7. Questions: Will the City consider requiring the C-31 license for traffic control given that most of this work will take place on the public right of way? Answer: Yes, a C-31 contractor specializes in setting up and removing temporary traffic control for construction zones. All vendors are required to handle their own traffic control.
8. Questions: Does the City have a GPS tree inventory? If so, will an update be required upon the start of the contract?
Answer: No, the City does not have a GPS tree inventory.
9. Questions: Will the City require a mobile application for the urban forest management platform?
Answer: No, the City does not require a mobile application for the urban forest management platform.
10. Questions: For tree removals and tree planting, will the City mark the sites for Underground Service Alert?
Answer: No, the contractor will mark sites for Underground Service Alerts.
11. Questions: Are gas-powered blowers allowed in the City? Answer: As of now, there is no gas blower restriction in place.
12. Questions: Will tree planting be part of this project? If yes, how will this be charged? Answer: No, tree planting will not be a part of this project.
13. Questions: How much time will the City allow between Service Request Tree Pruning assignments and their completion?
Answer: The time limits for assignment and completion of projects will vary depending on the specific assignments.
14. Questions: Will there be a site provided for parking of vehicles & equipment and/or staging of materials?
Answer: No, there will be no site provided for parking of vehicles, equipment, and/or staging of materials.
15. Questions: Which firm had the most previous contract for tree maintenance? Answer: There were no firms that had a previous contract for tree maintenance.
16. Questions: Can the bidders obtain copy of the most previous Agreement including price schedule?
Answer: No, there is no previous Agreement to provide.
17. Questions: Does the City perform Grid Pruning, Pruning by Species, or by service request?
Answer: The City performs pruning by service request.
18. Questions: Is the Contractor required to collect a new inventory as part of this contract? Packet Page 199
Addendum #1
Citywide Tree Maintenance On-Call
Answer: No, the contractor is not required to collect a new inventory as part of this contract.
19. Questions: Will Park trees be included in this contract? Answer: Yes, Park trees will be included in this contract.
20. Questions: Are bidders allowed to include pricing for additional services that are not listed in the RFP?
Answer: No, bidders are not allowed to include pricing for additional services not listed in the RFP.
21. Questions: What are the annual averages for trees pruned, trees removed, emergency responses, Arborist reports, and plant health care being used over the last 3 years? Answer: This data does not exist.
22. Questions: Can the City provide a size breakdown by DBH of the trees in the City? Answer: This data does not exist.
23. Questions: What is anticipated budget? If there is no anticipated budget, what were the expenditures for the last calendar/fiscal year?
Answer: The anticipated budget is $100,000.
24. Questions: How is work scheduled throughout the year? Answer: Work is not scheduled throughout the year; work will be on an on-call basis.
25. Questions: Can the City provide examples of recently performed pruning that is done to your satisfaction?
Answer: The trees along Broadway Ave. are the most recent examples of pruning done to our satisfaction.
26. Questions: Can contractors trim or remove any tree they deem necessary? Answer: If a contractor determines that a tree requires removal and/or trimming, approval must be obtained by phone from the Public Works Superintendent and/or Field Supervisor prior to any work taking place.
27. Questions: Is the City interested in keeping some of the clean chips generated from this work to satisfy SB1383?
Answer: The City does not need to keep clean chips from this work to satisfy SB 1383.
28. Questions: Is there a current or incumbent contractor performing these services? If so, please provide the name of the incumbent contractor and how long they have held the contract. If there is no incumbent, please confirm whether this is the first time these services have been advertised or contracted
Answer: There is no current or incumbent contractor performing these services. This is the first time these services have been advertised.
Packet Page 200
Packet Page 201
Revised Addendum #1 Part II, Page 1
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT
CITY OF SEASIDE
PART II: PROPOSAL
BID SCHEDULE
Item
No. Description Approx. Quantity
Unit of
Measure
Unit
Cost Total
1 Mobilization and Demobilization 1 LS
2 Storm Water Compliance 1 LS
3 Traffic Control 1 LS
4 On-Staff International Society of Arboriculture
Certified Arborist with Tree Risk Assessment
Qualification
100 HR
5 On-Staff, On-Site NCCCO Certified Crane Operator 100 HR 6 On-Staff On-Site International Society of
Arboriculture Certified Arborist Foreman, Crew
Leader or Leadworker
1,500 HR
7 On-Staff On-Site I.S.A. Certified Tree Worker
Climbing Specialist 100 HR
8 Tree Climber Trimmer 100 HR
9 Tree Maintenance Worker 6,000 HR
10 Laborer 100 HR
11 Emergency Services—After Hours, Weekends, or
Holidays Hourly Rate Per Man 100 HR
12 DPR Licensed Pest Control Applicator 100 HR
13 Online database for work records and invoices 100 HR 14 5 Yard or larger Brush/Chipper Truck 100 HR
15 55 ft. or larger insulated Aerial Lift Truck for Tree Work 100 HR
16 95-100 ft. Aerial Lift Truck 100 HR
17 5 Yard or larger Dump Truck 100 HR
18 Skip Loader or Backhoe Loader 100 HR
19 Truck w/Roll Off Dump Box—10 to 40 Yard Capacity 100 HR 20 Disc Chipper Equivalent to 1800 Vermeer 100 HR
21 Disc Chipper Equivalent to BC-1000 Vermeer 100 HR
22 100+ ft. Crane, 15 Metric Ton Capacity with Bucket
Option 100 HR
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 202
Revised Addendum #1 Part II, Page 2
23 45 ft Crane, 6 Metric Ton Capacity 100 HR
24 Large, Medium, and Samll Stump Grinder 100 HR
25 Irrigation Water Truck, 300 Gal. Minimum 100 HR
BASIS OF AWARD
Award of contract, if any be made, shall be made to the Contractor with the lowest responsive responsible bid based on the Grand Total Bid (Items 1 through 25).
BID ITEM DESCRIPTIONS
This section covers details of individual items of the Bid Schedule to ensure that it is clear as to what is to be included in each item. The costs submitted with each item are to reflect the work to be completed under that bid item only. Payment of all the following items shall be for actual materials installed on the job and for actual work accomplished.
1. Mobilization and Demobilization
Measurement and payment for this item shall be on a lump sum (LS) basis. The lump sum cost shall pay for all the costs of mobilization and demobilization for items awarded. The work shall include, but not be limited to, preparatory and cleanup work necessary for performance of the work in accordance with the Standard Specifications, Plans and Specifications, and as directed by the Engineer. This item also includes the movement of construction personnel, equipment, supplies and incidentals to and from the project site, and all other work and operations, which must be incurred prior to the beginning of and after the end of construction work. This item shall also include obtaining bonds, insurance policies, licenses, and permits required by the contract documents, project meetings, coordination and all related administrative costs for this Project. Partial payment of this bid item shall be based on percent of this item completed and shall be contingent upon the Contractor’s furnishing and the City’s acceptance of:
1) the schedule of values, 2) the construction schedule, 3) Traffic Control Plans, 4) Quality Control Plan, 5) all submittals and shop drawings, 6) electrician certifications, 7) subcontractor’s Certificate of Good Faith Effort to hire local, and 8) fringe benefit summary statement. Also included in this bid item is maintaining the project site, regular cleanup and final cleanup, temporary fencing and staging area, if any.
2. Storm Water Compliance
Measurement and payment for this item shall be on a lump sum (LS) basis. The work shall include, but not be limited to, the furnishing of all labor, materials, tools, equipment and incidentals necessary for the implementation of the requirements under “Environmental/Pollution Prevention Requirements” of these Specifications and as directed by the Engineer. This work also includes compliance with all applicable rules, regulations, ordinances and statutes. Also included is providing and installing BMPs, proper maintenance and inspection of all BMPs installed for the project, removal of BMPs, and clean up and proper disposal of any environmental pollutants due to construction related activities.
3. Traffic Control
Measurement and payment for this item shall be on a lump sum (LS) basis. The work shall include, but not be limited to, the furnishing of all labor, materials, tools, equipment, and incidentals necessary to maintain pedestrian and/or vehicular traffic for public use during performance of the work, including all related construction area sign placement and maintenance. This work also includes the preparation, submittal and implementation of the traffic control plan(s), establishing traffic detour(s), traffic control device placement and maintenance, flagging, barriers, temporary drainage facilities, temporary access, temporary asphalt tapers, protection of adjacent existing improvements from damage or staining, removal of the detour(s) upon direction of the Engineer, and restoration of all areas affected by construction, maintenance, use, and removal of the detour in accordance with the Standard Specifications, Plans and Specifications, and as directed by the Engineer.
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 203
Revised Addendum #1 Part II, Page 3
4. On-Staff International Society of Arboriculture Certified Arborist with International Society of Arboriculture Tree Risk Assessment Qualification
Must be qualified and competent to perform tree health diagnosis, report writing, document review, etc. This work may not be subcontracted.
5. On-Staff On-Site NCCCO Certified Crane Operator
National Commission for the Certification of Crane Operators Certified Crane Operator. Must be onsite while crane work is performed. This work may not be subcontracted.
6. On-Staff On-site International Society of Arboriculture Certified Arborist Foreman, Crew Leader or Leadworker
Onsite working job supervisor with proof of status as an I.S.A. Certified Arborist. Must be on-site while all work is performed. This work may not be subcontracted.
7. On Staff On-Site I.S.A. Certified Tree Worker Climbing Specialist International Society of Arboriculture Certified Tree Worker trained and tested to climb and work in trees. An I.S.A. Tree Worker Climber Specialists must have the skill and endurance to climb trees, demonstrate high regard for safety, and be able to perform tree work off the ground. Tested in both a classroom setting and a field setting, candidates must have training in aerial rescue, CPR, and First Aid-- Must be on-site while work all is performed. This work may not be subcontracted.
8. Tree Climber Trimmer
Personnel qualified and competent to inspect, climb, prune, rig, and remove trees, and work from an aerial lift.
9. Tree Maintenance Worker
Personnel qualified and competent to perform tree maintenance duties from the ground and support the Tree Climber Trimmer.
10. Laborer
Personnel qualified and competent to perform basic work duties in support of tree maintenance efforts
11. Emergency Services--After Hours, Weekends, or Holidays—Hourly Rate Per Man Dedicated qualified competent personnel must be available for after-hours emergency work calls on weekdays, weekends, and holidays. Contractor must respond and be on-site with necessary personnel and equipment within 2 hours of notification by the City of emergency work
12. DPR Licensed Pest Control Applicator
California Department of Pesticide Regulation Pest Control Applicators identify invading pests and invasive plants and apply chemicals or other methods to prevent, control, eliminate pest problems.
13. Online Database for work records and invoices
Database must store all invoices and work records in the format outlined in Part IV Special Provisions. Records and invoices must be searchable and access shall be provided to any City staff deemed necessary by the Urban Forester. Records and invoices shall remain the property of the City of Monterey after the termination or expiration of the contract.
14. 5 Yard or larger Brush/Chipper Truck
Chipper dump trucks with at least 5 cubic yard capacity box and capable of towing a brush chipper.
15. 55 ft. or larger insulated Aerial Lift Trucks for Tree Work Truck mounted aerial man lift device designed and engineered for tree work capable of reaching 55 feet above ground.
16. 95-100 ft. Aerial Lift Truck
Truck mounted aerial man lift devices designed and engineered for tree work capable of reaching 95-100 feet above ground.
17. 5 Yard or larger Dump Truck
Dump truck with at least 5 cubic yard capacity bed.
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 204
Revised Addendum #1 Part II, Page 4
18. Skip Loader or Backhoe Loader
Front loader, backhoe loader, bobcat type loader capable of lifting at least 2000 lbs.
19. Truck w/Roll Off Dump Box—10 to 40 Yard Capacity
10 to 40 Yard capacity dump box to be transported by transport truck vehicle
20. Disc Chipper Equivalent to 1800 Vermeer
Large capacity brush chippers equivalent in power and capability to Vermeer Co. 1800
21. Disc Chipper Equivalent to BC-1000 Vermeer
Medium capacity brush chippers equivalent in power and capability to Vermeer Co. BC-1000
22. 100+ ft. Crane, 15 Metric Ton Capacity with Bucket Option Medium capacity crane with 100-foot reach to be operated by a NCCCO Certified Operator.
23. 45 ft Crane, 6 Metric Ton Capacity
Medium capacity crane with 45-foot reach to be operated by a NCCCO Operator
24. Large, Medium, and Small Stump Grinders
Stump grinders/cutters with capabilities to grind and remove large, medium, and small tree stumps and root masses
25. Irrigation Water Truck, 300 Gal. Minimum
Truck mounted tank with 300-gallon minimum capacity for watering trees and landscape plants
ANCILLARY ITEMS
Payment for any items that do not have instruction indicating where expenses for said items are to be accounted for are to be considered ancillary to the work and accounted for in every one of the lump sum or unit price items and no additional compensation will be allowed therefor.
LUMP SUM PRICE BREAKDOWN
Immediately after award of the contract, the contractor shall submit a cost breakdown list to the Engineer for all Lump Sum Bid items. The list shall consist of major elements of work that make up the item and shall be used for determining progress pay estimates.
BID CLARIFICATION
Pursuant to the provisions of the California Public Contract Code Section 20103.8, City reserves the option to award any or all the additive bid items in addition to the original contract after the lowest responsive responsible Bidder has been determined, should the City later obtain additional funding for additive alternatives not awarded with the original contract. For responsible bidder as it pertains to this contract, see Part I, Responsible Bidder.
Unit and lump sum prices shall be for items in place, as shown on the Plans, including all labor, materials, equipment, taxes, and incidentals necessary for a complete job.
Whenever unit prices are required and there is an incorrect extension thereof, the unit price correctly extended shall prevail and the total bid shall be corrected to reflect the correct extension.
The amount of work to be requested during the twelve-month contract period cannot be well defined at the outset. The bidder agrees to do the work on a Work Order basis in such increments and at such times and locations as will be defined in written requirements to be issued by the City as the need arises. The bidder agrees that the offer to do the work at the unit prices submitted with the bid schedule remains in effect for all written work requirements as herein described and issued by the City during the twelve-month period beginning with the fully executed contract date or until the exhaustion of the annual funding limit, whichever occurs first. No minimum annual dollar value of work is guaranteed by the City.
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 205
Revised Addendum #1 Part II, Page 5
The intent of this contract is to provide the City with a readily available work force for repairs to existing facilities and emergency repairs of any value up to the Contract limit, and for new construction on City projects of any value as the City deems appropriate. This contract does not give the Contractor exclusive rights to perform all work done by the City; certain projects will be sent for bid proposal throughout the term of the contract which may include this type of work.
Bids may be withdrawn through the City’s e-Procurement Portal, the responding firm may “unsubmit” their proposal in PlanetBids. After withdrawing a previously submitted proposal, the responding firm may submit another proposal at any time up to the deadline for submitting proposals prior to the bid opening. Bids may not be withdrawn for the time period specified in BID VALIDITY of Part I.
The Noncollusion Declaration and all other required forms listed on the City’s e-Procurement Portal shall be executed and submitted with the bid.
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 206
CONTRACT AGREEMENT
THIS AGREEMENT, dated this 17th day of September, 2026, by and between West Coast Arborists, Inc. whose place of business is located at 390 Martin Avenue, Santa Clara, CA 95050 (“Contractor”), and the City of Seaside (“Owner”), acting under and by virtue of the authority vested in Owner by the laws of the State of California.
WHEREAS, Owner, by its Resolution No. 2026-xx adopted on the 17th day of September, 2026 awarded to Contractor the following Contract:
CONTRACT NUMBER 26-XX
Tree Maintenance Work Order Contract
located at
Seaside City Hall
440 Harcourt Ave.
Seaside, CA 93955
NOW, THEREFORE, in consideration of the mutual covenants hereinafter set forth, Contractor and Owner agree as follows:
1. SCOPE OF WORK OF THE CONTRACT
A.
1. B.
2. Work of the Contract
Contractor shall complete all Work specified in the Contract Documents, in accordance with the Specifications, Drawings, and all other terms and conditions of the Contract Documents (Work).
Price for Completion of the Work
Owner shall pay Contractor Contract Sum(‘s) as defined in individual Work Orders and in accordance with the Specifications. Contract sums shall be based on the bid schedule. The Contract Sum of this contract cannot be well defined at the outset but will not exceed one hundred thousand dollars ($100,000) over a single calendar year. The contractor is not guaranteed any work, and the contract sum may be zero dollars ($0.00). The contract sum will be the cumulative amount of any individual On Call Work Orders issued throughout the year under this contract.
2. COMMENCEMENT AND COMPLETION OF WORK
A.
1. 2.
3. B.
1. 2.
3. Commencement of Work
The contract period shall be 1 year commencing on the date of the fully executed contract.
Commencement of individual Work Orders shall be in accordance with dates provided on that Work Order
No work shall commence on any individual Work Order after the Contract period expires.
Owner reserves the right to modify or alter the Commencement Date.
Completion of Work
Contractor shall achieve Substantial Completion of the entire contract within One year from the Commencement Date
Contractor shall achieve Substantial Completion of Individual Work Orders within the periods of time defined on individual Work Orders
Contractors shall have thirty (30) Working Days following substantial completion of the later of the contract or completion date of the last Work Order to achieve Final Completion.
3. PROJECT REPRESENTATIVES
A. Owner’s Project Manager
1. Owner has designated a Project Manager to act as Owner’s Representative in all matters relating FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 207
2. 3.
B.
1. to the Project.
City Manager shall have final authority over all matters pertaining to the Contract Documents and shall have sole authority to modify the Contract Documents on behalf of Owner, to accept work, and to make decisions or actions binding on Owner, and shall have sole signature authority on behalf of Owner.
Owner may assign all or part of the Project Manager’s rights, responsibilities and duties to a Construction Manager, or other Owner Representative.
Architect/Engineer
City of Seaside furnished the Plans and Specifications and shall have the rights assigned to Architect/Engineer in the Contract Documents for this contract. Individual Work Orders may have Plans and Specification developed by outside consultants and those consultants may have the rights assigned to Architect/Engineer for individual Work Orders under this Contract.
4. LIQUIDATED DAMAGES FOR DELAY IN COMPLETION OF WORK
A.
1. B.
1. 2.
Liquidated Damage Amounts
Unless otherwise defined in individual Work Orders, as liquidated damages for delay, the Contractor shall pay the Owner one thousand two hundred dollars (1,200.00) for each Day that expires after the time specified herein in the individual Work Orders for the Contractor to achieve substantial completion of the entire work, until achieved.
Scope of Liquidated Damages
Measures of liquidated damages shall apply cumulatively.
Limitations and stipulations regarding liquidated damages are set forth in Part IV Special Provisions.
5. CONTRACT DOCUMENTS
A.
B.
Contract documents consist of the following documents, including all changes, addenda, and modifications thereto:
Part I - Notice to Contractors
Part II – Proposal
Part III – General Provisions
Part IV – Special Provisions & Technical Specifications There are no contract documents other than those listed above. The contract documents may only be amended, modified or supplemented as provided by an approved Work Order amendment.
6. MISCELLANEOUS
A.
B.
C.
D.
Terms and abbreviations used in this agreement are defined in the general conditions and references and definitions and will have the meaning indicated therein.
It is understood and agreed that in no instance are the persons signing this agreement for or on behalf of owner or acting as an employee, agent, or representative of owner, liable on this agreement or any of the contract documents, or upon any warranty of authority, or otherwise, and it is further understood and agreed that liability of owner is limited and confined to such liability as authorized or imposed by the contract documents or applicable law.
In entering into a public works contract or a subcontract to supply goods, services or materials pursuant to a public works contract, contractor or subcontractor offers and agrees to assign to the awarding body all rights, title and interest in and to all causes of action it may have under section 4 of the clayton act (15 u.s.c. §15) or under the cartwright act (chapter 2 (commencing with §16700) of part 2 of division 7 of the business and professions code), arising from purchases of goods, services or materials pursuant to the public works contract or the subcontract. This assignment shall be made and become effective at the time owner tenders final payment to contractor, without further acknowledgment by the parties.
Copies of the general prevailing rates of per diem wages for each craft, classification, or type of worker needed to execute the contract, as determined by director of the state of California department of industrial relations, are deemed included in the contract documents and on file at FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 208
E.
F.
G.
owner’s office, and shall be made available to any interested party on request. Pursuant to California labor code §§ 1860 and 1861, in accordance with the provisions of section 3700 of the labor code, every contractor will be required to secure the payment of compensation to his/her employees. Contractor represents that it is aware of the provisions of section 3700 of the labor code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and contractor shall comply with such provisions before commencing the performance of the work of the contract documents.
During the term of this agreement, contractor warrants that it is currently registered with the department of industrial relations and qualified to perform public work consistent with labor code section 1725.5. Contractor further warrants that any subcontractors who are subject to public contract code section 4104, are registered and qualified to perform public work consistent with labor code section 1725.5.
This project is subject to compliance monitoring and enforcement by the department of industrial relations.
This agreement and the contract documents shall be deemed to have been entered into in the county of Monterey, state of California, and governed in all respects by California law (excluding choice of law rules). The exclusive venue for all disputes or litigation hereunder shall be in the superior court for the county of Monterey.
In witness whereof the parties have executed this agreement in quadruplicate the day and year first above written.
CONTRACTOR: West Coast Arborists
By: ______________________________
(Signature)
______________________________
(Print Name)
Its: _______________________________
Title (If Corporation: Chairman, President
or Vice President)
By: ______________________________
(Signature)
______________________________
(Name)
Its: _______________________________
Title (If Corporation: Secretary, Assistant
Secretary, Chief Financial Officer or
Assistant Treasurer
OWNER: The City of Seaside
By:
________________________
(Signature)
Greg McDanel,
City Manager
Attest:
_____________________
City Clerk Signature
Dominique Davis
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 P
a
r
t
I
Packet Page 209
Part III, Page 1
SAMPLE WORK ORDER
WORK ORDER PROCESS
1. Design
A. All project designs and scopes of work shall be developed by the Owner. Scopes of work will vary from full construction plans and specification, construction details and standard details, written scopes of work and focused drawings with details.
B. Contractors shall never for any reason develop the scope of work for On Call work that they will carry out.
2. Work Orders
A. Work orders at a minimum shall include:
1. 2.
3. 4.
5. 6.
7. 8.
9. The contract or legal agreement under which the Work Order is being issued, Date under which the overarching contract signed is issued.
A unique identifying project number containing the original contract number a hyphen and the chronological Work Order number in sequence.
A location of the work
A description of the work
Quantities and agreed price for work
Work order start and completion dates identifying the boundaries to the Period of Performance Signatures of the Contractor and City by persons with the legal authority to bid that entity.
