged consultants to provide certain services required as part of financing process, at the City’s direction, NHA will undertake the solicitation of one or more of these parties for the fees outlined in the following rate table.

Request for Proposal Process Fee
Broker-Dealer (Underwriter/Placement Agent) $5,000
Bond/Disclosure Counsel $2,500
Special Tax Consultant $2,000
Fiscal Consultant $1,500
Trustee $1,000
Expenses (Out-of-Pocket)
Any necessary expenses will be billed directly at cost to the City. Expenses will be limited to those necessary for completion of the project and will not be incurred without prior written consent of the City.

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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC APPENDIX A: EXAMPLE CREDIT PRESENTATIONS
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1 Presentation to S&P Global Ratings
Fort Ord Reuse Authority
2020 Taxable Tax Allocation Bonds
May 15, 2020
Presentation Team
Fort Ord Reuse Authority
Issuer
Josh Metz
Executive Officer
City of Marina
Successor Agency & Project Area
Layne Long
City Manager
Role Firm Lead Contact
FORA Legal Counsel Kennedy, Archer & Giffen Jon Giffen, Partner Municipal Advisor NHA Advisors Mark Northcross, Principal Bond and Disclosure Counsel Quint & Thimmig Paul Thimmig, Partner Fiscal Consultant Economic & Planning Systems Ellen Martin, Principal Lead Underwriter Stifel Nicolaus Eileen Gallagher, Managing Director Co‐Underwriter Citi Cameron Parks, Managing Director
FORA Financing Team
City of Seaside
Project Area
Craig Malin
City Manager
Meeting Outline
 Executive Summary
 Introduction to FORA
 Overview of Project Areas
 New Development in Project Areas
 2020 Taxable Tax Allocation Bonds
 Conclusion and Schedule

EXECUTIVE SUMMARY
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2 Executive Summary
 Fort Ord Reuse Authority (“FORA”) is issuing
approximately $25 million Taxable Tax Allocation Bonds to finance building removal and remediation
 FORA terminates by statute on 6/30/2020; City of Marina will be the Administrator for purposes of the proposed
bond issue
 Bonds will be secured by tax increment statutory pass through payments generated in two Project Areas:
 Seaside Fort Ord
 Marina Project Area #3
 County auditor controller will transfer pass through
payments directly to the bond trustee
Key Credit Highlights
 Diverse economic area with strong indicators and trends  FORA development is anchored by CSU Monterey Bay campus  Robust development forecast for the area; building removal funded by the Bonds will enable  further development to proceed  113% total combined AV increase in the last 9 years in both Project Areas (over $538M in growth)
 Diversified tax base with low ownership concentration  Top 10 taxpayers for both Project Areas combined are approximately 29% of FY 2020 AV and include  several single‐family developers with home construction/sales underway  Top taxpayer (Hospital) represents slightly over 5% of total AV  Bonds structured to maintain 1.25x coverage over projected tax increment revenues reflecting completed construction and transfers of ownership
 Even with loss of top 2 taxpayers in both Project Areas, tax increment still sufficient to meet  debt service  Combined AV could drop by 20% and tax increment would still be sufficient to meet debt service

INTRODUCTION TO FORA
25 Board Members
13 Cities/County
3 State/Federal elected reps
7 Public Agencies
2 Army/BRAC
Fort Ord Reuse Authority Overview
 Fort Ord Reuse Authority was created
as a regional Agency in 1994 to
oversee conversion of the former Fort
Ord military base to civilian purposes
 FORA is neither a redevelopment
agency nor a joint powers authority; it
is a special purpose public entity
created by the State of California
 Statutory sunset on June 30, 2020
 Authority: Adopt base wide regional
plan, review jurisdiction programs for
consistency, finance mitigations /
infrastructure, property transfer
 Obligations: Building removal,
munitions clean‐up, roadway
construction, fire equipment
purchase, habitat restoration, storm
drainage system upgrades
56 78
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3 FORA Boundaries and the Project Areas
Map Source: NHA Advisors
 FORA encompasses
approximately 27,800 acres
 Marina Project Area #3 is within
the FORA boundaries
 Seaside Fort Ord project area
lies next to FORA boundaries
FORA Land Use Acres
Habitat Management 17,179
Parks & Open Space 2,014
Visitor Serving 808
Public Facilities (incl. military) 1,072
CSUMB 1,292
POM Annex 782
Rights of Way 1,161
Business Park, Light Industrial,
Office, R&D, Retail, Residential 3,571
Total Acres 27,879
Pacific
Ocean
Flow of Funds for FORA Pass Throughs Prior to Termination  FORA receives 35% share of net tax increment from Seaside Fort Ord, Marina Project Area #3
 Net of 20% housing set‐aside and school pass throughs  All FORA pass through payments pledged to the Bonds
Gross Tax Increment
Less: 20% Housing Set‐Aside
Less: AB1290 Pass Throughs to
Schools & CC Districts
Net Tax Increment
35% FORA 25% County 35% Successor
Agencies
5% Affected
Taxing Entities
Flow of Funds for FORA Revenues After Termination
 After FORA sunsets, FORA’s claim to a
35% share remains, pursuant to HSC
33492.71(c)(1)(D)
 FORA pass through payments for from
three underlying project areas are
pledged to repay any debt service on the
bonds
 After repayment of bond debt service,
any remaining portions of FORA’s share
are distributed to County, Successor
Agencies, and Affected Taxing Entities
 County Auditor Controller will transfer
pass through payments directly to the
bond trustee
Gross Tax Increment
Less: 20% Housing Set‐Aside
Less: AB1290 Pass Throughs to
Schools & CC Districts
Net Tax Increment
35% FORA 25% County 35% Successor
Agencies
5% Affected
Taxing Entities
Less: 2020
Bonds Debt
Service
Remaining
FORA share
after Debt
Service
38% 54%
8%
Building Remediation Needs
910
11 12
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4 Base Remediation and Reuse Progress
 FORA has completed 90% of its
reuse/removal obligations
 3,300 out of 4,000 buildings
remediated/removed
 Local jurisdictions still
responsible for remaining
building removal Source: FORA, October 2019
Jurisdiction Est. Remaining
Remediation Costs
City of Marina $35,000,000
City of Seaside $18,000,000
County of Monterey $2,500,000
Total $55,500,000
FORA Sunset and Bond Administrator
 Original statutory termination upon completion of 80% of remediation or  June 30, 2014
 In 2012, that date was extended to June 30, 2020 by state legislation  Upon sunset of FORA, City of Marina will function as the Administrator with respect to the bonds
 US Bank will continue to serve as trustee
 County Auditor Controller will transfer pass through payments directly to US Bank
 Marina and Seaside and three other local entities will spend their share of bond proceeds to continue with building
removal

NEW DEVELOPMENTS IN PROJECT AREAS
Residential Development Completed To Date
 More than 1,000 residential units
completed to date within FORA
 Seaside Highlands and Seaside Resort
are within Seaside Project Area
 Dunes on Monterey Bay and
Seahaven are within Marina Project
Area #3
Source: FORA
Developments* Units
Seaside Highlands 380
Dunes on Monterey Bay 448
Seahaven 257
Seaside Resort 3
Total 1,088
Dunes on Monterey Bay Seahaven Seaside Highlands
*Based on CFD Fees paid when permits are pulled
13 14
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5 Residential Development Forecasts
 Entitled developments representing over 2,500 residential units across all three project areas to be built out over the next 10 years  Active housing projects in Dunes Phase 1 and Seahaven A) Project Description Jurisdiction Anticipated
Completion
Seahaven A 802 Units Marina 2025‐26
Dunes Phase 1 30 Units Marina 2019‐20
Dunes Phase 2 443 Units Marina 2024‐25
Dunes Phase 3 354 Units Marina 2027‐28
Cypress Knolls 712 Units Marina 2029‐30
VTC Supportive Housing 71 Units Marina 2020‐21
Seaside Resort 122 Units Seaside 2026‐27
Total 2,534 units
Entitled Residential Developments
Source: FORA
Note: excludes planned developments that are not yet entitled Commercial Development Completed To Date
 Vast Majority of new commercial development to date has occurred within the Dunes on Monterey Bay (330‐acre, master planned, mixed‐use project) Source: FORA
368,000 SF; national anchor brands
(Target, REI, Best Buy, Kohls, etc.)
63,000 SF; 2 of 3
buildings completed 23,000 SF 140,000 SF; 200 employees 40,000 SF, national anchor brands
(Starbucks, Chipotle, Smash Burger, etc.) 106 rooms
Commercial Development Forecasts
 Significant entitled commercial developments
representing 430,000 SF office space, 450,000 SF
industrial; 49,000 SF retail, and 724 hotel rooms over the next 10 years
Project Description Jurisdiction Anticipated
Completion
Dunes Phase 1 30,000 SF Office Space; 14,000 SF Retail; 94 hotel rooms
Marina 2022‐23
Dunes Phase 2 400,000 SF Office Space; 25,000 SF Retail; 300 hotel rooms
Marina 2025‐26
Dunes Phase 3 450,000 SF Industrial Space Marina 2026‐27 Seaside Resort 10,000 SF retail; 330 hotel rooms Seaside 2024 Entitled Commercial Developments
Source: FORA
Note: excludes planned developments that are not yet entitled Impact of COVID‐19
 FORA staff are working remotely, and FORA administrative and board meetings are being held remotely
 Building demolition activity continuing as it has been deemed “heath and safety”‐related and is not subject to Monterey County shelter in place order
 Majority of FORA revenues are property‐tax based
 Upcoming FY 2020‐21 revenues based on pre‐COVID January 1, 2020 lien date  Monterey County did not waive penalties and interest on the April 10 deadline  for the second installment  COVID‐19 shelter‐in‐place order may impact adversely the future sale of new  homes within the FORA jurisdiction  Projected coverage does not take into account any impacts from COVID‐19 on  pledged tax revenues  Monterey County Auditor Controller has indicated that April 10 property tax collections do not seem to be affected by COVID‐19 and that the collection rate is similar to last year
17 18
19 20
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6 Higher Education Benefitting Local Economy
 California State University Monterey
Bay is located within FORA jurisdiction
 Campus provides employment and
stability to the region
 Over 7,500 students and over 1,000
full and part‐time employees
 CSUMB updated Master Plan in 2017  identifies goal to double current enrollment; rigorous CIP planned to
support that growth
 UC‐system managed Fort Ord Natural
Reserve on 600 acres within FORA
jurisdictions provides for extension
research and education programs
Healthcare Anchoring Local Community
 Regional health and
Wellness hub in Marina
Project Area
 Over $100M recent
investment
 VA Medical Center
 140,000 SF, 200 employees
 Montage Wellness Center
 63,000 SF, 2 of 3 buildings
completed
Growing Tech Industry Presence
 Recently announced $590
million private sector
investment
 Joby Aviation is pioneering use
of electric VTOL aircraft for use
in personal transportation
 Planned 580,000 sf clean‐tech
manufacturing facility at
Marina Airport on former Fort
Ord
 600‐1000 new jobs
 Increased housing demand
 Increased property tax revenue OVERVIEW OF PROJECT AREAS 21 22
23 24
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7 Marina Project Area #3 ‐ Overview
 Formed in 1999
 1,085 acres located on
former Fort Ord
 City of Marina has two
other RDAs (Marina
Project Area #1 and
Marina Airport) that are
not pledged to the bonds
 City fiscally merged all three
project areas in 2009
 Plan limits irrelevant after
SB 107 and are replaced by
expiration of the
enforceable obligations
Marina Project Area #3
Adoption Date 11/2/1999
Base Year AV $30,389
Estimated Last FY of Tax Increment 2037‐38
Substantial commercial developments (Dunes on
Monterey Bay) and over 700 residential units
completed; over 2,400 residential units, 400 hotel
rooms, 400,000 SF office space, 400,000 SF industrial,
and  29,000 SF retail entitled through 2030
Seaside Fort Ord Project Area ‐ Overview
 Formed in 2002
 3,937 acres
 Project area includes two
18‐hole golf courses,
open space, barracks
buildings, and associated
infrastructure
 Plan limits irrelevant after
SB 107 and are replaced
by expiration of the
enforceable obligations
Seaside Fort Ord Project Area
Adoption Date 4/18/2002
Base Year AV $3,677,200
Estimated Last FY of Tax Increment 2032‐33
Over 380 residential units completed; over 120
residential units, 330 hotel rooms, and 10,000 SF
retail entitled through 2027
Seaside Resort Planned Location
Historic and Projected Assessed Values
 Assessed values have grown by over $538 million since 2011  $473 million in FY11 to $1.01 billion in FY20
 Growth of more than 113%; over 9% average annual increase  Significant incremental value given low Marina Project Area base year values  Additional increases expected from recent sales and construction  Another $88.4 million expected by FY22 from recent home sales, completed construction and  construction underway as of February 2020 $0
$200
$400
$600
$800
$1,000
$1,200
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Millions
Historic and Projected Assessed Value
Transfers of Ownership
Completed Construction
Pending Construction
Marina
Seaside
Projected
Projected FY21 and FY22 Assessed Values
 Based on FY19‐20 AV
 Reflects increases through mid‐March
 Estimated AV increases
 $88.4 million in new AV over two
years for Marina expected
 No growth assumption for Seaside
Project Area
 Reflects transfers of ownership,
completed construction and
construction underway Jan. 1, 2019
through Feb. 2020
 Construction values do not reflect
any estimate for final sales prices
Incr. Value   Avg AV/parcel
Transfers of Ownership
2019 95      single family homes  $          62,910,313  $848,553 2020 7        single family homes                 5,460,208  $935,071 large lot parcel                     984,400  $5,299,000 1 $          69,354,921
New Construction
2019 16   single family homes                 6,502,540  $406,409 2020 2        single family homes                     657,806  $328,903 $             7,160,346
Construction Underway
2020      37 single family homes  $          11,884,881  $321,213 Marina Project Area
25 26
27 28
Packet Page 212
8 Marina Project Area #3 Historical Assessed Values
 Marina Project Area #3 has experienced 15.5% average annual growth since 2011  AV has more than tripled since FYE 2017
 Substantial growth due to substantial new developments  429‐acre Dunes on Monterey Bay development
 Very low volatility ratio due to $30K base year value Source: EPS
Marina
Base Year AV $30,389
Current Av $625,882,044
Incremental AV $625,851,655
Volatility Ratio 0.005%
$0
$100
$200
$300
$400
$500
$600
$700
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Millions
FYE
Marina Project Area #3 Historical AV
Incremental AV Base Year AV
Seaside Fort Ord Historical Assessed Values
 Seaside Fort Ord Project Area has experienced 2.7% average annual growth  since 2011  More “typical” growth profile due to significant level of development in place  before 2011  <1% volatility ratio due to $3.6M base year value
Source: EPS
Seaside
Base Year AV $3,677,200
Current Av $386,019,142
Incremental AV $382,341,942
Volatility Ratio 0.953%
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Millions
FYE
Seaside Fort Ord Historical AV
Incremental AV Base Year AV
Predominantly Residential Land Use
 Residential land use
accounts for 76% overall
taxable value
 95% of Seaside Fort Ord
 64% of Marina Project
Area #3
 Commercial comprises
31% of land use in
Marina; 19% overall
Source: EPS
$0
$200
$400
$600
$800
$1,000
$1,200
Seaside Marina Total
Millions
Land Use by FY20 Assessed Value
Unsecured
Institutional
Commercial
Residential
95%
64%
31%
5% 5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Seaside Marina Total
Land Use as % of FY20 Assessed Value
Unsecured
Institutional
Commercial
Residential
Current Sales Values Significantly Higher than Average
Residential AV
 FY 2020 residential AV per parcel in Marina is 74% of average 2019 sales price;
 Chance of a COVID‐19 Prop 8 rollback impacting AV on
older housing stock is small
Project Area
FY 2020 Average Parcel AV
(Residential)
Average Sales Price
Reported in 2019
FY 2020 Avg.