Final Acceptance of work sign off and completion date
B. In the case of discrepancy or ambiguity in the Contract Documents, or between contract documents and Work Order scopes of work the Work Order shall prevail. However, in no account shall plans specifications or scopes of work included in Work Orders to this agreement ever excuse the contractor from performing work in accordance with the provision of the California building code, laws, ordinances other regulations.
C. Work orders shall act as a Notice to Proceed for individual projects, and no additional Notice to Proceed will be need.
3. Work Order Value
A. Work order values shall be based on quantities defined in each individual Work Orders scope of work multiplied by the unit prices provided in the contractors bid for each line item of the Bid Schedule.
1. 2.
3. Where unit prices are given for multiple volumes of the same item, the line-item value encompassing the total Work Order quantity for that item of work shall be used uniformly for all billing related to that item of work. (ie. If a Work Order requires 500 SF of Furnish, Place Compact Class II Aggregate Base (under SW, 4”; thick base bid) [ F-4-a: F-4-c], and the following prices are provided:
F-4-a Quantity: 1 Unit: SF Unit Cost: $25.00
F-4-b Quantity: 101 Unit: SF Unit Cost: $15.00
F-4-c Quantity: 1,001 Unit: SF Unit Cost: $ 4.40
The item value shall be 500SF * $15.00/SF = $7,500.00)
Where two separate areas of work of a single Work Order have distinct quantities of the same line item, the quantities shall be added together and the unit cost used relating to the total value. (ie. A Work Order repairing two separate sidewalks where one sidewalk requires 500 SF of Class II Aggregate Base and the other sidewalk requires 600 SF of Class II Aggregate Base, the total Class II Aggregate Base are 1,100 SF and the Unit Cost used shall be $4.40/SF Where specific items of work not include in the Bid Schedule are required for completion of a job, the unit price for the most similar line item shall be used, and or fair market value shall be agreed to by both the City and Contractor. (ie. A single rail galvanized steel guard rail is needed for a project, and Item X-4-a is “Furnish and Install 1 ½”; diameter galvanized steel pipe hand rail free standing $135/LF. The $135/LF shall be used for the single rail galvanized steel guard rail.
Sample Work Order City of Seaside
FYE 2027 Tree Maintenance On
Call Contract
Packet Page 210
4. Part III, Page 2
City shall rely on Cal Trans Standard Specifications Division 1 Section 9 for defining payment values for items of work not otherwise covered in the bid schedule. In case of a dispute, the City shall have ultimate authority to define fair market value.
Sample Work Order City of Seaside
FYE 2027 Tree Maintenance On
Call Contract
Packet Page 211
Part III, Page 1
CITY OF SEASIDE
WORK ORDER
Issued To: [Name of Contractor]
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT
For City of Seaside Projects
Agreement No. [________], Dated [__/__/____],
Effective Date of Notice to Proceed: [__/__/____]
Work Order Number: [___AG No.___- W.O. # ] [Project Name] Issue Date: [__/__/____] Account Number: [ ###-####-#### ]
LOCATION: _[Address______________________________]_
DESCRIPTION OF WORK: All Work shall be in accordance with the Tree Maintenance Work Order Contract FY 2026-2027 On Call Contract. This Work Order includes, but not limited to, the following:
______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________. Work shall be in accordance with the plans and statement of work, Attachment No. 1.
QUANTITIES AND PRICES:
Project Cost shall be ________________ dollars [$---,---.--] per attached [Name of Contractor] cost estimates dated [__/__/____], Attachment No. 2.
All construction changes and associated costs shall require written Construction Change Orders.
TIME LIMITS:
To Begin: [__/__/____]
To End: [__/__/____]
Funding Check By (Provide Acct GL Print-Out):_____________ _________________________ Jessica Riley, Finance Director
This Work Order Authorized By:___________________________________________________ Thomas Korman, Public Works Director
Work Order Acceptance Acknowledged
By Contractor's Representative:___________________________________________________ Owner, [Name of Contractor]
City Acceptance of Completed Work:________________________________,_ [__/__/____]__ [Name], [Job Title project manager] DATE
(Contractor’s 1 – Year Guarantee Begins From Above Date) cc: Contractor Accounting Inspection File
Work Order Form City of Seaside
FYE 2027 Tree Maintenance On Call Contract
Packet Page 212
City of Seaside
TREE MAINTENANCE ON-CALL CONTRACT (RFP 2026-05), bidding on 08/28/2026 2:00 PM (PDT)
Printed 08/31/2026
PlanetBids Packet Page 213
City of Seaside
TREE MAINTENANCE ON-CALL CONTRACT (RFP 2026-05), bidding on 08/28/2026 2:00 PM (PDT)
Printed 08/31/2026
PlanetBids Packet Page 214
City of Seaside
TREE MAINTENANCE ON-CALL CONTRACT (RFP 2026-05), bidding on 08/28/2026 2:00 PM (PDT)
Printed 08/31/2026
PlanetBids Packet Page 215
City of Seaside
Bid No. 2026-05
Tree Maintenance On-Call
Contract
Packet Page 216
2 Setting the Gold Standard
Table of Contents
COVER LETTER ................................................................................................................................. 3 COMPANY QUALIFICATIONS ......................................................................................................... 4 COMPANY PERSONNEL ................................................................................................................. 6 CLIENT REFERENCES ...................................................................................................................... 12 SCOPE OF SERVICES ..................................................................................................................... 15 IMPLEMENTATION, QUALITY CONTROL & SAFETY ...................................................................... 19 EQUIPMENT .................................................................................................................................... 26 TECHNOLOGY & INFORMATION MANAGEMENT ...................................................................... 29 WILDLIFE, GREEN WASTE & COMMUNITY ................................................................................... 33 BID SCHEDULE ............................................................................................................................... 35 REQUIRED BID FORMS .................................................................................................................. 37 ADDENDUM NO. 1 ........................................................................................................................ 53 Packet Page 217
Tree Care Professionals Serving Communities Who Care About Trees August 28, 2026
City of Seaside
Attn: Public Works Director
440 Harcourt Avenue
Seaside, California 93955
RE: RFP 2026-05 Tree Maintenance On-Call Contract
Due: Friday, August 28, 2026 at 2:00PM
www.WCAINC.com
To whom it may concern;
Thank you for allowing West Coast Arborists, Inc. (WCA) the opportunity to submit a proposal for tree trimming and removal services for the City of Seaside. WCA is a family-owned and operated company employing over 1,200 full-time employees providing various tasks to achieve one goal: serving communities who care about trees. We have reviewed, understand, and agree to the terms and conditions described in this RFP. We also hereby acknowledge that we meet the minimum requirements and responded to each of these requirements to the best of our ability. Our proposal is valid for a period of 90 calendar days. We hereby acknowledge receipt of Addendum No. 1.
WCA's corporate values include listening to customers and employees to help improve services offered. By establishing clear goals and expectations for the organization, supporting its diverse teams, and exchanging frequent feedback from customers and employees, we are able to provide 'gold standard' tree care services.
WCA's top management team has created a culture where employees become accountable for actions and results. Our Tree Care Industry Association (TCIA) company-wide accreditation is evidence of the commitment WCA has to our safety and training programs, customer satisfaction and our capacity to maintain industry standards.
WCA has a 54-year track record of working for more than 400 California and Arizona municipalities as well as other various agencies. Our company has been in business since 1972 and is licensed by the California State Contractors License Board under license #366764. We have held this license in good standing since 1978. The license specializes in Class C61 (Tree Service), Class C27 (Landscaping), Class C49 (Tree and Palm), and Class C31 (Traffic Control). We currently employ over 125 Certified Arborists and over 155 Certified Tree workers, as recognized by the International Society of Arboriculture. WCA is also registered with the Department of Industrial Relations (DIR) for Public Works projects, our registration number is 1000000956. All work will be performed in-house; no subcontractors will be used.
Our employees will operate from our San Jose Office located at 390 Martin Avenue, Santa Clara, CA 95050.
For questions related to this proposal and who has the authority to negotiate/present please contact Victor Gonzalez, V.P. Business Development, at (714) 991-1900 or at [email protected]. Juan Ortiz, Area Manager, will be assigned to this project should WCA be awarded a contract. He can be reached at (408) 591- 4860 or [email protected]. All information submitted with the proposal is true and correct.
Sincerely,
West Coast Arborists, Inc.
2200 E. Via Burton Street • Anaheim, CA 92806 • 714.991.1900 • 800.521.3714 • Fax 714.956.3745 Packet Page 218
Client Name / RFP Name
Client Name / RFP Name
4 Setting the Gold Standard
COMPANY QUALIFICATIONS
Company Introduction
WCA is a Proven Municipal Tree Management Provider
Delivering Measurable Performance.
West Coast Arborists, Inc. (WCA) has provided municipal tree maintenance services since 1972 and currently supports over 400 public agencies with scalable, performance-driven urban forestry programs. WCA delivers measurable results aligned with public agency expectations, including:
• Over 712,000 trees pruned annually
• 24/7 emergency response with documented tracking
• Proven ability to manage multi-million-dollar contracts WCA’s service model is built on measurable performance, accountability, and regulatory compliance, ensuring that all work is delivered in alignment with contract requirements, ANSI A300 standards, and ISA Best Management Practices.
Our Vision
WCA is dedicated to responsible corporate stewardship in every community we serve. We maintain the highest standards of ethical conduct and environmental responsibility, ensuring transparent communication with our clients and the public. Our goal is to lead the industry in advanced urban tree care and management services through innovation, accountability, and consistent operational excellence.
100% Customer Satisfaction
WCA remains committed to providing exceptional service and tangible value to our clients. Customer satisfaction is not just a priority; it is the core of our operational philosophy. Our longstanding reputation for reliability, integrity, and excellent workmanship reflects this dedication. Every team member is empowered to take the necessary actions to ensure work is done correctly, efficiently, and to the highest professional standards. By focusing on quality from the start, we reduce disruptions, lower longterm costs, and deliver dependable results our clients can trust.
COMPANY INFORMATION
President: Patrick Mahoney
Organization Type: Corporation
Established: 1972
Federal Tax ID: 95-3250682
DIR Registration: 1000000956
Members of Laborers’ Union:
LiUNA!
SAM Entity ID: CFJMVMJ9NSD1
Website: wcainc.com
CORPORATE OFFICE
2200 E. Via Burton St.
Anaheim, CA 92806
REGIONAL OFFICES
Arlington, TX
Escondido, CA
Fresno, CA
Indio, CA
Ontario, CA
Phoenix, AZ
Riverside, CA
Sacramento, CA
San Diego, CA
San Jose, CA
San Francisco, CA
Santa Clarita, CA
Stockton, CA
Ventura, CA
CONTRACT ADMINISTRATION
Victor Gonzalez, Vice President
Corporate Office
Phone (714) 991-1900
Fax (714) 956-3745
Email: [email protected]
FIELD MANAGEMENT
Juan Ortiz, Area Manager
390 Martin Avenue
Santa Clara, CA 95050
Phone (408) 855-8660
Fax (408) 844-8606
Email: [email protected]
EMERGENCY RESPONSE 24/7
1-800-LIMB-DOWN
Packet Page 219
Client Name / RFP Name
Client Name / RFP Name
5 Setting the Gold Standard
Corporate Capabilities
West Coast Arborists, Inc. is committed to delivering superior performance to the City by adhering to defined specifications, established budgets, and agreed‑upon schedules. Our long‑standing reputation for quality is the direct result of the disciplined systems, skilled personnel, and proven methodologies we apply to each engagement. These capabilities provide our clients with confidence in our ability to manage their urban forest effectively and consistently meet high service expectations.
• In business continuously and actively since 1972
• Contractor’s License C61/D49, C49,
C27, C31, C21, A & B
• Over $25,000,000 line of credit available
• Annual financial audits available upon request
• Bonded by ARCH, an A+ rated company
• 1,200+ employees
• 400+ contracts with public agencies
• 125+ Certified Arborists
• 170+ Certified Tree Workers
• Drug-free workplace
• 14,000 sq. ft. company-owned
Headquarters (Anaheim)
• Department of Agriculture Nursery license
• Avg. 712,000 trees pruned annually over past 3 years
• Avg. 46,000 trees removed annually over past 3 years
• Avg. 20,000 trees planted annually over past 3 years
• Avg. 250,000 trees inventoried annually over past 3 years • Fully insured with insurance up to $25 million
• Federal Tax ID #95-3250682, current on all taxes and
fillings with state and federal government
• Sales volume over $220 million annually
• Fleet of approximately 1,800 pieces of equipment
Active Memberships:
Tree Care Industry Association (TCIA)
International Society of Arboriculture (ISA)
League of California Cities (LCC)
California Parks & Recreation Society (CPRS)
Association of CA Cities, Orange County (ACCOC)
Maintenance Superintendents Association (MSA)
California Landscape Contractors Association (CLCA)
Street Tree Seminar (STS)
California Urban Forest Council (CaUFC)
American Public Works Association (APWA)
Western Chapter International Society of
Arboriculture (WCISA)
Packet Page 220
Client Name / RFP Name
Client Name / RFP Name
6 Setting the Gold Standard
COMPANY PERSONNEL
Introduction
West Coast Arborist’s (WCA) consists of a management team, a safety committee, support staff, trained mechanics, and dedicated field crews. Its staff members come from various educational backgrounds, including accounting, business administration, engineering, and forestry.
WCA’s Proud Work Force
WCA actively maintains ongoing processes to assure that only qualified and competent staff provides safe and quality tree maintenance services. These skilled employees can only be achieved through both training and work experience. We believe that essential experience should always be obtained through qualified supervision; this includes both basic and extended skills. WCA makes every attempt to ensure that this is undertaken before performing work, leading a crew, or career advancement. The work performed on this contract is routine, recurring and usual. The work includes watering, trimming, pruning, planting, removal and replacement of trees and plants, and servicing of irrigation. The rates included in the Cost Proposal are based on the current prevailing wage determination for “Tree Maintenance (Laborer).”
Certification
WCA encourages its employees to become certified by the International Society of Arboriculture to raise the standards of professional tree care companies. This standard exemplifies our company’s commitment to providing customers with competent, knowledgeable certified workers.
Crew Performance
WCA employees are evaluated through an internal mechanism supervised by our Management Team. Each employee performs their duties according to a criteria-based job description that reflects safety, quality workmanship, productivity, appropriateness of care, problem solving, and customer service. A performance appraisal is conducted for each employee upon completion of the probationary period and at least annually thereafter. Each worker is also required to complete a competency assessment and orientation upon hire, and annually thereafter in selected areas, to ensure ongoing requirements are met and opportunities for improvement are identified.
WCA employs the largest
number of ISA Certified
Arborists and ISA
Certified Tree Workers of
any company!
Packet Page 221
Client Name / RFP Name
Client Name / RFP Name
7 Setting the Gold Standard
Meet the Team: Project Team
JASON PINEGAR Regional Manager/V.P.
Jason Pinegar has been with WCA since 1993. Starting as a Trimmer, he was repeatedly promoted and became an Area Manager in the 2000’s at which time he moved to Northern California. In 2020 he was promoted to Vice President. He has over 30 years’ experience in the arboriculture field and has a vast knowledge of trees in Northern California. He oversees our Northern California region contracts and staff. His long career with WCA includes managing contracts with the City of Sacramento, Stockton, and the entire San Francisco Bay region. • ISA Certified Arborist Utility Specialist #WE-2039 AU • TCIA Certified Treecare Safety Professional #259
• ISA Tree Risk Assessment Qualified
• ATSSA Traffic Control Designer #00236727
• NCCCO Certified Crane Operator #050820987R
• TLC Wildlife Area
JUAN ORTIZ Area Manager
Juan Ortiz has been with WCA since 2002. He has over 20 years of experience in the arboriculture field. He is responsible for estimating, scheduling, contract administration, personnel, and daily operation. He is also responsible for field operations, customers service, and management of crews throughout San Jose region. Through his employment he has gained valuable experience in computer estimating, tree inventory systems, and costing programs which are essential in the efficient operation of tree crews.
• ISA Certified Arborist/Tree Worker Climber #WE-8514AT • ISA Tree Risk Assessment Qualified
• TCIA Certified Tree Care Safety Professional #2636
• ATSSA Traffic Control Supervisor #459659
• TLC Wildlife Aware
JOSE ABALOS Area Supervisor
As Area Supervisor, Jose Abalos is an ISA Certified Arborist with over 15 years’ experience, starting at WCA in 2005. He is responsible for reviewing the day’s activities, assisting the Area Manager in scheduling, and ensuring proper safety procedures are being followed. As Supervisor, he will communicate with contract administrators and other interested parties daily. Report and resolve malfunctions, damage, or industrial injury. He will also assist in employee training programs, maintain records, and file daily reports and receipts. He will be the onsite arborist for this project. • ISA Certified Arborist #WE-18734A
• TCIA Certified Treecare Safety Professional #03964
• WCA Qualified Treeworker
Packet Page 222
Client Name / RFP Name
Client Name / RFP Name
8 Setting the Gold Standard
Meet the Team: Support Staff
ANDREW PINEDA GIS Manager
Andrew Pineda has been with WCA since 2018. As WCA’s GIS Manager, he works on a wide range of projects including tree inventories scope and collection, iTree analysis, tree canopy assessments, tree planting prioritization, ArborAccess training, grant funded tree planting projects, and much more. He has worked with tree inventories of all sizes from small campus inventories with less than 5,000 trees to large California cities with over 140,000 trees. He has in-depth knowledge and understanding of tree inventories, urban forestry best practices, and spatial data and works closely with office and field personnel to ensure tree inventories, reports, and analysis exceed customer expectations. • ISA Certified Arborist #WE-12738A
• FAA UAS Part 107 Remote Pilot
• M.S. Geographic Information Science (GIS), CSU Long Beach • B.A. Environmental Science, Boston University
LEONARDO TUCHMAN Plant Health Care Arborist
Leonardo Tuchman joined WCA in 2023 and brought with him over 5 years of experience in the arboriculture industry. He completed his education at UC Davis with a B.S. in Environmental Horticulture and Urban Forestry. As a Northern California native, he has in-depth experience assessing various tree species in the area. Current responsibilities as a Plant Health Care Arborist includes establishing GPS tree inventories, arborist report writing tree risk assessments, aerial inspections, tree appraisals, pre-construction planning and diagnosing tree disorders. Additionally, he assists with providing Plant Health Care (PHC) recommendations and service applications. • ISA Certified Arborist #WE-12453A
• ISA Tree Risk Assessment Qualified
• ASCA Registered Consulting Arborist #771
• DPR Qualified Pest Control Applicator
LORENE OKAMOTO Customer Service Representative (CSR)
Lorene Okamoto joined WCA in 2011, as the CSR (Customer Service Representative), Lorene is responsible for providing support to the Area Manager, Site Supervisors and crew. She is to act as a liaison between the company and its clients as well as the general public. Lorene is responsible for responding to customer service inquires and facilitating contracting functions, such as: mapping, underground service alert, data entry, field book preparation, list preparation, etc.
Packet Page 223
9 Setting the Gold Standard
Upper Management Team
From marketing, contract administration, field and fleet management, to information technology, our Upper Management Team Staff is involved in the day-to-day operations supporting each Project Team and customer to ensure the highest quality of tree care is being achieved in the industry.
Patrick Mahoney
President
Richard Mahoney
Secretary
Rose Epperson
Treasurer
Debbie DePasquale
V.P. – Contract Services
Chris Crippen
V.P. – I.T.
Victor Gonzalez
V.P. – Business
Development
Jason Pinegar
V.P. – NorCal Region
Nick Alago
V.P. – SoCal
Northwest Region
Michael Palat
V.P. – SoCal
Southeast and AZ Region
Packet Page 224
10 Setting the Gold Standard
Packet Page 225
11 Setting the Gold Standard
WCA’s ISA Certified Arborists/Utility Arborists/Municipal Specialists/Master Arborists ADAN BALTAZAR REYNAGA WE-7786AT HUGO ANGEL RINCON WE-8710AT JOSE MANUEL PEREZ WE-0818AT PATRICK O. MAHONEY WE-1172A ANDREW JOSEPH PINEDA WE-12738A IGNACIO LOPEZ WE-7329AU JOSEPH NICK ALAGO WE-4396AU REBECCA A. MEJIA WE-2355A ANDREW JOSEPH ONDREJECH WE-13817A ISAAC GARZA, JR. WE-8689A JOSEPH BARTOLO WE-2034AU RENE PORTILLO WE-2038AUT BENJAMIN EUGENE BORDSON WE-10777A ISAAC ONTIVEROS WE-8567A JUAN ORTIZ WE-8514AT RENE ROSALES WE-7941AT BRIAN C. KIRKEGAARD WE-10476AT ISAIAS BARAJAS MACIAS WE-10979AT JUAN P. LAIJA, JR. WE-13425A RICHARD R. MAHONEY WE-1171A BRIAN M. KOCH WE-0341A ISIDRO ESTRADA BARBOZA WE-11685A JULIO C. GARCIA VAZQUEZ WE-11175AT ROBERT EDWARD KNIGHT WE-11564AT CALVIN F. HAUPT WE-7634A J. ALONSO GARCIA-LOPEZ WE-8499A JUSTIN LEE MENZEL WE-11756AU ROBERT D. THOMPSON WE-0915AU DANE JENSEN WE-12014A JAIME ROGELIO HERNANDEZ WE-5297AT KELLY ANN PARKINS WE-13868A ROBERT A. WRIGHTSON WE-10411A DANIEL CHAVARRIA WE-10292AT JAMES PAUL SPECK II WE-10858AT KELLEY LEWIS GILLERAN WE-7061BUM ROSE M. EPPERSON WE-1045A DANIEL MAHONEY WE-10434A JASON ROSS DAVLIN WE-7628A KRIS BURBIDGE WE-9566AUM RYAN R. COLBERT WE-13154A DANIEL RIVAS WE-10850AT JASON PINEGAR WE-2039AU LEONARDO RAMOS WE-11264AT SAMUEL JIMENEZ WE-11109AT DANIEL WILLIAM VILLA, II WE-13609AT JEREMY PAUL PIERCE WE-12566A LEONEL CORTEZ WE-8625AT SEAN PATRICK SULLIVAN WE-10050AT DAVID GLYN EVANS WE-1588A JERRY A. ROWLAND WE-6353A LORENZO PEREZ WE-7443AT SHAWN A. GUZIK WE-3182AU DEBORAH DEPASQUALE WE-3812A JOEL LOPEZ WE-10871AT MANUEL BRIANO WE-8791AT STEFAN B. KALLENBERG WE-10730AT EDIBERTO SERNA SALAZAR WE-11051AT JOHN LEE PINEDA WE-10367AUT MARCO A. PADILLA JIMENEZ WE-8621AT STEPHEN GLENN DAVIS, JR. WE-10894AUTM EDUARDO VARGAS WE-11058AT JORGE MAGANA WE-3460A MARIO A. GONZALEZ WE-13119A STEVE B. HUNT WE-1044AT ERIK DIAZ WE-1214AM JOSE LUIS ABALOS WE-3460A MATEO ARVIZU WE-10151AT TIMOTHY R. PATTERSON WE-12037A FELIX HERNANDEZ WE-2037AT JOSE M. CORTEZ TORRES WE-8734AUT MICHAEL ALAN DA SILVA II) WE-12483A TIM CROTHERS WE-7655BUM FRANCIS LEO MALABUYOC WE-12279AT JOSE MANUEL JIMENEZ URQUIZO WE-8539AUT MICHAEL LOUIS YOUNG WE-11687AT TYLER KEASBEY LEHMANN WE-13460A GENARO VICENTE CORONEL WE-12740A JOSE INEZ MANCILLA WE-11111AT MICHAEL ANTHONY NUNES WE-12943A VICTOR M. GONZALEZ WE-7175AM GERARDO MARTINEZ GARCIA WE-11358A JOSE M. CHAVARRIA MANZO WE-10983AT MICHAEL PALAT WE-6541BUM WALLACE BURCH WE-0713AT GERARDO PEREZ WE-9131AT JOSE A. ALVAREZ WE-11210AT MITCHELL ANDREW OWENS WE-12619AT WILLIAM STEVE PONCE WE-6461A GONZALO REGALADO WE-9952AT JOSE ALFREDO GONZALEZ WE-10908AT NESTOR M. CABRERA MORA WE-13613AT HECTOR MONTES WE-8079AUT JOSE LUIS DELREAL WE-6475AT NESTOR VALENCIA WE-11359A HERMINIO PADILLA WE-7552AUTM JOSE M. MUNIZ GARCIA WE-11686AUT OSCAR GUTIERREZ WE-12783AT WCA’s ISA Certified Tree Worker/Climbers/Line Clearance Tree Workers ADAN BALTAZAR REYNAGA WE-7786AT GABRIEL MERCADO RUIZ WE-11568T JOSE MANUEL PEREZ WE-0818AT SAMUEL JIMENEZ WE-11109AT ADAN RODRIGUEZ WE-11281T GAMALIEL MANZANO CORONA WE-12280T JUAN AMADOR ARCE WE-11480T SANTOS MACIAS LEMUS WE-10980T ADOLFO S. RUIZ WE-11294T GEORGE HERNANDEZ PEREZ WE-12269T JUAN BECERRA WE-10932T SEAN PATRICK SULLIVAN WE-10050AT ADRIAN MUNOZ WE-13987T GERARDO MARTINEZ GARCIA WE-10997T JUAN C. LOPEZ GARCIA WE-12918T SERGIO LOPEZ-RIVERA WE-10957T ALFREDO ANGEL LOPEZ WE-11334T GERARDO PEREZ WE-9131AT JUAN MARQUEZ WE-10987T SERGIO MACIAS-PEREZ WE-10920T ANDRES ROMAN WE-11285T GERARDO PEREZ BADILLO WE-13986T JUAN ORTIZ WE-8514AT STEFAN B. KALLENBERG WE-10730AT ANDREW JOSEPH ONDREJECH WE-13817AT GERARDO A. ORDUNO WE-11036T JUAN C. PENA-ARIAS WE-11327T STEPHEN GLENN DAVIS, JR. WE-10894AUTM ANTHONY DOUGLAS FONG II WE-12051T GONZALO REGALADO WE-9952AT JUAN TELLEZ TAPIA WE-11137T STEVE B. HUNT WE-1044AT ANTONIO CASTELLANOS WE-11203T HARLEY THOMAS DAVIS WE-13430T JUAN C. TORRES-COVARRUBIAS WE-12343T TRISTON JAMES POWERS WE-12211T ANTONIO GARCIA CONTRERAS WE-11173T HECTOR MONTES WE-8079AUT JULIO C. GARCIA VAZQUEZ WE-11175T TYLER KEASBEY LEHMANN WE-13460AT ARIEL ALONSO WE-10906T HERIBERTO CORONEL WENCESLAO WE-11218T LEONARDO RAMOS WE-11264T VENTURA GOMEZ WE-11180T ARMANDO O. LOPEZ WE-10953T HERMINIO PADILLA WE-7552AUTM LEONEL CORTEZ WE-8625AT WALLACE BURCH WE-0713AT ARMANDO SOTO WE-11131T HUGO ANGEL RINCON WE-8710AT LETUSA MUAAU, JR. WE-11021T AURELIO PAZ-GUZMAN WE-11084T HUMBERTO CHAVARRIA WE-11207T LORENZO ARREOLA-MURILLO WE-13612T BENJAMIN EUGENE BORDSON WE-10777AT ISAIAS BARAJAS MACIAS WE-10979AT LORENZO PEREZ WE-7443AT BRIAN C. KIRKEGAARD WE-10476AT ISRAEL A. RAMIREZ WE-11567T LUIS P. PEREZ WE-11245T BRIAN NORTON WE-12678T J. SOCORRO GARCIA WE-11172T LUIS A. MUNOZ RAMIREZ WE-11023T CANDELARIO PRIEGO WE-12781T JAIME ROGELIO HERNANDEZ WE-5297AT MANUEL BARRAGAN WE-10925T CARLOS IXTA WE-11106T JAMES PAUL SPECK II WE-10858AT MANUEL BRIANO WE-8791AT CARLOS LEYVA BARAJAS WE-12620T JESUS M. SARABIA PENA WE-11450T MARCO A. CASTILLO REYES WE-13429T CARLOS RAMOS WE-11263T JESUS A. MONTES( WE-11014T MARCO A. PADILLA JIMENEZ WE-8621AT CELEDONIO R. MANZANO OLEA WE-10984T JESUS E. GARCIA ARCE WE-13723T MARCOS RICHARD-MARTINEZ WE-10989T CELESTINO PEREZ WE-11243T JOEL LOPEZ WE-10871AT MATEO ARVIZU WE-10151AT CESAR GUADALUPE VALENZUELA REYES WE-11076T JOEL MARTINEZ WE-10992T MELCHOR LEMUS WE-11237T CESAR WENCESLAO WE-10968T JOEL ORTIZ WE-11039T MICHAEL ALAN DA SILVA II WE-12207T CUAUHTEMOC AMEZCUA QUEZADA WE-14058T JOEL M. RIVERA WE-11273T MICHAEL LOUIS YOUNG WE-11687AT DANIEL CHAVARRIA WE-10292AT JOHN LEE PINEDA WE-10367AUT MIGUEL AYALA WE-10924T DANIEL ELIZARRARAS WE-13611T JONATHAN GARCIA HERNANDEZ WE-13989T MIGUEL MACIAS WE-10978T DANIEL RIVAS WE-10850T JORGE ARREOLA-HERNANDEZ WE-11321T MIGUEL A. VALERIO AJAL WE-13848T DELFINO AGUILAR-MORALES WE-10900T JORGE DUENAS WE-11144T MITCHELL ANDREW OWENS WE-12619T DEMETRIO LIRA WE-11323T JORGE JIMENEZ WE-11110T NELSON R. AGUIRRE WE-10901T DEMETRIO OSEGUERA WE-11043T JOSAFAT MONTOYA WE-11015T NESTOR M. CABRERA MORA WE-13613T EDIBERTO SERNA SALAZAR WE-11051T JOSE AGUAYO WE-10899T NICOLAS GODINA WE-11907T EDUARDO AVILA WE-10812T JOSE ABEL CANCINO WE-11192T OSCAR GUTIERREZ WE-12783T EDUARDO HERNANDEZ WE-12917T JOSE AGUSTIN CARRILLO WE-11200T PEDRO CUEVAS WE-11765T EDUARDO VARGAS WE-11058AT JOSE M. CORTEZ TORRES WE-8539AUT PEDRO GARCIA WE-11168T EDWIN ANTONIO FUENTES WE-12777T JOSE R. GRANADOS WE-11186T PEDRO ALTAMIRANO WE-11095T FAUSTO GUZMAN WE-11083T JOSE JIMENEZ WE-11108T PEDRO SANDOVAL WE-11301T FELIX GARCIA WE-11170T JOSE JIMENEZ HERNANDEZ WE-11113T RAMON ZUNIGA GOMEZ WE-10977T FELIX HERNANDEZ WE-2037AT JOSE MANUEL JIMENEZ URQUIZO WE-11111T RANULFO PERALTA CASTANEDA WE-11202T FRANCIS LEO MALABUYOC WE-12279AT JOSE INEZ MANCILLA WE-10983T RAUL JIMENEZ DURAN WE-13865T FRANCISCO URENA JIMENEZ WE-11075T JOSE M. CHAVARRIA MANZO WE-11210AT RAUL MANZO HERNANDEZ WE-10985T FRANCISCO LOPEZ WE-10952T JOSE RODRIGUEZ WE-11277T RAUL TELLEZ TAPIA WE-11138T FRANCISCO RAMIREZ WE-11259T JOSE ALEJANDRO VALENZUELA WE-11674T RENE ROSALES WE-7941AT FRANCISCO VILLANUEVA WE-10965T JOSE A. ALVAREZ WE-10908T ROBERT EDWARD KNIGHT WE-11564T FRANCISCO F. WENCESLAO BARAJAS WE-10969T JOSE ALFREDO GONZALEZ WE-6475AT ROMUALDO GAETA LUNA WE-11165T FRED LOPEZ-PASTOR WE-13988T JOSE LUIS DELREAL WE-11231AT SALOMON SILVA WE-11053T GABRIEL GAMINO WE-11167T GABRIEL MERCADO RUIZ WE-11568T SALUSTIO SANCHEZ ARROYO WE-11462T Packet Page 226
12 Setting the Gold Standard
CLIENT REFERENCES
West Coast Arborists delivers cost-effective tree maintenance solutions that help cities improve service levels, ranging from emergency response to comprehensive urban forest management, as demonstrated in the references below.
CITY OF PALO ALTO SINCE 2010
WCA provides 1,. Additionally, all work history records are maintained in ArborAccess, the inventory management software provided by WCA.
Contact: Derek Sproat, Tree Trim/Line Clear Lead
3201 E. Bayshore Road, Palo Alto, CA 94303 ~ (650) 496-6985 ~ [email protected] ANNUAL BUDGET: $1,650,000
CITY OF MORGAN HILL SINCE 2004
WCA provides all labor, equipment, materials and performance of operation in connection with citywide tree maintenance services for the City of Morgan Hill. Services includes grid pruning, service pruning, tree removals, planting, and emergency response city-wide.
Contact: Keri Russell, Maintenance Services Coordinator 100 Edes Ct., Morgan Hill, CA 95037 ~ (408) 310-4057 ~ [email protected] ANNUAL BUDGET: $560,000
CITY OF GILROY SINCE 2011
WCA currently performs annual tree maintenance services for the City of Gilroy. Services include trimming, thinning, pruning, removal, stump removal, replanting, crown thinning, raising, cleaning, and reduction, and assessing and treating for infestation or disease.
Contact: John Greer, Senior Maintenance Supervisor
7351 Rosanna St., Gilroy, CA 95020 ~ (408) 846-0422 ~ [email protected] ANNUAL BUDGET: $530,000
CITY OF MENLO PARK SINCE 2002
WCA performs annual tree maintenance services such as pruning, removals, and planting. Work also includes maintaining trees in parks and right of ways, an updated tree inventory, emergency work and work history uploaded into ArborAccess for each tree as work is completed.
Contact: Brian Henry, City Arborist
333 Burgess Dr., Menlo Park, CA 94025 ~ (408) 674-6936 ~ [email protected] ANNUAL BUDGET: $660,000
CITY OF MONTEREY SINCE 1999
The City of Monterey is an active user of the ArborAccess inventory management system and regularly uses the system to forecast budget amounts and to schedule maintenance as needed.
Services includes tree pruning, removal, planting, plant health care services, fuel reduction and emergency response.
Contact: Michael Tope, Assistant Urban Forester
580 Pacific Street, Monterey, CA 93940 ~ (831) 594-9929 ~ [email protected] ANNUAL BUDGET: $2,000,000
Packet Page 227
13 Setting the Gold Standard
EXPERIENCE: CURRENT CALIFORNIA CITIES/COUNTIES UNDER CONTRACT WITH WCA
CITY OF AGOURA HILLS
CITY OF ALAMEDA
CITY OF ALHAMBRA
CITY OF AMERICAN CANYON
CITY OF ANAHEIM
CITY OF ARCADIA
CITY OF ARTESIA
CITY OF BALDWIN PARK
CITY OF BEAUMONT
CITY OF BELL
CITY OF BELL GARDENS
CITY OF BELLFLOWER
CITY OF BERKELEY
CITY OF BEVERLY HILLS
CITY OF BISHOP
CITY OF BRAWLEY
CITY OF BREA
CITY OF BUENA PARK
CITY OF BURLINGAME
CITY OF CAMARILLO
CITY OF CARLSBAD
CITY OF CARMEL-BY-THE-SEA
CITY OF CARPINTERIA
CITY OF CARSON
CITY OF CERES
CITY OF CHINO
CITY OF CHINO HILLS
CITY OF CHULA VISTA
CITY OF CITRUS HEIGHTS
CITY OF CLAREMONT
CITY OF COACHELLA
CITY OF COLTON
CITY OF CORONA
CITY OF CORONADO
CITY OF COSTA MESA
CITY OF COVINA
CITY OF CUDAHY
CITY OF CULVER CITY
CITY OF CUPERTINO
CITY OF DALY CITY
CITY OF DANA POINT
CITY OF DAVIS
CITY OF DEL MAR
CITY OF DIAMOND BAR
CITY OF DUARTE
CITY OF EL CAJON
CITY OF EL CENTRO
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CITY OF ELK GROVE
CITY OF ENCINITAS
CITY OF ESCONDIDO
CITY OF FILLMORE
CITY OF FOLSOM
CITY OF FONTANA
CITY OF FREMONT
CITY OF FRESNO
CITY OF FULLERTON
CITY OF GARDEN GROVE
CITY OF GILROY
CITY OF GLENDALE
CITY OF GLENDORA
CITY OF GOLETA
CITY OF GRAND TERRACE
CITY OF HALF MOON BAY
CITY OF HANFORD
CITY OF HAWAIIAN GARDENS
CITY OF HIGHLAND
CITY OF HOLLISTER
CITY OF HUNTINGTON BEACH
CITY OF IMPERIAL BEACH
CITY OF INDIO
CITY OF INDUSTRY
CITY OF INGLEWOOD
CITY OF IRWINDALE
CITY OF JURUPA VALLEY
CITY OF LA CANADA
CITY OF LA HABRA
CITY OF LA MESA
CITY OF LA MIRADA
CITY OF LA PALMA
CITY OF LA PUENTE
CITY OF LA VERNE
CITY OF LAGUNA BEACH
CITY OF LAGUNA HILLS
CITY OF LAKE ELSINORE
CITY OF LAKE FOREST
CITY OF LAKEWOOD
CITY OF LATHROP
CITY OF LEMON GROVE
CITY OF LINCOLN
CITY OF LIVERMORE
CITY OF LODI
CITY OF LOMA LINDA
CITY OF LOMPOC
CITY OF LONG BEACH
CITY OF LOS ALAMITOS
CITY OF LOS ALTOS
CITY OF LOS ANGELES
CITY OF LOS BANOS
CITY OF MADERA
CITY OF MANHATTAN BEACH
CITY OF MENIFEE
CITY OF MENLO PARK
CITY OF MERCED
CITY OF MILPITAS
CITY OF MISSION VIEJO
CITY OF MODESTO
CITY OF MONROVIA
CITY OF MONTCLAIR
CITY OF MONTEBELLO
CITY OF MONTEREY
CITY OF MONTEREY PARK
CITY OF MOORPARK
CITY OF MORENO VALLEY
CITY OF MORGAN HILL
CITY OF MOUNTAIN HOUSE
CITY OF MOUNTAIN VIEW
CITY OF MURRIETA
CITY OF NATIONAL CITY
CITY OF NEWARK
CITY OF NEWPORT BEACH
CITY OF NORCO
CITY OF NORWALK
CITY OF NOVATO
CITY OF OAKLAND
CITY OF OAKLEY
CITY OF OCEANSIDE
CITY OF ONTARIO
CITY OF ORANGE
CITY OF PALM DESERT
CITY OF PALM SPRINGS
CITY OF PALO ALTO
CITY OF PARAMOUNT
CITY OF PICO RIVERA
CITY OF PLACENTIA
CITY OF PLEASANTON
CITY OF POMONA
CITY OF POWAY
CITY OF RANCHO CORDOVA
CITY OF RANCHO CUCAMONGA
CITY OF RPV
CITY OF REDLANDS
CITY OF REDONDO BEACH
CITY OF RIALTO
CITY OF RIVERSIDE
CITY OF ROLLING HILLS ESTATE
CITY OF ROSEMEAD
CITY OF ROSEVILLE
CITY OF SACRAMENTO
CITY OF SAN BERNARDINO
CITY OF SAN BRUNO
CITY OF SAN DIEGO
CITY OF SAN DIMAS
CITY OF SAN FERNANDO
CITY OF SAN JACINTO
CITY OF SAN JUAN CAP
CITY OF SAN LEANDRO
CITY OF SAN MARCOS
CITY OF SAN RAMON
CITY OF SANTA ANA
CITY OF SANTA BARBARA
CITY OF SANTA CLARA
CITY OF SANTA CLARITA
CITY OF SANTA FE SPRINGS
CITY OF SANTA MARIA
CITY OF SANTEE
CITY OF SEAL BEACH
CITY OF SIERRA MADRE
CITY OF SIGNAL HILL
CITY OF SOLANA BEACH
CITY OF SOUTH EL MONTE
CITY OF SOUTH PASADENA
CITY OF SO. SAN FRANCISCO
CITY OF ST. HELENA
CITY OF STOCKTON
CITY OF SUNNYVALE
CITY OF TEMPLE CITY
CITY OF THOUSAND OAKS
CITY OF TORRANCE
CITY OF TRACY
CITY OF TULARE
CITY OF TURLOCK
CITY OF TUSTIN
CITY OF UPLAND
CITY OF VALLEJO
CITY OF VENTURA
CITY OF VERNON
CITY OF VICTORVILLE
CITY OF VISALIA
CITY OF VISTA
CITY OF WALNUT
CITY OF WEST COVINA
CITY OF WEST HOLLYWOOD
CITY OF WEST SACRAMENTO
CITY OF WHITTIER
CITY OF WOODLAND
CITY OF YORBA LINDA
CITY OF YUCAIPA
COUNTY OF ALAMEDA
COUNTY OF COLUSA
COUNTY OF CONTRA COSTA
COUNTY OF EL DORADO
COUNTY OF LOS ANGELES
COUNTY OF MONTEREY
COUNTY OF NAPA
COUNTY OF ORANGE
COUNTY OF PLACER
COUNTY OF RIVERSIDE
COUNTY OF SAN BERNARDINO
COUNTY OF SAN JOAQUIN
COUNTY OF SAN MATEO
COUNTY OF TULARE
COUNTY OF VENTURA
COUNTY OF YOLO
ROSSMOOR CSD
TOWN OF ATHERTON
TOWN OF LOOMIS
Packet Page 228
14 Setting the Gold Standard
Firm Experience with Large-Scale Projects
WCA is proud to serve a wide range of public agencies and to possess the resources to manage contracts exceeding $2 million. This demonstrates our ability to consistently deliver on large-scale projects. Below is a list of customers with contracts exceeding $2 million.
Customer Duration Annual Contract Amount
City of Fresno Since 2001 $5,300,000
County of Los Angeles Since 2000 $5,000,000
City of Riverside Since 2018 $4,300,000
Riverside Public Utilities Since 1997 $4,200,000
County of Orange Since 2014 $4,000,000
City of Beverly Hills Since 2000 $3,500,000
City of Santa Clarita Since 2017 $3,500,000
City of Anaheim/Anaheim Utilities Since 2007 $3,300,000 City of Long Beach Since 2016 $3,300,000
City of San Diego Since 2015 $3,200,000
City of Santa Ana Since 2015 $2,600,000
City of Sacramento Since 2006 $2,250,000
City of Fontana Since 1994 $2,200,000
City of Mission Viejo Since 1992 $2,200,000
City of Poway Since 2012 $2,200,000
City of Corona Since 2010 $2,100,000
City of Glendale Since 2015 $2,100,000
City of Whittier Since 2005 $2,100,000
City & County of San Francisco Since 2017 $2,000,000
City of Alameda Since 2012 $2,000,000
City of Monterey Since 1999 $2,000,000
City of Ontario Since 1998 $2,000,000
Packet Page 229
15 Setting the Gold Standard
SCOPE OF SERVICES
Efficient, Scalable Service Delivery Model
WCA’s service approach is designed to:
• Maximize grid pruning efficiency
• Reduce long-term maintenance costs
• Ensure consistent service across all City areas
• Minimize repeat work and service requests
Performance Outcome:
• Lower lifecycle cost per tree
• Improved service consistency
• Reduced backlog and complaint volume
Tree Pruning Services
Tree pruning services may be performed within designated districts, parks, or grid areas on a defined cycle, often encompassing all trees within the specified zone. Services include structural pruning, crown raising, and light crown cleaning, all conducted in accordance with the International Society of Arboriculture’s Best Management Practices. No more than 25% of live foliage is removed during any pruning cycle to ensure long‑term tree health and structural integrity.
Special Request Tree Pruning
Special Request Tree Pruning is performed on specific trees designated by the City’s Arborist or authorized representative. These services may include structural pruning, crown raising, crown cleaning, restorative pruning, or corrective pruning due to a hanging or broken limb, each completed in full compliance with the International Society of Arboriculture’s Pruning Standards and Best Management Practices.
When conditions warrant a reduction of canopy mass or excessive limb weight, crown reduction pruning may be implemented to enhance overall tree health and structural stability. This service is provided at the agreed‑upon rate established between the City and West Coast Arborists, Inc.
Line Clearance (as necessary)
Trees that interfere or have the possibility of interfering with utility lines will be trimmed in a manner to achieve the required clearances as specified and in accordance with the California Public Utilities Commission. It is our goal to protect the current health and condition of the tree and to maintain its symmetry and direct growth away from the utility lines.