Parcel AV as % of
Avg. 2019 Sales
Price
Marina PA #3 $629,972  $848,553  74%
Seaside Fort Ord PA $574,878  N/A N/A
29 30
31 32
Packet Page 213
9 Land Use – Project Area Detail
 Residential represents 76% of both total parcels and
taxable AV
Source: EPS
Seaside Fort Ord Marina Project Area #3 Total All Project Areas Parcels % of Total Parcels % of Total Parcels % of Total Residential 637 78.6% 632 73.7% 1269 76.1%
Commercial 0 0.0% 50 5.8% 50 3.0%
Institutional 4 0.5% 4 0.5% 8 0.5%
Miscellaneous 102 12.6% 100 11.7% 202 12.1%
Unsecured 67 8.3% 71 8.3% 138 8.3%
Total 810 100.0% 857 100.0% 1,667 100.0%
Taxable AV % of Total Taxable AV % of Total Taxable AV % of Total Residential $366,197,339 94.9% $398,142,052 63.6% $764,339,391 75.5% Commercial $0 0.0% $194,218,937 31.0% $194,218,937 19.2% Institutional $447,413 0.1% $16,828 0.0% $464,241 0.0%
Miscellaneous $0 0.0% $0 0.0% $0 0.0%
Unsecured $19,374,390 5.0% $33,504,227 5.4% $52,878,617 5.2% Total $386,019,142 100.0% $625,882,044 100.0% $1,011,901,186 100.0% Top 10 Taxpayers – Combined for All Project Areas
 Top 10 between all 3 project areas comprise 28% of total AV  Anchored by two medical centers and Dunes on Monterey Bay shopping center  As single‐family homebuilders continue to develop and sell homes, their relative concentration is expected to diminish
Source: EPS
Assessees Project Area Primary Use(s) Total Parcels FYE 2020 Total Secured and Unsecured AV
% of Total /
Incremental AV
1 Hamstra‐Appleton LLC Marina Medical Center 1 $51,781,173  5.14% 2 Wathen Castanos Peterson Homes Inc Marina New Homes (Undeveloped) 3 $46,009,200  4.56% 3 Sunbay Resort Associates LLS Seaside Resort Rentals 1 $37,870,000  3.76% 4 Pacific Coast Highway Property LLC Marina Dunes shopping center 13 $36,170,000  3.59% 5 Target Corporation Marina Dunes shopping center 2 $25,574,710  2.54% 6 Community Hospital Properties Inc Marina Medical Center 5 $24,227,509  2.40% 7 Monterey Peninsula Hotels Group LP Marina Hotel 1 $19,979,845  1.98% 8 WC Marina LLC Marina New Homes (Under Development) 65 $17,401,409  1.73% 9 B&B Golf Course Properties LLC Seaside Golf Course Operations 3 $16,564,882  1.64% 10 Alliance Residential Co. Inc. Marina Multifamily Homes 2 $15,500,564 1.54% Total 94 $291,079,292  28.87%
Total Taxable Assessed Value $1,011,901,186
Top 10 Taxpayers – Seaside Fort Ord
 Top 10 taxpayers represent 22% of total 2019‐20 Assessed Value
 All secured parcels with exception of B&B Golf Course Properties LLC  811 total parcels in the Project Area
Source: EPS
Assessees Primary Use(s) Total
Parcels
FYE 2020 Total Secured
and Unsecured AV
% of Total /
Incremental AV
1 Sunbay Resort Associates LLS Resort Rentals 1 $37,870,000  9.8% 2 B&B Golf Course Properties LLC* Golf Course Operations 3 $16,564,882  4.3% 3 Bay View Community LLC Mobile Home Park 223 $7,870,825  2.0% 4 Seaside Resort Estates LLC Resort   25 $6,550,875  1.7% 5 Machado Laura C TR Single Family Homes 6 $4,441,853  1.2% 6 Chung Hai Ryong TR Single Family Homes 4 $3,398,737  0.9% 7 Tier Gayle D TR Single Family Homes 1 $1,957,754  0.5% 8 Madden Dwain J TR Single Family Homes 2 $1,730,542  0.4% 9 Milowicki Edward J & Patricia M TRS Single Family Homes 2 $1,597,735  0.4% 10 An Yu Single Family Homes 2 $1,454,142  0.4%
Total 269 $83,437,345  21.6%
Total Taxable Assessed Value $386,018,142
*Represents unsecured parcels
Top 10 Taxpayers – Marina Project #3
 Top 10 taxpayers represent 42% of total 2019‐20 Assessed Value  All secured parcels with exception of one of Target’s parcels and the two parcels related to Alliance Residential Co.
 857 total parcels in the project area
Source: EPS
Assessees Primary Use(s) Total
Parcels
FYE 2020 Total Secured
and Unsecured AV
% of Total /
Incremental AV
1 Hamstra‐Appleton LLC Medical Center 1 $51,781,173  8.3% 2 Wathen Castanos Peterson Homes Inc New Homes (Undeveloped) 3 $46,009,200  7.4% 3 Pacific Coast Highway Property LLC Dunes Shopping Center 13 $36,170,000  5.8% 4 Target Corporation* Dunes Shopping Center 2 $25,574,710  4.1% 5 Community Hospital Properties Inc Medical Center 5 $24,227,509  3.9% 6 Monterey Peninsula Hotels Group LP Hotel 1 $19,979,845  3.2% 7 WC Marina LLC New Homes (Under Development) 65 $17,401,409  2.8% 8 Alliance Residential Co Inc** Multifamily Homes 2 $15,500,564  2.5% 9 Marina Community Partners LLC New Homes and Commercial (Under Development) 25 $14,862,625  2.4%
10 Kohls Department Stores Inc Department Store 1 $8,830,000  1.4% Total 118 $260,337,035  41.6%
Total Taxable Assessed Value $625,882,044
*Includes one unsecured parcel valued at $1.57M
**Both parcels are unsecured
33 34
35 36
Packet Page 214
10 Outstanding Appeals
 Only Marina Project Area #3 currently has open appeals  49 open appeals filings over the last 5 years
 $104M value of contested AV
 Last 5 years ‐ 19 resolved appeals, with an average of 15.2% reduction  Reduction in contested AV by 15.2% would result in projected adjusted value of $88.2M with a reduction of $16 million in AV
Source: EPS
Assessed Valuation Estimated Resolved Assessed Valuation Fiscal Year
Open Appeals
Filings Contested Value
Applicant
Opinion Resolved Value
Value
Reduction
Percent
Reduction
2014‐2015 13 $17,255,081 $5,764,800 $14,633,062 $2,622,019 15.2% 2015‐2016 0$0 $0 $0 $0 N/A
2016‐2017 10 $19,276,345 $9,008,772 $16,347,182 $2,929,163 15.2% 2017‐2018 7 $11,985,554 $4,196,000 $10,164,273 $1,821,281 15.2% 2018‐2019 19 $55,487,036 $31,371,042 $47,055,428 $8,431,608 15.2% Totals 49 $104,004,016 $50,340,614 $88,199,945 $15,804,071 Tax Levy and Collections
 Combined tax levy and assessment roll collections for all three project areas consistently over 97% of assessment rolls and over 99% inclusive of all collections
 All collections include supplemental taxes and prior year’s delinquent taxes and penalties
 Marina has significant amount of supplemental taxes, resulting in total collections consistently over 100%
 Property tax collections are not subject to the Teeter Plan Source: EPS
Seaside Fort Ord Marina Project Area #3
FY Tax Levy
All Collections (as
% of Levy) Tax Levy
All Collections (as
% of Levy)
All Project Area Collections
(as % of Levy)
2014‐15 3,191,938 100.19% 2,078,753 100.40% 100.27%
2015‐16 3,322,541 98.48% 2,195,978 101.75% 99.78%
2016‐17 3,495,616 99.85% 3,076,444 115.13% 107.00%
2017‐18 3,581,195 100.23% 3,464,856 119.51% 109.71%
2018‐19 3,735,976 100.45% 4,942,890 114.74% 108.59%
Average 99.84% 110.31% 105.07%
Tax Increment Collection Timeframes
 FORA receives pass through payments through the life of each respective Successor Agency
 Marina Successor Agency
 Issued 2018 Tax Allocation Bonds with a final maturity of 9/1/2038  Cash DSRF effectively shortens final maturity to 9/1/2037  Plans to issue 2020 Tax Allocation Bonds with a final maturity of 9/1/2040  FORA tax increment through 9/1/2037
 Seaside Successor Agency
 Issued 2014 Tax Allocation Bonds with a final maturity of 8/1/2033  Assumed last year of Seaside pass through payment in Fiscal year 2032‐33  FORA tax increment through 9/1/2032
Cashflows & FORA Revenues
 FORA receives 35% share of net tax increment
 Net of 20% housing set‐aside and school pass throughs  Obligation to pay passthroughs continues until all enforceable obligations of the respective Successor Agency are paid off and Successor Agency is dissolved  After accounting for passthroughs and set‐aside, FORA’s share is 23% of tax  increment FORA Bonds 2019‐20 Tax Increment Revenues Seaside Marina Total Incremental AV $382,341,942 $625,851,655 $1,008,193,597 Tax Increment on Assessed Value $3,823,419 $6,258,517 $10,081,936 Unitary Revenue $18,125 $10,538 $28,663
Total Tax Increment $3,841,544 $6,269,055 $10,110,599
Less 20% Housing Set‐Aside ($764,684) ($1,251,703) ($2,016,387) Less School Pass Through Amounts ($424,877) ($955,369) ($1,380,246) Remaining Tax Increment $2,651,983 $4,061,983 $6,713,966 FORA Tax Increment (35% Share) $928,194 $1,421,694 $2,349,888 FORA Tax Increment as % of Gross Tax Increment 24.2% 22.7% 23.2% FORA Tax Increment as % of Incremental AV 0.243% 0.227% 0.233% 37 38
39 40
Packet Page 215
11 Historical & Projected FORA Share of Property Taxes
 FORA property tax revenues
increased 64% in the last five years
 Large increases in Marina due to
development projects underway
and recently completed
 Projected FORA revenues based on
Projected FY 2021 and 2022
assessed values
 No inflationary growth included,
just based on transfers of
ownership that have occurred, new
construction underway
 Tax Increment calculated at 1%
 FORA’s share is 35% net of pass‐
throughs
 Collections through expected
termination of each respective
successor Agency
Projected FYE Seaside Fort Ord Marina Project
Area #3
Total FORA
Receipts
YOY %
Increase
2014 $696,834 $448,852 $1,145,686 N/A
2015 $761,895 $499,854 $1,261,749 10.1%
2016 $791,741 $517,046 $1,308,787 3.7%
2017 $850,661 $666,305 $1,516,966 15.9%
2018 $874,971 $809,475 $1,684,446 11.0%
2019 $868,442 $1,013,262 $1,881,704 11.7%
2020 $928,194 $1,421,694 $2,349,888 24.9%
2021 $928,194 $1,538,420 $2,466,614 5.0%
2022 $928,194 $1,579,762 $2,507,956 1.7%
2023 $928,194 $1,579,762 $2,507,956 0.0%
2024 $928,194 $1,579,762 $2,507,956 0.0%
2025 $928,194 $1,579,762 $2,507,956 0.0%
2026 $928,194 $1,579,762 $2,507,956 0.0%
2027 $928,194 $1,579,762 $2,507,956 0.0%
2028 $928,194 $1,579,762 $2,507,956 0.0%
2029 $928,194 $1,579,762 $2,507,956 0.0%
2030 $928,194 $1,579,762 $2,507,956 0.0%
2031 $928,194 $1,579,762 $2,507,956 0.0%
2032 $928,194 $1,579,762 $2,507,956 0.0%
2033 $0 $1,579,762 $2,507,956 0.0%
2034 $0 $1,579,762 $1,579,762 ‐37.0%
2035 $0 $1,579,762 $1,579,762 0.0%
2036 $0 $1,579,762 $1,579,762 0.0%
2037 $0 $1,579,762 $1,579,762 0.0%
2038 $0 $1,579,762 $1,579,762 0.0%
Total $16,911,066 $33,770,862 $50,681,928 2020 TAXABLE TAX ALLOCATION BONDS Legal Structure
 Successful validation action completed March 12
 Indenture pledges the tax increment from all three
project areas
 There is a single pooled debt service reserve fund for the entire bond issue
 Bond amortization is structured to match the expiration of the underlying enforceable obligations for each project area
 Bonds will be taxable because of the likely reuse of
remediated properties for private development
 1.25x coverage ratio
Estimated Source and Uses, Debt Service, Coverage
 $35M estimated available  for Building
Removal
 Portion of bonds to go towards FORA’s
CalPERs termination payment is being
calculated by actuary
 Step down in 2032 to reflect last year for
tax increment in Seaside Project Areas
Sources of Funds
Bond Par $25,405,000
Escrow Term Bond Par $5,000,000
Total Sources of Funds $30,405,000
Uses of Funds
Building Remediation $18,704,918
Escrow Term Bond (Est.) $5,000,000
CalPERS Termination (Est.) $5,000,000
Cap‐I till 3/1/2024 on Escrow Term Bond $705,908
Costs of Issuance* $994,894
Total Uses of Funds $30,405,000
* Includes advisory, legal, rating, printing, and other fees as well as bond insurance and surety bond fees
Bond Year
(9/1)
FORA Tax
Revenues Principal Interest Total Debt
Service Coverage
2020 $2,349,888 $1,725,000 $151,285 $1,876,285 1.25x
2021 $2,466,614 $1,275,000 $695,960 $1,970,960 1.25x
2022 $2,507,956 $1,335,000 $666,380 $2,001,380 1.25x
2023 $2,507,956 $1,370,000 $635,408 $2,005,408 1.25x
2024 $2,507,956 $1,400,000 $603,624 $2,003,624 1.25x
2025 $2,507,956 $1,435,000 $571,144 $2,006,144 1.25x
2026 $2,507,956 $1,465,000 $537,852 $2,002,852 1.25x
2027 $2,507,956 $1,510,000 $495,220 $2,005,220 1.25x
2028 $2,507,956 $1,550,000 $451,279 $2,001,279 1.25x
2029 $2,507,956 $1,600,000 $406,174 $2,006,174 1.25x
2030 $2,507,956 $1,645,000 $359,614 $2,004,614 1.25x
2031 $2,507,956 $1,695,000 $310,100 $2,005,100 1.25x
2032 $2,507,956 $1,745,000 $259,080 $2,004,080 1.25x
2033 $1,579,762 $1,055,000 $206,556 $1,261,556 1.25x
2034 $1,579,762 $1,085,000 $174,800 $1,259,800 1.25x
2035 $1,579,762 $1,130,000 $133,570 $1,263,570 1.25x
2036 $1,579,762 $1,170,000 $90,630 $1,260,630 1.25x
2037 $1,579,762 $1,215,000 $46,170 $1,261,170 1.25x
Total $40,302,828 $25,405,000 $6,794,842 $32,199,842
Note: this debt service schedule does not include debt service on the escrow term bond on/after 9/1/2024, and assume it is not released (i.e. a no AV growth scenario). Please refer to cashflows that have been provided for debt service in the event of AV growth triggering release of the escrow term bond 41 42
43 44
Packet Page 216
12 Coverage Sensitivity – Max Loss for 1.0x Coverage
 Loss of 20% of AV in both project areas combined leaves 1.0x coverage
 Near zero volatility ratio mitigates risk of loss of AV  Reduction in AV during Great Recession was less than 20% for each Project Area
Seaside Marina Total
FY 2022 AV 386,019,142  698,478,112  1,084,497,254
Less: Base Year AV 3,677,200  30,389  3,707,589
Incremental AV 382,341,942  698,447,723  1,080,789,665
FORA Tax Increment as % of Incremental AV 0.243% 0.226% 0.232% Projected tax increment 928,194  1,579,762  2,507,956
MADS for FY 2022 at 1.25x coverage 742,555  1,263,810  2,006,174 % Reduction in Incremental AV for 1.0x Coverage ‐20.00% ‐20.00% ‐20.01% % Reduction in incremental AV during Great Recession ‐7.84% ‐18.41% Coverage Sensitivity – Loss of Top 2 Taxpayers
 Loss of top two from any one project area does not impact ability to pay debt service
 Loss of top 2 taxpayers in Marina and Seaside results in overall coverage of 1.11x and 1.16x, respectively
 Loss of top 2 taxpayers on a combined basis (Hamstra Appleton and Wathen Castanos Peterson Homes) results in 1.15x coverage overall Scenario 1: Loss of Top 2 Taxpayers
Marina Project
Area #3
Seaside Project
Area
Loss of Top 2 From
Combined Top 10
FY 20‐21 Project Area Tax Increment 1,538,420  928,194  2,466,614 % reduction in AV from Loss of Taxpayers 15.62% 14.10% 6.72% Project Area Tax Increment after Reduction 1,298,051  797,304  2,300,800 2020 Bonds Maximum Sizing* 2,006,174  2,006,174  2,006,174 Remaining FY 20‐21 Total Pledged TI for All Project Areas** 2,226,245  2,335,724  2,300,800 Overall Percentage Reduction 9.74% 5.31% 6.72%
Coverage in Reduction Scenario 1.11x 1.16x 1.15x
*Assumes 1.25x Coverage relative to tax increment
**Assumes 2 Project Area largest taxpayers are lost from any Project Area FORA’s Credit is Resilient Under Stress
 Credit can sustain loss of $217 million in AV and still maintain 1.0x debt service coverage on the 2020 Bonds without drawing on reserves Projected Debt Service $0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 Millions
Projected FORA Revenues
Stress Test Revenues

CONCLUSION AND SCHEDULE
45 46
47 48
Packet Page 217
13 Why FORA is an “A” Category Credit
 113% AV growth in last 9 years
 Represents $538M growth
 Volatility ratio is near zero, significantly mitigating risk of loss of AV due to COVID‐19
 April 10, 2020 tax collections largely unaffected by COVID‐19  Very attractive location on Monterey Bay
 Coverage maintained even with a loss of top 5 taxpayers  Coverage maintained with 20% loss in AV for each project area  Prior development on Fort Ord site, CSUMB, housing and commercial developments have reinforced the area’s appeal  April 23 Credit Presentation to S&P
 May 20 Receive Rating & Bond Insurer Bids
 May 22 FORA Board Approval of POS and
Legal Documents
 June 3* Pricing
 June 17* Closing
 June 30, 2020 FORA Dissolution
Financing Schedule
*Estimated, subject to change based on market conditions 49 50
Packet Page 218
Presentation to S&P Global Ratings
City of Fort Bragg, California
2021 Taxable Lease Revenue Bonds
October 7, 2021
Presentation Team
2 Jones Hall
Bond & Disclosure Counsel
Dave Fama
Shareholder
James Wawrzyniak
Shareholder
Oppenheimer & Co.

Underwriter
Jeff Land
Executive Director
Nicki Tallman
Managing Director
Dan Shaw
Associate
NHA Advisors
Municipal Advisor
Mark Northcross
Principal
Leslie Bloom
Vice President
Mike Meyer
Vice President
Roy Kim
Associate
Matt DeFilippis
Analyst
City of Fort Bragg
Issuer
Tabatha Miller
City Manager
Isaac Whippy
Assistant Finance Director
Sarah McCormick
Assistant to the City Manager
Table of Contents
3 I. Executive Summary
II. Community Overview
III. General Fund Financials and Management
IV. 2021 Lease Revenue Bonds
V. Conclusion

EXECUTIVE SUMMARY
12 34
Packet Page 219
Executive Summary
5  City of Fort Bragg is issuing approximately $11.4M of taxable Lease Revenue Bonds (“LRBs”)  $3.5M New Money: 30‐Year term with proceeds used for clean‐up/remediation of property at Southern  Mill Site  Site of potential 205‐acre development; including open space preservation, affordable housing, hospital,  public facilities and partnership with Noyo Center for Marine Science and Sherwood Valley Band of Pomo  $7.5M UAL Restructuring: Series B: Strategically funds about 68% of current CalPERS UAL; projected  funding ratio of 95‐98% after recent CalPERS returns and new assumptions changes are implemented  20‐Year LRB structured to create more affordable and smoother/lower overall repayment schedule that  enhances budgetary flexibility and resiliency to future economic shocks  Estimated $3.6M of expected savings through 2035; estimated NPV savings of $1.8M (23.4%) Key Credit Highlights
 Experienced/conservative financial management with robust financial controls and policies  Operating Reserve, Litigation Reserve, Recession Reserve, Pension Funding Policy  Disciplined approach to reducing expenses through strategic staffing reduction April 2020  Very strong financial performance and budgetary flexibility  City has weathered the Pandemic well; resilient and growing TOT and sales taxes  $3.9M estimated fund balance for FY 2021 (45% of expenses) after $1.2M surplus generated  Total governmental available cash of $5.5M; 66% of Governmental Fund expenditures in FY 2021  Idyllic coastal location on Mendocino Coast provides travelers and residents with small town  charm, historical monuments/museums, world‐class scenery (nature, wildlife) and abundance of outdoor recreational activities COMMUNITY OVERVIEW
City Overview
7  The City is located next to the
Pacific Ocean in northwestern
Mendocino County (the
“County”) and is about 170
miles north of San Francisco
 Incorporated in 1889 as a
general law city
 Fishing, wood production, and
tourism are the City’s primary
industries
 Population (As of January 1,
2021): 7,409
 Daytime population estimated
to be above 10,000
City of Fort Bragg
Fort Bragg – A Traveler’s Destination
8  Fort Bragg’s neighborliness and
community spirit sets it apart
from other California beach
destinations
 The City’s remoteness attracts
visitors seeking a sense of
freedom and adventure
 Picturesque views of the Pacific
Ocean and notable attractions,
such as Glass Beach and the
Historic Skunk Train
 Visitors can hike, bike, eat and
drink, kayak, and beachcomb for
most of the year because of the
City’s mild climate
56 78
Packet Page 220
Fort Bragg – A Historic Landmark
9  The City has landmarks scattered
throughout town, including historical
trains, churches, state parks,
botanical gardens and lighthouses
 The City hosts a variety events
throughout the year that are popular
among residents and tourists alike,
including:
 Paul Bunyan Days
 Fort Bragg Whale Festival
 Restaurant Week
 Annual Rhododendron Show
 Nor Coast Rodders Classic Car Show
City Statistics and Trends
10 Source: State Department of Tax and Fee Administration Source: California Dept. of Finance (Demographic Research Unit) Source: California Municipal Statistics, Inc.

Source: California EDD
7,457 7,540 7,494 7,451 7,409
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2017 2018 2019 2020 2021
City Population
$0.0
$50.0
$100.0
$150.0
$200.0
2016 2017 2018 2019 2020
Millions
Valuation of City Taxable Transactions
The City expects 2021 levels to be similar to 2018‐2019 levels Retail Stores Non‐Retail Stores

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%
City Unemployment Rate
$0.0
$200.0
$400.0
$600.0
$800.0
2016 2017 2018 2019 2020 2021
Millions
Fiscal Year
City Assessed Value of Taxable Property

3.1% average annual increase from FY 2016 to FY 2021
Local Secured Utility Unsecured
Agriculture
5% Mining and Logging
1% Construction
4%
Manufacturing
8% Wholesale Trade
2%
Retail Trade
15%
Transportation,
Warehousing, Utilities
Information 3%
1%
Financial Activities
3% Professional and
Business Services
6%
Educational and
Health Services
18%
Leisure and Hospitality
11%
Other Services
2%
Federal Government
1%
State Government
2%
Local Government
19%
Mendocino County Employment by Industry
Mendocino County Economic Base
11  Mendocino County has a
diversified economic base,
anchored by Local
Government, Educational and
Health Services, and Retail
Trade
 The top 3 industries account
for 46.7% of the County’s
total industry employment
Mendocino County Labor Force (March 2020)
Total, All Industries 33,720
Top Three Industries 15,750
(1) Local Government 5,740
(2) Educational and Health Services 5,530
(3) Retail Trade 4,480
Source: State of California Employment Development Department City Taxpayer Base – Top 20 Property Taxpayers
12  Top 10 property taxpayers account for 11.4% of total FY 2020‐21 Secured AV
 Top 20 account for 16.5% of total FY 2020‐21 Secured AV Source:  California Municipal Statistics, Inc.

Property Owner 2020‐21 Primary Land Use Assessed Valuation % of Total Mendocino Railway LLC Industrial Land $17,067,924  2.39% Rap Investors LP Hotel/Motel $11,727,177  1.64%
The Boatyard Associates Phase II Shopping Center $10,666,731  1.49% Georgia Pacific Corporation Timber/Re‐Use Development $9,539,030  1.33% Safeway Inc. Commercial $7,148,356  1.00%
Ghulam Murtaza & Tenzila Ansari Hotel/Motel $5,598,491  0.78% Jeanette Colombi, Trustee Hotel/Motel $5,167,228  0.72% Jason S. Hurst Hotel/Motel $5,003,053  0.70%
Tanti Family II LLC Hotel/Motel $4,737,667  0.66%
Kuami Kao Hotel/Motel $4,684,566  0.65%
Kashi Keshav Investments LLC Hotel/Motel $4,443,280  0.62% Grosvenor Van Ness Associates Multi‐Family Residential $4,370,400  0.61% Longs Drug Stores California LLC Commercial $4,073,878  0.57% Ronald R. Ray, Trustee Industrial $4,023,757  0.56%
Fort Bragg Hotel LLC Hotel/Motel $3,773,139  0.53%
Michael V. & Dona H. Lee, Trustees Multi‐Family Residential $3,482,324  0.49% Richard J. & Julie Keaton  Hotel/Motel $3,379,927  0.47% Fort Bragg Investments LLC Hotel/Motel $3,227,961  0.45% Moura Senior Housing Multi‐Family Residential $2,846,694  0.40% Kemppe Liquid Gas Corporation Industrial $2,815,632  0.39% Total $117,777,215  16.46%
Total FY 2020‐21 Secured AV $715,598,160
910
11 12
Packet Page 221
Commercial
10%
Vacant
9%
Hotel/Motel
2%
Industrial
Other 1%
3%
Mobile Home
3%
2+ Residential Units
8%
Single Family
Residence
64%
FY 2020‐21 Parcel Count by Land Use
City Land Use and Parcel Values
13  City assessed valuation
(“AV”) is primarily
comprised of single
family residential (57%)
and commercial (17%)
 2,700 total parcels in
FY 2020‐21
 Single‐Family
Residences make up
64% of total parcels
Source: California Municipal Statistics
Commercial
17%
Vacant
3%
Hotel/Motel
9%
Industrial
5%
Other
1% Mobile Home
1%
2+ Residential Units
7%
Single Family
Residence
57%
FY 2020‐21 Secured Assessed Valuation by Land Use
Top Sales Tax Producers
14 City of Fort Bragg ‐ Top 25 Sales Tax Producers (Q1 2021) Arco AM/PM Mini Marts
Canclini TV & Appliance
Chevron Service Stations
CVS/Pharmacy
Dollar Tree Stores
Geo Aggregates
Harvest Market
Kemppe Liquid Gas
McDonald‘s Restaurants
Mendo Mill & Lumber Company
Mendocino County Horticulture Supply
O'Reilly Auto Parts
Purity Supermarket
Redwood Coast Fuels
Rino Service Stations
Rite Aid Drug Stores
Rossi Building Materials
Safeway Stores
Sinclair Service Stations
Sport Chrysler‐Jeep‐Dodge
Taco Bell
The Brewery Shop
True Value Hardware
Two Short Sales
US Cellular
 The City’s sales tax cash receipts
have rebounded since 2020 lows
 Sales tax cash receipts recorded in
Q1 2021 were 47.7% greater than
sales tax cash receipts recorded in
Q1 2020
 The City’s Top 25 Sales Tax
Producers include household
names in retail, food products,
and automotive, as well as local
names in construction
 In Q1 2021, the City’s construction
businesses saw a substantial
increase (15%) in business activity
compared to Q4 2020
Source:  Avenu Economic Outlook – July 2021 (City of Fort Bragg) Fort Bragg Building Permit Activity
15  Annual permit valuation has
consistently been above $4.5
million each year from CY
2016‐2020
 Fort Bragg permitted 84 new
dwelling units from CY 2016‐
2020
 The number of new
dwelling units increased
167% from CY 2016‐2019
 Notable FY 2021 building
permit activity
 69‐unit development dedicated
to senior and workforce housing
 Grocery Outlet
Source: Construction Industry Research Board, Building Permit Summary $0.0
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
2016 2017 2018 2019 2020
Millions
Calendar Year
City Building Permit Valuation (2016‐2020)
Residential & Non‐Residential
Total Residential Total Nonresidential
0 5
10 15
20 25
30 2016 2017 2018 2019 2020
Calendar Year
City New Dwelling Units
Single Family Multiple Family
Downtown Revitalization Project and Focus on
Sustainable Development
16  Central Business District (CBD)
 Downtown development is pedestrian oriented and
primarily accommodates retail shops, art galleries,
eateries, and government or professional offices
 Blue Economy
 The City is exploring how a strategic focus on the
development of Fort Bragg's ocean resources could be a
driver and enabler for the local economy
 Sustainable development is an important consideration when setting economic priorities for the reuse of the
former Georgia Pacific Mill Site (see next slide)
 Coastal Trail Project
 Completed Phase I and Phase II which includes 4.5 miles of trail on 102 acres of the old Georgia‐Pacific mill site, 30+ acres of naturally restored industrial land, one‐of‐a‐ kind artist created benches, and other amenities
 Broadband Project
 $12M project that will be potentially funded from ARPA monies ($1.75M), grants ($4M) and utility funds ($6M)
Central Business District
Noyo Harbor
Coastal Trail Project
13 14
15 16
Packet Page 222
Development of the Georgia Pacific Mill Site
17  Since 2004, the City has been actively
engaged in the environmental
remediation process of the former
Georgia Pacific Mill site
 The City intends to acquire,
environmentally clean‐up, and put to
new uses
 The remediation is a critical step in
preparing the Mill Site for future
redevelopment, which is anticipated to be
an economic catalyst for the City
 Potential uses of the site include
affordable housing, open space
preservation, public facilities,
commercial/residential development, a
new hospital
 City is focused on sustainable uses of the
property to align with its “Blue Economy”
 The exact timing of the
acquisition, clean‐up and
re‐use are uncertain
 The current estimate for
the remediation cost to
be financed through the
proceeds of the 2021
COPs is $3.5 million
Additional Development Enhancing Quality of City’s
Utility Assets and Resources
18 Solid Waste Transfer
Station
•Construction and
operation of a
municipal solid
waste transfer
station serving the
City and the
County’s
surrounding
unincorporated
coastal area
$19M Wastewater
Facility Upgrade
•Completed in Spring
2020, the upgrade
greatly improves the
quality and
reliability of
wastewater
treatment; includes
the rehabilitation of
three sewer lift
stations
Raw Water Line
Replacement
Projects
•Although portions
of the City’s raw
water transmission
main from the City’s
Water sources to
the water treatment
plant have been
replaced over the
years,
approximately
15,000 feet of pipe
needs replacement.