Packet Page 230
16 Setting the Gold Standard
Young Tree Care
Proper pruning and care during the early stages of the tree’s life will save money in the future, and create a safer, more beautiful, healthy, easy-to-maintain tree. We believe that tree care that is performed early will affect its shape, strength and life span. Our specialized small tree care team consists of certified personnel trained to perform the following under the hourly rate:
• Selective structural pruning
• Removal of dead, interfering, split and/or broken limbs • Pre-conditioning the water retention basin built around the tree
• Staking or re-staking
• Adjusting tree ties
• Adjusting trunk protectors
• Weed abatement
Palm Tree Pruning
WCA will provide professional palm tree pruning services to maintain the health, safety, and appearance of all designated palms within the City property. Work will include the removal of dead, damaged, or hanging fronds, seed pods, and excessive growth as needed. All pruning will be performed in accordance with industry standards and local regulations to ensure proper tree care and public safety. Debris generated from pruning activities will be collected, hauled off, and disposed of properly, leaving the work area clean and free of hazards upon completion.
Tree and Stump Removal Operations
With a minimum of 48 hours advanced notice, WCA will inform Underground Service Alert (USA) of the location of work for the purpose of identifying any and all utility lines. The removal process consists of lowering limbs delicately onto the ground to prevent any hardscape damage.
Immediately following the removal, the stump will be ground down, if ordered to do so and with proper USA notification. Our standard stump grinder is the Vermeer SC802. This stump grinder is ideal for any size job and can be used to grade large stumps. We also use the Dosko SC69 stump grinders.
These are intended to remove tree stumps and exposed root systems close to ground level. Tree removal and stump removal are to be charged separately in accordance with the contract.
Tree Planting Services
We can plant new trees and/or replace trees that have been removed in accordance with the City’s specifications. We are prepared financially and logistically to acquire and purchase selected tree species for tree planting. At a minimum of 48 hours in advance we will inform Underground Service Alert (USA) of the location of work for the purpose of identifying any and all utility lines. A well-trained planting team will perform the soil preparation and installation of the tree.
Packet Page 231
17 Setting the Gold Standard
Tree Watering Services
Tree watering will be performed by a full-time, WCA team member on various routes, when requested by the Agency. This team will also be responsible for reporting special care needs to the small tree care team. This could include reporting weeds, soil that has settled, and/or staking and tying needs.
Emergency Response Services
We are fully prepared to respond to tree-related emergencies 24 hours a day, 7 days a week, including weekends and holidays. Emergency calls are received through our toll-free number, 866- LIMB-DOWN (866-546-2369), which will be provided to the City, as well as local Police and Fire Departments for direct access when urgent conditions arise.
Upon notification, our emergency response team will take all necessary actions to promptly mitigate hazardous tree or tree-related conditions and render the site safe until permanent corrective work can be completed during the following workday.
Our emergency response resources include a large, well-equipped fleet of specialized arboricultural vehicles and equipment capable of addressing any tree-related hazard, from stormdamaged limbs and fallen trees to immediate public safety concerns involving roadways, sidewalks, or critical infrastructure.
Arborist Reports
We have full-time Certified Arborists on staff that can prepare detailed arborist reports, tree evaluations and site inspections based on your specific needs. Reporting can be generated for one tree or an entire selection and is handled on a case-by-case basis.
WCA provides the technology,
management, and civic experience that
makes it the preferred tree management
partner across the West.
Packet Page 232
18 Setting the Gold Standard
Plant Health Care (PHC) Services
Tim Crothers, Plant Health Care Manager
ISA Board Certified Master Arborist WE-7655 BUM
DPR Qualified Pest Control Applicator #145321, QAL Category B & D West Coast Arborist’s Plant Health Care (PHC) Program, managed by Mr. Crothers, is designed to support the long-term vitality, safety, and sustainability of the urban forest. Our approach goes well beyond standard chemical applications by emphasizing science-based care, proactive monitoring, and environmentally responsible treatment strategies.
WCA has developed an efficient and comprehensive Integrated Pest Management (IPM) Program, which prioritizes accurate diagnosis and targeted treatment rather than routine or unnecessary pesticide use. All recommended actions are based on careful evaluation of tree health conditions, pest activity, and environmental factors.
Our PHC team is staffed with highly trained, licensed applicators and professional advisors who are fully compliant with the California Department of Pesticide Regulation and committed to using methods that are safe, effective, and environmentally conscious. This service allows WCA to provide the City with:
• Accurate Diagnosis and Assessment
Proper identification of pest, disease, and physiological disorders through detailed on-site inspections, with laboratory testing performed when necessary to confirm findings. • Proactive and Preventative Care
Early detection and proactive recommendations that reduce the potential for widespread pest infestations and disease outbreaks, minimizing long-term impacts and costs. • Customized Treatment Plans
Site-specific solutions that may include cultural practices, soil health improvements, biological controls, or targeted applications only when warranted. • Ongoing Monitoring and Follow-Up Evaluations
Post-treatment assessments to ensure that recommended measures are effective and that tree health is improving, resulting in a balanced, resilient, and thriving urban forest.
Through this comprehensive PHC approach, WCA helps protect valuable community tree assets while promoting responsible stewardship and sustainable urban forests.
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19 Setting the Gold Standard
IMPLEMENTATION, QUALITY CONTROL & SAFETY
Implementation Plan
WCA will ensure a seamless transition and immediate service continuity through the following:
Day 1–30 Transition Plan
• Assign a dedicated Area Manager and crews
• Review City priorities, inventory, and backlog
• Deploy initial crews within the first operational week Ongoing Operations
• Balanced workload distribution across the fiscal year • Weekly progress reporting and coordination
meetings
• Real-time schedule adjustments based on City
needs
Risk Mitigation
• Redundant crews to prevent service delays
• Backup equipment readily available to eliminate downtime • Established emergency response infrastructure
Area Manager: Juan Ortiz
ISA Certified Arborist/Tree Worker Climber #WE-8514AT
The project Area Manager will be the central point of contact and will work cooperatively with Agency staff, local residents and business owners, etc. The Area Manger will provide overall field supervision and crew management.
Daily Management
Daily management will consist of, but not be limited to:
• Email notification complete with location, crew, equipment type, and work description • Supervise crew personnel to ensure proper pruning standards are followed in a safe manner • Traffic control setup and maintenance of the work zone • Ensure work area is left free of debris at the end of the shift • Maintain good public relations at all times
• Provide immediate notification to City Inspector upon damage to personal property, including a plan for corrective measures to take place within 48 hours Weekly Management
Weekly management will consist of, but is not limited to:
• Weekly inspection of work completed
• Meet with the City to review work schedule and progress • Ensure standards of pruning are performed in accordance with City specifications • Maintain open communication
Special shifts including
weekends and evenings
can be arranged in
accordance with the
Agency’s specifications.
Packet Page 234
20 Setting the Gold Standard
Public Notification
Upon City staff approval, WCA will post a door hanger notice prior to commencement of grid pruning (within 24-48 hours). After tree planting, door hangers will be provided to residents, instructing them on proper care for their newly planted tree. For more comprehensive outreach, we can also submit a press release for special projects or routine maintenance. The City may modify the procedures and materials we notify residents about.
WCA’s Communication Systems
Our use of modern, reliable communication systems enhances our daily job performance by increasing efficiency. Management and field personnel use smartphones as both navigation and communication devices in the field. Smartphones have proven to be a convenient way to input data for tree inventories, daily work records, timesheets, photos, and billing information, eliminating the need to handwrite data and improving customer service by minimizing response time.
Permits and Licensing
WCA currently holds a valid City Business License and, if necessary, will obtain any “no-fee” permits prior to commencing work. Permits (e.g., encroachment, traffic control, etc.) that require fees will be charged back to the City.
Right-of-Way Presence
All work will be performed in the public right-of-way. Employees will not utilize private property for eating, breaks, or any other reason, or use water or electricity from such property without prior written permission of the owner.
Cooperation and Collateral Work
WCA will grant the right to operate within the project to Agency workers and/or other contractors, utility companies, street sweepers, and others, as needed, in a cooperative effort to minimize interference with daily operations.
Project Site Cleanliness
The work site will be left free of debris at the end of each workday. We will not discharge smoke, dust, or any other air contaminants in quantities that violate the regulations of any legally constituted authority.
Scheduling of Work
Guaranteed Response and Scheduling Performance. WCA
commits to the following measurable service levels:
Service Type WCA Commitment
Emergency Dispatch Within 1 hour
Emergency On-Site Within 2 hours
Emergency Make-Safe Within 24 hours
Service Requests Completed within 48 hours
Grid Pruning 100% completion within cycle
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21 Setting the Gold Standard
Proposed Workflow Timelines
GRID PRUNING FLOWCHART (Within 30-day Completion)
TREE REMOVAL FLOWCHART (Within 15-day Completion)
TREE PLANTING FLOWCHART (Within 15-day Completion)
EMERGENCY RESPONSE FLOWCHART (Within 1-3 hour Response / 24-hour Completion)
PLANT HEALTH CARE FLOWCHART
Packet Page 236
22 Setting the Gold Standard
Emergency Contacts Sample Planting Door Hanger
In case of emergency AFTER
normal business hours:
866.546.2369
Leave a message, if you do not
receive a call back within 10 minutes,
call the following contacts in order:
Pedro Hernandez, Foreman
775.412.2730
Alfonso Chacon, Foreman
408.210.5528
Jose Luis Abalos, Supervisor
408.426.1542
Juan Ortiz, Area Manager
408.591.4860
AFTER confirmation from on-call
Manager, you can email multiple
locations to:
[email protected]
Normal Business Hours
714.991-1900
Packet Page 237
23 Setting the Gold Standard
Quality Control
Feedback
WCA regularly receives and tracks customer and resident feedback to acknowledge good performance and provide prompt resolution for any negative comments. Every month, the management team reviews the feedback summary and sends it to the City.
Customer Service Department
As we work with or near the public, we
are mindful that we will most likely be
the first person the public contacts. We
have a full-time Customer Service
Department, with each Customer
Service Representative (CSR) trained
to address concerned residents and
bystanders.
Complaints & Damage
Resolution
Should there be any property damage,
we follow specific procedures to
resolve the issue. The Foreman on the
job site will notify the resident and the
Inspector immediately.
If the resident is not at home, then we will leave a WCA card with instructions to call our Claims Coordinator in our corporate office. The ultimate goal at each work site is to leave the property in the same condition as when we entered. We will notify the Agency Representative immediately of any damage to private property, including plans for corrective measures to be implemented within 48 hours.
Any activities found by the Agency to be unacceptable will be rectified immediately. All other complaints will be abated or resolved within twenty-four (24) hours of the occurrence. We have teams specifically assigned for handling damage to properties, both private and public. Through our communication system, we can dispatch either team and have them respond immediately to the site for proper repair.
We pride ourselves on professional workmanship to avoid incidents like this; however, should one occur, we take all appropriate measures to resolve the matter in a timely and efficient manner.
Protection of Public and Private Property
WCA will provide all necessary safety measures to protect the public and workers in the work area.
We will maintain good public relations at all times, and the work will be conducted in a manner that will cause the least disturbance.
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24 Setting the Gold Standard
Safety & Training
Safety Program
Safety standards are top priority at WCA. Our line of work demands that all work be performed in a manner that provides the maximum safety to the general public and our employees. Our crews are instructed to follow the ANSI Z133.1 safety standards and Cal-OSHA requirements. We have one of the most extensive safety training programs in the industry. We provide our employees with stateof-the-art training tools and company-wide instructional sessions. Our insurance carriers and CalOSHA have recognized us repeatedly for outstanding safety training efforts.
We have a full-time Safety & Training Manager, Dane Jensen, who is professionally trained in horticulture (his qualifications are listed below). As WCA’s Training Manager, Dane is responsible for staying up to date on all tree-related industry standards related to safety and the wellness of our employees and the public we serve. Training materials are regularly reviewed and updated to ensure WCA employees receive the proper education, instruction, and hands-on experience needed to perform their day-to-day activities safely and efficiently. Training topics include a full circle from proper pruning techniques, arboriculture, to customer service, and everything in between.
• ISA Certified Utility & Municipal Arborist #WE-12014A • ISA Skills Test Evaluator—TW Climber
• TCIA Certified Treecare Safety Professional #3303
• ISA Tree Risk Assessment Qualification #E4068
• American Heart Association BLS and First Aid Instructor Public Convenience and Safety
WCA will comply with any and all local sound control and noise level rules, regulations, and ordinances that apply to any work performed in the contracted area. All work will cease by 5:00 pm or as directed by the City (excluding emergency services).
Our line of work demands
that all work is performed
in a manner that provides
the maximum safety to the
general public as well as
our employees.
Packet Page 239
25 Setting the Gold Standard
Safety Performance and Accountability
WCA maintains a comprehensive safety program supported by:
• ANSI Z133 and Cal-OSHA compliance
• Dedicated Safety & Training Manager (Mr. Dane Jensen) • Routine field audits and crew inspections
• Telematics technology also supports WCA’s safety program by monitoring driver behavior and vehicle operation. This proactive approach helps reduce accidents, improve driver safety, and minimize public risk.
Measured Safety Performance:
• Experience Modification rating (EMR) below industry average • Documented incident reduction trends
• Ongoing training and certification compliance
Risk Reduction for the City:
• Reduced liability exposure
• Safer public work zones
• Documented compliance for all operations
Traffic Control
Traffic control procedures will be set up in accordance with the Work Area Traffic Control Handbook (WATCH) and the State of California Manual of Traffic Controls and the Agency Traffic and Safety Operating Rules. WCA holds a Class C31 (Traffic Control) license. Every effort will be made to keep commercial driveways and passageways open to the public during business hours. High-visibility arrow board(s) will be used when needed. Prior to use, the Agency will approve traffic safety equipment and devices.
Pedestrian and vehicular traffic shall be allowed to pass through the work areas only under conditions of safety and with as little inconvenience and delay as possible. Unless the work area is barricaded or otherwise kept safe, at least one worker will coordinate safe operations on the ground during work.
WCA is dedicated to
health and safety for
trees, employees, and
the community.
Packet Page 240
26 Setting the Gold Standard
EQUIPMENT
Our modern fleet undergoes daily inspection prior to use to ensure efficiency and safety. All equipment is routinely serviced, painted, and detailed. All equipment used during this project will meet state and federal safety requirements and have all required certifications.
CHP Biennial Inspection of Terminal
Certification
We have successfully been awarded the CHP Biennial
Inspection Award of Recognition. This inspection has
assisted our company in instituting several safety
programs, including our Preventive Maintenance
Program, which is utilized by our in-house fleet
department. The inspection reviews our vehicle
maintenance and repair records, our procedural
methods, and policies for vehicle maintenance and
operations. This certification ensures that our vehicles operate safely.
Telematics (GPS)
WCA has partnered with Geo-Tab to provide GPS units
on all vehicles and equipment. This investment has
given our customers and us the following benefits:
• Provide faster response times and more efficient
routing, allowing us to service more customers
• Lower operational costs by optimizing our fleet size, reducing labor, overtime, and insurance, and
minimizing costly vehicle repairs
• Decrease fuel use by monitoring fleet fuel economy
and saving on unnecessary fuel expenditures
• Reduce emissions by helping drivers improve their
habits, such as speed and idle time, and reducing
total miles driven, which will significantly reduce
harmful greenhouse gas emissions
• Improve dispatching with landmarks and driving
directions, GPS units help us to better dispatch so
that we can service more customers, faster
• Recover stolen vehicles, reducing liability costs
which can be passed on to customers
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27 Setting the Gold Standard
In-House Fleet Maintenance
We currently have more than 1,800 pieces of fairly new equipment, enabling us to replace equipment immediately should unforeseen mechanical problems arise. We employ over 80 fulltime mechanics who perform an in-house fleet maintenance program. This allows our equipment to remain in good operating condition, which is necessary to meet the City’s needs. Our mechanics generally work on a single line of equipment, and by keeping it as uniform as possible, they really get to know it inside and out, minimizing downtime. Equipment is assigned to different crews, and if the crew is shared with another contract, the equipment will be as well.
Preventative Maintenance Program
All WCA equipment goes through our Preventative Maintenance program. From our solar-powered arrow boards to our Freightliner Roll Off trucks. Our mechanics generally work on a single line of equipment, and by keeping it as uniform as possible, they really get to know it inside and out, minimizing downtime.
Sustainability
Over the last few years, we have invested heavily in new equipment to keep our fleet modern, comply with state requirements, meet demand, and reduce our environmental impact. We understand, with a fleet as large as ours, that we are responsible for the emissions our vehicles produce and actively work to monitor and reduce our carbon footprint.
Through our ability to
dedicate specific
pieces of equipment for
this project, we believe
it will lead to a
successful program.
Packet Page 242
28 Setting the Gold Standard
CARB – Certifications of Reported Compliance
Trucks and Bus Regulation & Off-Road Diesel Vehicle Regulation Packet Page 243
29 Setting the Gold Standard
TECHNOLOGY & INFORMATION MANAGEMENT
ArborAccess
WCA will provide and operate ArborAccess, its webbased computerized tree inventory and asset management system, at no cost to the City, in full
compliance with RFP requirements, and which
directly satisfies the City’s requirements for:
• Tree inventory management
• Work order tracking
• Real-time reporting
• Historical maintenance records
Benefits to the City:
• Full visibility into all work performed
• Reduced administrative workload
• Real-time contract performance tracking
• Transparent and defensible reporting
Inventory Methodology and Professional Standards
The inventory update will be carried out using a limited visual inspection method following: ANSI A300 Tree Care Standards, ANSI Z133 Safety Standards, International Society of Arboriculture (ISA) tree inventory best management practices, and industry-recognized municipal tree inventory protocols. Each tree and vacant planting site will be updated to ensure full compatibility with the City’s GIS base layers, including streets, parcels, addresses, rights-of-way, and hardscape datasets, as required by the RFP.
Inventory Staffing, Quality Control, and Data Integrity Tree inventory work will be completed by WCA’s dedicated tree inventory and plant health care staff, drawing from a pool of 20+ trained and certified personnel, including: ISA Certified Arborists, TRAQ-qualified arborists, Board Certified Master Arborists (BCMA), Wildlife-trained personnel, Qualified Applicator License (QAL) holders, and various additional industry certifications and licenses. An experienced Inventory Supervisor will oversee data collection and perform ongoing quality assurance and quality control (QA/QC) to ensure accuracy, consistency, and compliance with City and RFP standards. Inventory data will be updated in real time in the field, enabling real-time tracking of changes and ensuring the City always has access to the latest information.
ArborAccess Features
Create work orders
View tree site details
View work history
View invoices
Mobile app
Live data
GIS/GPS mapping
Recycling reports
Packet Page 244
30 Setting the Gold Standard
WCA’s Telematics Program
WCA utilizes an advanced telematics program integrated across its fleet and operations to enhance efficiency, accountability, safety, and service delivery for the City.
WCA’s telematics system provides real-time visibility into field operations, allowing management to monitor vehicle location, crew activity, routing efficiency, and equipment utilization throughout the workday. This level of oversight ensures that operations are performed efficiently and in alignment with City priorities.
Operational Efficiency and Routing
Telematics data is used to optimize daily routing and crew deployment, reducing travel time between job sites and improving productivity. By analyzing route patterns and field activity, WCA can:
• Minimize non-productive travel time
• Improve scheduling accuracy and adherence
• Increase the number of work orders completed per day
• Reduce fuel consumption and operating costs
This results in more efficient service delivery and better overall value to the City.
Safety Enhancement
Telematics technology also supports WCA’s safety program by monitoring driver behavior and vehicle operation.
• Tracking of driving patterns such as speed, braking, and idling • Identification of unsafe driving behaviors
• Reinforcement of safe driving practices through training and coaching This proactive approach helps reduce accidents, improve driver safety, and minimize risk to the public.
Fleet Management and Maintenance Support
Telematics data is integrated into WCA’s fleet management program to support preventative maintenance and equipment reliability.
• Monitoring of engine hours, usage, and performance
• Scheduling of maintenance based on actual equipment utilization • Early identification of potential mechanical issues
This ensures that equipment remains in optimal condition and reduces the likelihood of unexpected breakdowns.
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31 Setting the Gold Standard
WCA’s IT Staff
WCA’s technology platforms are supported by a dedicated in-house IT and GIS team of over 10 full-time professionals with expertise in enterprise systems, GIS integration, mobile applications, and data security. Team credentials include Microsoft Certified Professionals, GIS specialists, FAAcertified remote pilots, and telematics installers, ensuring ArborAccess and related systems are continuously maintained, improved, and fully compatible with municipal GIS environments. This internal expertise enables WCA to deliver responsive technical support, maintain data integrity, and foster ongoing innovation throughout the contract lifecycle.
Data Collected for Each Tree and Vacant Site
WCA will build on the City’s existing inventory database. All current data points will be reviewed and updated as needed, and new records will be added for trees and vacant sites not yet included.
The inventory will, at a minimum, include all required RFP fields and any additional attributes mutually agreed upon with the City. The final set of inventory fields will be determined during a pre-start scope refinement meeting to ensure they align with the City’s reporting needs, management objectives, and long-term urban forest planning goals.
Tree Maintenance Records
Accurate maintenance records for each location oftentimes can assist the City with liability claims.
Maintaining a detailed history of work performed at each location demonstrates good faith in preserving each location's urban forest. It is imperative that work requests be pulled from the system before work is performed.
Mobile Application with
Detailed Tree Site Characteristics
The advanced technology provides a
valuable tool to urban forestry
professionals by displaying specific tree
site information along with a
representative photograph of the
species type and a recommended
maintenance field. ArborAccess’ built-in
quality control features assist in data
accuracy. As maintenance is performed,
the work history is updated and
accompanied with bi-weekly invoices.
This process eliminates the need for dualinputting and helps keep the tree inventory current and accurate.
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32 Setting the Gold Standard
Sample: Species Frequency Report
The Species Frequency report can assist the City in
identifying the tree population within the urban forest. This type of information is valuable in the event of an insect infestation, a deadly disease, or even in estimating future maintenance costs. In addition, an analysis can be
conducted to evaluate the performance history of a
particular species within your Agency.
Detailed Reporting Options
Inventory Work History District Frequency
View Invoices Work Type by District/Zone Species Frequency (sample above) Job Balances DBH Frequency All Trees at an Address
Recycling Height Frequency Estimated Tree Value
WCA helps agencies
understand and
manage their canopy
by sharing inventories,
insight, and data.
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33 Setting the Gold Standard
WILDLIFE, GREEN WASTE & COMMUNITY
Recycling
WCA’s commitment to be a socially responsible corporate partner to our customers and communities is exemplified in our Recycling Program. With the steadily increasing concern for the ecological health of our communities, WCA has embarked on a landfill diversion process in which all material is taken to recycling facilities for use in the production of soil amendments. We are committed to taking all recyclable materials removed from trees trimmed during this project to a recycling center for processing. Verification of amounts recycled will be obtained and reported by WCA via ArborAccess to meet the State's goals for reducing landfill use.