Design work for the
next three phases is
underway and
construction is
expected to start in
2022.

Summers Lane
Reservoir
•The City completed
development and
construction a 45‐
acre‐foot raw water
reservoir in late
2016
•The reservoir is
located on City‐
owned property at
Newman Gulch and
increases water
storage by 70%
Addressing the Current Water Shortage
19  The City Council declared a Stage 4 Water Crisis at its regularly scheduled meeting on September 13, 2021
 Targets a 30‐40% decrease in seasonal water use based on the most recent year in which water conservation measures were not required (2019)
 Through September, City’s usage dropped 32%, in line with the 30‐40% goal  Downgrade to Stage 2 Water Warning will be recommended at October 12, 2021 meeting  City has partnered with Mendocino County and City of Ukiah to ensure water supply needs are met (includes water hauling from Ukiah)
 Increased flows in the Noyo River have also allowed the City to divert water from  Waterfall Gulch to the Summers Lane Reservoir to restore some of the supply used in September; reservoir has increased to 82% of capacity – above the 70% estimated  initially projected  City received a new Desalination‐Reverse Osmosis Treatment System in September from Aquaclear which is now operational
 The Groundwater Treatment Equipment will allow the City to use the Fort Bragg Unified School District’s irrigation well water for potable water
 No Impact to the General Fund: Rate revenue generates sufficient funding to avoid any  need for subsidies from the General Fund  The desalination unit and the ground water treatment system will be reimbursed by the State Water Resources Control Board ($691,796) GENERAL FUND FINANCIALS AND MANAGEMENT 17 18
19 20
Packet Page 223
Capital Improvement Plan
• The City has a five‐year Capital Improvement Program (CIP) • The funding for the first year of each five‐year CIP is appropriated as a component of the annual operating budget Cyber Security Practices
• The City is in the process of testing and updating systems and will put together a policy based on the results of this current review process
Budget Practices
• The Finance Department prepares a Mid‐Year Performance Report, and the City Council conducts a Mid‐Year Budget Workshop (typically in March)
• Another budget workshop is held in May before the budget is adopted in June
• The Finance Director provides periodic budget status reports to the City Manager, the City Council and Department Heads Financial Forecasting & Modeling
• Beginning with the FY 2017‐18 budget, the City’s finance department has prepared a five‐year budget forecast for the General Fund
• The five‐year forecast is updated each year prior to the mid‐ year budget review meeting
• City also recently purchased GovInvest software to better model out pension liabilities under varying scenarios
Robust and Sound Financial Policies & Practices
21 Investment Policy
• The Finance Director presents an investment policy to the City Council for review and modification on an annual basis • Reports regarding the City’s investment portfolio and cash are reviewed by the Finance & Administration Committee
and City Council at Q1, mid‐year and fiscal year end
Debt Management Policy
• Addresses allowable purposes for issuing debt, permitted types of debt, goals related to planning and debt, etc.

General Fund Reserve Policies
• General Fund Operating Reserve: 15‐20% of annual
operating expenditures. Currently funded at 15%
• Litigation Reserve: Currently funded at $200,000
• Recession Reserve: 5% of the City’s annual operating
budget
• Pension/OPEB: Each year, 50% of year end surplus shall be applied to the City’s CalPERS and OPEB liabilities.

Priority is given to CalPERS liabilities Pension Funding Policy • Planned Adoption on October 12, 2021
• Establishes a Section 115 Pension Trust
• Establishes a target funded status of 90%‐100% for each of the City’s CalPERS plans
• Policy will be reviewed at least every 5 years
General Fund: Composition of Revenues and Expenditures
$1.2M Surplus Estimated for FY 2021
22  Audited FY 2020 revenues of $8.9M; Unaudited FY 2021 revenues of $9.7M  In FY 2020, 66% of General Fund revenues were derived from taxes  Audited FY 2020 expenditures of $9.3M; Unaudited FY 2021 revenues of $8.5M  In FY 2020, 47% of General Fund expenditures going towards Public Safety General Fund Revenue Sources (FY 2020) General Fund Expenditure Sources (FY 2020) Taxes and
assessments

66.3%
Licenses and
permits

1.1%
Fines and
forfeitures

0.7%
Intergovernmental

2.0%
Use of money
and property

2.9%
Charges for
services

0.5%
Reimbursements

26.3%
Other revenues

0.3%
General
Government

22.3%
Public safety

46.6%
Public works

16.6%
Community
development

5.3%
Marketing and
promotions

2.0%
Cost allocations

5.1% Debt Service

2.0%
Source:  City Finance Department and City of Fort Bragg ‐ audited financial statements for fiscal year 2019‐20 General Fund: Operating Statement
23  Total revenues
decreased from FY
2019 to FY 2020
primarily due to a
decline in Transient
Occupancy Tax (TOT)
revenues, as a result of
shelter‐in‐place orders
 FY 2021 Taxes and
Assessment revenues
rebounded back to
$7.2M (16% above Pre‐
COVID levels from FY
2019)
 Tax and Assessment
revenue conservatively
budgeted to be $6.6M
for FY 2021‐22
FY 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20
Revenues
Taxes and assessments $5,012,651  $5,386,343  $6,157,805  $6,205,593  $5,883,634 Licenses and permits 272,924 91,339 124,830 124,929 97,307 Fines and forfeitures 18,140 30,723 34,563 70,097 59,561 Intergovernmental 33,466 9,752 35,338 14,231 173,996
Use of money and property 44,011 ‐22,602 ‐110,374 261,030 260,697 Charges for services  206,855 175,628 63,296 70,403 44,889 Reimbursements 3,413,306 2,344,789 2,690,623 2,452,787 2,335,292 Operating grant revenue ‐‐ ‐‐ 120,795 144,628 ‐‐
Other revenues 112,311 194,760 78,946 37,230 22,466
Total Revenues 9,113,664 8,210,732 9,195,822 9,380,928 8,877,842 Expenditures
Current:

General Government 2,655,894 2,508,782 2,842,694 2,511,230 2,080,122 Public safety 3,670,183 3,866,396 4,108,263 3,949,089 4,341,045 Public works 1,596,338 1,621,066 1,674,260 1,765,323 1,549,986 Community development 405,360 453,455 642,548 773,312 498,338 Marketing and promotions ‐‐ ‐‐ ‐‐ ‐‐ 185,621
Cost allocations ‐‐ ‐‐ ‐‐ ‐‐ 474,904
Capital outlay:

Debt Service: principal 121,418 126,509 168,825 174,556 180,427 Debt Service: interest and fiscal charges 26,152 21,060 16,708 10,977 5,106 Total expenditures 8,475,345 8,597,268 9,453,298 9,184,497 9,315,549 Excess (deficiency) of revenues over (under) expenditures 638,319 ‐386,536 ‐257,476 196,441 ‐437,707 Other financing sources(uses)
Proceeds from sales of assets 40 ‐‐ ‐‐ ‐‐ 5,552
Transfers in 73,276 285,025 198,789 84,107 490,302
Transfers out ‐80,930 ‐2,180,049 ‐88,775 ‐98,396 ‐508,531 Total other financing sources ‐7,614 ‐1,895,024 110,014 ‐14,289 ‐12,677 Net Change in fund balances 630,705 ‐2,281,560 ‐147,462 182,152 ‐450,384 Beginning of year 4,757,789 5,388,494 3,106,935 2,959,474 3,141,626 End of year $5,388,494  $3,106,934  $2,959,473  $3,141,626  $2,691,242 Source:  City Finance Department and City of Fort Bragg ‐ audited financial statements for fiscal years 2015‐16 through 2019‐20 $5,012,651 $5,386,343
$6,157,805 $6,205,493 $5,883,634
$7,225,516
$6,570,621
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
2016 2017 2018 2019 2020 2021
(Unaudited)
2022
(Budgeted)
Fiscal Year
General Fund Total Tax Revenue (FY 2016 – FY 2022)
General Fund Tax Revenues by Source
24  From FY 2016 to FY 2019, total
tax revenues increased 23.8%
 The City’s FY 2020 General Fund
tax revenues declined in
comparison to FY 2019 due to a
decrease in TOT revenue
 TOT revenue is the only category
of tax revenue that decreased
from FY 2019 to FY 2020
 The City has seen FY 2021 total
tax revenues increase above FY
2019 levels, and expects FY 2022
tax revenues to do the same
 Comparing FY 2021 to FY 2020,
the City experienced a 50%
increase in TOT revenue, an 11%
increase in Sales Tax revenue, a

5.4% increase in Other Taxes
revenue, and a 0.7% increase in
Property Tax revenue
Source:  City Finance Department and City of Fort Bragg ‐ audited financial statements for fiscal years 2015‐16 through 2019‐20 $0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
2018 2019 2020 2021
(Unaudited)
2022
(Budgeted) Fiscal Year
General Fund Tax Revenues by Type (FY 2018 – FY 2022)
Property taxes Sales taxes Transient occupancy tax Other taxes 21 22
23 24
Packet Page 224
Transient Occupancy Tax (TOT)
25  TOT revenue has increased every year since FY 2012, except for FY 2020, when shelter‐in‐place orders dramatically limited City tourism
 From FY 2012 to FY 2019, TOT revenue increased 88.3%
 The City increased the TOT in April 2017 from 10% to 12%  Increase provides funding for the Visit Fort Bragg Campaign (1.00%), the Noyo Center for Marine Science  (0.25%), Coastal Trail (0.50%), Maintenance and special projects (0.25%)  TOT revenues rebounded in FY 2021 and are approximately $658,000 higher (24.9% increase)  than FY 2019 TOT revenues  Based on preliminary numbers for FY 2021‐22, the City anticipates its TOT collections will  continue to surpass pre‐COVID‐19 levels Source: City of Fort Bragg
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
(Unaudited)
2022
(Budgeted)
Fiscal Year
Historical TOT Revenue
FY 2021 and FY 2022 Budgets
26  Revenues:
 Total General Fund Revenues
in FY 2021‐22 are budgeted
to be 2.7% greater than FY
2020‐21 estimated values
 Expenditures:
 The increase in total
expenditures from FY 2020‐
21 to FY 2021‐22 is partially
driven by an increase in
staffing costs
 Lower staffing costs in FY
2020‐21 are due to City’s
significant staffing reductions
in April 2020, which included
eliminating positions,
freezing positions, and
reducing pay to some
employees
 Pay has since increased and
some positions have been
restored, leading to higher
staffing costs in FY 2021‐22
Source:  City of Fort Bragg ‐ 2021‐22 Adopted Budget
2020‐21 2020‐21 2021‐22
Amended Budget Estimated Adopted Budget
Revenues
Property Tax $1,097,613  $1,114,568  $1,159,533
Sales Tax 1,786,441 1,995,831 1,866,846
Transient Occupancy Tax 2,763,000 3,298,229 2,764,742
Other Taxes 774,749 816,888 779,500
Total Taxes Revenues 6,421,803 7,225,516 6,570,621
Reimbursements 2,353,281 2,125,000 2,685,200
Charges for service 54,464 54,051 57,000
Intergovernmental 444,744 125,604 489,212
Licenses and permits 89,792 85,304 93,702
Other revenues 295,465 55,000 18,500
Use of money and property 39,454 37,085 27,020
Fines and forfeitures 13,900 8,532 36,200
Total Other Revenues 3,291,100 2,490,577 3,406,834
Total General Fund Revenues 9,712,903 9,716,093 9,977,455 Expenditures
Salaries and wages 3,406,905 3,397,000 3,661,372
Benefits 2,639,202 2,387,000 2,761,246
Materials and services 2,237,194 1,903,000 2,492,958
Other expenditures 147,625 135,000 321,950
Debt Service ‐‐ ‐‐ ‐‐
Allocations 789,222 785,000 686,132
Net Transfers ‐87,907 ‐64,000 37,964
Total Expenditures $9,132,241  $8,543,000  $9,961,623
Strong General Fund Balance Levels
27  $2.7 million combined fund balance for FY 2020 represents 29% of total General Fund expenditures
 Exceeds the City’s Reserve Policy of 15‐20%
 The City’s FY 2021 fund balance of $3.9 million represents 45% of projected FY 2021 General Fund expenditures
 Does not include $1.75M that the City received from the American Rescue Plan Source: City of Fort Bragg – FY 2020 CAFR
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
(Esitmated)
Fiscal Year
Unassigned
Committed
Nonspendable
Strong Employee Relations
28  The City has not experienced a labor‐related work
stoppage or similar event in the past 10 years
 The City’s two recognized employee organizations are
listed in the table below
 Certain other City employees are unrepresented
Source: City of Fort Bragg
Fort Bragg Recognized Employee Organizations
Bargaining Unit # of
Employees
MOU Expiration
Date
Fort Bragg Police Officer Association 17 06/30/2024
Fort Bragg Organization/Service Employees International Union Local 1021 24 6/30/2022
25 26
27 28
Packet Page 225
Very Low General Fund Debt Burden
29  The City does not have any outstanding long‐term debt payable from General Fund revenues
 The City’s current UAL with CalPERS is about $11.6M, though is expected to decrease after 21.3% gains are accounted for next year
 Reduced to $8.4M if Discount Rate goes to 6.75%
 Reduced to $9.8M if Discount Rate goes to 6.50%
 The City’s Net OPEB liability is manageable at $3.2M
 FY 2020 OPEB expenses were $289K
 City’s OPEB Section 115 Trust balance is $3.4M
 City intends to utilize earnings from trust to begin making annual ARC payments instead of General Fund monies
2021 LEASE REVENUE BONDS
2021 Lease Revenue Bonds ‐ Financing Plan
Purpose
(1) Fund about 80% of City’s UAL with CalPERS
(2) Fund $3.5M for Site Acquisition/Development
(3) Pay Costs of Issuance
Security Lease payments from the City’s General Fund
Debt Service Reserve Fund Surety
Par Amount $11,395,000
Payment Dates 11/1 and 5/1 principal and interest; 5/1 principal First interest payment date 11/1/2022
Principal Amortization
UAL: Structured to produce level payments for
LRB and Unrefunded UAL for 20 Years
New Money: Level payments over 30 years
Leased Properties City Hall and Police Station
31 Essential Leased Assets
32 Leased Properties Total Sq. Ft. Building Value Contents Value Land Value City Hall  25,676 $6,608,000 $1,012,730 $750K
Police Station  8,434 $2,469,000 $527,449 to $1M
City Hall was constructed in 1921 and was
renovated/seismically retrofitted in 2007/2008. The
rehab project included a full building foundation
retrofit which was certified compliant with the 2007
California Building Code.

The Police Station was constructed in 1990 and is
one of the City’s newest facilities.
29 30
31 32
Packet Page 226
$‐
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
202320242025202620272028202920302031203220332034203520362037203820392040204120422043204420452046 Millions
Projected UAL Payments (6.5% Discount Rate) 20‐Year UAL Restructuring UAL Restructuring Evaluation and Strategic Objectives
Target lower projected
UAL (After 21.3%
Returns and
Conservative 6.50% DR
Reduction
Target Mid 90%
Funding Ratio to
Maximize Savings
While Reducing Risk of
Overfunding
Maintain or Shorten
Term of Current
CalPERS Amortization
(2046)
Level Payments for
Budget Predictability
Balance short + long
term savings with
resiliency to absorb
future shocks
Utilize savings in first
15 years to provide
capacity for New
Money and minimize
budget impact
 12+ months of pension cost
management education with
City Council and Finance
Committee
 Significant education on the
merits of UAL restructuring,
reinvestment risk and
evaluation of several options
(sizes, shapes, terms)
33 $‐
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
2013201420152016201720182019202020212022202320242025202620272028202920302031203220332034203520362037203820392040204120422043204420452046204720482049205020512052 Millions
UAL Bond Debt Service
Historical & Projected Unrefunded UAL
Payments on Site Acquisition
Historical & Projected UAL (6.5%) + Payments on Site Acquisition Note: Estimated UAL payments sourced from CalPERS Outlook Tool (6/30/2020 valuation) 2021 LRBs – UAL and New Money Combined
Strategic Plan of Finance With No Impact on Budget
34 Estimated Sources and Uses and Debt Service
Sources & Uses
35 Sources:

Par Amount $11,395,000
Total Sources: $11,395,000
Uses:

UAL Payoff $7,500,000
Project Funds $3,500,000
Costs of Issuance* $395,000
Total Uses: $11,395,000
*Costs of issuance include Underwriter’s discount, fees and expenses for Bond Counsel, Disclosure Counsel,
Municipal Advisor, and Trustee, printing expenses, rating fee, insurance and surety premiums and other costs
related to the issuance of the Bonds.

FY Total Debt Service
2023 701,665
2024 672,973
2025 674,455
2026 704,355
2027 712,980
2028 720,180
2029 716,270
2030 711,840
2031 706,880
2032 701,170
2033 704,695
2034 710,615
2035 715,895
2036 755,535
2037 778,415
2038 818,290
2039 836,065
2040 847,440
2041 852,590
2042 876,690
2043 199,040
2044 199,000
2045 198,780
2046 198,380
2047 197,800
2048 197,040
2049 196,100
2050 199,980
2051 198,500
2052 196,840
Total 16,900,457
Estimated UAL Restructuring Savings Analysis
36 Metrics
$7.5M UAL
Restructuring
$ UAL Payoff $7,500,000
% UAL Funded (Current Asset Valuations) 68%
Funded Ratio (Current Asset Valuations) 91%
% UAL Funded (Projected After FY 2021 Returns & 6.5% Discount Rate) 80% Funded Ratio (Projected After FY 2021 Returns & 6.5% Discount Rate) 95‐96% Maturity 20 Years
Average Life 12.8 Years
True Interest Cost (on UAL Restructuring) 3.23%
All‐In Interest Cost (on UAL Restructuring) 3.52%
Present Value Savings (%) 23.36%
Present Value Savings ($) $1,829,159
Cumulative Savings $1,691,848
Savings (2023‐2035) $3,558,684
Avg. Annual Savings (2023‐2035) $273,745
Note: Savings assume CalPERS earns 6.50% on average over next 20 years  Stress Testing (Market Crash): Breakeven PV savings if ‐18% returns (25% from CalPERS target) in 1st year and 6.5% thereafter
 City would still be better off over next decade on cash flow basis under crash scenario  above than without UAL restructuring 33 34
35 36
Packet Page 227

CONCLUSION
Conclusion
38 Comprehensive policies and practices have led to very strong budgetary performance, flexibility and liquidity.  City maintains 45% (of budget) in general fund balance; 66% cash position across governmental funds.  Multi‐year, dynamic General Fund projections allow management to make strategic, real‐time decisions to maintain and enhance City’s fiscal position and services.

Proactive
Management,
Comprehensive
Policies & Prudent
Practices
City weathered Covid‐19 through swift and discipline management decisions; Proactive efforts through the Visit Fort Bragg Campaign (with re‐branded local focus) and website/social media positioned City to receive visitors immediately when pandemic opening occurred.  Economy quickly rebounded, driving financial performance to higher than pre‐pandemic levels. FY 2021 surplus of $1.2M.

Strong and Uniquely
Positioned Post‐Covid
Economy
LRB will create more affordable pension liability repayment pattern, with savings used to create additional liquidity, funding capacity for Mill Site Project, budget flexibility and enhance resiliency against future PERS underperformance. Per City Pension Policy, City will set aside 50% of surplus for pension in a new section 115 Trust, pre‐pay the UAL each year, and consider making ADPs to CalPERS when strategic (which has been past practice).

Multipronged and
Policy Driven
Approach to
Addressing Pension
Costs
Proactive management, supportive City Council, and a resilient/growing and diverse economic base have placed the City in strong financial position.  Fort Bragg compares favorably vs. other AA rated communities of similar size and financial position.  October 7 Credit Presentation to S&P
 October 12 City Council Approval of Financing
 October 12‐18 Receive Rating
 Late October Bond Pricing
 Early November Bond Closing
Financing Schedule
39 37 38
39 Packet Page 228
Rating Presentation
City of Gilroy
Wastewater Revenue Bonds, Series 2021A
May 25, 2021
Presentation Team
2 Nixon Peabody
Bond & Disclosure Counsel
Danny Kim
Joel Swearingen
Travis Gibbs
Hilltop Securities
Underwriter
Mike Cavanaugh Ryan Cunningham
City of Gilroy
Issuer
Harjot Sangha
Finance Director
Jimmy Forbis
City Administrator
Cindy Murphy
Finance Consultant
NHA Advisors
Municipal Advisor
Craig Hill
Christian Sprunger
Rob Schmidt
Leslie Bloom
Andy Faber
City Attorney
David Song
Saeid Vaziry
Environmental Programs
Manager, SCRWA
Daryl Jordan
Public Works
Director
Gary Heap
City Engineer
(Public Works Operations)
Karen Garner
Community
Development
Director
Presenter: Each City
staff member
introduces themselves
Table of Contents
3 I. Executive Summary
II. Community Overview
III. Wastewater System Overview
IV. 2021 Wastewater Bonds
V. Conclusion and Timeline

EXECUTIVE SUMMARY
12 34
Packet Page 229
Executive Summary
5  City of Gilroy is issuing approximately $46.2M of Wastewater Revenue Bonds  Parity debt to outstanding 2010 Bonds
 Purpose: Finance capacity expansion capital improvements at South County Regional Wastewater Authority (“SCRWA”) Treatment Plant; improvements expected to provide for flows for next ~20 years
Key Credit Highlights
 Strong economic indicators and trends; enjoys benefit of proximity to Silicon Valley with cheaper cost of housing
 Very robust current and planned developments
 Experienced and conservative financial management with adopted financial controls and policies
 Diversified, highly residential system (94% residential; top 10 users <10% of total revenues)  Very strong financial performance
 Over 1,000 days cash on hand for past 6 years
 Strong projected coverage, without factoring in anticipated increases beginning Summer 2022 (Prop  218 process to commence FY 2021‐22) Presenter: NHA

COMMUNITY OVERVIEW
City Overview
7  Population (2021): 56,599
 Incorporated in 1870
 Charter city, as of January 1960
 Council‐Administrator
government
 25 miles south of San Jose; 75
miles south of San Francisco
 Diverse residential population;
City transitioning into a light
industrial and services‐based
economy
 Participates in the Santa Clara
County & Silicon Valley economy
Gilroy
Presenter: Jimmy
Key Demographic Trends
8 0
10,000
20,000
30,000
40,000
50,000
60,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Population
Steady & Stable, 1.25% average yearly growth since 2012 $0
$50
$100
$150
0 1,000
2,000
3,000
2015 2016 2017 2018 2019
Millions
Valuation of Building Permits and New Units
Commercial/Industrial Permits Residential Permtis
Commerical/Industrial New Units Residential New Units
Aggregate Valuation
Source: California Department of Finance
Source: City of Gilroy

4.6%

3.1%

12.2%

6.8%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%
Gilroy Unemployment Rate (2016 ‐ March 2021)
Source: California EDD Monthly
Presenter: Jimmy
56 78
Packet Page 230
Strong Local Employment Base
9  Top 10 employers in
Gilroy account for about
15% of total city
employment
 Top 10 employers in
Santa Clara County
include multiple Fortune
500 companies
Gilroy: Top 10 Employers (2020)
Employer
Number of
Employees
% of Total City
Employment
Gilroy Unified School District 1,045 3.47%
Christopher Ranch LLC 780 2.59%
Olam International (Formerly ConAgra‐Gilroy Foods) 500 1.66% Saint Louise Regional Hospital 478 1.59%
Costco Wholesale 316 1.05%
Gavilan College 293 0.97%
Wal‐Mart 286 0.95%
City of Gilroy 284 0.94%
Community Solutions 270 0.90%
Rebekah Children's Services 243 0.81%
Subtotal 4,495 14.93%
Santa Clara County: Top 10 Employers (2020)
Employer
Number of
Employees
% of Total County
Employment
Apple Inc. 25,000 2.69%
Google Inc. 23,000 2.48%
County of Santa Clara 18,570 2.00%
Stanford University 15,576 1.68%
Tesla Motors Inc. 15,000 1.61%
Stanford Health Care (formerly Hospital & Clinics) 14,143 1.52% Cisco Systems Inc. 13,683 1.47%
Kaiser Permanente Northern California 12,500 1.35%
Intel Corporation 7,975 0.86%
City of San Jose 7,728 0.83%
Subtotal 153,175 16.49%
Source: City of Gilroy CAFR (FY 2019‐20)
Source: Santa Clara CAFR (FY 2019‐20)
Presenter: Jimmy
Diversified Economic Base in MSA
10  San Jose‐Sunnyvale‐Santa Clara MSA has a
highly diversified economic base
 Top 3 industries (53.4% of labor force):
 Professional and Business Services
 Educational and Health Services
 Manufacturing
 MSA 2020 unemployment rate (7.10%) is a
result of COVID‐19 economic impacts. The
unemployment rate has since decreased to

5.2%, as of March 2021 (Source: U.S. Bureau  of Labor Statistics).

MSA Labor Force (2020)
Labor Force 1,083,800
Unemployment Rate 7.10%
Top Three Industries 578,300
(1) Professional and Business Services 237,900
(2) Educational and Health Services 171,700
(3) Manufacturing 168,700
Mining, Logging,
and Construction

4.7%
Manufacturing

15.6%
Retail Trade

6.7%
Information

9.8%
Professional and
Business Services

21.9%
Educational and
Health Services

15.8%
Leisure and
Hospitality

6.6%
Government

8.7%
San Jose‐Sunnyvale‐Santa Clara MSA Industry & Labor
Force (2020)
Source: California EDD
Presenter: Jimmy
Residential Developments
11  Completed:
 Monterey Gateway Senior Apartments: 75‐unit affordable senior housing complex  Under Construction:
 Glen Loma Ranch Developments (See next slide)
 Approved/Plan Check:
 Glen Loma Ranch—McCutchin & Palomino
Neighborhoods: 59 single‐family residential lots
 First Street and Kern Avenue Apartments: 120‐unit complex (100% affordable housing project)  Hecker Pass Highway & Santa Teresa Apartments: 100 units (100% below market rate)  Cottages at Kern: 29 SFRs
 Hecker Pass – Hoey North: 72 SFR
 Eagle Garden Townhomes: 202 townhomes
 Glen Loma Ranch (Canyon Creek, Rocky Knoll,
Malvasia II): 114 combined SFR and townhomes
 Glen Loma Ranch (Nebbiolo & Malvasia): 171 SFR
Gateway Senior Center
Source: City of Gilroy Planning Division – Planning Current Project Log (5/17/2021) Glen Loma Ranch Below Market Rate Apts.

Presenter: Karen
Hecker Pass Highway & Santa Teresa Apts.

Glen Loma Developments Under Construction
12  Glen Loma Ranch Subdivision
Single Family Residences
 Margaux (Formerly Montonico)
neighborhood: 84 single‐family  detached homes
 Burgundy neighborhood: 52 single‐ family detached homes  Provence neighborhood: 43 single‐ family detached homes  Blanc and Noir neighborhood: 113  single‐family dwelling units  Glen Loma Ranch Apartments and
Townhomes
 Below market rate apartments – 158  units
 Townhomes – 125 units
Link to Glen Loma Ranch Specific Plan:
https://www.cityofgilroy.org/DocumentCe
nter/View/1345/Glen‐Loma‐Ranch‐
Specific‐Plan‐PDF?bidId=
Presenter: Karen
Source: City of Gilroy Planning Division – Planning Current Project Log (5/17/2021) 910
11 12
Packet Page 231
Commercial and Industrial Developments
13  Completed:
 Performance Food Group distribution center: 348,000 sq. ft.  warehouse  Hampton Inn: 4‐story, 100 room hotel
 1st and Kelton Commercial: 12,000 sq. ft. commercial planned unit  development  Nissan Gilroy: 24,000 SF commercial space
 Under Construction:
 Lonely Oak Brewery
 Alpine Landscaping: 18,000 SF commercial/industrial
 Approved:
 Holloway Rd Industrial Park: 288,585 SF
 Silacci Way Industrial/Warehouse: 42,000 SF
 Cameron Blvd Warehouse: 173,740 SF
 New Projects:
 Amazon Data Center: 50+ acre site procured to develop into 214,000  SF data center (yet to be constructed)  Panattoni Distribution Center (Phase 1): 144,640 SF building Source: City of Gilroy Planning Division – Planning Current Project Log (5/17/2021) Performance Food Group Distribution Center
Presenter: Karen
Hampton Inn & Suites Gilroy
1st and Kelton Commercial
Wren/Hewell Urban Service Area Amendment
14  55 acres
 North of Mantelli
Dr, east of Kern
Ave., west of
Wren Ave.
 Approximately
300 low, medium
& high‐density
residential
 Submitted to
LAFCO
Presenter: Karen
•Updated in 2018
•Addresses allowable
purposes for issuing
debt, permitted types of
debt, maximum debt
limits, etc.

Debt Management
Policy
•Updated in May 2020
•Quarterly investment
report to staff and City
Council
•Policy reviewed
annually by Council
Investment Policy
•Updated in June 2017
•30% target (20% for
unbudgeted
costs/revenue shortfalls;
10% economic stability
reserve)
General Fund
Reserve Policy
•Adopted in 2019,
Revised February 2020
•Lists City’s
administrative actions
for collection of
delinquent accounts
Delinquency Policy
•Updated in March 2020
•Formalizes procurement
practices consistent with
adopted policies and
best practices
Purchasing Policy
•Staff reports budget‐to‐
actuals to Council on a
quarterly basis
•Staff prepares multi‐
year projections
annually as part of
budget process
Financial Reporting
& Planning
•Risk & resiliency
assessment, including
SCADA system
completed Dec. 2020
•Emergency response
plan done April 2021
•City‐wide assessment
Fall 2021
Cybersecurity
Policy
•City implementing GIS‐
based CityWorks for
work‐order and asset
management
Asset Management
Policy
City Policies & Practices
15 Policies and reports can be accessed here: https://nha.egnyte.com/fl/ue4xjA3S0R Presenter: Harjot

WASTEWATER SYSTEM OVERVIEW
13 14
15 16
Packet Page 232
System Overview
17  System collects, pumps, and transports
wastewater but does not treat it
 All treatment at SCRWA Treatment
Plant in south edge of the City
 Approximately 14,528 customer accounts
within the City
 System consists of approximately 163
miles of 6‐inch through 42‐inch diameter
sewers
 Primarily consists of the trunk sewers,
~10‐inches in diameter or larger, which
convey the collected wastewater flows to
the SCRWA Treatment Facility for
treatment
 22 full‐time equivalents in FY 2020
 The City is preparing a updated general
master plan that includes the
Wastewater System, which is expected to
be completed by Fall 2021
Presenter: Saeid (Intro);
Gary (City collection
system) COVID‐19 Impact on SCRWA and Sewer System
18  City believes they have been able to adjust to impacts of COVID‐19 from an  operational perspective to continue servicing customers in a sufficient manner  SCRWA plant operations minimally impacted; safety measures put in place, but operating  at normal  One large initial impact at plant was obtaining sufficient PPE  For City collection system operations, some positions frozen due to budget cutbacks; city was able to identify resources to back‐fill frozen staffing positions  COVID‐19 presented operational hurdles (complexities related to social distancing requirements,  e.g., only one person in each vehicle), but City kept focus on sewer system maintenance as high  priority  While City anticipates an impact on General Fund revenues (especially sales tax), the City does not anticipate material financial impact to Sewer Fund  Delinquencies are currently higher than historical average  City staff are evaluating strategies and working through delinquency repayment  arrangements and will know true picture of uncollectable accounts by end of FY 2021‐22  COVID‐19 has not caused a re‐prioritization of CIP
 No known issues with current top ten sewer customers (half are multi‐unit residential)
Presenter: Harjot
Treatment of Wastewater by SCRWA
19  SCRWA JPA formed between Cities of Gilroy and Morgan Hill  Through this agreement, the City has 58.1% capacity rights at the SCRWA Treatment Plant  Accordingly, capital costs allocated 58.1% to Gilroy, 41.9% to Morgan Hill  Operational costs are allocated based on flows; relatively consistent allocation as capital costs each year  Monthly billing from SCRWA Board; payable within 30 days  Operating costs and contributions to SCRWA reserve treated as O&M; capital costs treated as capital  expenditures (subordinate to bond debt service) FY 2017‐18 FY 2018‐19 FY 2019‐20 FY 2020‐21
Gilroy Morgan
Hill Gilroy Morgan
Hill Gilroy Morgan
Hill Gilroy Morgan
Hill
Operational Costs: 61.00% 39.00% 59.00% 41.00% 62.00% 38.00% 60.00% 40.00% Capital Costs: 58.10% 41.90% 58.10% 41.90% 58.10% 41.90% 58.10% 41.90% Contributions for SCRWA Reserve: 58.10% 41.90% 58.10% 41.90% 58.10% 41.90% 58.10% 41.90% History of Gilroy Payments to SCRWA
Fiscal Year Operational
Costs Capital Costs Total
2015‐16 $5,235,337  $9,964,559  $15,199,896
2016‐17 5,190,414 4,538,373 9,728,787
2017‐18 5,252,000 2,485,000 7,737,000
2018‐19 5,717,757 2,788,210 8,505,967
2019‐20 5,507,000 1,577,000 7,084,000
Presenter: Saeid
SCRWA Treatment Facility
20  After denitrification, effluent sent to wastewater reclamation system or percolation disposal system
 20 MGD of combined disposal capacity (9 MGD
through reclamation system, 11 MGD through
percolation disposal system)
 SCRWA’s five‐year capital improvement plan for the
SCRWA Treatment Facility totals approximately
$81.73 million
 Objective of project is to increase plant capacity
from 8.5 to 11 MGD to install sufficient WWTP
capacity to properly manage the wastewater
quantities generated by planned population growth
and development within SCRWA’s service area
 Also install technology and processes that continue
to meet current and future regulatory limits for
effluent quality.
 The City’s share is approx. $47.5 million and will be partially funded through bond proceeds
 The SCRWA Treatment Facility consists of the treatment plant, a water reclamation plant and an effluent disposal percolation pond system
 Employs an influent lift station and a denitrifying oxidation ditch system to deliver 8.5 MGD of average dry weather flow (“ADWF”) treatment
Presenter: Saeid
17 18
19 20
Packet Page 233
Historical Wastewater Flow
21  SCRWA Treatment Facility wastewater flow has averaged 6.42 MGD over  last 5 calendar years  Gilroy’s Flow has average 3.97 MGD over the last 5 calendar years  SCRWA Treatment Plant expansion will increase capacity from current 8.5  MGD to 11.0 MGD  Plant capacity planned to tie to the projected demand based on master plans for both Gilroy and Morgan Hill
Source: City of Gilroy
City of Gilroy Wastewater System
Wastewater Flow
Fiscal Years 2014‐15 through 2019‐20
Fiscal
Year
SCRWA Treatment
Facility Total Flow
(MG/Year)
SCRWA Treatment
Facility Million
Gallons per Day
(MGD)
City of Gilroy Flow
(MG/Year)
City % Share of
SCRWA Treatment
Facility Flow
2015 2,186.40 5.99 1,278.96 58
2016 2,185.58 5.97 1,311.35 60
2017 2,763.99 7.60 1,761.18 63
2018 2,250.28 6.16 1,413.14 61
2019 2,427.24 6.66 1,539.50 63
2020 2,255.70 6.18 1,398.54 62
Presenter: Saeid
City Wastewater System and SCRWA CIP
22  City plans to use sewer service charges and development fees on a pay‐as‐you‐go basis or parity debt to fund capital projects
 The City’s wastewater collection/transmission projects, excluding the treatment plant costs, over  the next 5‐ year are $5.2M  The wastewater masterplan is being prepared which is expected to identify significant projects  to be programmed into the next CIP revision and will utilize the existing fund balances and future  rate increase.  SCRWA Treatment Facility CIP is outlined in the following table, identifying the City’s share and the City of Morgan Hill’s share of the costs
 City’s share will be financed with the 2021 Bond proceeds Source: City of Gilroy
SCRWA Treatment Facility Capital Improvement Plan (Dollars in Millions) Project FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 5‐Year Total Capital Costs $2.05  $43.32  $32.08  $2.99  $1.29  $81.73 Capital Funding Share
City of Morgan Hill share $0.86 $18.15 $13.44 $1.25 $0.54 $34.24 City of Gilroy share $1.19 $25.17 $18.64 $1.74 $0.75 $47.49 Presenter: Gary (top half)
Saeid (bottom half)
Historical System Accounts and Revenues
23  Residential customers comprise over 94% of total customers in 2020  Revenues from residential customers represents 65%‐69% of total revenues over the last 5 years
Source: City of Gilroy
City of Gilroy Wastewater System
Wastewater Service User Base
2015‐16 2016‐17 2017‐18 2018‐19 2019‐20
Customer Accounts
Residential
Single Family 11,510 11,711 11,904 12,122 12,172
Multi Family 1,403 1,448 1,438 1,466 1,485
Subtotal 12,913 13,159 13,342 13,588 13,657
Commercial/Industrial
Offices 236 237 234 236 236
DCP/Retail Stores 480 480 474 474 478
Hotels, motels, hospitals, convalescent homes, misc. 83 86 95 94 97 Other 3433 3233 36
Subtotal 833 836 835 837 847
Institutional
Schools 2121 2121 21
Other 33333
Subtotal 24 24 24 24 24
Total Accounts 13,770 14,019 14,201 14,449 14,528
Wastewater Service Revenues
Residential $7,689,396 $8,215,395 $8,432,168 $8,633,597 $8,843,105 Commercial/Industrial $3,564,019 $3,904,869 $3,677,786 $3,718,854 $3,505,653 Institutional $359,995 $446,572 $411,583 $399,151 $387,609 Total $11,613,410 $12,566,836 $12,521,537 $12,751,602 $12,736,367 Presenter: Harjot
Top 10 System Users
24  Based on flow, top 10 wastewater users account for 9.41% of FY 2020 revenues  Top ratepayer accounts for < 2% of FY 2020 revenues
 There have been no long‐term closures of any top 10 ratepayers due to COVID‐19; all are  continuing to operate  Diverse land usage – schools, food processors, apartment buildings, and more Source: City of Gilroy
Ten Largest Users
Fiscal Year 2018‐19
Name Land Use FY 2019‐20
Service Charges
% of Total Service
Charges for FY
2019‐20
1 GUSD School $228,880  1.80%
2 Gilroy Pacific Associates Apartments 171,746 1.35
3 Pulmuone Monterey Gourmet Food Food Processor 162,529 1.28 4 Cintas Corporation Site #630 Commercial Laundry 141,905 1.11 5 Gavilan College School 121,046 0.95
6 County of Santa Clara (Saint Louise) Hospital 103,787 0.81 7 Walmart Store Inc #01‐2002 Retail 74,992 0.59
8 Gilroy Mobile Home Park Mobile Home Park 70,766 0.56
9 Silva Sausage Co Food Processor 67,145 0.53
10 Crothall Laundry Services Commercial Laundry 55,273 0.43 Total $1,198,069 9.41%
Total Fiscal Year Wastewater Service Charges $12,736,368 Presenter: Harjot
21 22
23 24
Packet Page 234
Billing, Collections & Delinquencies
25  City sends consolidated sewer and water bill on the 1st day of each month  Payment due on last business day of each month, any account not remitting payment is considered  delinquent  A 10% penalty is charged if payment is made after the 1st day of the next month  If the bill is delinquent for 60 days, water service is shut off, pursuant to SB 998  Due to CA Governor’s Executive Order, the City has suspended penalties on delinquent bills and is  postponing service shutoffs  Penalties on delinquent bills are expected to be reinstated during FY 2021‐22  Revenues lost due to nonpayment for each of the last five fiscal years were less than 1% of the total  revenues for each fiscal year  City planning to go through collections process before writing off delinquent amount; City will know  more about actual write offs by end of FY 2021‐22  Current delinquent balance is primarily residential
Source: City of Gilroy
City of Gilroy Wastewater System
Historical Billings, Collections and Delinquencies
Fiscal Years 2015‐16 through 2019‐20
Fiscal
Year
Balance
Beginning FY Billings  Payments Balance Ending FY Write Off Write off % of
Billing
2016 $130,219  $11,613,410  $11,576,918  $150,300  $16,410  0.14% 2017 150,300 12,566,836 12,403,900 229,377 83,859 0.67% 2018 229,377 12,521,537 12,547,000 187,202 16,712 0.13% 2019 187,202 12,751,602 12,693,719 211,500 33,586 0.26% 2020 211,500 12,736,367 12,287,543 656,630 3,694 0.03%
Presenter: Harjot
Historical Sewer Rates
26  City’s sewer rate structure is both fixed (residential) and volumetric (non‐ residential users)
 Current wastewater rate structure was established in August 2015  City raised rates in January 2012, consisting of annual increases of 5%‐12% from 2012‐2016
 Prudent rate setting practices
 Wastewater service fees and charges are established by the City using a multi‐ year approach; included as part of the City’s budget process  Following a public hearing, a multi‐year plan is adopted by the City Council, setting wastewater rates and charges
Customer Category 3/1/2012 7/1/2013 7/1/2014 7/1/2015 7/1/2016 7/1/2017 7/1/2018 7/1/2019 Residential Users 5.0% 8.0% 12.0% 12.0% 5.0% 0.0% 0.0% 0.0% Commercial/Industrial & Institutional (Base Rates) 5.0% 8.0% 12.0% 12.0% 5.0% 3.0% 3.0% 3.0% Commercial/Industrial & Institutional (Consumption Rates) 5.0% 8.0% 12.0% 12.0% 5.0% 0.0% 0.0% 0.0% Historical Wastewater Rate Increase History
2012 Rate Increase 2015 Rate Increase
Presenter: Harjot
Current Sewer Rates
27  Fixed fee for residential
users
 Fixed and volumetric fee
for non‐residential users
 The City’s current
wastewater service rates
were established in
August 2015
 City finalizing
Wastewater System
master plan in Fall 2021;
City plans to do a
comprehensive look at
charge allocations and
commence rate study in
Fall 2021
 City in the process of
engaging a consultant for
the rate study
(1) Non‐significant users are industrial users that discharge only domestic water with BOD (biological oxygen demand) and SS (suspended solids) less than 300 mg/l (milligrams per liter) each and with average daily flow less than 1,000 gallons/day, and with no hazardous materials stored, handled or processed on the premise. Significant users include schools, professional offices, car washes, laundromats/commercial laundries, hotels/motels, hospitals, auto dealers, paper container manufacturers,  food processors/bakeries, grocery stores, mortuaries, restaurants.