MULCH is made from coarse-ground branches and leaves. It should be spread on the ground at a rate of six to twelve inches for the best effect. Fresh mulch will deplete nitrogen at the soil surface, reducing weed growth. Once the mulch has decomposed, it returns nitrogen to the soil, which helps improve soil quality for plants. WCA processes a large amount of tree debris and uses it in large-scale mulching projects to establish native plants in open space areas.
COMPOST is made from fine-ground branches, leaves, or other organic material. When mixed with oxygen and water, the organic material will decay or “compost.” Finished compost is excellent for turning into the top layer of soil and will add nitrogen and increase the soil's water-holding capacity.
You can make compost at home in a pile in your yard or in a bin that you make or purchase. Largescale composting is done at regional recycling facilities.
FIREWOOD is traditionally the most common use of large branches and logs. Firewood is used to heat homes during the winter months. WCA takes the logs to our yard, where they are then chopped into usable firewood.
Wildlife Protection
We have a full-time Biologist, Ms. Lissette Rios, on
staff whose responsibilities include writing reports,
pre-work bird assessments, and training crews on
current bird nesting laws as well as BMPs for tree
maintenance. The protection of birds, especially
during nesting season, is critical to providing
responsible tree maintenance and her experience,
training and skilled eye have proven to be a great
asset to our team. Our safety and training
department has committed to working with wildlife
preservation associations and played a key role in
the establishment of the Tree Care for Birds and
Other Wildlife BMP that is used in the tree care
industry.
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34 Setting the Gold Standard
Arbor Day Advocates & Community Involvement
WCA participates in over 100 Arbor Days, Earth Days, and other community events annually by providing educational presentations, tree plantings, and sponsorships. As a community partner, we understand the importance of teaching youth about the benefits of trees not only to better our environment but to ensure our urban forests are maintained for years to come.
Community Partnerships
WCA has partnered with Invest From the Ground Up and the Western Chapter International Society of Arboriculture to plant trees across California under their newest initiative – Cool Parks. With a generous grant from CAL FIRE, the Cool Parks team is working alongside partner cities and nonprofits to bring 2,500 trees to California’s disadvantaged and low-income communities, organize a CA Tree Team workshop, and engage residents to learn and care about the trees in their city.
Prior to the “Cool Parks” campaign, WCA participated in the CIRCLE (California Initiative to Reduce Carbon and Limit Emissions) campaign since its launch in October of 2016. Each round of tree planting events has provided thousands of trees to communities across California. The trees planted have the potential to sequester millions of pounds of CO2.
These events are valuable to California communities by generating thousands of volunteers, improving air quality, and educating the local community about proper tree planting techniques.
Together, we can grow the urban forest for a more sustainable future.
Partnering with the City of
Tracy to support urban
forestry initiatives during
its Arbor Day celebration.
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Part II, Page 1
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT
CITY OF SEASIDE
PART II: PROPOSAL
BID SCHEDULE
Item
No. Description Approx. Quantity
Unit of
Measure
Unit
Cost Total
1 Mobilization and Demobilization 1 LS
2 Storm Water Compliance 1 LS
3 Traffic Control 1 LS
4 On-Staff International Society of Arboriculture Board Certified Master Arborist with Tree Risk Assessment
Qualification
100 HR
5 On-Staff, On-Site NCCCO Certified Crane Operator 100 HR 6 On-Staff On-Site International Society of
Arboriculture Certified Arborist Foreman, Crew
Leader or Leadworker
1,500 HR
7 On-Staff On-Site I.S.A. Certified Tree Worker
Climbing Specialist 100 HR
8 Tree Climber Trimmer 100 HR
9 Tree Maintenance Worker 6,000 HR
10 Laborer 100 HR
11 Emergency Services—After Hours, Weekends, or
Holidays Hourly Rate Per Man 100 HR
12 DPR Licensed Pest Control Applicator 100 HR
13 Online database for work records and invoices 100 HR 14 5 Yard or larger Brush/Chipper Truck 100 HR
15 55 ft. or larger insulated Aerial Lift Truck for Tree Work 100 HR
16 95-100 ft. Aerial Lift Truck 100 HR
17 5 Yard or larger Dump Truck 100 HR
18 Skip Loader or Backhoe Loader 100 HR
19 Truck w/Roll Off Dump Box—10 to 40 Yard Capacity 100 HR 20 Disc Chipper Equivalent to 1800 Vermeer 100 HR
21 Disc Chipper Equivalent to BC-1000 Vermeer 100 HR
22 100+ ft. Crane, 15 Metric Ton Capacity with Bucket
Option 100 HR
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 $0.00 $0.00
$0.00 $0.00
$0.00 $0.00
$150.00 $15,000.00
$125.00 $12,500.00
$115.00 $172,500.00
$125.00 $12,500.00
$40.00 $240,000.00
$125.00 $12,500.00
$85.00 $8,500.00
$0.00 $0.00
$40.00 $4,000.00
$40.00 $4,000.00
$25.00 $2,500.00
$40.00 $4,000.00
$40.00 $4,000.00
$125.00 $12,500.00
$125.00 $12,500.00
$125.00 $12,500.00
$40.00 $4,000.00
$40.00 $4,000.00
$40.00 $4,000.00
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Part II, Page 2
23 45 ft Crane, 6 Metric Ton Capacity 100 HR
24 Large, Medium, and Samll Stump Grinder 100 HR
25 Irrigation Water Truck, 300 Gal. Minimum 100 HR
BASIS OF AWARD
Award of contract, if any be made, shall be made to the Contractor with the lowest responsive responsible bid based on the Grand Total Bid (Items 1 through 25).
BID ITEM DESCRIPTIONS
This section covers details of individual items of the Bid Schedule to ensure that it is clear as to what is to be included in each item. The costs submitted with each item are to reflect the work to be completed under that bid item only. Payment of all the following items shall be for actual materials installed on the job and for actual work accomplished.
1. Mobilization and Demobilization
Measurement and payment for this item shall be on a lump sum (LS) basis. The lump sum cost shall pay for all the costs of mobilization and demobilization for items awarded. The work shall include, but not be limited to, preparatory and cleanup work necessary for performance of the work in accordance with the Standard Specifications, Plans and Specifications, and as directed by the Engineer. This item also includes the movement of construction personnel, equipment, supplies and incidentals to and from the project site, and all other work and operations, which must be incurred prior to the beginning of and after the end of construction work. This item shall also include obtaining bonds, insurance policies, licenses, and permits required by the contract documents, project meetings, coordination and all related administrative costs for this Project. Partial payment of this bid item shall be based on percent of this item completed and shall be contingent upon the Contractor’s furnishing and the City’s acceptance of:
1) the schedule of values, 2) the construction schedule, 3) Traffic Control Plans, 4) Quality Control Plan, 5) all submittals and shop drawings, 6) electrician certifications, 7) subcontractor’s Certificate of Good Faith Effort to hire local, and 8) fringe benefit summary statement. Also included in this bid item is maintaining the project site, regular cleanup and final cleanup, temporary fencing and staging area, if any.
2. Storm Water Compliance
Measurement and payment for this item shall be on a lump sum (LS) basis. The work shall include, but not be limited to, the furnishing of all labor, materials, tools, equipment and incidentals necessary for the implementation of the requirements under “Environmental/Pollution Prevention Requirements” of these Specifications and as directed by the Engineer. This work also includes compliance with all applicable rules, regulations, ordinances and statutes. Also included is providing and installing BMPs, proper maintenance and inspection of all BMPs installed for the project, removal of BMPs, and clean up and proper disposal of any environmental pollutants due to construction related activities.
3. Traffic Control
Measurement and payment for this item shall be on a lump sum (LS) basis. The work shall include, but not be limited to, the furnishing of all labor, materials, tools, equipment, and incidentals necessary to maintain pedestrian and/or vehicular traffic for public use during performance of the work, including all related construction area sign placement and maintenance. This work also includes the preparation, submittal and implementation of the traffic control plan(s), establishing traffic detour(s), traffic control device placement and maintenance, flagging, barriers, temporary drainage facilities, temporary access, temporary asphalt tapers, protection of adjacent existing improvements from damage or staining, removal of the detour(s) upon direction of the Engineer, and restoration of all areas affected by construction, maintenance, use, and removal of the detour in accordance with the Standard Specifications, Plans and Specifications, and as directed by the Engineer.
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 $40.00 $4,000.00
$25.00 $2,500.00
$40.00 $4,000.00
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DECLARATION OF BIDDER
Only an individual who is authorized to bind the bidding firm contractually shall sign this Declaration of Bidder. The signature must indicate the title or position the individual holds in the firm and be submitted with an original signature.
FAILURE TO PROVIDE ANY OF THE INFORMATION REQUIRED HEREIN INCLUDING CONTRACTOR SIGNATURES MAY RESULT IN YOUR BID BEING DEEMED NON-RESPONSIVE.
Bidder certifies he/she possesses a license in accordance with a State Act providing for the registration of Contractors. License No. : _____ , Class: ,Expiration date: .
In accordance with California Labor Code (SB 854), bidder certifies that he/she is registered with the Department of Industrial Relations. Registration No.: .
Name of Firm:
Address:
Telephone:
Email:
Indicate your organization type (sole proprietorship, partnership, corporation, LLC):
_____________________________________________________________________________________ I, the official named below, certify that I am duly authorized to legally bind the prospective Contractor to the clause(s) listed herein.
I further certify that, ALL OF THE INFORMATION CONTAINED IN THIS BID PROPOSAL IS TRUE AND CORRECT and this bid is a firm offer for a 90-day period.
I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.
Executed this _____________ day of ___________ , 20__, in _______________ County, California.
Authorized Signatory Printed Name and Title
366764 C27, C31, C49, C61/D49 12/31/2026
1000000956 Exp. 06/30/2029
West Coast Arborists, Inc.
2200 E. Via Burton, Anaheim, CA 92806
(714) 991-1900
[email protected]
Corporation
19th August 26 Orange
Patrick Mahoney, President
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Statement of Qualification Questionnaire
Bidders shall complete the entire Statement of Qualification Questionnaire and submit it in accordance with the Project Documents. Failure to complete the questionnaire or inclusion of any false statement(s) shall be ground for immediate disqualification.
CONTACT INFORMATION
Company Name:
Contact Person:
Phone: Email:
PART A: GENERAL INFORMATION
1. Does Bidder possess a valid and current California Contractor’s license for the Yes ___ No ___ work proposed?
2. Does Bidder have a minimum of $2,000,000 liability insurance coverage? Yes ___ No ___
3. Has Bidder’s License been revoked at any time in the last five years? Yes ___ No ___
4. Has Bidder been “default terminated” by an Owner (`other than for convenience), Yes ___ No ___ or has a Surety completed a contract for Bidder within the last five years?
5. Has Bidder been convicted more than twice for failure to pay prevailing wages Yes ___ No ___ in the last three years?
Bidder may be disqualified if any answer to questions 1, or 2, is No.
Bidder may be disqualified if any answer to questions 3, 4, or 5 is Yes.
PART B: SAFETY, PREVAILING WAGE, DISPUTES AND BONDS
SAFETY
1. Has Cal/OHSA, Federal OSHA, the EPA or any Air Quality Management Owner cited Bidder in the past five years?
Yes ___ No ___ If yes, attach description of each citation.
2. How often does Bidder require documented safety meetings be held for:
Field Supervisor Weekly _____ Bi-Weekly _____ Monthly _____ Less Than Monthly _____ Employees Weekly _____ Bi-Weekly _____ Monthly _____ Less Than Monthly _____ New Hires Weekly _____ Bi-Weekly _____ Monthly _____ Less Than Monthly _____ Subcontractors Weekly _____ Bi-Weekly _____ Monthly _____ Less Than Monthly _____
3. How often does Bidder conduct documented safety inspections? Quarterly _____ Semi-annually _____ Annually _____ Other _____
3. Does Bidder have home office safety representatives who visit/audit the job site? Quarterly _____ Semi-annually _____ Annually _____ Other _____
5. What is Bidder’s Interstate Experience Modification Rate? ____________. (A rating in excess of 1 may constitute grounds for disqualification as non-responsible).
PREVAILING WAGE PROVISIONS
6. Has Bidder been fined, penalized or otherwise found to have violated any prevailing wage or labor West Coast Arborists, Inc.
Victor Gonzalez, Vice President
(714) 991-1900 [email protected]
X
X
X
X
X
X
X
X
X
X
X - Daily
X - Daily
99%
Packet Page 253
code provision? If yes, attach description of each occurrence.
Yes _____ No _____
LICENSE PROVISIONS
7. Has Bidder changed names or license numbers in the past 5 years? If so, please state reason for change.
Yes _____ No _____ Reason:
DISPUTES
8. Has Bidder had any claims, litigation, or disputes ending in mediation or arbitration, or termination for cause associated with any project in the past 5 years? The Bidder may attach description of each instance including details of total claim amount, settlement amount, and Owner’s name and phone number.
Yes _____ No _____
If yes, please describe the circumstances below:
BONDING
9. Bonding Capacity – Provide documentation from Bidder’s surety identifying the following:
Name of bonding company/surety: _____________________________________________________ Name of Surety Agent: ______________________________________________________________ Surety Agent address: ______________________________________________________________ Surety Agent phone number: _________________________________________________________ Is surety a California-admitted surety? Yes _____ No _____ Is surety listed in the current edition of the California Department of the Treasury’s Listing of approved sureties? Yes _____ No _____
List surety’s A.M. Best Rating: ________________________________________________________ X
X
Aon Commerical Risk Solutions
Rosa Rivas
17875 Von Karman Avenue, Suite 300, Irvine, California 92614 (919) 608-6348
X
X
A+ (Superior)
X
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PART C: EXPERIENCE OF APPURTENANCE / RETROFIT CONTRACTOR CLASS A OR C-12 LICENSURE
The nature of this Project requires prior similar experience for the firm and the Key Personnel assigned.
Summarize similar project experience below and provide the detailed project information requested:
List three projects of similar size and scope to the Work of the Contract, completed in the past five (5) years, and indicate who were the superintendent, project manager and scheduler. NOTE: this listing will be used to assess compliance with the stated minimum qualifications Project Name Construction
Cost ($)
Year
Completed
Name of Project
Superintendent
Name of
Project
Manager
Name of
Project
Scheduler
List Key Personnel that will be assigned to the Work of the current Project and their experience/training with the projects listed above:
Project Manager: ________________________________________________________________ Project Superintendent: ___________________________________________________________ Project Scheduler: _______________________________________________________________ Not Applicable - See 'Client References'
Packet Page 255
Recent Projects.
Provide information about three (3) of its most currently completed projects. Names and references must be current and verifiable. This listing will be used to assess compliance with the stated minimum qualifications. If a separate sheet is used, it must contain all of the following information:
1. Project Name: _____________________________________________________________________
Location: _________________________________________________________________________ Owner: __________________________________________________________________________ Owner Contact (name and phone): ____________________________________________________ Architect/Engineer: _________________________________________________________________ Architect/Engineer Contact (name and phone number): ____________________________________ Const. Mgr. or Project Mgr. (name and phone number): ____________________________________ Description of Project, Scope of Work Performed: _________________________________________ ________________________________________________________________________________ Total Construction Cost: _____________________________________________________________ Total Change Order Amount: _________________________________________________________ Did Change Orders exceed 10% of original contract sum? ___________ If yes, please explain on separate sheet.
Original Scheduled Date of Completion: ________________________________________________ Time Extensions Granted (number of Days): _____________________________________________ Actual Date of Completion: ___________________________________________________________ Number of Stop Notices filed by Subcontractors or Suppliers: _______________________________
2. Project Name: _____________________________________________________________________
Location: _________________________________________________________________________ Owner: __________________________________________________________________________ Owner Contact (name and phone): ____________________________________________________ Architect/Engineer: _________________________________________________________________ Architect/Engineer Contact (name and phone number): ____________________________________ Const. Mgr. or Project Mgr. (name and phone number):____________________________________ Description of Project, Scope of Work Performed: ________________________________________ ________________________________________________________________________________ Total Construction Cost: ____________________________________________________________ City of Palo Alto
City of Morgan Hill
Tree Pruning and Removal Services
3201 E. Bayshore Road, Palo Alto, CA 94303
Derek Sproat, (650) 496-6985
Maintenance services including pruning, removal, stump grinding, and other maintenance of trees, palms, and other woody plants, along street corridors, and throughout parks, open spaces and facilities within the City of Palo Alto.
Juan Ortiz, (408) 591-4860
N/A
N/A
$1,650,000
$150,000
No
2024
06/30/2031
N/A
Furnish Tree Maintenanc Services
100 Edes Ct., Morgan Hill, CA 95037
Keri Russell, (408) 310-4057
N/A
N/A
Juan Ortiz, (408) 591-4860
Services includes grid pruning, service pruning, tree removals, planting, and emergency response city-wide
$1,392,728
2,555 days
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Total Change Order Amount: ________________________________________________________ Did Change Orders exceed 10% of original contract sum? ___________ If yes, please explain on separate sheet.
Original Scheduled Date of Completion: ________________________________________________ Time Extensions Granted (number of Days): _____________________________________________ Actual Date of Completion: ___________________________________________________________ Number of Stop Notices filed by Subcontractors or Suppliers: _______________________________
3. Project Name: _____________________________________________________________________
Location: _________________________________________________________________________ Owner: __________________________________________________________________________ Owner Contact (name and phone): ____________________________________________________ Architect/Engineer: _________________________________________________________________ Architect/Engineer Contact (name and phone number): ____________________________________ Const. Mgr. or Project Mgr. (name and phone number): ____________________________________ Description of Project, Scope of Work Performed: _________________________________________ ________________________________________________________________________________ Total Construction Cost: _____________________________________________________________ Total Change Order Amount:_________________________________________________________ Did Change Orders exceed 10% of original contract sum? ___________ If yes, please explain on separate sheet.
Original Scheduled Date of Completion: ________________________________________________ Time Extensions Granted (number of Days): _____________________________________________ Actual Date of Completion: ___________________________________________________________ Number of Stop Notices filed by Subcontractors or Suppliers: _______________________________ City of Gilroy
Annual Contract
Increase
$555,328
365 days
09/30/2026
09/03/2025
N/A
On-Call Arborists Services
John Greer, (408) 846-0422
N/A
N/A
Juan Ortiz, (408) 591-4860
stump removal, replanting, crown thinning, raising, cleaning, and reduction, and assessing and treating for infestation or disease.
Services include trimming, thinning, pruning, removal,
$650,000
$0.00
No
12/31/2028
0 12/31/2028
N/A
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SUBCONTRACTORS LIST
In compliance with the provisions of Section 4100 & 4109 of the Public Contract Code of the State of California and any amendments thereto, the Bidder shall list below the name and business address of each subcontractor who will perform work under this Bid in excess of one-half of one percent of the Bidder’s Total Bid Price, and shall also list the portion of the work which will be done by such subcontractor. After the opening of bids, no changes or substitutions will be allowed except as otherwise provided by law. The listing of more than one subcontractor for each item of work to be performed with the words “and/or” will not be permitted. Failure to comply with this requirement may render the Bid non-responsive and may cause its rejection. Bidder submits the following information as to the subcontractors Bidder intends to employ if awarded the Contract.
Full Name of Subcontractor
and Address of Mill or Shop
Description of Work:
Reference To Bid Items
Subcontractor’s
License No.
Public Works Contractor
Registration NO. Value of Work ($)
(Bidder to attach additional sheets if necessary)
No subcontractors to be used.
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NON-COLLUSION DECLARATION
TO BE EXECUTED BY BIDDER AND SUBMITTED WITH BID
The undersigned declares:
I am the _____________________ of _______________________________, the party making the foregoing bid.
The bid is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or corporation. The bid is genuine and not collusive or sham.
The bidder has not directly or indirectly induced or solicited any other bidder to put in a false or sham bid. The bidder has not directly or indirectly colluded, conspired, connived, or agreed with any bidder or anyone else to put in a sham bid, or to refrain from bidding. The bidder has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the bid price of the bidder or any other bidder, or to fix any overhead, profit, or cost element of the bid price, or of that of any other bidder. All statements contained in the bid are true.
The bidder has not, directly or indirectly, submitted his or her bid price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, to any corporation, partnership, company, association, organization, bid depository, or to any member or agent thereof, to effectuate a collusive or sham bid, and has not paid, and will not pay, any person or entity for such purpose.
Any person executing this declaration on behalf of a bidder that is a corporation, partnership, joint venture, limited liability company, limited liability partnership, or any other entity, hereby represents that he or she has full power to execute, and does execute, this declaration on behalf of the bidder.
I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct and that this declaration is executed on this ______ day of _______________, 20__ in __________________ [city], ________________ County, California. _______________________________________
Signature
_______________________________________
Printed Name and Title
President West Coast Arborists, Inc.
26 Anaheim Orange
19th August
Patrick Mahoney, President
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DEBARMENT AND SUSPENSION CERTIFICATION
The Bidder, under penalty of perjury, certifies that, except as noted below, he/she or any other person associated therewith in the capacity of owner, partner, director, officer, manager:
Is not currently under suspension, debarment, voluntary exclusion, disqualification, or determination of ineligibility by any state, federal, or local agency; Has not been suspended, debarred, voluntarily excluded, disqualified or determined ineligible by any state, federal, or local agency within the past 3 years; Does not have a proposed debarment or disqualification pending; and Has not be indicted, convicted, or had a civil judgment rendered against it by a court of competent jurisdiction in any matter involving fraud or official misconduct within the past 3 years.
If there are any exceptions to this certification, insert the exceptions in the following space.
Exceptions will not necessarily result in denial of award, but will be considered in determining Bidder responsibility. For any exception noted above, indicate below to whom it applies, initiating agency, and dates of action.
Notes: Providing false information may result in criminal prosecution or administrative sanctions.
I declare under penalty of perjury that the foregoing is true and correct and that this certification is signed this ______ day of _______________, 20__ in __________________ [city], ________________ County, California.
_______________________________________
Signature
_______________________________________
Printed Name and Title
19th August 26 Anaheim Orange
Patrick Mahoney, President
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BIDDER CERTIFICATIONS
TO BE EXECUTED BY ALL BIDDERS AND SUBMITTED WITH BID
The undersigned Bidder certifies to Owner as set forth in sections 1 through 6 below.
1. STATEMENT OF CONVICTIONS
By my signature hereunder, I hereby swear, under penalty of perjury, that no more than one final, unappealable finding of contempt of court by a Federal Court has been issued against Bidder within the past two years because of failure to comply with an order of a Federal Court or to comply with an order of the National Labor Relations Board.
2. CERTIFICATION OF WORKER’S COMPENSATION INSURANCE
By my signature hereunder, as the Contractor, I certify that I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for worker's compensation or to undertake self-insurance in accordance with the provisions of that Code, and I will comply with such provisions before commencing the performance of the work of this Contract.
3. CERTIFICATION OF PREVAILING WAGE RATES AND RECORDS
By my signature hereunder, as the Contractor, I certify that I am aware of the provisions of Section 1773 of the California Labor Code, which requires the payment of prevailing wage on public projects. Also, that the Contractor and any subcontractors under the Contractor shall comply with California Labor Code §1776, regarding wage records, and with California Labor Code §1777.5, regarding the employment and training of apprentices. It is the Contractor’s responsibility to ensure compliance by any and all subcontractors performing work under this Contract.
4. CERTIFICATION OF COMPLIANCE WITH PUBLIC WORKS CHAPTER OF LABOR CODE By my signature hereunder, as the Contractor, I certify that I am aware of Sections 1777.1 and 1777.7 of the California Labor Code and Contractor and Subcontractors and am eligible to bid and work on public works projects. Contractor warrants that it is currently registered with the Department of Industrial Relations and qualified to perform public work consistent with Labor Code section 1725.5.
Contractor further warrants that any subcontractors who are subject to Public Contract code section 4104, are registered and qualified to perform public work consistent with Labor Code section 1725.5. No bid will be accepted nor any contract entered into without proof of the contractor’s and subcontractors’ current registration with the Department of Industrial Relations to perform public work. Bidder shall maintain a current DIR registration for the duration of the project.
5. CERTIFICATION OF NOTICE OF COMPLIANCE MONITORING
By my signature hereunder, as the Contractor, I certify that I am aware of Section 1771.4 of the California Labor Code and that this project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.
6. CERTIFICATION OF ADEQUACY OF CONTRACT AMOUNT
By my signature hereunder, as the Contractor, pursuant to Labor Code Section 2810(a), I certify that, if awarded the Contract based on the undersigned’s Bid, the Contract will include funds sufficient to allow the Contractor to comply with all applicable local, state, and federal laws or regulations governing the labor or services to be provided. I understand that Owner will be relying on this certification if it awards the Contract to the undersigned.
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BIDDER:
(Name of Bidder)
Date: ___________________ By:
(Signature)
Name:
(Print Name)
Its:
(Title)
West Coast Arborists, Inc.
Patrick Mahoney
President
08/19/2026
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ADDENDUM No. 1
For the
FY 2027 TREE MAINTENANCE ON CALL CONTRACT
August 20, 2026
Addendum No. 1 is being issued for clarifications and revisions to the contract documents for the FY 2027 Tree Maintenance On Call Contract.
The clarifications and revisions declared in this addendum are an essential element to the contract documents. The contract documents to be executed will contain a copy of this addendum. This Addendum shall supersede the original Contract Documents, and previous Addenda wherein it contradicts the same and shall take precedence over anything to the contrary therein.
CLARIFICATIONS
1. Questions: Does PART C: EXPERIENCE OF APPURTENANCE / RETROFIT CONTRACTOR CLASS A OR C-12 LICENSURE need to be completed since the contract does not require these licenses? Only requires Class C-61/D-49 Contractor's license.
Answer: No, PART C: EXPERIENCE OF APPURTENANCE / RETROFIT CONTRACTOR CLASS A OR C-12 LICENSURE does not need to be completed.
2. Questions: Considering this is a tree maintenance project, shouldn’t the new C-49 contractor’s license be required given that the C61/D49 is not outdated? Answer: Yes, the new C-49 contractor’s license is required.
3. Questions: What will be the main determining factors that the City will consider when deciding to award 1, 2, or 3 contractors?
Answer: The main determining factor when deciding to award the contract is the lowest responsive responsible bidder as defined in Part II, Basis of Award.
4. Questions: Will the City consider the proximity of a bidder’s facility to the city in the evaluation of this bid? Especially in terms of emergency response time.
Answer: Yes, proximity to the City is considered in evaluation of this bid. The contractor shall respond to emergency calls withing an hour window and have equipment on the scene within two hours.
5. Questions: How will the City evaluate a responsible bidder? Specifically, what statistics will be used? Number of employees? ISA Certifications? Equipment available? Experience with similar size projects?
Answer: The City will evaluate all parts of the bid.
6. Questions: Will the City consider whether a bidder is signatory to a labor union? Answer: Yes, all bids are acceptable.
Packet Page 268
Addendum #1
Citywide Tree Maintenance On-Call
7. Questions: Will the City consider requiring the C-31 license for traffic control given that most of this work will take place on the public right of way? Answer: Yes, a C-31 contractor specializes in setting up and removing temporary traffic control for construction zones. All vendors are required to handle their own traffic control.
8. Questions: Does the City have a GPS tree inventory? If so, will an update be required upon the start of the contract?
Answer: No, the City does not have a GPS tree inventory.
9. Questions: Will the City require a mobile application for the urban forest management platform?
Answer: No, the City does not require a mobile application for the urban forest management platform.
10. Questions: For tree removals and tree planting, will the City mark the sites for Underground Service Alert?
Answer: No, the contractor will mark sites for Underground Service Alerts.
11. Questions: Are gas-powered blowers allowed in the City? Answer: As of now, there is no gas blower restriction in place.
12. Questions: Will tree planting be part of this project? If yes, how will this be charged? Answer: No, tree planting will not be a part of this project.
13. Questions: How much time will the City allow between Service Request Tree Pruning assignments and their completion?
Answer: The time limits for assignment and completion of projects will vary depending on the specific assignments.
14. Questions: Will there be a site provided for parking of vehicles & equipment and/or staging of materials?
Answer: No, there will be no site provided for parking of vehicles, equipment, and/or staging of materials.
15. Questions: Which firm had the most previous contract for tree maintenance? Answer: There were no firms that had a previous contract for tree maintenance.
16. Questions: Can the bidders obtain copy of the most previous Agreement including price schedule?
Answer: No, there is no previous Agreement to provide.
17. Questions: Does the City perform Grid Pruning, Pruning by Species, or by service request?
Answer: The City performs pruning by service request.
18. Questions: Is the Contractor required to collect a new inventory as part of this contract? Packet Page 269
Addendum #1
Citywide Tree Maintenance On-Call
Answer: No, the contractor is not required to collect a new inventory as part of this contract.
19. Questions: Will Park trees be included in this contract? Answer: Yes, Park trees will be included in this contract.
20. Questions: Are bidders allowed to include pricing for additional services that are not listed in the RFP?
Answer: No, bidders are not allowed to include pricing for additional services not listed in the RFP.
21. Questions: What are the annual averages for trees pruned, trees removed, emergency responses, Arborist reports, and plant health care being used over the last 3 years? Answer: This data does not exist.
22. Questions: Can the City provide a size breakdown by DBH of the trees in the City? Answer: This data does not exist.
23. Questions: What is anticipated budget? If there is no anticipated budget, what were the expenditures for the last calendar/fiscal year?
Answer: The anticipated budget is $100,000.
24. Questions: How is work scheduled throughout the year? Answer: Work is not scheduled throughout the year; work will be on an on-call basis.
25. Questions: Can the City provide examples of recently performed pruning that is done to your satisfaction?
Answer: The trees along Broadway Ave. are the most recent examples of pruning done to our satisfaction.
26. Questions: Can contractors trim or remove any tree they deem necessary? Answer: If a contractor determines that a tree requires removal and/or trimming, approval must be obtained by phone from the Public Works Superintendent and/or Field Supervisor prior to any work taking place.
27. Questions: Is the City interested in keeping some of the clean chips generated from this work to satisfy SB1383?
Answer: The City does not need to keep clean chips from this work to satisfy SB 1383.
28. Questions: Is there a current or incumbent contractor performing these services? If so, please provide the name of the incumbent contractor and how long they have held the contract. If there is no incumbent, please confirm whether this is the first time these services have been advertised or contracted
Answer: There is no current or incumbent contractor performing these services. This is the first time these services have been advertised.
Packet Page 270
Packet Page 271
Revised Addendum #1 Part II, Page 1
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT
CITY OF SEASIDE
PART II: PROPOSAL
BID SCHEDULE
Item
No. Description Approx. Quantity
Unit of
Measure
Unit
Cost Total
1 Mobilization and Demobilization 1 LS
2 Storm Water Compliance 1 LS
3 Traffic Control 1 LS
4 On-Staff International Society of Arboriculture
Certified Arborist with Tree Risk Assessment
Qualification
100 HR
5 On-Staff, On-Site NCCCO Certified Crane Operator 100 HR 6 On-Staff On-Site International Society of
Arboriculture Certified Arborist Foreman, Crew
Leader or Leadworker
1,500 HR
7 On-Staff On-Site I.S.A. Certified Tree Worker
Climbing Specialist 100 HR
8 Tree Climber Trimmer 100 HR
9 Tree Maintenance Worker 6,000 HR
10 Laborer 100 HR
11 Emergency Services—After Hours, Weekends, or
Holidays Hourly Rate Per Man 100 HR
12 DPR Licensed Pest Control Applicator 100 HR
13 Online database for work records and invoices 100 HR 14 5 Yard or larger Brush/Chipper Truck 100 HR
15 55 ft. or larger insulated Aerial Lift Truck for Tree Work 100 HR
16 95-100 ft. Aerial Lift Truck 100 HR
17 5 Yard or larger Dump Truck 100 HR
18 Skip Loader or Backhoe Loader 100 HR
19 Truck w/Roll Off Dump Box—10 to 40 Yard Capacity 100 HR 20 Disc Chipper Equivalent to 1800 Vermeer 100 HR
21 Disc Chipper Equivalent to BC-1000 Vermeer 100 HR
22 100+ ft. Crane, 15 Metric Ton Capacity with Bucket
Option 100 HR
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 272
Revised Addendum #1 Part II, Page 2
23 45 ft Crane, 6 Metric Ton Capacity 100 HR
24 Large, Medium, and Samll Stump Grinder 100 HR
25 Irrigation Water Truck, 300 Gal. Minimum 100 HR
BASIS OF AWARD
Award of contract, if any be made, shall be made to the Contractor with the lowest responsive responsible bid based on the Grand Total Bid (Items 1 through 25).
BID ITEM DESCRIPTIONS
This section covers details of individual items of the Bid Schedule to ensure that it is clear as to what is to be included in each item. The costs submitted with each item are to reflect the work to be completed under that bid item only. Payment of all the following items shall be for actual materials installed on the job and for actual work accomplished.
1. Mobilization and Demobilization
Measurement and payment for this item shall be on a lump sum (LS) basis. The lump sum cost shall pay for all the costs of mobilization and demobilization for items awarded. The work shall include, but not be limited to, preparatory and cleanup work necessary for performance of the work in accordance with the Standard Specifications, Plans and Specifications, and as directed by the Engineer. This item also includes the movement of construction personnel, equipment, supplies and incidentals to and from the project site, and all other work and operations, which must be incurred prior to the beginning of and after the end of construction work. This item shall also include obtaining bonds, insurance policies, licenses, and permits required by the contract documents, project meetings, coordination and all related administrative costs for this Project. Partial payment of this bid item shall be based on percent of this item completed and shall be contingent upon the Contractor’s furnishing and the City’s acceptance of:
1) the schedule of values, 2) the construction schedule, 3) Traffic Control Plans, 4) Quality Control Plan, 5) all submittals and shop drawings, 6) electrician certifications, 7) subcontractor’s Certificate of Good Faith Effort to hire local, and 8) fringe benefit summary statement. Also included in this bid item is maintaining the project site, regular cleanup and final cleanup, temporary fencing and staging area, if any.
2. Storm Water Compliance
Measurement and payment for this item shall be on a lump sum (LS) basis. The work shall include, but not be limited to, the furnishing of all labor, materials, tools, equipment and incidentals necessary for the implementation of the requirements under “Environmental/Pollution Prevention Requirements” of these Specifications and as directed by the Engineer. This work also includes compliance with all applicable rules, regulations, ordinances and statutes. Also included is providing and installing BMPs, proper maintenance and inspection of all BMPs installed for the project, removal of BMPs, and clean up and proper disposal of any environmental pollutants due to construction related activities.
3. Traffic Control
Measurement and payment for this item shall be on a lump sum (LS) basis. The work shall include, but not be limited to, the furnishing of all labor, materials, tools, equipment, and incidentals necessary to maintain pedestrian and/or vehicular traffic for public use during performance of the work, including all related construction area sign placement and maintenance. This work also includes the preparation, submittal and implementation of the traffic control plan(s), establishing traffic detour(s), traffic control device placement and maintenance, flagging, barriers, temporary drainage facilities, temporary access, temporary asphalt tapers, protection of adjacent existing improvements from damage or staining, removal of the detour(s) upon direction of the Engineer, and restoration of all areas affected by construction, maintenance, use, and removal of the detour in accordance with the Standard Specifications, Plans and Specifications, and as directed by the Engineer.
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 273
Revised Addendum #1 Part II, Page 3
4. On-Staff International Society of Arboriculture Certified Arborist with International Society of Arboriculture Tree Risk Assessment Qualification
Must be qualified and competent to perform tree health diagnosis, report writing, document review, etc. This work may not be subcontracted.
5. On-Staff On-Site NCCCO Certified Crane Operator
National Commission for the Certification of Crane Operators Certified Crane Operator. Must be onsite while crane work is performed. This work may not be subcontracted.
6. On-Staff On-site International Society of Arboriculture Certified Arborist Foreman, Crew Leader or Leadworker
Onsite working job supervisor with proof of status as an I.S.A. Certified Arborist. Must be on-site while all work is performed. This work may not be subcontracted.
7. On Staff On-Site I.S.A. Certified Tree Worker Climbing Specialist International Society of Arboriculture Certified Tree Worker trained and tested to climb and work in trees. An I.S.A. Tree Worker Climber Specialists must have the skill and endurance to climb trees, demonstrate high regard for safety, and be able to perform tree work off the ground. Tested in both a classroom setting and a field setting, candidates must have training in aerial rescue, CPR, and First Aid-- Must be on-site while work all is performed. This work may not be subcontracted.
8. Tree Climber Trimmer
Personnel qualified and competent to inspect, climb, prune, rig, and remove trees, and work from an aerial lift.
9. Tree Maintenance Worker
Personnel qualified and competent to perform tree maintenance duties from the ground and support the Tree Climber Trimmer.
10. Laborer
Personnel qualified and competent to perform basic work duties in support of tree maintenance efforts
11. Emergency Services--After Hours, Weekends, or Holidays—Hourly Rate Per Man Dedicated qualified competent personnel must be available for after-hours emergency work calls on weekdays, weekends, and holidays. Contractor must respond and be on-site with necessary personnel and equipment within 2 hours of notification by the City of emergency work
12. DPR Licensed Pest Control Applicator
California Department of Pesticide Regulation Pest Control Applicators identify invading pests and invasive plants and apply chemicals or other methods to prevent, control, eliminate pest problems.
13. Online Database for work records and invoices
Database must store all invoices and work records in the format outlined in Part IV Special Provisions. Records and invoices must be searchable and access shall be provided to any City staff deemed necessary by the Urban Forester. Records and invoices shall remain the property of the City of Monterey after the termination or expiration of the contract.
14. 5 Yard or larger Brush/Chipper Truck
Chipper dump trucks with at least 5 cubic yard capacity box and capable of towing a brush chipper.
15. 55 ft. or larger insulated Aerial Lift Trucks for Tree Work Truck mounted aerial man lift device designed and engineered for tree work capable of reaching 55 feet above ground.
16. 95-100 ft. Aerial Lift Truck
Truck mounted aerial man lift devices designed and engineered for tree work capable of reaching 95-100 feet above ground.
17. 5 Yard or larger Dump Truck
Dump truck with at least 5 cubic yard capacity bed.
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 274
Revised Addendum #1 Part II, Page 4
18. Skip Loader or Backhoe Loader
Front loader, backhoe loader, bobcat type loader capable of lifting at least 2000 lbs.
19. Truck w/Roll Off Dump Box—10 to 40 Yard Capacity
10 to 40 Yard capacity dump box to be transported by transport truck vehicle
20. Disc Chipper Equivalent to 1800 Vermeer
Large capacity brush chippers equivalent in power and capability to Vermeer Co. 1800
21. Disc Chipper Equivalent to BC-1000 Vermeer
Medium capacity brush chippers equivalent in power and capability to Vermeer Co. BC-1000
22. 100+ ft. Crane, 15 Metric Ton Capacity with Bucket Option Medium capacity crane with 100-foot reach to be operated by a NCCCO Certified Operator.
23. 45 ft Crane, 6 Metric Ton Capacity
Medium capacity crane with 45-foot reach to be operated by a NCCCO Operator
24. Large, Medium, and Small Stump Grinders
Stump grinders/cutters with capabilities to grind and remove large, medium, and small tree stumps and root masses
25. Irrigation Water Truck, 300 Gal. Minimum
Truck mounted tank with 300-gallon minimum capacity for watering trees and landscape plants
ANCILLARY ITEMS
Payment for any items that do not have instruction indicating where expenses for said items are to be accounted for are to be considered ancillary to the work and accounted for in every one of the lump sum or unit price items and no additional compensation will be allowed therefor.
LUMP SUM PRICE BREAKDOWN
Immediately after award of the contract, the contractor shall submit a cost breakdown list to the Engineer for all Lump Sum Bid items. The list shall consist of major elements of work that make up the item and shall be used for determining progress pay estimates.
BID CLARIFICATION
Pursuant to the provisions of the California Public Contract Code Section 20103.8, City reserves the option to award any or all the additive bid items in addition to the original contract after the lowest responsive responsible Bidder has been determined, should the City later obtain additional funding for additive alternatives not awarded with the original contract. For responsible bidder as it pertains to this contract, see Part I, Responsible Bidder.
Unit and lump sum prices shall be for items in place, as shown on the Plans, including all labor, materials, equipment, taxes, and incidentals necessary for a complete job.
Whenever unit prices are required and there is an incorrect extension thereof, the unit price correctly extended shall prevail and the total bid shall be corrected to reflect the correct extension.
The amount of work to be requested during the twelve-month contract period cannot be well defined at the outset. The bidder agrees to do the work on a Work Order basis in such increments and at such times and locations as will be defined in written requirements to be issued by the City as the need arises. The bidder agrees that the offer to do the work at the unit prices submitted with the bid schedule remains in effect for all written work requirements as herein described and issued by the City during the twelve-month period beginning with the fully executed contract date or until the exhaustion of the annual funding limit, whichever occurs first. No minimum annual dollar value of work is guaranteed by the City.
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 275
Revised Addendum #1 Part II, Page 5
The intent of this contract is to provide the City with a readily available work force for repairs to existing facilities and emergency repairs of any value up to the Contract limit, and for new construction on City projects of any value as the City deems appropriate. This contract does not give the Contractor exclusive rights to perform all work done by the City; certain projects will be sent for bid proposal throughout the term of the contract which may include this type of work.
Bids may be withdrawn through the City’s e-Procurement Portal, the responding firm may “unsubmit” their proposal in PlanetBids. After withdrawing a previously submitted proposal, the responding firm may submit another proposal at any time up to the deadline for submitting proposals prior to the bid opening. Bids may not be withdrawn for the time period specified in BID VALIDITY of Part I.
The Noncollusion Declaration and all other required forms listed on the City’s e-Procurement Portal shall be executed and submitted with the bid.
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 276
CONTRACT AGREEMENT
THIS AGREEMENT, dated this 17th day of September, 2026, by and between Davey Tree Expert Company whose place of business is located at 5738 Soquel Drive, Soquel, CA 95073 (“Contractor”), and the City of Seaside (“Owner”), acting under and by virtue of the authority vested in Owner by the laws of the State of California.
WHEREAS, Owner, by its Resolution No. 2026-xx adopted on the 17th day of September, 2026 awarded to Contractor the following Contract:
CONTRACT NUMBER 26-XX
Tree Maintenance Work Order Contract
located at
Seaside City Hall
440 Harcourt Ave.
Seaside, CA 93955
NOW, THEREFORE, in consideration of the mutual covenants hereinafter set forth, Contractor and Owner agree as follows:
1. SCOPE OF WORK OF THE CONTRACT
A.
1. B.
2. Work of the Contract
Contractor shall complete all Work specified in the Contract Documents, in accordance with the Specifications, Drawings, and all other terms and conditions of the Contract Documents (Work).
Price for Completion of the Work
Owner shall pay Contractor Contract Sum(‘s) as defined in individual Work Orders and in accordance with the Specifications. Contract sums shall be based on the bid schedule. The Contract Sum of this contract cannot be well defined at the outset but will not exceed one hundred thousand dollars ($100,000) over a single calendar year. The contractor is not guaranteed any work, and the contract sum may be zero dollars ($0.00). The contract sum will be the cumulative amount of any individual On Call Work Orders issued throughout the year under this contract.
2. COMMENCEMENT AND COMPLETION OF WORK
A.
1. 2.
3. B.
1. 2.
3. Commencement of Work
The contract period shall be 1 year commencing on the date of the fully executed contract.
Commencement of individual Work Orders shall be in accordance with dates provided on that Work Order
No work shall commence on any individual Work Order after the Contract period expires.
Owner reserves the right to modify or alter the Commencement Date.
Completion of Work
Contractor shall achieve Substantial Completion of the entire contract within One year from the Commencement Date
Contractor shall achieve Substantial Completion of Individual Work Orders within the periods of time defined on individual Work Orders
Contractors shall have thirty (30) Working Days following substantial completion of the later of the contract or completion date of the last Work Order to achieve Final Completion.
3. PROJECT REPRESENTATIVES
A. Owner’s Project Manager
1. Owner has designated a Project Manager to act as Owner’s Representative in all matters relating FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 277
2. 3.
B.
1. to the Project.
City Manager shall have final authority over all matters pertaining to the Contract Documents and shall have sole authority to modify the Contract Documents on behalf of Owner, to accept work, and to make decisions or actions binding on Owner, and shall have sole signature authority on behalf of Owner.
Owner may assign all or part of the Project Manager’s rights, responsibilities and duties to a Construction Manager, or other Owner Representative.
Architect/Engineer
City of Seaside furnished the Plans and Specifications and shall have the rights assigned to Architect/Engineer in the Contract Documents for this contract. Individual Work Orders may have Plans and Specification developed by outside consultants and those consultants may have the rights assigned to Architect/Engineer for individual Work Orders under this Contract.
4. LIQUIDATED DAMAGES FOR DELAY IN COMPLETION OF WORK
A.
1. B.
1. 2.
Liquidated Damage Amounts
Unless otherwise defined in individual Work Orders, as liquidated damages for delay, the Contractor shall pay the Owner one thousand two hundred dollars (1,200.00) for each Day that expires after the time specified herein in the individual Work Orders for the Contractor to achieve substantial completion of the entire work, until achieved.