Source: City of Gilroy
Current Wastewater Rates (As of July 1, 2019)
Residential Users $ Per Month/Unit
Single Family Home $46.64
Multi‐Residential and Mobile Home Parks $33.13
Commercial/Industrial and Institutional Users (Base Rate) $ Per Month Significant User(1) $240.95
Non‐Significant User(1) $95.22
Commercial/Industrial and Institutional Users (Volumetric Rate) $ Per 1,000 Gallons Office/School/Car Wash $7.41
Department/Retail/Laundry Rooms $7.41
Misc. Users/Assembly Halls/Hospital/Hotel/Motel $9.21
Auto Dealers $9.21
Paper Container $12.08
Hotels w/Restaurant $12.08
Multi‐Use/Commercial Laundries $12.08
Bakeries/Food Processors $18.63
Grocery/Mortuary/Restaurant $18.63
Presenter: Harjot
Development Impact Fees
28  Impact fee revenues have averaged
$2.8M per year for the last 5 audited
years
 Decrease in FY 2019‐20 primarily due to
March 2020 county order halting
construction activities
 Later in April/May, County order was
revised to allow construction activities
with protective measures in place
 Several developers “paused” projects
due to COVID‐19, and City expects many
of those to proceed
 300+ single‐family residential units
and 250+ multi‐family residential units
currently under construction, as of
April 2021(1)
 Sewer development impact fees
collected by the City into separate
fund (Fund 435) but are available to
pay debt service on the 2021
Wastewater Bonds
Sewer Development Impact Fees
Historical Sewer Development Impact
Fee Revenues
FY Ending Revenues
2016 $4,452,590
2017 $3,098,889
2018 $2,483,414
2019 $2,234,082
2020 $1,608,755
2021 (Est) $1,800,000
Source: City of Gilroy
Classification Fee
Residential ‐ Low Density $12,501 per unit
Residential ‐ High Density $6,764 per unit
Commercial/Industrial $3,956 per 100 gallons/day
Source: City of Gilroy
(1) City of Gilroy Planning Division – Planning Current Project Log (4/12/2021) Presenter: Harjot
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Comparison to Surrounding Agencies
29  Gilroy’s annualized single family residential rate ($560) represents 0.55% of median  household income ($101,616)  City provides alternative payment arrangements for customers unable to pay for service within the normal payment period
Local Agency Effective Date Monthly Sewer Service
Charges
City of Morgan Hill(2) 7/1/2020 $62.97
City of Milpitas(1) 7/1/2020 $55.54
West Valley Sanitation District 7/1/2020 $51.63
City of Gilroy 7/1/2019 $46.64
City of Santa Clara 6/23/2020 $44.53
City of San José 7/1/2020 $41.64
(1) Extrapolated from bi‐monthly charge of $111.07.
(2) Estimated monthly sewer service charge for the average single‐family residence (having 8 HCF of contributed flow). Sewer service charges consist of a fixed charge of $23.37 per month and a usage fee of $39.60 per HCF as of July 1, 2020.

Source: Respective websites of the cities listed above.

Presenter: Harjot
Very Strong Historical Cash Balances
30  Total combined sewer fund cash has been over $30M for last two fiscal years  FY 2021 projected to end with $31M balance; represents over 280% of 2021 projected  operating expenses  Combined cash & investment balance in Sewer Operations Fund (Fund 700) and Sewer Development Capital Projects Fund (Fund 435) has increased 13% over last 6 years  2021 YE Projected combined balance represents over 1,000 days cash on hand  City anticipates spending down cash balance in Sewer Development Capital Projects Fund to address a portion of the CIP over next five years
Audited YE Projection
2016 2017 2018 2019 2020 2021
Sewer Operations Fund (Fund 700) $18,537,029 $16,777,330 $17,391,216 $17,687,792 $18,610,720 $18,092,439 Sewer Development Capital Projects Fund (Fund 435) $8,827,849 $10,869,063 $12,178,735 $12,979,909 $12,146,465 $12,882,206 Total Cash $27,364,878 $27,646,393 $29,569,951 $30,667,701 $30,757,185 $30,974,645 Total Operating Expenses* $8,427,062 $8,521,321 $8,581,964 $9,644,187 $9,810,272 $10,994,480 Days Cash on Hand** 1,185 1,184 1,258 1,161 1,144 1,028 *Excludes non‐cash and capital expenses, ties to coverage projection table **Total cash divided by operating expenses * 365
Source: CAFRs for FY 2015‐16  through; City for FY 2020‐21 Year End Projection Fund 435 cash balance is primarily expected to be used for pay-as-you-go capital projects; however, those funds can be used for debt service on the Bonds as well as interfund borrowing Presenter: Harjot
31 Historical and Projected Debt Service Coverage
 Very strong projected coverage without factoring in future rate increases *2021 Bonds Debt Service is preliminary, subject to change YE Estimate
2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25 Gross Revenues: 0.0% 0.5% 1.0% 1.0% 1.0%
Charges for Service1 11,773,938 12,644,730 12,720,141 12,904,657 12,872,189 12,745,641 12,809,369 12,937,463 13,066,838 13,197,506 Investment Income 301,482 284,297 410,172 934,590 828,615 297,533 297,533 297,533 297,533 297,533 Developer Impact Fee Revenues2 4,452,590 3,098,889 2,483,414 2,234,082 1,608,755 1,800,000 3,445,586 2,849,798 2,653,684 1,990,263 Total Gross Revenues 16,528,010 16,027,916 15,613,727 16,073,329 15,309,559 14,843,174 16,552,488 16,084,794 16,018,055 15,485,302 Operating Expenses:3 3.0% 3.0% 3.0% 3.0%
Operations 7,314,113 7,454,202 7,404,718 8,269,104 8,411,647 9,322,208 9,601,874 9,889,930 10,186,628 10,492,227 Billing 612,551 594,654 618,400 668,982 730,892 803,583 827,690 852,521 878,097 904,440 Administration 500,398 472,465 558,846 706,101 667,733 868,689 894,750 921,592 949,240 977,717 Total Operating Expenses 8,427,062 8,521,321 8,581,964 9,644,187 9,810,272 10,994,480 11,324,314 11,664,044 12,013,965 12,374,384 Net Revenues (Revenues ‐ Operating Expenses) 8,100,948 7,506,595 7,031,763 6,429,142 5,499,287 3,848,694 5,228,174 4,420,750 4,004,089 3,110,918 Debt
2010 Wastewater Bonds 2,566,550 2,558,688 2,562,738 2,557,625 2,557,750 2,557,500 2,561,500 2,501,000 0 0 2021 Wastewater Bonds (Net Debt Service) 0 0 0 0 0 0 0 0 2,486,400 2,489,800 Total Net Debt Service 2,566,550 2,558,688 2,562,738 2,557,625 2,557,750 2,557,500 2,561,500 2,501,000 2,486,400 2,489,800 Debt Service Coverage (1.20x Requirement)                 2.93 3.16                 2.74                               2.51                2.15 1.50                               2.04                1.77 1.61                               1.25 Audited Projected
Notes & Assumptions:
*Historical coverage re‐stated vs City’s historical continuing disclosure on outstanding 2010 Bonds to reflect all developer impact fee revenues received each year 1) Charges for Service assumed to increase at 0.5% in FY 2021‐22 and 1% in FY 2022‐23 through FY 2024‐25; assumption conservatively based on expectations for new construction and development
2) Projected Developer Impact Fee Revenues based on current "in progress" developments. City staff confirmed timing with respective developers and calculated expected impact fee revenues based off current fee schedule. Number shown reflects a 10% "haircut" to expected receipts. 3) Operating Expenses shown excludes non‐cash items (e.g., depreciation and GASB expenses) and capital expenses, 3% annual growth increase assumed for FY 2021‐22 through FY 2024‐25
Presenter: NHA
2021 WASTEWATER BONDS
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2021 Bonds Financing Structure
33 Purpose Capital Projects Financing
Estimated Par Amount $46,235,000*
Security Priority lien on net revenues; parity debt is 2010 Bonds Coverage Requirement and ABT 120%
Debt Service Reserve Fund None anticipated
Capitalized Interest Funded through February 1, 2023
Interest Payment Dates February 1 and August 1, commencing August 1, 2021 First Principal Payment August 1, 2023
Final Maturity August 1, 2056
Debt Service Structure Use of capitalized interest for first two years to wrap around 2010 Bonds for aggregate level debt service
*Preliminary, subject to change
Presenter: NHA
Estimated S&U and Debt Service*
 2021 Bonds structured for level debt
service by fiscal year from FY 2023‐
24 through FY 2056‐57
 35‐year amortization to align with
financed assets’ useful lives
 Capitalized interest for first 2 years
until 2010 Bonds are paid off
*Preliminary, subject to change
Date Principal Interest Total P+I
Capitalized
Interest Net New D/S
6/30/2022 $0 $1,083,954 $1,083,954 ($1,083,954) $0
6/30/2023 $0 $1,849,400 $1,849,400 ($1,849,400) $0
6/30/2024 $650,000 $1,836,400 $2,486,400 $0 $2,486,400
6/30/2025 $680,000 $1,809,800 $2,489,800 $0 $2,489,800
6/30/2026 $705,000 $1,782,100 $2,487,100 $0 $2,487,100
6/30/2027 $735,000 $1,753,300 $2,488,300 $0 $2,488,300
6/30/2028 $765,000 $1,723,300 $2,488,300 $0 $2,488,300
6/30/2029 $795,000 $1,692,100 $2,487,100 $0 $2,487,100
6/30/2030 $830,000 $1,659,600 $2,489,600 $0 $2,489,600
6/30/2031 $860,000 $1,625,800 $2,485,800 $0 $2,485,800
6/30/2032 $895,000 $1,590,700 $2,485,700 $0 $2,485,700
6/30/2033 $935,000 $1,554,100 $2,489,100 $0 $2,489,100
6/30/2034 $970,000 $1,516,000 $2,486,000 $0 $2,486,000
6/30/2035 $1,010,000 $1,476,400 $2,486,400 $0 $2,486,400 6/30/2036 $1,055,000 $1,435,100 $2,490,100 $0 $2,490,100 6/30/2037 $1,095,000 $1,392,100 $2,487,100 $0 $2,487,100 6/30/2038 $1,140,000 $1,347,400 $2,487,400 $0 $2,487,400 6/30/2039 $1,185,000 $1,300,900 $2,485,900 $0 $2,485,900 6/30/2040 $1,235,000 $1,252,500 $2,487,500 $0 $2,487,500 6/30/2041 $1,285,000 $1,202,100 $2,487,100 $0 $2,487,100 6/30/2042 $1,340,000 $1,149,600 $2,489,600 $0 $2,489,600 6/30/2043 $1,395,000 $1,094,900 $2,489,900 $0 $2,489,900 6/30/2044 $1,450,000 $1,038,000 $2,488,000 $0 $2,488,000 6/30/2045 $1,510,000 $978,800 $2,488,800 $0 $2,488,800
6/30/2046 $1,570,000 $917,200 $2,487,200 $0 $2,487,200
6/30/2047 $1,635,000 $853,100 $2,488,100 $0 $2,488,100
6/30/2048 $1,700,000 $786,400 $2,486,400 $0 $2,486,400
6/30/2049 $1,770,000 $717,000 $2,487,000 $0 $2,487,000
6/30/2050 $1,845,000 $644,700 $2,489,700 $0 $2,489,700
6/30/2051 $1,920,000 $569,400 $2,489,400 $0 $2,489,400
6/30/2052 $1,995,000 $491,100 $2,486,100 $0 $2,486,100
6/30/2053 $2,080,000 $409,600 $2,489,600 $0 $2,489,600
6/30/2054 $2,165,000 $324,700 $2,489,700 $0 $2,489,700
6/30/2055 $2,250,000 $236,400 $2,486,400 $0 $2,486,400
6/30/2056 $2,345,000 $144,500 $2,489,500 $0 $2,489,500
6/30/2057 $2,440,000 $48,800 $2,488,800 $0 $2,488,800
Totals $46,235,000 $41,287,254 $87,522,254 ($2,933,354) $84,588,900 Sources
Par Amount of Bonds                                $46,235,000 Reoffering Premium                                 $7,353,527 Total Sources                                      $53,588,527 Uses
Costs of Issuance(1)                          $655,173
Deposit to Capitalized Interest (CIF) Fund         $2,933,354 Deposit to Project Construction Fund               $50,000,000 Total Uses                                         $53,588,527 (1) Includes fees and expenses related to underwriting, legal counsel, municipal advisory, rating, trustee, printing, and additional miscellaneous fees
Presenter: Hilltop
Total Outstanding Debt Service
35 Presenter: Hilltop
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
202220232024202520262027202820292030203120322033203420352036203720382039204020412042204320442045204620472048204920502051205220532054205520562057 2010 Bonds 2021 Bonds Net DS (Est.)

CONCLUSION AND TIMELINE
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SCRWA: An Award‐Winning Facility
 SCRWA
considered
one of the top
water resource
recovery
facilities in
California
 Also winner of
2018
Engineering
Award related
to aeration
efficiency and
solar array
power
purchase
agreement
Presenter: Saeid
Summary of the Credit
Strong Financial Management
•Experienced management with key policies in place
•Multi‐year forecasts done as part of each year’s budget process; budget‐to‐actuals presented quarterly to City Council •Master Plan update in progress; expected update in Fall 2021; City in process of engaging a rate consultant for Prop 218 rate study •Manageable CIP with combination of debt financing and cash pay‐as‐you‐go financing anticipated Award Winning Treatment Facility
•With capital improvements, SCRWA treatment plant expected to have sufficient treatment capacity next ~20 years •Diverse customer base with 94% residential customers in 2020; top 10 users account for <10% of total revenues (top user < 2%) Strong and Growing Local Economy
• Area benefits from driving distance to major Silicon Valley technology firms; City and surrounding area provides alternative to high‐cost Bay‐ area housing
•Strong demand for local housing; significant planned developments; Very Strong Financial Position and Coverage
•Minimal COVID‐19 financial impact and the City does not expect COVID‐19 to negatively affect ability to make debt service payments; City staff evaluating options for collection of outstanding delinquent amount •Very strong projected coverage without factoring anticipated rate increases beginning Summer 2022 (Prop 218 process to commence FY 2021‐22)
•Very strong cash balances with combined Fund 700 and Fund 435 having over 1,000 days operating cash on hand over past 6 years 38 Presenter: NHA
Proposed Schedule
 May 25 Credit Presentation to S&P
 June 2 Receive Credit Rating
 June 7 City Council Approval of Financing
 June 16 Pricing
 June 30 Closing
39 Presenter: NHA
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC APPENDIX B: FT. BRAGG PRESENTATION TO CITY COUNCIL
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC APPENDIX C: EXAMPLE PENSION FUNDING POLICIES
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1 8.A.

CORTE MADERA TOWN COUNCIL

STAFF REPORT
REPORT DATE: March 11, 2021
MEETING DATE: April 6, 2021
TO: Honorable Mayor and Members of the Town Council
FROM: Daria Carrillo, Finance Director
SUBJECT: Approval of a Reserve Policy
       
RECOMMENDED ACTION:

Staff recommends that the Town Council adopt the attached Resolution approving a Reserve Policy.

BACKGROUND:

A key component of a financially stable organization is sufficient reserves. Strong reserves allow an organization to weather economic downturns and address unexpected emergencies while keeping impacts to Town services to a minimum.

The Town’s current reserves include a 10% Operating Fund reserve and a $2.5 million reserve in the Corte Madera Sales Tax Override Fund. Sanitary District No. 2 of Marin County, a subsidiary of the Town, has a separate $2.5 million reserve.

In addition to the reserves noted above, the Town has established an irrevocable Section 115 pension stabilization trust. The balance in this trust can only be used to pay for pension expenditures. As of December 31, 2020, the balance in the trust is $3,867,572.

The Town has also established a trust for Other Post Employment Benefits (OPEB). The balance in this trust can only be used to pay for retiree health care expenditures. As of December 31, 2020, the balance in this trust is $3,732,030.

DISCUSSION:

Staff recommends the following reserves:

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2 OPERATING FUND RESERVE:

The Town currently maintains an operating reserve of 10% of operating expenditures and transfers to other funds. As of June 30, 2020, this reserve amount was approximately $2.1 million. Staff recommends that the Town Council increase this reserve to 20%. A 20% reserve is equivalent to approximately 2.5 months of expenditures.

In order to meet the 20% reserve, staff recommends that half of all future surplus revenue shall be transferred to the operating fund reserve until the 20% reserve is established. Operating surplus revenue is determined upon the close of the fiscal year if revenue exceed actual expenditures and transfers to other funds within the operating fund. Special consideration shall be made by the Finance Director each year when determining potential surplus funds so as not to leave any General Fund supported fund, such as the Insurance Fund, with a negative fund balance.

The remaining half of future surplus revenue may be used for transfer to the OPEB trust, reduction of the deficit in the Park Madera Center Fund, which is currently approximately $2.1 million, additional allocation toward the increased operating reserve, or other Town expenditure as approved by the Town Council.

Town staff has been informed that the Town will receive approximately $1.8 million as its share of the American Rescue Plan. If the Town receives these funds, staff recommends depositing $300,000 in the Park Madera Center Fund in order to reduce the deficit in that fund and to offset losses incurred due to the COVID 19 emergency. Staff recommends that the remaining funds be designated toward the 20% reserve.

CORTE MADERA SALES TAX OVERRIDE FUND RESERVE:

Staff recommends retaining the $2.5 million emergency reserve currently held in this fund.

PENSION RESERVE:

The Town’s projected unfunded accrued liability (UAL) for June 30, 2021 is $21.4 million. This includes miscellaneous (non-safety) employees as well as Fire Department employees prior to the transfer of employees to Central Marin Fire Authority in March 2019.

The Town’s unfunded liability payment has increased from approximately $733,000 in 2015 to $1,324,259 in the current fiscal year. This does not include normal cost, the annual cost of service for the upcoming fiscal year for current employees, or shared plan costs, such as shared costs for police and fire services that are provided through Joint Powers Authorities (JPA).

Pension cost increases are largely out of the Town’s control and are due primarily to actuarial assumption changes made by CalPERS, and the lowering of the discount rate by CalPERS due to below average investment returns.

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3 The Town has taken steps to address its pension obligations, including establishing the trust fund mentioned above to mitigate future volatility with respect to required CalPERS payments.

Additionally, Town employees who are members of the CalPERS Classic Plan are required to pay

5.5% of salary toward the employer contribution for normal cost in addition to the required 8% employee contribution, for a total of 13.5%.

At this time the Town does not employ safety employees, but Fire Department employees formerly employed by the Town and enrolled in the CalPERS classic 3% at 50 plan are now employed by Central Main Fire Authority and enrolled in the 3% at 55 plan. As a new agency, Central Marin Fire Authority has no material pension obligation as of the most recent CalPERS actuarial report.

Liability for these employees prior to March 25, 2019 is retained by the Town and included in the $21.4 UAL. Regarding Police Department retirement costs, the Town shares liability with City of Larkspur and Town of San Anselmo, the other members of Central Marin Police Authority. Each agency is responsible for 1/3 of the UAL for police retirement costs attributed to these agencies.

Staff proposes a establishing a pension reserve policy as follows:
• If Pension Obligation Bonds are issued, the Town shall budget all of the net annual savings to be expended on the Town’s unfunded pension or retiree obligations to the extent there exists an unfunded liability for post-retirement benefits. If there is an unfunded liability for post- retirement benefits, the Town’s savings under this proposed policy may be deposited in the Town’s pension stabilization trust, its OPEB trust fund, or may be paid directly to CalPERS for the purpose of paying its unfunded pension liability. • In the event of an economic hardship, or other unanticipated fiscal emergency, the Town Council may make an emergency declaration to use the net savings for other purposes. • The Town’s current pension stabilization trust fund may be used toward the repayment of future CalPERS unfunded liability, in part or in whole, or for other CalPERS retirement costs, including the CalPERS normal cost.
• The Town Finance Committee will review this policy each year and will make recommendations to the Town Council regarding possible changes.

It is anticipated that pension fund contributions will stabilize in approximately 2030 and will slowly be reduced until the outstanding unfunded pension liability is paid in full by the year 2045.

Pension Obligation Bonds may be considered to smooth the impacts over this period. The pension stabilization trust will remain in place until pension contributions have stabilized and the Town has no remaining unfunded pension liability or projected liability.

FISCAL IMPACT:

The approval of these policies would result in the establishment of the reserves discussed above. • The operating fund reserve would increase by approximately $2 million. The timeline for achieving this reserve is dependent on future surplus reserves. • The Corte Madera Sales Tax Override Fund would remain unchanged.

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4 • If the Town issues Pension Obligation Bonds, the initial annual savings (in FY 2022) are estimated to be approximately $300,000 to $450,000 and average $660,000 to $815,000 through 2036 depending on the Pension Obligation Bond structure selected by the Town Council. Savings would be deposited into one of the Town’s trust funds or paid to CalPERS to reduce the unfunded liability.
• The Town will have the ability to pay off the pension obligation bonds early, not directly from the 115 trust, but with other available Town funds.

ENVIRONMENTAL IMPACT:

This activity is not defined as a project under CEQA (Section 15378 CEQA Guidelines).