Scope of Liquidated Damages
Measures of liquidated damages shall apply cumulatively.
Limitations and stipulations regarding liquidated damages are set forth in Part IV Special Provisions.
5. CONTRACT DOCUMENTS
A.
B.
Contract documents consist of the following documents, including all changes, addenda, and modifications thereto:
Part I - Notice to Contractors
Part II – Proposal
Part III – General Provisions
Part IV – Special Provisions & Technical Specifications There are no contract documents other than those listed above. The contract documents may only be amended, modified or supplemented as provided by an approved Work Order amendment.
6. MISCELLANEOUS
A.
B.
C.
D.
Terms and abbreviations used in this agreement are defined in the general conditions and references and definitions and will have the meaning indicated therein.
It is understood and agreed that in no instance are the persons signing this agreement for or on behalf of owner or acting as an employee, agent, or representative of owner, liable on this agreement or any of the contract documents, or upon any warranty of authority, or otherwise, and it is further understood and agreed that liability of owner is limited and confined to such liability as authorized or imposed by the contract documents or applicable law.
In entering into a public works contract or a subcontract to supply goods, services or materials pursuant to a public works contract, contractor or subcontractor offers and agrees to assign to the awarding body all rights, title and interest in and to all causes of action it may have under section 4 of the clayton act (15 u.s.c. §15) or under the cartwright act (chapter 2 (commencing with §16700) of part 2 of division 7 of the business and professions code), arising from purchases of goods, services or materials pursuant to the public works contract or the subcontract. This assignment shall be made and become effective at the time owner tenders final payment to contractor, without further acknowledgment by the parties.
Copies of the general prevailing rates of per diem wages for each craft, classification, or type of worker needed to execute the contract, as determined by director of the state of California department of industrial relations, are deemed included in the contract documents and on file at FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 278
E.
F.
G.
owner’s office, and shall be made available to any interested party on request. Pursuant to California labor code §§ 1860 and 1861, in accordance with the provisions of section 3700 of the labor code, every contractor will be required to secure the payment of compensation to his/her employees. Contractor represents that it is aware of the provisions of section 3700 of the labor code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and contractor shall comply with such provisions before commencing the performance of the work of the contract documents.
During the term of this agreement, contractor warrants that it is currently registered with the department of industrial relations and qualified to perform public work consistent with labor code section 1725.5. Contractor further warrants that any subcontractors who are subject to public contract code section 4104, are registered and qualified to perform public work consistent with labor code section 1725.5.
This project is subject to compliance monitoring and enforcement by the department of industrial relations.
This agreement and the contract documents shall be deemed to have been entered into in the county of Monterey, state of California, and governed in all respects by California law (excluding choice of law rules). The exclusive venue for all disputes or litigation hereunder shall be in the superior court for the county of Monterey.
In witness whereof the parties have executed this agreement in quadruplicate the day and year first above written.
CONTRACTOR: Davey Tree Expert
Company
By: ______________________________
(Signature)
______________________________
(Print Name)
Its: _______________________________
Title (If Corporation: Chairman, President
or Vice President)
By: ______________________________
(Signature)
______________________________
(Name)
Its: _______________________________
Title (If Corporation: Secretary, Assistant
Secretary, Chief Financial Officer or
Assistant Treasurer
OWNER: The City of Seaside
By:
________________________
(Signature)
Greg McDanel,
City Manager
Attest:
_____________________
City Clerk Signature
Dominique Davis
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 P
a
r
t
Packet Page 279
Part III, Page 1
SAMPLE WORK ORDER
WORK ORDER PROCESS
1. Design
A. All project designs and scopes of work shall be developed by the Owner. Scopes of work will vary from full construction plans and specification, construction details and standard details, written scopes of work and focused drawings with details.
B. Contractors shall never for any reason develop the scope of work for On Call work that they will carry out.
2. Work Orders
A. Work orders at a minimum shall include:
1. 2.
3. 4.
5. 6.
7. 8.
9. The contract or legal agreement under which the Work Order is being issued, Date under which the overarching contract signed is issued.
A unique identifying project number containing the original contract number a hyphen and the chronological Work Order number in sequence.
A location of the work
A description of the work
Quantities and agreed price for work
Work order start and completion dates identifying the boundaries to the Period of Performance Signatures of the Contractor and City by persons with the legal authority to bid that entity.
Final Acceptance of work sign off and completion date
B. In the case of discrepancy or ambiguity in the Contract Documents, or between contract documents and Work Order scopes of work the Work Order shall prevail. However, in no account shall plans specifications or scopes of work included in Work Orders to this agreement ever excuse the contractor from performing work in accordance with the provision of the California building code, laws, ordinances other regulations.
C. Work orders shall act as a Notice to Proceed for individual projects, and no additional Notice to Proceed will be need.
3. Work Order Value
A. Work order values shall be based on quantities defined in each individual Work Orders scope of work multiplied by the unit prices provided in the contractors bid for each line item of the Bid Schedule.
1. 2.
3. Where unit prices are given for multiple volumes of the same item, the line-item value encompassing the total Work Order quantity for that item of work shall be used uniformly for all billing related to that item of work. (ie. If a Work Order requires 500 SF of Furnish, Place Compact Class II Aggregate Base (under SW, 4”; thick base bid) [ F-4-a: F-4-c], and the following prices are provided:
F-4-a Quantity: 1 Unit: SF Unit Cost: $25.00
F-4-b Quantity: 101 Unit: SF Unit Cost: $15.00
F-4-c Quantity: 1,001 Unit: SF Unit Cost: $ 4.40
The item value shall be 500SF * $15.00/SF = $7,500.00)
Where two separate areas of work of a single Work Order have distinct quantities of the same line item, the quantities shall be added together and the unit cost used relating to the total value. (ie. A Work Order repairing two separate sidewalks where one sidewalk requires 500 SF of Class II Aggregate Base and the other sidewalk requires 600 SF of Class II Aggregate Base, the total Class II Aggregate Base are 1,100 SF and the Unit Cost used shall be $4.40/SF Where specific items of work not include in the Bid Schedule are required for completion of a job, the unit price for the most similar line item shall be used, and or fair market value shall be agreed to by both the City and Contractor. (ie. A single rail galvanized steel guard rail is needed for a project, and Item X-4-a is “Furnish and Install 1 ½”; diameter galvanized steel pipe hand rail free standing $135/LF. The $135/LF shall be used for the single rail galvanized steel guard rail.
Sample Work Order City of Seaside
FYE 2027 Tree Maintenance On
Call Contract
Packet Page 280
4. Part III, Page 2
City shall rely on Cal Trans Standard Specifications Division 1 Section 9 for defining payment values for items of work not otherwise covered in the bid schedule. In case of a dispute, the City shall have ultimate authority to define fair market value.
Sample Work Order City of Seaside
FYE 2027 Tree Maintenance On
Call Contract
Packet Page 281
Part III, Page 1
CITY OF SEASIDE
WORK ORDER
Issued To: [Name of Contractor]
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT
For City of Seaside Projects
Agreement No. [________], Dated [__/__/____],
Effective Date of Notice to Proceed: [__/__/____]
Work Order Number: [___AG No.___- W.O. # ] [Project Name] Issue Date: [__/__/____] Account Number: [ ###-####-#### ]
LOCATION: _[Address______________________________]_
DESCRIPTION OF WORK: All Work shall be in accordance with the Tree Maintenance Work Order Contract FY 2026-2027 On Call Contract. This Work Order includes, but not limited to, the following:
______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________. Work shall be in accordance with the plans and statement of work, Attachment No. 1.
QUANTITIES AND PRICES:
Project Cost shall be ________________ dollars [$---,---.--] per attached [Name of Contractor] cost estimates dated [__/__/____], Attachment No. 2.
All construction changes and associated costs shall require written Construction Change Orders.
TIME LIMITS:
To Begin: [__/__/____]
To End: [__/__/____]
Funding Check By (Provide Acct GL Print-Out):_____________ _________________________ Jessica Riley, Finance Director
This Work Order Authorized By:___________________________________________________ Thomas Korman, Public Works Director
Work Order Acceptance Acknowledged
By Contractor's Representative:___________________________________________________ Owner, [Name of Contractor]
City Acceptance of Completed Work:________________________________,_ [__/__/____]__ [Name], [Job Title project manager] DATE
(Contractor’s 1 – Year Guarantee Begins From Above Date) cc: Contractor Accounting Inspection File
Work Order Form City of Seaside
FYE 2027 Tree Maintenance On Call Contract
Packet Page 282
City of Seaside
TREE MAINTENANCE ON-CALL CONTRACT (RFP 2026-05), bidding on 08/28/2026 2:00 PM (PDT)
Printed 08/31/2026
PlanetBids Packet Page 283
City of Seaside
TREE MAINTENANCE ON-CALL CONTRACT (RFP 2026-05), bidding on 08/28/2026 2:00 PM (PDT)
Printed 08/31/2026
PlanetBids Packet Page 284
City of Seaside
TREE MAINTENANCE ON-CALL CONTRACT (RFP 2026-05), bidding on 08/28/2026 2:00 PM (PDT)
Printed 08/31/2026
PlanetBids Packet Page 285
CONTRACT AGREEMENT
THIS AGREEMENT, dated this 17th day of September, 2026, by and between Tope’s Tree Service, Inc. whose place of business is located at PO Box 51964, Pacific Grove, CA 93950 (“Contractor”), and the City of Seaside (“Owner”), acting under and by virtue of the authority vested in Owner by the laws of the State of California.
WHEREAS, Owner, by its Resolution No. 2026-xx adopted on the 17th day of September, 2026 awarded to Contractor the following Contract:
CONTRACT NUMBER 26-XX
Tree Maintenance Work Order Contract
located at
Seaside City Hall
440 Harcourt Ave.
Seaside, CA 93955
NOW, THEREFORE, in consideration of the mutual covenants hereinafter set forth, Contractor and Owner agree as follows:
1. SCOPE OF WORK OF THE CONTRACT
A.
1. B.
2. Work of the Contract
Contractor shall complete all Work specified in the Contract Documents, in accordance with the Specifications, Drawings, and all other terms and conditions of the Contract Documents (Work).
Price for Completion of the Work
Owner shall pay Contractor Contract Sum(‘s) as defined in individual Work Orders and in accordance with the Specifications. Contract sums shall be based on the bid schedule. The Contract Sum of this contract cannot be well defined at the outset but will not exceed one hundred thousand dollars ($100,000) over a single calendar year. The contractor is not guaranteed any work, and the contract sum may be zero dollars ($0.00). The contract sum will be the cumulative amount of any individual On Call Work Orders issued throughout the year under this contract.
2. COMMENCEMENT AND COMPLETION OF WORK
A.
1. 2.
3. B.
1. 2.
3. Commencement of Work
The contract period shall be 1 year commencing on the date of the fully executed contract.
Commencement of individual Work Orders shall be in accordance with dates provided on that Work Order
No work shall commence on any individual Work Order after the Contract period expires.
Owner reserves the right to modify or alter the Commencement Date.
Completion of Work
Contractor shall achieve Substantial Completion of the entire contract within One year from the Commencement Date
Contractor shall achieve Substantial Completion of Individual Work Orders within the periods of time defined on individual Work Orders
Contractors shall have thirty (30) Working Days following substantial completion of the later of the contract or completion date of the last Work Order to achieve Final Completion.
3. PROJECT REPRESENTATIVES
A. Owner’s Project Manager
1. Owner has designated a Project Manager to act as Owner’s Representative in all matters relating FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 286
2. 3.
B.
1. to the Project.
City Manager shall have final authority over all matters pertaining to the Contract Documents and shall have sole authority to modify the Contract Documents on behalf of Owner, to accept work, and to make decisions or actions binding on Owner, and shall have sole signature authority on behalf of Owner.
Owner may assign all or part of the Project Manager’s rights, responsibilities and duties to a Construction Manager, or other Owner Representative.
Architect/Engineer
City of Seaside furnished the Plans and Specifications and shall have the rights assigned to Architect/Engineer in the Contract Documents for this contract. Individual Work Orders may have Plans and Specification developed by outside consultants and those consultants may have the rights assigned to Architect/Engineer for individual Work Orders under this Contract.
4. LIQUIDATED DAMAGES FOR DELAY IN COMPLETION OF WORK
A.
1. B.
1. 2.
Liquidated Damage Amounts
Unless otherwise defined in individual Work Orders, as liquidated damages for delay, the Contractor shall pay the Owner one thousand two hundred dollars (1,200.00) for each Day that expires after the time specified herein in the individual Work Orders for the Contractor to achieve substantial completion of the entire work, until achieved.
Scope of Liquidated Damages
Measures of liquidated damages shall apply cumulatively.
Limitations and stipulations regarding liquidated damages are set forth in Part IV Special Provisions.
5. CONTRACT DOCUMENTS
A.
B.
Contract documents consist of the following documents, including all changes, addenda, and modifications thereto:
Part I - Notice to Contractors
Part II – Proposal
Part III – General Provisions
Part IV – Special Provisions & Technical Specifications There are no contract documents other than those listed above. The contract documents may only be amended, modified or supplemented as provided by an approved Work Order amendment.
6. MISCELLANEOUS
A.
B.
C.
D.
Terms and abbreviations used in this agreement are defined in the general conditions and references and definitions and will have the meaning indicated therein.
It is understood and agreed that in no instance are the persons signing this agreement for or on behalf of owner or acting as an employee, agent, or representative of owner, liable on this agreement or any of the contract documents, or upon any warranty of authority, or otherwise, and it is further understood and agreed that liability of owner is limited and confined to such liability as authorized or imposed by the contract documents or applicable law.
In entering into a public works contract or a subcontract to supply goods, services or materials pursuant to a public works contract, contractor or subcontractor offers and agrees to assign to the awarding body all rights, title and interest in and to all causes of action it may have under section 4 of the clayton act (15 u.s.c. §15) or under the cartwright act (chapter 2 (commencing with §16700) of part 2 of division 7 of the business and professions code), arising from purchases of goods, services or materials pursuant to the public works contract or the subcontract. This assignment shall be made and become effective at the time owner tenders final payment to contractor, without further acknowledgment by the parties.
Copies of the general prevailing rates of per diem wages for each craft, classification, or type of worker needed to execute the contract, as determined by director of the state of California department of industrial relations, are deemed included in the contract documents and on file at FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 Packet Page 287
E.
F.
G.
owner’s office, and shall be made available to any interested party on request. Pursuant to California labor code §§ 1860 and 1861, in accordance with the provisions of section 3700 of the labor code, every contractor will be required to secure the payment of compensation to his/her employees. Contractor represents that it is aware of the provisions of section 3700 of the labor code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and contractor shall comply with such provisions before commencing the performance of the work of the contract documents.
During the term of this agreement, contractor warrants that it is currently registered with the department of industrial relations and qualified to perform public work consistent with labor code section 1725.5. Contractor further warrants that any subcontractors who are subject to public contract code section 4104, are registered and qualified to perform public work consistent with labor code section 1725.5.
This project is subject to compliance monitoring and enforcement by the department of industrial relations.
This agreement and the contract documents shall be deemed to have been entered into in the county of Monterey, state of California, and governed in all respects by California law (excluding choice of law rules). The exclusive venue for all disputes or litigation hereunder shall be in the superior court for the county of Monterey.
In witness whereof the parties have executed this agreement in quadruplicate the day and year first above written.
CONTRACTOR: Tope’s Tree Service, Inc.
By: ______________________________
(Signature)
______________________________
(Print Name)
Its: _______________________________
Title (If Corporation: Chairman, President
or Vice President)
By: ______________________________
(Signature)
______________________________
(Name)
Its: _______________________________
Title (If Corporation: Secretary, Assistant
Secretary, Chief Financial Officer or
Assistant Treasurer
OWNER: The City of Seaside
By:
________________________
(Signature)
Greg McDanel,
City Manager
Attest:
_____________________
City Clerk Signature
Dominique Davis
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT Rev. Aug. 2026 P
a
r
t
I
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Part III, Page 1
SAMPLE WORK ORDER
WORK ORDER PROCESS
1. Design
A. All project designs and scopes of work shall be developed by the Owner. Scopes of work will vary from full construction plans and specification, construction details and standard details, written scopes of work and focused drawings with details.
B. Contractors shall never for any reason develop the scope of work for On Call work that they will carry out.
2. Work Orders
A. Work orders at a minimum shall include:
1. 2.
3. 4.
5. 6.
7. 8.
9. The contract or legal agreement under which the Work Order is being issued, Date under which the overarching contract signed is issued.
A unique identifying project number containing the original contract number a hyphen and the chronological Work Order number in sequence.
A location of the work
A description of the work
Quantities and agreed price for work
Work order start and completion dates identifying the boundaries to the Period of Performance Signatures of the Contractor and City by persons with the legal authority to bid that entity.
Final Acceptance of work sign off and completion date
B. In the case of discrepancy or ambiguity in the Contract Documents, or between contract documents and Work Order scopes of work the Work Order shall prevail. However, in no account shall plans specifications or scopes of work included in Work Orders to this agreement ever excuse the contractor from performing work in accordance with the provision of the California building code, laws, ordinances other regulations.
C. Work orders shall act as a Notice to Proceed for individual projects, and no additional Notice to Proceed will be need.
3. Work Order Value
A. Work order values shall be based on quantities defined in each individual Work Orders scope of work multiplied by the unit prices provided in the contractors bid for each line item of the Bid Schedule.
1. 2.
3. Where unit prices are given for multiple volumes of the same item, the line-item value encompassing the total Work Order quantity for that item of work shall be used uniformly for all billing related to that item of work. (ie. If a Work Order requires 500 SF of Furnish, Place Compact Class II Aggregate Base (under SW, 4”; thick base bid) [ F-4-a: F-4-c], and the following prices are provided:
F-4-a Quantity: 1 Unit: SF Unit Cost: $25.00
F-4-b Quantity: 101 Unit: SF Unit Cost: $15.00
F-4-c Quantity: 1,001 Unit: SF Unit Cost: $ 4.40
The item value shall be 500SF * $15.00/SF = $7,500.00)
Where two separate areas of work of a single Work Order have distinct quantities of the same line item, the quantities shall be added together and the unit cost used relating to the total value. (ie. A Work Order repairing two separate sidewalks where one sidewalk requires 500 SF of Class II Aggregate Base and the other sidewalk requires 600 SF of Class II Aggregate Base, the total Class II Aggregate Base are 1,100 SF and the Unit Cost used shall be $4.40/SF Where specific items of work not include in the Bid Schedule are required for completion of a job, the unit price for the most similar line item shall be used, and or fair market value shall be agreed to by both the City and Contractor. (ie. A single rail galvanized steel guard rail is needed for a project, and Item X-4-a is “Furnish and Install 1 ½”; diameter galvanized steel pipe hand rail free standing $135/LF. The $135/LF shall be used for the single rail galvanized steel guard rail.
Sample Work Order City of Seaside
FYE 2027 Tree Maintenance On
Call Contract
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4. Part III, Page 2
City shall rely on Cal Trans Standard Specifications Division 1 Section 9 for defining payment values for items of work not otherwise covered in the bid schedule. In case of a dispute, the City shall have ultimate authority to define fair market value.
Sample Work Order City of Seaside
FYE 2027 Tree Maintenance On
Call Contract
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Part III, Page 1
CITY OF SEASIDE
WORK ORDER
Issued To: [Name of Contractor]
FYE 2027 TREE MAINTENANCE ON CALL CONTRACT
For City of Seaside Projects
Agreement No. [________], Dated [__/__/____],
Effective Date of Notice to Proceed: [__/__/____]
Work Order Number: [___AG No.___- W.O. # ] [Project Name] Issue Date: [__/__/____] Account Number: [ ###-####-#### ]
LOCATION: _[Address______________________________]_
DESCRIPTION OF WORK: All Work shall be in accordance with the Tree Maintenance Work Order Contract FY 2026-2027 On Call Contract. This Work Order includes, but not limited to, the following:
______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________. Work shall be in accordance with the plans and statement of work, Attachment No. 1.
QUANTITIES AND PRICES:
Project Cost shall be ________________ dollars [$---,---.--] per attached [Name of Contractor] cost estimates dated [__/__/____], Attachment No. 2.
All construction changes and associated costs shall require written Construction Change Orders.
TIME LIMITS:
To Begin: [__/__/____]
To End: [__/__/____]
Funding Check By (Provide Acct GL Print-Out):_____________ _________________________ Jessica Riley, Finance Director
This Work Order Authorized By:___________________________________________________ Thomas Korman, Public Works Director
Work Order Acceptance Acknowledged
By Contractor's Representative:___________________________________________________ Owner, [Name of Contractor]
City Acceptance of Completed Work:________________________________,_ [__/__/____]__ [Name], [Job Title project manager] DATE
(Contractor’s 1 – Year Guarantee Begins From Above Date) cc: Contractor Accounting Inspection File
Work Order Form City of Seaside
FYE 2027 Tree Maintenance On Call Contract
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City of Seaside
TREE MAINTENANCE ON-CALL CONTRACT (RFP 2026-05), bidding on 08/28/2026 2:00 PM (PDT)
Printed 08/31/2026
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City of Seaside
TREE MAINTENANCE ON-CALL CONTRACT (RFP 2026-05), bidding on 08/28/2026 2:00 PM (PDT)
Printed 08/31/2026
PlanetBids Packet Page 293
City of Seaside
TREE MAINTENANCE ON-CALL CONTRACT (RFP 2026-05), bidding on 08/28/2026 2:00 PM (PDT)
Printed 08/31/2026
PlanetBids Packet Page 294
CITY OF SEASIDE
STAFF REPORT
Item No.: 9.P.
TO: City Council
FROM: Greg McDanel, City Manager
BY: Jessica Riley, Finance Director
DATE: September 17, 2026
SUBJECT: ADOPT A RESOLUTION AUTHORIZING THE CITY MANAGER TO
EXECUTE A MUNICIPAL ADVISOR AGREEMENT WITH NHA
ADVISORS, LLC, FOR MUNICIPAL ADVISORY SERVICES WITH A
NOT TO EXCEED AMOUNT OF $31,500.00
RECOMMENDATION
Authorize the City Manager to enter into an agreement with NHA Advisors, LLC as attached.
BACKGROUND
The City periodically requires specialized financial and municipal advisory services related to long-term financial planning, revenue strategy, capital planning, debt management, and financing activities. Given the City's current fiscal pressures, capital investment needs, and ongoing efforts to strengthen long-term fiscal sustainability, access to an experienced municipal advisor will provide City staff with independent financial analysis and recommendations as needed.
On July 6, 2026, the City issued a Request for Proposal (“RFP”) for Municipal Advisory Services. The RFP sought qualified firms to provide independent, objective financial advisory services, with an emphasis on revenue strategy, fiscal sustainability, capital priorities, debt management, and financing.