OPTIONS:

1. Adopt the attached Resolution.

2. Direct staff to make changes to the policy and Resolution.

3. Take no action.

ATTACHMENTS:

1. Resolution No. 14/2021
THIS ITEM HAS BEEN REVIEWED AND APPROVED BY THE TOWN MANAGER.

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CITY OF CHULA VISTA
SUBJECT: Pension & OPEB Reserve Fund Policy POLICY NUMBER EFFECTIVE DATE PAGE 1 of 2
ADOPTED BY: Resolution No. DATED: November 3, 2020AMENDED BY: BACKGROUNDThe following policy has been developed in response to large annual pension cost increases as a result of current and retired employees living longer, lower than anticipated investment returns by CalPERS over the last several years, and CalPERS policies adopted that require all cities to payback all unfunded pension liability over the next thirty years for existing unfunded liability and over twenty years for any new unfunded liability. This policy will formalize a funding mechanism for the establishment of a Pension Reserve Fund (PRF) to be used at the City’s discretion to help offset future pension cost increases. As of June 30, 2020 the total Miscellaneous plan Unfunded Actuarial Liability (UAL) was $190,478,272 and the total Safety plan UAL was $163,766,889.

The City also provides certain Other Pension Employment Benefits (OPEB) in the form of subsidized health care rates for tier 1 retirees. As of June 30, 2019 the total OPEB liability for the City is $15,938,213. The City budgets the implied subsidy amounts on an annual basis.PURPOSETo establish a formal City Pension Reserve Fund Policy and OPEB Reserve Fund Policy.POLICYAllocation MethodologyThis policy amends the General Fund Reserve Policy – Fiscal Health Plan, all allocations for the PRF will only occur after the full funding of the 15% General Fund Operating Reserves.

Upon meeting the 15% General Fund Operating Reserves 75% (seventy-five percent) of all future surplus funds shall be transferred to the PRF for the purposes of that fund while the remaining 25% (twenty-five percent) is allocated to the Economic Contingency Reserves and Catastrophic Event Reserves in accordance with the General Fund Reserve Policy- Fiscal Health Plan. In the event all three General fund reserve accounts are fully funded at the stated policy percentage, 100% of surplus fundswill be transferred to the PRF until it reaches 15% of General Fund Expenses (excluding Measure A & P, identical dollar amount to the General Fund Operating Reserves).

Ongoing surplus funds are determined upon the close of the fiscal year if revenues exceed actual expenditures within the General Fund. Special consideration shall be made by the Finance Director each year when determining potential Surplus Funds so as not to leave any General Fund supported funds (Workers Compensation, Public Liability, Insurance Fund) with a negative fund balance.

In addition, if Pension Obligation Bonds are issued, the City shall budget a minimum of 75% of the net annual savings (determined at bond issuance for years 1-10, not adjusted annually for any new unfunded liability or change in actuarial assumptions) for bond fiscal years 1 through 10 to be transferred to the

CITY OF CHULA VISTA
SUBJECT: Pension & OPEB Reserve Fund Policy POLICY NUMBER EFFECTIVE DATE PAGE 2 of 2
ADOPTED BY: Resolution No. DATED: November 3, 2020AMENDED BY: Pension Reserve Fund on an annual basis. This fund will take the form of a Section 115 Trust and will replace the Pension Reserve Fund described above. Upon full funding of the 15% Pension Reserve Fund in the 115 Trust, all surplus funds will be allocated 50% to an OPEB Reserve Fund and 50% to an POB Bond Call Fund. Once 75% funding of outstanding OPEB liability is achieved, all remaining surplus funds will be deposited into the POB Bond Call Fund. The Finance Department shall provide a comprehensive reserve fund status report, including five-year reserve fund balance projections, annually to the City Council along with the Comprehensive Annual Financial Report.

In the event of an economic hardship, or other unanticipated fiscal emergency, the City Council may make an emergency declaration to reduce the annual transfer to the PRF, only if all funds in the Emergency Reserve and Economic Contingency Reserve have been depleted. This declaration will only apply to the fiscal year in which it was made. Ongoing fiscal challenges will require a second or third emergency declaration. Other ProvisionsPRF funds may be used towards: repayment of future CalPERS unfunded liability in part or whole; the issuance of debt for the purposes of refinancing or issuing pension obligation bonds or other similar debt instruments; establishment of an OPEB reserve fund; to pay off any outstanding POB’s; and any other unanticipated pension related cost or charge. The Finance Department shall create the PRF in the fiscal year in which the first scheduled transfer is to occur.

It is anticipated that pension fund contributions will eventually stabilize around the year 2030 and will slowly be reduced until the outstanding unfunded pension liability is paid in full by the year 2045. Pension Obligation Bonds may be considered to smooth the impacts over that twenty-four-year period.

This PRF will remain in place until such time pension contributions have stabilized and the City has no remaining unfunded liability or projected liability in the future.

If any part of this Policy conflicts with Federal or State laws, or the City of Chula Vista Municipal Code, or Charter, those laws will take precedence over this Pension Reserve Fund Policy.

Definitions:Surplus Funds – Actual revenues exceeding expenditures, if applicable, for each fiscal year. The surplus funds determination is typically made around October of each year for the prior fiscal year.

Bond Fiscal Year – Begins the first fiscal year immediately following the issuance of pension obligation bonds.

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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC APPENDIX D: NHA LEAD ADVISORY TEAM RESUMES
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Mike Meyer, Vice President
Since 2003, Mr. Meyer has been providing a high level of support to California municipalities as an advisor, consultant, and an investment banker. He manages NHA’s San Diego office and the firm’s Pension and Fiscal Sustainability Group.

Mr. Meyer has executed all types of financings available to California municipalities, including pension obligation bonds, utility revenue (water/wastewater/storm drain), general fund backed leases, tax increment, general obligation, transportation, land secured, housing and sales tax transactions. Mike’s clients range from medium/large cities like Oxnard, Riverside, Chula Vista and Berkeley to smaller cities like Corcoran, Riverbank and Ukiah, to special district’s such the Novato Sanitary District and North County Fire Protection District.

As the firm’s resident pension expert, Mr. Meyer also manages NHA’s Pension and Fiscal Sustainability Group, which has advised over 45 California local agencies on topics ranging from basic CalPERS education, to UAL cost management strategies (Section 115 Trusts, Additional Discretionary Payments, etc.), to UAL restructuring projects. In 2015, he led the firm’s efforts to pioneer some of the first UAL “smoothing” transactions, which were executed as privately placed lease revenue bonds given that POBs were not feasible at that time. As the POB market re-emerged in 2018 and 2019, Mike has recently worked on over $1.5 billion of pension bond transactions for cities, utilities districts and fire districts. This experience includes all types of UAL financing structures: both privately placed debt as well as publicly offered, validated and non-validated POBs, as well as alternative structured like lease revenue bonds and utility revenue bonds. Notable transactions include the $450 million City of Riverside POB (closed 2020), $120M El Monte Tax Override Secured POB, $350 million City of Torrance Lease (closed 2020) and the $350 million Chula Vista POB (January 2021 expected pricing).

Mike and the Pension Group pride itself on delivering an agnostic, comprehensive process to evaluate cost management strategies, including (1) comprehensive staff and stakeholder education, (2) agnostic evaluation of all options available and the pros/cons, and (3) stress testing to assess the downside risks (reinvestment and market timing) of pension bonds. Mike has spoken on this topic in several public forums, including CSMFO chapter meetings.

Prior to NHA Advisors, Mike served as a Principal with Eric Scriven (NHA partner) at p2 Capital Advisors (2012 to 2014), providing independent consulting and advisory work to numerous California public agencies. Prior to that, he served as a Vice President at De La Rosa Investment Bankers. Mike has also worked on several unique financing programs in his career including the 2004 Vehicle License Fee (VLF) pooled financing (>100 different city participants), 2009 Beverly Hills OPEB Buyout, 2016 Berkeley Parking Revenue Bonds for a new downtown garage, transportation revenue secured financings (gas tax and local sales tax return) for Oxnard and Lancaster, and lease bonds to fund CalPERS UAL in the cities of Torrance, Ukiah, West Covina, Lakeport and Arcata.

From 2013 to 2017, Mike also helped coach the Division I UC Davis Men’s Tennis team and obtain the program’s first national ranking and NCAA tournament berth. Mike enjoys being active and in nature, spending his free time backpacking, hiking, surfing, playing sports and is a dedicated practitioner of yoga and meditation.

Public Finance
Professional Since:
2003
Expertise
• General Fund
Financing
• Pension Obligations
• Utility Financing
• Redevelopment
Financing and Tax
Increment Modeling
• Project Management
• Financial Modeling
• Credit Analysis and
Presentations
Education
• B.S. Management
Science
Licenses & Registrations
• Registered with the
SEC and MSRB
• Series 50 License
Staff Resumes – NHA Advisors, LLC
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Craig Hill, Managing Principal
Mr. Hill has been a public finance professional since 1989 and is a founding partner of NHA Advisors, LLC. His clients include California cities, special districts, counties, K-12 school districts and former redevelopment agencies throughout the State. In addition to providing traditional financial advisory expertise on public finance, Mr.

Hill’s expertise includes advising on public policies related to financial matters, appropriate reserve levels and capital finance requirements. His understanding of local government and the operational components (public safety, water, sewer, marinas, airports, golf courses and other enterprise funds) provides a professional basis to assist public agencies in developing sound financial planning practices.

Mr. Hill’s technical experience includes advising on the issuance of water and sewer revenue bonds, general obligation bonds, tax allocation bonds, certificates of participation, tax and revenue anticipation notes, land-secured improvement bonds, and bond anticipation notes. In addition to traditional projects, Mr. Hill is also active in energy efficiency and renewable energy project financing including power purchase agreements.

Mr. Hill regularly speaks on public finance, renewable and energy efficiency project finance and public policy matters to professional associations including the League of California Cities, the California Society of Municipal Finance Officers, California Debt and Investment Advisory Commission, Municipal Management Association of Northern California (MMANC), the Milken Institute and Carbon War Room.

Prior to founding NHA Advisors, Mr. Hill began his public finance career as a financial analyst for the Sacramento Municipal Utility District (SMUD) to evaluate the financial and economic feasibility of the Rancho Seco Nuclear Power Plant Plan.

In addition to working for the SMUD, Mr. Hill worked for the State of California (Office of Energy Assessments) to develop financing programs for statewide facility upgrades mandated by the governor. Since joining the private practice, he managed the financial services group of Jones Hall Hill & White, a premier bond counsel firm in San Francisco. Mr. Hill began his own municipal advisory practice with Mark Northcross in 1996 after working for Kelling, Northcross & Nobriga.

In addition to working as a municipal advisor, Mr. Hill serves as a board member for the HdL Companies and has served as a member of the Novato Park & Recreation Commission, Novato Investment Committee, and Novato Budget Committee. He has also served on the board of directors for the Novato Youth Soccer Association and as President of the Novato Lacrosse Club. He is enjoying the fruits of his parental labor with four kids in high school or college and playing competitive lacrosse at the highest level.

Public Finance
Professional Since:
1989
Expertise
• Cities and Special
Districts
• Renewable & Energy
Efficiency Financing
• Utility Expert –
Water, Wastewater,
Refuse
• Educational
Presentations, Public
Speaking
• Public Finance and
Policy Leadership
• Voter-Approved
Financing
Education
• B.S. Managerial
Economics
• B.S. Agricultural
Economics
Licenses & Registrations
• Registered with the
SEC and MSRB
• Series 50 License
Staff Resumes – NHA Advisors, LLC
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Eric Scriven, Principal
Since 1990, Mr. Scriven has developed a generalist background and common-sense approach to solving problems and “going the extra mile” to serve his municipal and special district clients. He provides a high level of due diligence, always developing the widest array of strategic options, using his skills (and his fiduciary ethos towards his clients) to be their agent and energetic advocate during negotiations with other parties, and an efficient and effective project manager when called upon to act in a municipal advisory or investment banking (at prior firms) role.

Mr. Scriven has developed an expertise in lease, utility revenue, land secured and pension restructuring transactions. His assignments have ranged from large, AAA metropolitan city credits to non-rated, “story bond” financings in remote locations. As banker and advisor, he has successfully structured and closed, variable rate notes, interest rate swaps and caps, forward closing bonds, anticipation notes, transactions with extraordinary redemption flexibility, as well as many long-term fixed rate bonds. Mr. Scriven draws upon his years as an investment banker to advise his clients on how they may best match their goals and objectives with feasible solutions that will be accepted by underwriters and investors. Additionally, he uses this detailed experience to assist his clients during the bond sale process to be an active participant to help secure optimal results.

Between virtual visits to city halls and time spent in the office, Eric actively seeks out outdoor adventures. Kings Canyon, Colorado’s Crested Buttes, Half Dome, Glacier NP, the Mt. Shasta summit and the Grand Canyon—and always the Pacific Ocean—are recent and very memorable destinations!
Mr. Scriven earned his MBA from the Haas School of Busines and his B.S. in Finance and Urban Land Economics from UC Berkeley. He holds Series 50 (Registered Municipal Advisor) and Series 54 (Municipal Principal) licenses.

Public Finance
Professional Since:
1990
Expertise
• Cities and Special
Districts
• Utility Expert - Water,
Wastewater, Refuse,
Land-Secured
• Expert on
Educational
Presentations, Public
Speaking
Education
• B.S. Urban Land
Economics and
Finance
• MBA, Haas School of
Business
Licenses & Registrations
• Registered with the
SEC and MSRB
• Series 50 License
• Series 54 License
Staff Resumes – NHA Advisors, LLC
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC APPENDIX E: REQUIRED DISCLOSURES
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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC Registration
All NHA municipal advisors are registered with the Municipal Securities Rulemaking Board (“MSRB”) and Securities Exchange Commission (“SEC”) and maintain the Series 50. NHA’s good standing with the MSRB can be found on the MSRB website: http://msrb.org/MARegistrants.aspx. Additionally, copies of NHA’s most recent form MA and each most recent form MA-I filed with the SEC may be accessed electronically here:
https://www.sec.gov/edgar/searchedgar/companysearch.html.

No Business Relationships with Broker-Dealers or Fee Splitting Arrangements NHA has no affiliation, ownership or relationship with any broker-dealer. NHA abides by all the new rules for Independent Registered Municipal Advisors, which includes not allowing for finder’s fees, fee splitting, payments to consultants, or other contractual arrangements that present either a real or perceived conflict of interest.

Further, NHA certifies that the firm will not participate in any activities that directly pertain to the underwriting or purchasing of any financing debt or bonds issued by the City or its affiliates, while contracted for services as a Municipal Advisor by the City.

Fiduciary Duty
NHA Advisors is registered as a Municipal Advisor with the SEC and MSRB. As such, NHA Advisors has a fiduciary duty to the City and must provide both a Duty of Care and a Duty of Loyalty that entails the following.

Duty of Care:
a) exercise due care in performing its municipal advisory activities b) possess the degree of knowledge and expertise needed to provide the City with informed advice c) make a reasonable inquiry as to the facts that are relevant to the City’s determination as to whether to proceed with a course of action or that form the basis for any advice provided to the City; and d) undertake a reasonable investigation to determine that NHA Advisors is not forming any recommendation on materially inaccurate or incomplete information; NHA Advisors must have a reasonable basis for:
i. any advice provided to or on behalf of the City;
ii. any representations made in a certificate that it signs that will be reasonably foreseeably relied upon by the City, any other party involved in the municipal securities transaction or municipal financial product, or investors in the City securities; and iii. any information provided to the City or other parties involved in the municipal securities transaction in connection with the preparation of an official statement.

Duty of Loyalty:

NHA Advisors must deal honestly and with the utmost good faith with the City and act in the City’s best interests without regard to the financial or other interests of NHA Advisors. NHA Advisors will eliminate or provide full and fair disclosure (included herein) to Issuer about each material conflict of interest (as applicable). NHA Advisors will not engage in municipal advisory activities with the City as a municipal entity, if it cannot manage or mitigate its conflicts in a manner that will permit it to act in the City’s best interest.

Conflicts of Interest and Other Matters Requiring Disclosures • As of this date, there are no actual or potential conflicts of interest that NHA Advisors is aware of that might impair its ability to render unbiased and competent advice or to fulfill its fiduciary duty. If NHA Packet Page 266

REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC Advisors becomes aware of any potential conflict of interest that arise after this disclosure, NHA Advisors will disclose the detailed information in writing to the City in a timely manner. • The fee paid to NHA Advisors increases the cost of investment to the City. The increased cost occurs from compensating NHA Advisors for municipal advisory services provided. • NHA Advisors does not act as principal in any of the transaction(s) related to its role/work on the Project. • During the term of the municipal advisory relationship, any agreement between the City and NHA Advisors will be promptly amended to reflect any material changes or additions. • NHA Advisors does not have any affiliate that provides any advice, service, or product to or on behalf of the City that is directly or indirectly related to the municipal advisory activities to be performed by NHA Advisors
• NHA Advisors has not made any payments directly or indirectly to obtain or retain the City’s municipal advisory business
• NHA Advisors has not received any payments from third parties to enlist NHA Advisors’ recommendation to the City of its services, any municipal securities transaction or any municipal finance product • NHA Advisors has not engaged in any fee-splitting arrangements involving NHA Advisors and any provider of investments or services to the City;
• NHA Advisors has a conflict of interest from compensation for municipal advisory activities to be performed that are contingent on the size or closing of any transactions as to which NHA Advisors is providing advice
• NHA Advisors does not have any other engagements or relationships that might impair NHA Advisors ability either to render unbiased and competent advice to or on behalf of the City, or to fulfill its fiduciary duty to the City, as applicable; and
• NHA Advisors does not have any legal or disciplinary event that is material to the City’s evaluation of the municipal advisory or the integrity of its management or advisory personnel.

Pursuant to MSRB G-10, on Investor and Municipal Advisory Client Education and Protection, Municipal Advisors are required to provide certain written information to their municipal entity and obligated person clients which include the following:
• NHA Advisors is currently registered as a Municipal Advisor with the SEC and the MSRB. • Within the MSRB website at www.msrb.org, the City may obtain the Municipal Advisory client brochure that is posted on the MSRB website. The brochure describes the protections that may be provided by the MSRB Rules along with how to file a complaint with financial regulatory authorities.

Legal Events and Disciplinary History
NHA Advisors does not have any legal events and disciplinary history on its Form MA and Form MA-I, which includes information about any criminal actions, regulatory actions, investigations, terminations, judgments, liens, civil judicial actions, customer complaints, arbitrations and civil litigation. The City may electronically access NHA Advisors’ most recent Form MA and each most recent Form MA-I filed with the Commission at the following website:
www.sec.gov/edgar/searchedgar/companysearch.html
There have been no material changes to a legal or disciplinary event disclosure on any Form MA or Form MA-I filed with the SEC.

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REQUEST FOR PROPOSALS FOR MUNICIPAL ADVISORY SERVICES - NHA ADVISORS, LLC Recommendations
If NHA Advisors makes a recommendation of a municipal securities transaction or municipal financial product or if the review of a recommendation of another party is requested in writing by the City and is within the scope of the engagement, NHA Advisors will determine, based on the information obtained through reasonable diligence of NHA Advisors whether a municipal securities transaction or municipal financial product is suitable for the City.

In addition, NHA Advisors will inform the City of:
• the evaluation of the material risks, potential benefits, structure, and other characteristics of the recommendation
• the basis upon which NHA Advisors reasonably believes that the recommended municipal securities transaction or municipal financial product is, or is not, suitable for the City; and • whether NHA Advisors has investigated or considered other reasonably feasible alternatives to the recommendation that might also or alternatively serve the City objectives.

If the City elects a course of action that is independent of or contrary to the advice provided by NHA Advisors, NHA Advisors is not required on that basis to disengage from the City.

Record Retention
Effective July 1, 2014, pursuant to the SEC record retention regulations, NHA Advisors is required to maintain in writing, all communication and created documents between NHA Advisors and the City for five (5) years.

If there are any questions regarding the above, please do not hesitate to contact NHA Advisors.

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CITY OF SEASIDE

STAFF REPORT
Item No.: 9.A.

TO: City Council
FROM: Roberta Greathouse, Acting City Manager
BY: Ashley Collick, Assistant City Manager
DATE: February 17, 2022
SUBJECT: ACCEPT THE COMMUNITY SOCIAL SERVICES GRANT YEAR ONE REPORT

RECOMMENDATION
Accept the Community Social Services Grant Year One report.

BACKGROUND
On October 15, 2020, the City Council authorized the awarding of $320,000 in the FY20/21 fiscal year to enhance community and social services. Enhanced services in realms including, but not limited to, education, recreation, social work, public health, public safety, mental health, youth development, elder care, community building and restoration, and homeless and housing advocacy are eligible for funding.

Eligible applicants were public or private nonprofit organizations, including communitybased organizations (CBO) and faith-based organizations serving Seaside residents.

Applicants were urged to propose cost-effective projects that meet a significant and timely community need and/or impact a substantial number of individuals. Applicants were required to propose a cash and/or in-kind match of at least 10%.

FY 20/21 Grantees
Community Based
Organization
Award Ranking Amount awarded
Community Human
Services
91 $50,000
The Village Project 90 $116,820
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Item No. 9.A. Page 2 of 3
Community Partnership for
Youth
89 $100,000
Meals on Wheels 87 $20,000
Sun Street Centers 84 $30,760
Seaside Aquatics Club
(dolphins)
80 $2,420
Total awarded $320,000
The contract period was November 1, 2020 - November 3, 2021, in order to give each organization an opportunity to fully expend the awarded funds and fulfill the terms of the contract. Each organization expended the grant funds and reported their progress to the City per the grant guidelines and upon request.

Grant Program Descriptions
Community Human Services used grant funding to support their work at the Seaside Family Services Center. The Family Services Center offers outpatient mental health services, domestic violence / anger management classes, parent education and supervised visitation and exchange.

The Village Project was able to fully fund one full-time therapist for Seaside residents to receive counseling and one full-time youth intervention specialist to provide mentoring, intervention and interruption services to youth in Seaside.

Community Partnership for Youth used grant funding to fully fund a mentoring program. Supporting Monterey Peninsula School District students identified as needing extra support. Staff worked remotely (and on site) during the height of the pandemic to support young people and their families. School site locations included support at Ord Terrace, MLK middle school, and Highland.

Meals on wheels used grant funding to supply meals (roughly 2,700) for Seniors within the City of Seaside.

Sun Street Centers provided virtual counseling sessions for teens and adults, eight DUI classes per week, prevention activities via zoom (and in person); salaries for three student youth leaders to facilitate intervention and prevention services. They were able to retool their program to virtual during the pandemic, and provide staff with PPE for on-site services.

Seaside Aquatics used grant funds to support the Seaside High School swim team.

Students were awarded a scholarship to subsidise their fees. They provided 24 scholarships during the grant period.

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Item No. 9.A. Page 3 of 3
Data Reports
Successful applicants were required to submit quarterly reports to the City of Seaside (attached). This included descriptions of special events, significant activities, and major accomplishments, and quantitative information on the number of service hours, participants served, people completing or leaving the program, and other information as needed. During the contract period, 2,604 people received services through our partners with support from the Community Social Services Grant.

Program challenges
The programs faced many challenges while trying to provide services during the Covid 19 pandemic. Programs that were designed to be hosted in person had to be re-tooled to become virtual, they had to purchase PPE for staff and program participants to keep everyone safe, and work with limited staff who became ill and weren't able to work.

They work with our seniors, teens, assisted youth and families with wrap around services to ensure that families were fed, had access to the internet to do homework, and could pay for their utilities and rent.

Conclusion
The CSS Grant program's first year was successful and provided services despite the challenges presented with the Covid 19 pandemic.

FISCAL IMPACT
$320,000 awarded in FY 20/21.

ATTACHMENTS

1. CSS Grant Progress Report Template

2. CHS Q 1-4 Progress Reports

3. VP Q1-4 Grant Progress Reports

4. CPY Q1-4 Grant Progress Reports

5. MOW Q1-4 Grant Progress Reports

6. SSC Q1 -4 Progress reports

7. Seaside Aquatics Q1-4 Progress Report
Reviewed for Submission to the City Council by:
__________________________________
Roberta Greathouse, Acting City Manager
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Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 4, email Ashley if you need an extension**
Grantee Name: ___________________ Project Title: __________________ Reporting Period: _________________ Award Total: __________________ Report Narrative: Please submit a brief narrative on the program goals and objectives for your program. Please answer the report questions and discuss your accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Report Questions:
1) In relation to the overall budget, are grant funds being expended as planned and on schedule? ☐ Yes ☐ No
2) If no, explain why and describe the plan to correct it. 3) In relation to the overall grant budget, are match funds being expended as planned and on schedule? ☐ Yes ☐ No
4) If no, explain why and describe the plan to correct it.

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Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 4, email Ashley if you need an extension**
5) Are all grant-funded positions filled (includes the lead agency and any contracted agencies)? ☐ Yes ☐ No
6) If no, which grant-funded positions are unfilled, why, and what is the timeline to fill them? 7) How did your project ensure services are provided to the target population, as specified in the original proposal?
8) What quality assurance methods are in place to ensure all programs/services are delivered as intended and with fidelity to the approaches described in the original proposal?
9) Describe at least one grant-funded accomplishment during this reporting period. 10) Describe any significant grant-funded activities occurring in the next reporting period (e.g. trainings, community events, etc.).

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Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 4, email Ashley if you need an extension**
Demographic Breakdown (Provide the TOTAL number of new unduplicated participants who received first time services funded by this grant program for this reporting period) Total number of participants for reporting period: ______ Age & Gender
0-10
11-16
16-21
22 – 44
45 and older
Female
Male
Non Binary / Third Gender
Prefer to Self Define
Prefer not to State
Ethnic origin, ethnicity or Race
Provide the total number of new unduplicated participants who identify as a single ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who identify as have multi-ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who declined to state their ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants with unknown ethnic origin, ethnicity or race that received first time services this reporting period:

Single Race Breakdown
Black or African American
Hispanic, Latino or Spanish
White
American Indian or Native Alaskan
Asian
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
Some other ethnic origin, ethnicity or race
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Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 4, email Ashley if you need an extension**
Invoice / Quarterly Reporting Period Due Date
**Program Starts** November 1, 2020
1st Quarter Invoice Submission November 9th, 2020
(November, December, January)
1st Quarter back up documentation February 8th, 2021
1st Quarter Report submission
2nd Quarter Invoice Submission
(February, March, April)
Status Report to Council April 2020 (specific date TBD) 2nd Quarter back up documentation May 10th, 2021
2nd Quarter Report submission
3rd Quarter Invoice Submission
(May, June, July)
3rd Quarter back up documentation August 9th, 2021
3rd Quarter report submission
4th Quarter Invoice Submission
(August, September, October)
4th Quarter back up documentation November 8th, 2021
4th Quarter report submission (final)
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Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 4, email Ashley if you need an extension**
Invoice Submission Guidelines
 Follow up documentation must be provided to show how grant funding was spent, including the 10% match.
 Please send an invoice with supporting documentation to [email protected]  The invoice detailing spending must be written on your organizations letterhead.  Please be sure to note which billing cycle your documentation is supporting, i.e.

November 1, – December 31, 2020.
 Be sure to include your CSS grant reimbursement total on your invoice.  Be sure to include your match funds total on your invoice. Specifying whether it’s a cash match or in kind match per your contract agreement.
 Attach all receipts, supporting documentation and proof of your expenses, i.e. employee pay stubs, grocery receipts for your CSS program.
 Please include the name/ title and signature of the person submitting the invoice.

Quarterly Report Submission Guidelines
Please complete the progress report template, fully answering questions regarding program accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

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Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Project Information
Grantee Name: Community Human Services Project Title: Seaside Family Services Ctr.

Reporting Period: _________________ Award Total: $50,000 Submission Date: _________________ Amount invoiced to date: ______________ Report Prepared by: _______________ Email / Phone: ______________________ Report Narrative: Please submit a brief narrative on the program goals and objectives for your program. Please answer the report questions and discuss your accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

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Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Report Questions:
1) In relation to the overall budget, are grant funds being expended as planned and on schedule? ☐ Yes ☐ No
2) If no, explain why and describe the plan to correct it. 3) In relation to the overall grant budget, are match funds being expended as planned and on schedule? ☐ Yes ☐ No
4) If no, explain why and describe the plan to correct it. 5) Are all grant-funded positions filled (includes the lead agency and any contracted agencies)? ☐ Yes ☐ No
6) If no, which grant-funded positions are unfilled, why, and what is the timeline to fill them? Packet Page 278
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Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
7) How did your project ensure services are provided to the target population, as specified in the original proposal?
8) What quality assurance methods are in place to ensure all programs/services are delivered as intended and with fidelity to the approaches described in the original proposal?
9) Describe at least one grant-funded accomplishment during this reporting period.

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Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
10) Describe any significant grant-funded activities occurring in the next reporting period (e.g. trainings, community events, etc.).

Demographic Breakdown (Provide the TOTAL number of new unduplicated participants who received first time services funded by this grant program for this reporting period) Total number of participants for reporting period: ______ Age & Gender
0-10
11-16
16-21
22 – 44
45 and older
Female
Male
Non Binary / Third Gender
Prefer to Self Define
Prefer not to State
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1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Ethnic origin, ethnicity or Race
Provide the total number of new unduplicated participants who identify as a single ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who identify as have multi-ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who declined to state their ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants with unknown ethnic origin, ethnicity or race that received first time services this reporting period:

Single Race Breakdown
Black or African American
Hispanic, Latino or Spanish
White
American Indian or Native Alaskan
Asian
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
Some other ethnic origin, ethnicity or race
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Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice / Quarterly Reporting Period Due Date
**Program Starts** November 1, 2020
1st Quarter Invoice Submission November 9th, 2020
(November, December, January)
1st Quarter back up documentation February 8th, 2021
1st Quarter Report submission
2nd Quarter Invoice Submission
(February, March, April)
Status Report to Council April 2020 (specific date TBD) 2nd Quarter back up documentation May 10th, 2021
2nd Quarter Report submission
3rd Quarter Invoice Submission
(May, June, July)
3rd Quarter back up documentation August 9th, 2021
3rd Quarter report submission
4th Quarter Invoice Submission
(August, September, October)
4th Quarter back up documentation November 8th, 2021
4th Quarter report submission (final)
Packet Page 282
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice Submission Guidelines
• Follow up documentation must be provided to show how grant funding was spent, including the 10% match.
• Please send an invoice with supporting documentation to [email protected] • The invoice detailing spending must be written on your organizations letterhead. • Please be sure to note which billing cycle your documentation is supporting, i.e.

November 1, – December 31, 2020.
• Be sure to include your CSS grant reimbursement total on your invoice. • Be sure to include your match funds total on your invoice. Specifying whether it’s a cash match or in kind match per your contract agreement.

• Attach all receipts, supporting documentation and proof of your expenses, i.e. employee pay stubs, grocery receipts for your CSS program.
• Please include the name/ title and signature of the person submitting the invoice.

Quarterly Report Submission Guidelines
Please complete the progress report template, fully answering questions regarding program accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 283
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Project Information
Grantee Name: Community Human Services Project Title: Seaside Family Services Ctr.

Reporting Period: _________________ Award Total: $50,000 Submission Date: _________________ Amount invoiced to date: ______________ Report Prepared by: _______________ Email / Phone: ______________________ Report Narrative: Please submit a brief narrative on the program goals and objectives for your program. Please answer the report questions and discuss your accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 284
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Report Questions:
1) In relation to the overall budget, are grant funds being expended as planned and on schedule? ☐ Yes ☐ No
2) If no, explain why and describe the plan to correct it. 3) In relation to the overall grant budget, are match funds being expended as planned and on schedule? ☐ Yes ☐ No
4) If no, explain why and describe the plan to correct it. 5) Are all grant-funded positions filled (includes the lead agency and any contracted agencies)? ☐ Yes ☐ No
6) If no, which grant-funded positions are unfilled, why, and what is the timeline to fill them? Packet Page 285
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
7) How did your project ensure services are provided to the target population, as specified in the original proposal?
8) What quality assurance methods are in place to ensure all programs/services are delivered as intended and with fidelity to the approaches described in the original proposal?
9) Describe at least one grant-funded accomplishment during this reporting period.

Packet Page 286
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
10) Describe any significant grant-funded activities occurring in the next reporting period (e.g. trainings, community events, etc.).

Demographic Breakdown (Provide the TOTAL number of new unduplicated participants who received first time services funded by this grant program for this reporting period) Total number of participants for reporting period: ______ Age & Gender
0-10
11-16
16-21
22 – 44
45 and older
Female
Male
Non Binary / Third Gender
Prefer to Self Define
Prefer not to State
Packet Page 287
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Ethnic origin, ethnicity or Race
Provide the total number of new unduplicated participants who identify as a single ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who identify as have multi-ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who declined to state their ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants with unknown ethnic origin, ethnicity or race that received first time services this reporting period:

Single Race Breakdown
Black or African American
Hispanic, Latino or Spanish
White
American Indian or Native Alaskan
Asian
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
Some other ethnic origin, ethnicity or race
Packet Page 288
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice / Quarterly Reporting Period Due Date
**Program Starts** November 1, 2020
1st Quarter Invoice Submission November 9th, 2020
(November, December, January)
1st Quarter back up documentation February 8th, 2021
1st Quarter Report submission
2nd Quarter Invoice Submission
(February, March, April)
Status Report to Council April 2020 (specific date TBD) 2nd Quarter back up documentation May 10th, 2021
2nd Quarter Report submission
3rd Quarter Invoice Submission
(May, June, July)
3rd Quarter back up documentation August 9th, 2021
3rd Quarter report submission
4th Quarter Invoice Submission
(August, September, October)
4th Quarter back up documentation November 8th, 2021
4th Quarter report submission (final)
Packet Page 289
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice Submission Guidelines
• Follow up documentation must be provided to show how grant funding was spent, including the 10% match.
• Please send an invoice with supporting documentation to [email protected] • The invoice detailing spending must be written on your organizations letterhead. • Please be sure to note which billing cycle your documentation is supporting, i.e.

November 1, – December 31, 2020.
• Be sure to include your CSS grant reimbursement total on your invoice. • Be sure to include your match funds total on your invoice. Specifying whether it’s a cash match or in kind match per your contract agreement.

• Attach all receipts, supporting documentation and proof of your expenses, i.e. employee pay stubs, grocery receipts for your CSS program.
• Please include the name/ title and signature of the person submitting the invoice.

Quarterly Report Submission Guidelines
Please complete the progress report template, fully answering questions regarding program accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 290
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Project Information
Grantee Name: Community Human Services Project Title: Seaside Family Services Ctr.

Reporting Period: _________________ Award Total: $50,000 Submission Date: _________________ Amount invoiced to date: ______________ Report Prepared by: _______________ Email / Phone: ______________________ Report Narrative: Please submit a brief narrative on the program goals and objectives for your program. Please answer the report questions and discuss your accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 291
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Report Questions:
1) In relation to the overall budget, are grant funds being expended as planned and on schedule? ☐ Yes ☐ No
2) If no, explain why and describe the plan to correct it. 3) In relation to the overall grant budget, are match funds being expended as planned and on schedule? ☐ Yes ☐ No
4) If no, explain why and describe the plan to correct it. 5) Are all grant-funded positions filled (includes the lead agency and any contracted agencies)? ☐ Yes ☐ No
6) If no, which grant-funded positions are unfilled, why, and what is the timeline to fill them? Packet Page 292
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
7) How did your project ensure services are provided to the target population, as specified in the original proposal?
8) What quality assurance methods are in place to ensure all programs/services are delivered as intended and with fidelity to the approaches described in the original proposal?
9) Describe at least one grant-funded accomplishment during this reporting period.

Packet Page 293
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
10) Describe any significant grant-funded activities occurring in the next reporting period (e.g. trainings, community events, etc.).

Demographic Breakdown (Provide the TOTAL number of new unduplicated participants who received first time services funded by this grant program for this reporting period) Total number of participants for reporting period: ______ Age & Gender
0-10
11-16
16-21
22 – 44
45 and older
Female
Male
Non Binary / Third Gender
Prefer to Self Define
Prefer not to State
Packet Page 294
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Ethnic origin, ethnicity or Race
Provide the total number of new unduplicated participants who identify as a single ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who identify as have multi-ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who declined to state their ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants with unknown ethnic origin, ethnicity or race that received first time services this reporting period:

Single Race Breakdown
Black or African American
Hispanic, Latino or Spanish
White
American Indian or Native Alaskan
Asian
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
Some other ethnic origin, ethnicity or race
Packet Page 295
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice / Quarterly Reporting Period Due Date
**Program Starts** November 1, 2020
1st Quarter Invoice Submission November 9th, 2020
(November, December, January)
1st Quarter back up documentation February 8th, 2021
1st Quarter Report submission
2nd Quarter Invoice Submission
(February, March, April)
Status Report to Council April 2020 (specific date TBD) 2nd Quarter back up documentation May 10th, 2021
2nd Quarter Report submission
3rd Quarter Invoice Submission
(May, June, July)
3rd Quarter back up documentation August 9th, 2021
3rd Quarter report submission
4th Quarter Invoice Submission
(August, September, October)
4th Quarter back up documentation November 8th, 2021
4th Quarter report submission (final)
Packet Page 296
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice Submission Guidelines
• Follow up documentation must be provided to show how grant funding was spent, including the 10% match.
• Please send an invoice with supporting documentation to [email protected] • The invoice detailing spending must be written on your organizations letterhead. • Please be sure to note which billing cycle your documentation is supporting, i.e.

November 1, – December 31, 2020.
• Be sure to include your CSS grant reimbursement total on your invoice. • Be sure to include your match funds total on your invoice. Specifying whether it’s a cash match or in kind match per your contract agreement.

• Attach all receipts, supporting documentation and proof of your expenses, i.e. employee pay stubs, grocery receipts for your CSS program.
• Please include the name/ title and signature of the person submitting the invoice.

Quarterly Report Submission Guidelines
Please complete the progress report template, fully answering questions regarding program accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 297
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Project Information
Grantee Name: Community Human Services Project Title: Seaside Family Services Ctr.

Reporting Period: _________________ Award Total: $50,000 Submission Date: _________________ Amount invoiced to date: ______________ Report Prepared by: _______________ Email / Phone: ______________________ Report Narrative: Please submit a brief narrative on the program goals and objectives for your program. Please answer the report questions and discuss your accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 298
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Report Questions:
1) In relation to the overall budget, are grant funds being expended as planned and on schedule? ☐ Yes ☐ No
2) If no, explain why and describe the plan to correct it. 3) In relation to the overall grant budget, are match funds being expended as planned and on schedule? ☐ Yes ☐ No
4) If no, explain why and describe the plan to correct it. 5) Are all grant-funded positions filled (includes the lead agency and any contracted agencies)? ☐ Yes ☐ No
6) If no, which grant-funded positions are unfilled, why, and what is the timeline to fill them? Packet Page 299
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
7) How did your project ensure services are provided to the target population, as specified in the original proposal?
8) What quality assurance methods are in place to ensure all programs/services are delivered as intended and with fidelity to the approaches described in the original proposal?
9) Describe at least one grant-funded accomplishment during this reporting period.

Packet Page 300
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
10) Describe any significant grant-funded activities occurring in the next reporting period (e.g. trainings, community events, etc.).

Demographic Breakdown (Provide the TOTAL number of new unduplicated participants who received first time services funded by this grant program for this reporting period) Total number of participants for reporting period: ______ Age & Gender
0-10
11-16
16-21
22 – 44
45 and older
Female
Male
Non Binary / Third Gender
Prefer to Self Define
Prefer not to State
Packet Page 301
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Ethnic origin, ethnicity or Race
Provide the total number of new unduplicated participants who identify as a single ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who identify as have multi-ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who declined to state their ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants with unknown ethnic origin, ethnicity or race that received first time services this reporting period:

Single Race Breakdown
Black or African American
Hispanic, Latino or Spanish
White
American Indian or Native Alaskan
Asian
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
Some other ethnic origin, ethnicity or race
Packet Page 302
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice / Quarterly Reporting Period Due Date
**Program Starts** November 1, 2020
1st Quarter Invoice Submission November 9th, 2020
(November, December, January)
1st Quarter back up documentation February 8th, 2021
1st Quarter Report submission
2nd Quarter Invoice Submission
(February, March, April)
Status Report to Council April 2020 (specific date TBD) 2nd Quarter back up documentation May 10th, 2021
2nd Quarter Report submission
3rd Quarter Invoice Submission
(May, June, July)
3rd Quarter back up documentation August 9th, 2021
3rd Quarter report submission
4th Quarter Invoice Submission
(August, September, October)
4th Quarter back up documentation November 8th, 2021
4th Quarter report submission (final)
Packet Page 303
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice Submission Guidelines
• Follow up documentation must be provided to show how grant funding was spent, including the 10% match.
• Please send an invoice with supporting documentation to [email protected] • The invoice detailing spending must be written on your organizations letterhead. • Please be sure to note which billing cycle your documentation is supporting, i.e.

November 1, – December 31, 2020.
• Be sure to include your CSS grant reimbursement total on your invoice. • Be sure to include your match funds total on your invoice. Specifying whether it’s a cash match or in kind match per your contract agreement.

• Attach all receipts, supporting documentation and proof of your expenses, i.e. employee pay stubs, grocery receipts for your CSS program.
• Please include the name/ title and signature of the person submitting the invoice.

Quarterly Report Submission Guidelines
Please complete the progress report template, fully answering questions regarding program accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 304
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Project Information
Grantee Name: The Village Project Project Title: Youth Intervention/ Counseling Reporting Period: _________________ Award Total: $116,820 Submission Date: _________________ Amount invoiced to date: ______________ Report Prepared by: _______________ Email / Phone: ______________________ Report Narrative: Please submit a brief narrative on the program goals and objectives for your program. Please answer the report questions and discuss your accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 305
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Report Questions:
1) In relation to the overall budget, are grant funds being expended as planned and on schedule? ☐ Yes ☐ No
2) If no, explain why and describe the plan to correct it. 3) In relation to the overall grant budget, are match funds being expended as planned and on schedule? ☐ Yes ☐ No
4) If no, explain why and describe the plan to correct it. 5) Are all grant-funded positions filled (includes the lead agency and any contracted agencies)? ☐ Yes ☐ No
6) If no, which grant-funded positions are unfilled, why, and what is the timeline to fill them? Packet Page 306
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
7) How did your project ensure services are provided to the target population, as specified in the original proposal?
8) What quality assurance methods are in place to ensure all programs/services are delivered as intended and with fidelity to the approaches described in the original proposal?
9) Describe at least one grant-funded accomplishment during this reporting period.

Packet Page 307
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
10) Describe any significant grant-funded activities occurring in the next reporting period (e.g. trainings, community events, etc.).

Demographic Breakdown (Provide the TOTAL number of new unduplicated participants who received first time services funded by this grant program for this reporting period) Total number of participants for reporting period: ______ Age & Gender
0-10
11-16
16-21
22 – 44
45 and older
Female
Male
Non Binary / Third Gender
Prefer to Self Define
Prefer not to State
Packet Page 308
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Ethnic origin, ethnicity or Race
Provide the total number of new unduplicated participants who identify as a single ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who identify as have multi-ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who declined to state their ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants with unknown ethnic origin, ethnicity or race that received first time services this reporting period:

Single Race Breakdown
Black or African American
Hispanic, Latino or Spanish
White
American Indian or Native Alaskan
Asian
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
Some other ethnic origin, ethnicity or race
Packet Page 309
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice / Quarterly Reporting Period Due Date
**Program Starts** November 1, 2020
1st Quarter Invoice Submission November 9th, 2020
(November, December, January)
1st Quarter back up documentation February 8th, 2021
1st Quarter Report submission
2nd Quarter Invoice Submission
(February, March, April)
Status Report to Council April 2020 (specific date TBD) 2nd Quarter back up documentation May 10th, 2021
2nd Quarter Report submission
3rd Quarter Invoice Submission
(May, June, July)
3rd Quarter back up documentation August 9th, 2021
3rd Quarter report submission
4th Quarter Invoice Submission
(August, September, October)
4th Quarter back up documentation November 8th, 2021
4th Quarter report submission (final)
Packet Page 310
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice Submission Guidelines
• Follow up documentation must be provided to show how grant funding was spent, including the 10% match.
• Please send an invoice with supporting documentation to [email protected] • The invoice detailing spending must be written on your organizations letterhead. • Please be sure to note which billing cycle your documentation is supporting, i.e.

November 1, – December 31, 2020.
• Be sure to include your CSS grant reimbursement total on your invoice. • Be sure to include your match funds total on your invoice. Specifying whether it’s a cash match or in kind match per your contract agreement.
• Attach all receipts, supporting documentation and proof of your expenses, i.e. employee pay stubs, grocery receipts for your CSS program.
• Please include the name/ title and signature of the person submitting the invoice.

Quarterly Report Submission Guidelines
Please complete the progress report template, fully answering questions regarding program accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 311
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Project Information
Grantee Name: The Village Project Project Title: Youth Intervention/ Counseling Reporting Period: _________________ Award Total: $116,820 Submission Date: _________________ Amount invoiced to date: ______________ Report Prepared by: _______________ Email / Phone: ______________________ Report Narrative: Please submit a brief narrative on the program goals and objectives for your program. Please answer the report questions and discuss your accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 312
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Report Questions:
1) In relation to the overall budget, are grant funds being expended as planned and on schedule? ☐ Yes ☐ No
2) If no, explain why and describe the plan to correct it. 3) In relation to the overall grant budget, are match funds being expended as planned and on schedule? ☐ Yes ☐ No
4) If no, explain why and describe the plan to correct it. 5) Are all grant-funded positions filled (includes the lead agency and any contracted agencies)? ☐ Yes ☐ No
6) If no, which grant-funded positions are unfilled, why, and what is the timeline to fill them? Packet Page 313
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
7) How did your project ensure services are provided to the target population, as specified in the original proposal?
8) What quality assurance methods are in place to ensure all programs/services are delivered as intended and with fidelity to the approaches described in the original proposal?
9) Describe at least one grant-funded accomplishment during this reporting period.

Packet Page 314
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
10) Describe any significant grant-funded activities occurring in the next reporting period (e.g. trainings, community events, etc.).

Demographic Breakdown (Provide the TOTAL number of new unduplicated participants who received first time services funded by this grant program for this reporting period) Total number of participants for reporting period: ______ Age & Gender
0-10
11-16
16-21
22 – 44
45 and older
Female
Male
Non Binary / Third Gender
Prefer to Self Define
Prefer not to State
Packet Page 315
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Ethnic origin, ethnicity or Race
Provide the total number of new unduplicated participants who identify as a single ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who identify as have multi-ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who declined to state their ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants with unknown ethnic origin, ethnicity or race that received first time services this reporting period:

Single Race Breakdown
Black or African American
Hispanic, Latino or Spanish
White
American Indian or Native Alaskan
Asian
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
Some other ethnic origin, ethnicity or race
Packet Page 316
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice / Quarterly Reporting Period Due Date
**Program Starts** November 1, 2020
1st Quarter Invoice Submission November 9th, 2020
(November, December, January)
1st Quarter back up documentation February 8th, 2021
1st Quarter Report submission
2nd Quarter Invoice Submission
(February, March, April)
Status Report to Council April 2020 (specific date TBD) 2nd Quarter back up documentation May 10th, 2021
2nd Quarter Report submission
3rd Quarter Invoice Submission
(May, June, July)
3rd Quarter back up documentation August 9th, 2021
3rd Quarter report submission
4th Quarter Invoice Submission
(August, September, October)
4th Quarter back up documentation November 8th, 2021
4th Quarter report submission (final)
Packet Page 317
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice Submission Guidelines
• Follow up documentation must be provided to show how grant funding was spent, including the 10% match.
• Please send an invoice with supporting documentation to [email protected] • The invoice detailing spending must be written on your organizations letterhead. • Please be sure to note which billing cycle your documentation is supporting, i.e.

November 1, – December 31, 2020.
• Be sure to include your CSS grant reimbursement total on your invoice. • Be sure to include your match funds total on your invoice. Specifying whether it’s a cash match or in kind match per your contract agreement.
• Attach all receipts, supporting documentation and proof of your expenses, i.e. employee pay stubs, grocery receipts for your CSS program.
• Please include the name/ title and signature of the person submitting the invoice.

Quarterly Report Submission Guidelines
Please complete the progress report template, fully answering questions regarding program accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 318
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Project Information
Grantee Name: The Village Project Project Title: Youth Intervention/ Counseling Reporting Period: _________________ Award Total: $116,820 Submission Date: _________________ Amount invoiced to date: ______________ Report Prepared by: _______________ Email / Phone: ______________________ Report Narrative: Please submit a brief narrative on the program goals and objectives for your program. Please answer the report questions and discuss your accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 319
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Report Questions:
1) In relation to the overall budget, are grant funds being expended as planned and on schedule? ☐ Yes ☐ No
2) If no, explain why and describe the plan to correct it. 3) In relation to the overall grant budget, are match funds being expended as planned and on schedule? ☐ Yes ☐ No
4) If no, explain why and describe the plan to correct it. 5) Are all grant-funded positions filled (includes the lead agency and any contracted agencies)? ☐ Yes ☐ No
6) If no, which grant-funded positions are unfilled, why, and what is the timeline to fill them? Packet Page 320
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
7) How did your project ensure services are provided to the target population, as specified in the original proposal?
8) What quality assurance methods are in place to ensure all programs/services are delivered as intended and with fidelity to the approaches described in the original proposal?
9) Describe at least one grant-funded accomplishment during this reporting period.

Packet Page 321
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
10) Describe any significant grant-funded activities occurring in the next reporting period (e.g. trainings, community events, etc.).

Demographic Breakdown (Provide the TOTAL number of new unduplicated participants who received first time services funded by this grant program for this reporting period) Total number of participants for reporting period: ______ Age & Gender
0-10
11-16
16-21
22 – 44
45 and older
Female
Male
Non Binary / Third Gender
Prefer to Self Define
Prefer not to State
Packet Page 322
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Ethnic origin, ethnicity or Race
Provide the total number of new unduplicated participants who identify as a single ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who identify as have multi-ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who declined to state their ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants with unknown ethnic origin, ethnicity or race that received first time services this reporting period:

Single Race Breakdown
Black or African American
Hispanic, Latino or Spanish
White
American Indian or Native Alaskan
Asian
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
Some other ethnic origin, ethnicity or race
Packet Page 323
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice / Quarterly Reporting Period Due Date
**Program Starts** November 1, 2020
1st Quarter Invoice Submission November 9th, 2020
(November, December, January)
1st Quarter back up documentation February 8th, 2021
1st Quarter Report submission
2nd Quarter Invoice Submission
(February, March, April)
Status Report to Council April 2020 (specific date TBD) 2nd Quarter back up documentation May 10th, 2021
2nd Quarter Report submission
3rd Quarter Invoice Submission
(May, June, July)
3rd Quarter back up documentation August 9th, 2021
3rd Quarter report submission
4th Quarter Invoice Submission
(August, September, October)
4th Quarter back up documentation November 8th, 2021
4th Quarter report submission (final)
Packet Page 324
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice Submission Guidelines
• Follow up documentation must be provided to show how grant funding was spent, including the 10% match.
• Please send an invoice with supporting documentation to [email protected] • The invoice detailing spending must be written on your organizations letterhead. • Please be sure to note which billing cycle your documentation is supporting, i.e.

November 1, – December 31, 2020.
• Be sure to include your CSS grant reimbursement total on your invoice. • Be sure to include your match funds total on your invoice. Specifying whether it’s a cash match or in kind match per your contract agreement.
• Attach all receipts, supporting documentation and proof of your expenses, i.e. employee pay stubs, grocery receipts for your CSS program.
• Please include the name/ title and signature of the person submitting the invoice.

Quarterly Report Submission Guidelines
Please complete the progress report template, fully answering questions regarding program accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 325
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Project Information
Grantee Name: The Village Project Project Title: Youth Intervention/ Counseling Reporting Period: _________________ Award Total: $116,820 Submission Date: _________________ Amount invoiced to date: ______________ Report Prepared by: _______________ Email / Phone: ______________________ Report Narrative: Please submit a brief narrative on the program goals and objectives for your program. Please answer the report questions and discuss your accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 326
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Report Questions:
1) In relation to the overall budget, are grant funds being expended as planned and on schedule? ☐ Yes ☐ No
2) If no, explain why and describe the plan to correct it. 3) In relation to the overall grant budget, are match funds being expended as planned and on schedule? ☐ Yes ☐ No
4) If no, explain why and describe the plan to correct it. 5) Are all grant-funded positions filled (includes the lead agency and any contracted agencies)? ☐ Yes ☐ No
6) If no, which grant-funded positions are unfilled, why, and what is the timeline to fill them? Packet Page 327
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
7) How did your project ensure services are provided to the target population, as specified in the original proposal?
8) What quality assurance methods are in place to ensure all programs/services are delivered as intended and with fidelity to the approaches described in the original proposal?
9) Describe at least one grant-funded accomplishment during this reporting period.

Packet Page 328
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
10) Describe any significant grant-funded activities occurring in the next reporting period (e.g. trainings, community events, etc.).

Demographic Breakdown (Provide the TOTAL number of new unduplicated participants who received first time services funded by this grant program for this reporting period) Total number of participants for reporting period: ______ Age & Gender
0-10
11-16
16-21
22 – 44
45 and older
Female
Male
Non Binary / Third Gender
Prefer to Self Define
Prefer not to State
Packet Page 329
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Ethnic origin, ethnicity or Race
Provide the total number of new unduplicated participants who identify as a single ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who identify as have multi-ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who declined to state their ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants with unknown ethnic origin, ethnicity or race that received first time services this reporting period:

Single Race Breakdown
Black or African American
Hispanic, Latino or Spanish
White
American Indian or Native Alaskan
Asian
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
Some other ethnic origin, ethnicity or race
Packet Page 330
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice / Quarterly Reporting Period Due Date
**Program Starts** November 1, 2020
1st Quarter Invoice Submission November 9th, 2020
(November, December, January)
1st Quarter back up documentation February 8th, 2021
1st Quarter Report submission
2nd Quarter Invoice Submission
(February, March, April)
Status Report to Council April 2020 (specific date TBD) 2nd Quarter back up documentation May 10th, 2021
2nd Quarter Report submission
3rd Quarter Invoice Submission
(May, June, July)
3rd Quarter back up documentation August 9th, 2021
3rd Quarter report submission
4th Quarter Invoice Submission
(August, September, October)
4th Quarter back up documentation November 8th, 2021
4th Quarter report submission (final)
Packet Page 331
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice Submission Guidelines
• Follow up documentation must be provided to show how grant funding was spent, including the 10% match.
• Please send an invoice with supporting documentation to [email protected] • The invoice detailing spending must be written on your organizations letterhead. • Please be sure to note which billing cycle your documentation is supporting, i.e.

November 1, – December 31, 2020.
• Be sure to include your CSS grant reimbursement total on your invoice. • Be sure to include your match funds total on your invoice. Specifying whether it’s a cash match or in kind match per your contract agreement.
• Attach all receipts, supporting documentation and proof of your expenses, i.e. employee pay stubs, grocery receipts for your CSS program.
• Please include the name/ title and signature of the person submitting the invoice.

Quarterly Report Submission Guidelines
Please complete the progress report template, fully answering questions regarding program accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

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Packet Page 353
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Project Information
Grantee Name: Meals on Wheels Project Title: Home Delivered Meals Reporting Period: _________________ Award Total: $20,000 Submission Date: _________________ Amount invoiced to date: ______________ Report Prepared by: _______________ Email / Phone: ______________________ Report Narrative: Please submit a brief narrative on the program goals and objectives for your program. Please answer the report questions and discuss your accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 354
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Report Questions:
1) In relation to the overall budget, are grant funds being expended as planned and on schedule? ☐ Yes ☐ No
2) If no, explain why and describe the plan to correct it. 3) In relation to the overall grant budget, are match funds being expended as planned and on schedule? ☐ Yes ☐ No
4) If no, explain why and describe the plan to correct it. 5) Are all grant-funded positions filled (includes the lead agency and any contracted agencies)? ☐ Yes ☐ No
6) If no, which grant-funded positions are unfilled, why, and what is the timeline to fill them? Packet Page 355
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
7) How did your project ensure services are provided to the target population, as specified in the original proposal?
8) What quality assurance methods are in place to ensure all programs/services are delivered as intended and with fidelity to the approaches described in the original proposal?
9) Describe at least one grant-funded accomplishment during this reporting period.

Packet Page 356
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
10) Describe any significant grant-funded activities occurring in the next reporting period (e.g. trainings, community events, etc.).

Demographic Breakdown (Provide the TOTAL number of new unduplicated participants who received first time services funded by this grant program for this reporting period) Total number of participants for reporting period: ______ Age & Gender
0-10
11-16
16-21
22 – 44
45 and older
Female
Male
Non Binary / Third Gender
Prefer to Self Define
Prefer not to State
Packet Page 357
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Ethnic origin, ethnicity or Race
Provide the total number of new unduplicated participants who identify as a single ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who identify as have multi-ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who declined to state their ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants with unknown ethnic origin, ethnicity or race that received first time services this reporting period:

Single Race Breakdown
Black or African American
Hispanic, Latino or Spanish
White
American Indian or Native Alaskan
Asian
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
Some other ethnic origin, ethnicity or race
Packet Page 358
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice / Quarterly Reporting Period Due Date
**Program Starts** November 1, 2020
1st Quarter Invoice Submission November 9th, 2020
(November, December, January)
1st Quarter back up documentation February 8th, 2021
1st Quarter Report submission
2nd Quarter Invoice Submission
(February, March, April)
Status Report to Council April 2020 (specific date TBD) 2nd Quarter back up documentation May 10th, 2021
2nd Quarter Report submission
3rd Quarter Invoice Submission
(May, June, July)
3rd Quarter back up documentation August 9th, 2021
3rd Quarter report submission
4th Quarter Invoice Submission
(August, September, October)
4th Quarter back up documentation November 8th, 2021
4th Quarter report submission (final)
Packet Page 359
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice Submission Guidelines
• Follow up documentation must be provided to show how grant funding was spent, including the 10% match.
• Please send an invoice with supporting documentation to [email protected] • The invoice detailing spending must be written on your organizations letterhead. • Please be sure to note which billing cycle your documentation is supporting, i.e.

November 1, – December 31, 2020.
• Be sure to include your CSS grant reimbursement total on your invoice. • Be sure to include your match funds total on your invoice. Specifying whether it’s a cash match or in kind match per your contract agreement.
• Attach all receipts, supporting documentation and proof of your expenses, i.e. employee pay stubs, grocery receipts for your CSS program.
• Please include the name/ title and signature of the person submitting the invoice.

Quarterly Report Submission Guidelines
Please complete the progress report template, fully answering questions regarding program accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 360
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Project Information
Grantee Name: Meals on Wheels Project Title: Home Delivered Meals Reporting Period: _________________ Award Total: $20,000 Submission Date: _________________ Amount invoiced to date: ______________ Report Prepared by: _______________ Email / Phone: ______________________ Report Narrative: Please submit a brief narrative on the program goals and objectives for your program. Please answer the report questions and discuss your accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 361
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Report Questions:
1) In relation to the overall budget, are grant funds being expended as planned and on schedule? ☐ Yes ☐ No
2) If no, explain why and describe the plan to correct it. 3) In relation to the overall grant budget, are match funds being expended as planned and on schedule? ☐ Yes ☐ No
4) If no, explain why and describe the plan to correct it. 5) Are all grant-funded positions filled (includes the lead agency and any contracted agencies)? ☐ Yes ☐ No
6) If no, which grant-funded positions are unfilled, why, and what is the timeline to fill them? Packet Page 362
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
7) How did your project ensure services are provided to the target population, as specified in the original proposal?
8) What quality assurance methods are in place to ensure all programs/services are delivered as intended and with fidelity to the approaches described in the original proposal?
9) Describe at least one grant-funded accomplishment during this reporting period.

Packet Page 363
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
10) Describe any significant grant-funded activities occurring in the next reporting period (e.g. trainings, community events, etc.).

Demographic Breakdown (Provide the TOTAL number of new unduplicated participants who received first time services funded by this grant program for this reporting period) Total number of participants for reporting period: ______ Age & Gender
0-10
11-16
16-21
22 – 44
45 and older
Female
Male
Non Binary / Third Gender
Prefer to Self Define
Prefer not to State
Packet Page 364
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Ethnic origin, ethnicity or Race
Provide the total number of new unduplicated participants who identify as a single ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who identify as have multi-ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who declined to state their ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants with unknown ethnic origin, ethnicity or race that received first time services this reporting period:

Single Race Breakdown
Black or African American
Hispanic, Latino or Spanish
White
American Indian or Native Alaskan
Asian
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
Some other ethnic origin, ethnicity or race
Packet Page 365
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice / Quarterly Reporting Period Due Date
**Program Starts** November 1, 2020
1st Quarter Invoice Submission November 9th, 2020
(November, December, January)
1st Quarter back up documentation February 8th, 2021
1st Quarter Report submission
2nd Quarter Invoice Submission
(February, March, April)
Status Report to Council April 2020 (specific date TBD) 2nd Quarter back up documentation May 10th, 2021
2nd Quarter Report submission
3rd Quarter Invoice Submission
(May, June, July)
3rd Quarter back up documentation August 9th, 2021
3rd Quarter report submission
4th Quarter Invoice Submission
(August, September, October)
4th Quarter back up documentation November 8th, 2021
4th Quarter report submission (final)
Packet Page 366
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice Submission Guidelines
• Follow up documentation must be provided to show how grant funding was spent, including the 10% match.
• Please send an invoice with supporting documentation to [email protected] • The invoice detailing spending must be written on your organizations letterhead. • Please be sure to note which billing cycle your documentation is supporting, i.e.

November 1, – December 31, 2020.
• Be sure to include your CSS grant reimbursement total on your invoice. • Be sure to include your match funds total on your invoice. Specifying whether it’s a cash match or in kind match per your contract agreement.
• Attach all receipts, supporting documentation and proof of your expenses, i.e. employee pay stubs, grocery receipts for your CSS program.
• Please include the name/ title and signature of the person submitting the invoice.

Quarterly Report Submission Guidelines
Please complete the progress report template, fully answering questions regarding program accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 367
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Project Information
Grantee Name: Meals on Wheels Project Title: Home Delivered Meals Reporting Period: _________________ Award Total: $20,000 Submission Date: _________________ Amount invoiced to date: ______________ Report Prepared by: _______________ Email / Phone: ______________________ Report Narrative: Please submit a brief narrative on the program goals and objectives for your program. Please answer the report questions and discuss your accomplishments, challenges and special events. Include any pictures that Seaside can use for publication.

Packet Page 368
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Report Questions:
1) In relation to the overall budget, are grant funds being expended as planned and on schedule? ☐ Yes ☐ No
2) If no, explain why and describe the plan to correct it. 3) In relation to the overall grant budget, are match funds being expended as planned and on schedule? ☐ Yes ☐ No
4) If no, explain why and describe the plan to correct it. 5) Are all grant-funded positions filled (includes the lead agency and any contracted agencies)? ☐ Yes ☐ No
6) If no, which grant-funded positions are unfilled, why, and what is the timeline to fill them? Packet Page 369
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
7) How did your project ensure services are provided to the target population, as specified in the original proposal?
8) What quality assurance methods are in place to ensure all programs/services are delivered as intended and with fidelity to the approaches described in the original proposal?
9) Describe at least one grant-funded accomplishment during this reporting period.

Packet Page 370
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
10) Describe any significant grant-funded activities occurring in the next reporting period (e.g. trainings, community events, etc.).

Demographic Breakdown (Provide the TOTAL number of new unduplicated participants who received first time services funded by this grant program for this reporting period) Total number of participants for reporting period: ______ Age & Gender
0-10
11-16
16-21
22 – 44
45 and older
Female
Male
Non Binary / Third Gender
Prefer to Self Define
Prefer not to State
Packet Page 371
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Ethnic origin, ethnicity or Race
Provide the total number of new unduplicated participants who identify as a single ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who identify as have multi-ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants who declined to state their ethnic origin, ethnicity or race that received first time services this reporting period:

Provide the total number of new unduplicated participants with unknown ethnic origin, ethnicity or race that received first time services this reporting period:

Single Race Breakdown
Black or African American
Hispanic, Latino or Spanish
White
American Indian or Native Alaskan
Asian
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
Some other ethnic origin, ethnicity or race
Packet Page 372
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice / Quarterly Reporting Period Due Date
**Program Starts** November 1, 2020
1st Quarter Invoice Submission November 9th, 2020
(November, December, January)
1st Quarter back up documentation February 8th, 2021
1st Quarter Report submission
2nd Quarter Invoice Submission
(February, March, April)
Status Report to Council April 2020 (specific date TBD) 2nd Quarter back up documentation May 10th, 2021
2nd Quarter Report submission
3rd Quarter Invoice Submission
(May, June, July)
3rd Quarter back up documentation August 9th, 2021
3rd Quarter report submission
4th Quarter Invoice Submission
(August, September, October)
4th Quarter back up documentation November 8th, 2021
4th Quarter report submission (final)
Packet Page 373
1/26/21
Community Social Services Grant
Progress Reporting Template
** Please turn in your supporting invoices & Quarterly Reporting by the dates listed on page 6, email Ashley if you need an extension**
Invoice Submission Guidelines
• Follow up documentation must be provided to show how grant funding was spent, including the 10% match.
• Please send an invoice with supporting documentation to [email protected] • The invoice detailing spending must be written on your organizations letterhead. • Please be sure to note which billing cycle your documentation is supporting, i.e.

November 1, – December 31, 2020.
• Be sure to include your CSS grant reimbursement total on your invoice. • Be sure to include your match funds total on your invoice. Specifying whether it’s a cash match or in kind match per your contract agreement.
• Attach all receipts, supporting documentation and proof of your expenses, i.e. employee pay stubs, grocery receipts for your CSS program.
• Please include the name/ title and signature of the person submitting the invoice.