The RFP identified services including evaluation of revenue enhancement opportunities; financial modeling and long-range planning; identification of alternative funding sources; capital financing and debt analysis; assistance with financing professionals and financing transactions; evaluation of alternative financing structures; continuing disclosure and compliance; and general financial advisory support.
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Item No. 9.P. Page 2 of 2
Following review and evaluation of the proposals received in accordance with the RFP criteria, NHA Advisors, LLC was selected as the recommended firm. Under the proposed agreement, NHA Advisors will serve as the City's municipal advisor of record and provide services on an as-needed basis as assigned by the Finance Director. Services may include financial forecasting and modeling, revenue and fiscal strategy, capital and development finance, debt management, financing analysis and implementation, evaluation of alternative funding mechanisms, and preparation of financial reports and presentations. When requested, NHA Advisors may also assist with the selection of financing professionals, preparation and review of financing documents, bond and other financing transactions, and post-issuance disclosure and compliance.
The agreement will commence September 17, 2026 and terminate December 31, 2028.
Either party may terminate the agreement upon ten (10) days' prior written notice.
Compensation will be based on actual time and materials using the Consultant's standard billing rates, with total compensation not to exceed $31,500.00.
FISCAL IMPACT
The maximum compensation under the agreement is $31,500.00. Services will be provided on an as-needed basis, and the City will only incur costs for services authorized and performed, subject to available appropriations and the agreement's notto-exceed amount. Services are to be paid from available funds in the Finance Department "consulting" budget line item, 100-5110-1030. The agreement does not commit the City to any specific financing, capital project, or other future transaction.
STRATEGIC PRIORITY
Vibrant Local Economy
ATTACHMENTS
1. Resolution NHA
2. 2026 Muncipal Advising RFP - Seaside
3. NHA Advisors 2026 Municipal Advising Agreement 20260917 Reviewed for Submission to the City Council by:
____________________________________
Greg McDanel, City Manager
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RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE
AUTHORIZING THE CITY MANAGER TO EXECUTE A PROFESSIONAL SERVICES
AGREEMENT WITH NHA ADVISORS, LLC, FOR GENERAL CONSULTING AND
MUNICIPAL ADVISORY SERVICES IN AN AMOUNT NOT TO EXCEED
$31,500.00
WHEREAS, the City of Seaside (the “City”) issued a Request for Proposal for Municipal Advisory Services on July 6, 2026, seeking qualified firms to provide independent and objective financial and municipal advisory services; and WHEREAS, the City received and evaluated proposals based on the criteria established in the Request for Proposal, including qualifications, experience, understanding of the City's financial needs, fees, and references; and WHEREAS, following the evaluation process, NHA Advisors, LLC was selected to provide general consulting and municipal advisory services to the City; and WHEREAS, NHA Advisors, LLC is an independent registered municipal advisor providing financial advisory and consulting services to public agencies; and WHEREAS, the proposed Professional Services Agreement provides for as-needed financial advisory services, including revenue and fiscal strategy, capital planning, debt management, financing, alternative funding analysis, and general financial advisory support; and
WHEREAS, compensation shall be based on time and materials in accordance with the Consultant's standard billing rates, with total compensation not to exceed Thirty-One Thousand Five Hundred Dollars ($31,500.00); and
WHEREAS, the term of the agreement shall commence September 17, 2026 and terminate December 31, 2028; and
WHEREAS, the City Council has reviewed the proposed Professional Services Agreement and finds it to be in the best interests of the City.
Meeting Date: 9/17/2026
Item X.X
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NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Seaside hereby authorizes the City Manager to execute the Professional Services Agreement with NHA Advisors, LLC, in substantially the form presented to the City Council, for general consulting and municipal advisory services for a term commencing September 17, 2026 and terminating December 31, 2028, in an amount not to exceed Thirty-One Thousand Five Hundred Dollars ($31,500.00).
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Seaside duly held on the 17th day of September 2026, by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
APPROVED:
________________________________
Ian N. Oglesby, Mayor
ATTEST:
________________________________
Dominique L. Davis, City Clerk
APPROVED TO FORM:
________________________________
Sheri L. Damon, City Attorney
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Municipal Advising
Rev. 2/19 Page 1 COS PSA- Short Form
CITY OF SEASIDE
PROFESSIONAL SERVICES AGREEMENT
ENTER PROJECT NAME
This agreement is made by and between the City of Seaside (City), and NHA Advisors, LLC (Consultant).
A. Engagement: The City agrees to engage the Consultant to provide as described in Exhibit A, attached hereto and, hereinafter referred to as “the Project.”
B. Relationship: The Consultant is an independent contractor and is not to be considered an agent or employee of the City.
C. Compensation: The City shall pay consultant on a time and materials basis in accordance with the standard billing rates shown in Exhibit B, attached hereto, not to exceed THIRTY-ONE THOUSAND FIVE HUNDRED DOLLARS
($31,500.00)
D. Expense Reimbursement: City will reimburse for professional services and expenses at cost upon submission of receipts.
E. Method of Payment: The City shall pay within 30 days in accordance with Consultant’s Fee Schedule, attached hereto, upon receipt of a written invoice from Consultant detailing services rendered.
F. Term: The term of this agreement shall commence on SEPTEMBER 17, 2026 and terminate DECEMBER 31, 2028.
G. Termination: This agreement may be terminated; (a) by either party at any time for failure of the other party to comply with the terms and conditions of this Agreement; (b) by either party upon 10 days prior written notice to the other party; or (c) upon mutual written agreement of both parties. In the event of termination, the Consultant shall stop work immediately and shall be entitled to compensation for professional fees and expense reimbursement to the date of termination and for any work necessitated by that termination.
H. Indemnity: To the fullest extent permitted by law, Consultant shall indemnify and hold harmless Agency 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 legal counsel’s fees and costs, caused in whole or in part by the negligent or wrongful act, error or omission of Consultant, its Packet Page 327
officers, agents, employees or subconsultants (or any agency or individual that Consultant shall bear the legal liability thereof) in the performance of services under this agreement. Consultant’s duty to indemnify and hold harmless Agency shall not extend to the Agency’s sole or active negligence.
I. Duty to Defend: In the event the Agency, its officers, employees, agents and/or volunteers are made a party to any action, lawsuit, or other adversarial proceeding arising from the performance of the services encompassed by this agreement, and upon demand by Agency, Consultant shall defend the Agency at Consultant’s cost or at Agency’s option, to reimburse Agency for its costs of defense, including reasonable attorney’s fees and costs incurred in the defense of such matters to the extent the matters arise from, relate to or are caused by Consultant’s negligent acts, errors or omissions. Payment by Agency is not a condition precedent to enforcement of this provision. In the event of any dispute between Consultant and Agency, as to whether liability arises from the sole or active negligence of the Agency or its officers, employees, or agents, Consultant will be obligated to pay for Agency’s defense until such time as a final judgment has been entered adjudicating the Agency as solely or actively negligent. Consultant will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney’s fees, expert fees and costs of litigation.
J. Insurance: Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as follows; Professional liability (errors & omissions) insurance. Consultant shall maintain professional liability insurance that covers the Services to be performed in connection with this Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this agreement and Consultant agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this agreement.
General liability insurance. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.
Automobile liability insurance. Consultant shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Work to be performed under this Agreement, including coverage Packet Page 328
for any owned, hired, non-owned or rented vehicles, in an amount not less than 1,000,000 combined single limit for each accident.
Workers’ compensation insurance. Consultant shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000).
Consultant shall submit to Agency, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of Agency, its officers, agents, employees and volunteers.
K. Project Management. The (Contract Manager) will represent the City for all purposes under this Agreement. Jessica Riley, Finance Director, is designated as the Project Manager for the City. The Project Manager will be Consultant’s point of contact with respect to performance, progress and execution of the Services. The City may designate an alternate Project Manager from time to time.
L. Ownership of Work Product:
a. Upon completion of, or in the event of termination or suspension of this Agreement, all finished or unfinished documents, data, studies, surveys, drawings, maps, models, photographs, computer discs, and reports prepared by the Contractor under this Agreement shall become the sole property of City and may be used, reused, or otherwise disposed of by City without the permission of Contractor. With respect to computer files, Contractor shall make available to City, at City's office and upon reasonable written request by City, the necessary computer software and hardware for purposes of accessing, compiling, transferring, and printing computer files. b. The City agrees to hold Consultant harmless from all damages, claims, expenses, and losses arising out of any reuse of the plans, specifications, drawings, maps, models, computer files and other documents for purposes other than those described in this Agreement, unless written authorization of Consultant is first obtained.
M. Assignment
a. 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, Craig Hill shall perform the services described in this Agreement.
b. Craig Hill may use assistants under his/her supervision to perform services under this Agreement. Consultant shall provide City fourteen (14) days' notice prior to the departure of Craig Hill from Consultant's employ. Should he/she leave Consultant's employ, the City shall have the option to immediately terminate this Agreement, within three (3) days of the close of said notice period. Upon termination of this Agreement, Consultant's sole Packet Page 329
compensation shall be payment for actual services performed up to, and including, the date of termination or as may be otherwise agreed to in writing between the City Engineer and the Consultant.
N. Conflict of Interest
a. Consultant shall at all times avoid conflicts of interest, or the appearance of conflicts of interest, in the performance of this Contract. b. If City determines Consultant comes within the definition of Consultant under the Political Reform Act (Government Code §87100 et seq.) Consultant shall complete and file and shall require any other person doing work under this Agreement to complete and file a "Statement of Economic Interest" with City disclosing Consultant’s and/or such other person’s financial interests.
O. Miscellaneous:
a. The entire agreement between the parties with respect to the subject matter hereunder is contained in this agreement.
b. Neither this agreement nor any rights or obligations hereunder shall be assigned or delegated by the Consultant without the prior written consent of the City.
c. This agreement shall be modified only by written agreement duly executed by the City and the Consultant.
d. Should any of the provisions hereunder be found to be invalid, void or voidable by a court, the remaining provisions shall remain in full force and effect.
e. This agreement shall be governed by and construed in accordance with the laws of the State of California.
f. All notices required or permitted under this agreement shall be deemed to have been given if and when deposited in the United States mail, properly stamped and addressed to the party for whom intended at such party’s address listed below, or when delivered personally to such party. A party may change its address for notice hereunder by giving written notice to the other party.
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Wherefore, the parties have entered into this agreement as of the later of the dates stated below.
Approved:
Dated: ____________________ CONSULTANT
___________________________________
By: ________________________________
Title: ______________________________
Address: ____________________________
____________________________________
Dated: _____________, 2026 City of Seaside:
_______________________
By: Greg McDanel
Title: City Manager
Attachments: Exhibit A Scope of Work
Exhibit B Compensation Schedule
Exhibit C Consultant’s Proposal
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EXHIBIT A
SCOPE OF SERVICES
GENERAL CONSULTING & MUNICIPAL ADVISORY SERVICES
NHA Advisors, LLC (“Consultant”) will serve as the municipal advisor of record for the City of Seaside (“City”). The scope of work will generally include, but may not be limited to, the following services:
Task 1 – General Consulting & Financial Advisory Services General Financial Assistance:
Review operating budgets, financial forecasts, fund balances, reserves, debt obligations, and long-term fiscal conditions.
Develop and maintain financial models and multi-year projections to evaluate revenues, expenditures, capital needs, debt capacity, and financial scenarios. Evaluate the City’s revenue structure and identify potential revenue enhancements, including taxes, assessments, fees, development-related revenues, and voter-approved measures.
Evaluate long-term fiscal sustainability, structural budget issues, pension and other long-term liabilities, healthcare costs, and related funding strategies.
Review financial, reserve, and debt policies and identify opportunities to improve financial flexibility and sustainability.
Identify and evaluate alternative funding sources, including grants, State and Federal programs, loans, public-private partnerships, and other financing options. Provide general public finance advice and respond to emerging financial issues as requested.
Development Finance & Capital Planning:
Review development and capital projects and evaluate financing and funding strategies for public infrastructure and municipal services. Analyze the financial and fiscal impacts of major projects, including the Fire Station, Campus Town/former Fort Ord lands, and other capital improvement needs.
Evaluate funding responsibilities, cost-sharing arrangements, development agreements, special taxes, assessments, and other potential funding mechanisms.
Utility, Enterprise Fund & General Fund Financing:
Review existing obligations, revenues, reserves, capital needs, and debt capacity of the City’s General Fund and enterprise funds.
Evaluate debt service, cash flow, coverage, refinancing opportunities, and alternative financing strategies.
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Provide financial analysis regarding long-term obligations and strategies for managing pension liabilities and other financial commitments.
Presentations & Financial Communication:
Prepare financial analyses, reports, memoranda, schedules, models, and presentations for City staff, the City Council, committees, and other stakeholders.
Consultant will provide the foregoing services on an as-needed basis as assigned by the Director of Finance. The Consultant will coordinate the performance of services with City staff and other City consultants and will provide timely, understandable, and objective financial analysis and recommendations to support the City’s financial and capital planning decisions.
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EXHIBIT B
COMPENSATION SCHEDULE
Consultant will provide On-Call General Municipal Advisory Services and will be compensated on staff time deployed for the City. Engagements requiring Consultant resources will be identified early in each project scope, and an estimated time commitment and budget can be provided as requested.
Professional Services
(Hourly)
2026
Rates(1)
Principal $370
Director / Senior Vice President $345
Vice President $320
Assist. Vice President / Sr.
Associate $295
Associate $270
Senior Analyst $235
Analyst $210
Administrative $135
1) Hourly rates will escalate by 3% annually each
January 1st (rounded to the nearest five dollars
based on the prior year’s rounded amount).
In-Person Meetings (Upon Request) – Consultant will be available to attend virtual meetings and conference calls at no additional cost. In-person meetings will require travel reimbursement of $1,500 (per attendee) to cover travel expenses.
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s
JULY 31,
2026
REQUEST FOR PROPOSAL FOR
MUNICIPAL ADVISORY SERVICES –
NHA ADVISORS, LLC
SUBMITTED BY
EXHIBIT C
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
TABLE OF CONTENTS
2. TRANSMITTAL LETTER WITH EXECUTIVE SUMMARY ......................................................................................... 1
3. IDENTIFICATION OF FIRM ............................................................................................................................ 2
4. PERSONNEL .............................................................................................................................................. 4
5. QUALIFICATIONS & REFERENCES .................................................................................................................. 7 A. Overview of NHA’s Relevant Experience & Approach to Client Management ........................... 7 B. Examples of Relevant Work Products ....................................................................................... 13 C. NHA’s Commitment to GFOA “Best Practices”.......................................................................... 14 D. References................................................................................................................................. 16
6. CONFLICT OF INTEREST DISCLOSURE ........................................................................................................... 17
7. INVESTIGATION & DISCIPLINARY ACTION DISCLOSURE ................................................................................... 18
8. FEE PROPOSAL ........................................................................................................................................ 19 On-Call General Municipal Advisory Services (Hourly)....................................................................... 19 Financing and Other Fixed Fee Services ............................................................................................. 19 In-Person Meetings & Expenses ......................................................................................................... 20 APPENDIX A: CITY OF SOUTH PASADENA 5-YEAR FINANCIAL FORECAST PRESENTATION & TECHNICAL MEMORANDUM APPENDIX B: CITY OF SANTA BARBARA UTILITY FINANCING CAPACITY MEMO APPENDIX C: SONOMA COUNTY FIRE DISTRICT FINANCIAL PROJECTION & FIRE STATION FUNDING ANALYSIS Packet Page 336
REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC Standard Proposal Regulatory Disclaimers & Disclosures
NHA Advisors, LLC (“NHA”) is a SEC-registered Municipal Advisor. When formally engaged by public agency clients, we undertake a fiduciary duty with respect to advice provided on financial matters.
Proposal Does Not Constitute “Advice” or a Municipal Advisory Relationship Materials delivered to the City for purposes of obtaining an engagement as the City’s municipal advisor are for informational purposes only. The information provided in these materials does not create or imply any fiduciary relationship and is being provided solely for the purpose of marketing our services to the City for municipal advisory services. The information provided to the City is not to be construed as “advice” within the meaning of Section 15B of the Securities and Exchange Act of 1934 or relied upon by the City as advice in determining a course of action in connection with any current or prospective undertakings relative to any municipal securities issuance or municipal financial product. Any information contained in these materials is not intended to replace or supplement any advice the City may have already received internally or externally from any other professional.
Potential Conflict of Interest Disclosure
Compensation contingent on the completion of a financing or project is customary for municipal financial advisors. To the extent that NHA compensation for a portion of the proposed engagement is contingent on successful completion of any transactions, a potential conflict of interest exists as NHA would have a potential incentive to recommend the completion of a transaction that might not be optimal for the City.
However, NHA undertakes a fiduciary duty in advising public agencies regardless of compensation structure.
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
2. TRANSMITTAL LETTER WITH EXECUTIVE SUMMARY
July 31, 2026
Attn: Jessica Riley, Finance Director
City of Seaside
440 Harcourt Avenue, Seaside, CA 93955
RE: Request for Proposal for Municipal Advisory Services – NHA Advisors, LLC Dear Ms. Riley:
NHA Advisors, LLC ("NHA") is pleased to submit this response to the Request for Proposal (“RFP”) for Municipal Advisory Services to the City of Seaside (the "City"). Based on our prior work with the City and a recent review of the City’s financial profile, we believe a municipal advisor with specialized expertise in fiscal management, pension liability analysis, and revenue enhancement skills is needed to help the City develop a thoughtful funding strategy for both operational budgeting and future infrastructure facilities.
NHA prioritizes our consulting practice above transactional work as proven by our historical experience list. Over 75% of our engagements in the last 15 years have been fiscal strategies and solution related.
This includes forecasting, budget assistance, funding and debt capacity analysis, development CFD formation, and capital planning for general funds and enterprise funds. NHA is respected for its ability to deliver public presentations in a manner that is understandable to both elected officials and community stakeholders.
Throughout this RFP, we provide our historical understanding of the City, our proven financial expertise and the unique specialization required to solve some of the City’s challenges. The NHA team is committed to working closely with City staff to educate decision-makers and community stakeholders on the options available to enhance revenue opportunities and potential funding strategies for the City’s major facility projects. NHA’s reputation as a trusted advisor to public agencies throughout California is proven by any conversation you may have with our existing long-term clients, and we encourage you to reach out to them to better understand our approach and skillset.
Our service to the City will focus on the following approaches:
• Providing strenuous quantitative analysis of the City’s financial situation, financing strategies, and options
• Providing our findings and advice in an understandable deliverable • Developing dynamic financial models capable of forecasting financial projections and capital project cash flows to identify shortfalls or revenue generation opportunities Consider us “an extension of staff” as our work effort is dynamic and adjusts to align with City staff needs to avoid adding additional stress or friction to your daily responsibilities.
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, I am authorized to negotiate terms, render binding decisions, and commit the firm’s professional resources.
Sincerely,
Craig Hill, Managing Principal (Lead Advisor & Day-to-Day Contact) [email protected] | (415) 785-2025 x2001
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
3. IDENTIFICATION OF FIRM
NHA Advisors, LLC is an Independent
Registered Municipal Advisor registered
with the SEC and MSRB and headquartered
in San Rafael, California. NHA is
independently owned and has no parent
company or subsidiaries. NHA has been
providing municipal advisory services to
California cities since 2000 (formerly known
as Northcross Hill & Ach, Inc. from 2000-
2011). NHA has provided comprehensive
financial and consulting services to over 200
public agencies throughout California, with a
primary focus on California cities. NHA’s
bond and consulting groups work with cities
to (1) develop project funding solutions
(bonds, bank loans, Federal & State
programs and grants), (2) debt, pension and
reserve financial policies, (3) pension liability
strategies, and (4) compliance
requirements.
NHA employs nine registered municipal
advisors dedicated exclusively to California
cities and special districts. NHA is led by Principals Craig Hill, Mark Northcross, and Eric Scriven, each of whom have more than 35 years of public finance experience. Across our six senior advisors (Principals and Vice Presidents), NHA brings a combined 173 years of relevant public finance experience, an average of 28 years per advisor.
NHA serves as both a financing advisor and a long-term financial strategy partner. We help clients evaluate cash, reserves, grants, state and federal loans, public-private partnerships, revenue measures, bank financing, and bonds before recommending a course of action. Our role is to help the City make the best financial decision, whether or not financing is ultimately needed.
NHA works as an extension of staff. We develop the analysis, financial models, schedules, staff reports, presentations, and implementation plans needed to move a project from an initial question to an informed decision and, when appropriate, through financing and post-issuance compliance.
BONDS
CONSULTING
BOTH
NHA Clients Served*
*Dots represent client engagements from 2012 - Present
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
NHA is registered with the Securities and Exchange Commission (SEC) and the Municipal Securities Rulemaking Board (MSRB). 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. Craig Hill (Managing Principal) will be the primary contact for the City. His contact information is listed in the table above titled “NHA Advisors, LLC – Company Information”. NHA’s organizational structure is provided below.
NHA Advisors, LLC – Company Information
Organization Type California Limited Liability Company (LLC) Principals Craig Hill, Mark Northcross, and Eric Scriven Craig Hill, Managing Principal
Email: [email protected]
Phone: (415) 785-2025 x2001
Fax: (415) 506-3401
Address: See “Headquarters” below
Assigned Day-to-Day Contact
Number of Registered Municipal Advisors on Staff 9
Registrations with Regulatory Bodies SEC and MSRB
4040 Civic Center Drive, Suite 200
San Rafael, CA 94903 Headquarters
Website www.NHAadvisors.com
DBA: NHA Advisors, LLC 2011-Present
DBA: Northcross Hill & Ach 2000-2011 Years in Business
Craig Hill
Managing Principal
Mark Northcross
Principal
Eric Scriven
Principal
Rob Schmidt
Vice President
Christian Sprunger
Vice President
Matt DeFilippis
Associate
NHA Advisors, LLC – Organizational Chart
Mike Meyer
Vice President
Kevin Ellis
Analyst
Mohamed Maxamed
Analyst
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
4. PERSONNEL
NHA’s proposed project team
assigned to the City will consist of the
seven advisors listed in the adjacent
chart. Craig Hill, NHA's senior advisor,
will be directly involved throughout
the engagement. He will serve as Lead
Advisor and the City's day-to-day
contact, and Mike Meyer, Christian
Sprunger, and Rob Schmidt will
support Mr. Hill in the management of each of the City’s projects. Christian Sprunger is NHA’s expert on utility financing including State and Federal loan programs. Mike Meyer leads NHA’s pension and fiscal sustainability practice and would be dedicated to the City’s General Fund projects. Rob Schmidt heads NHA’s development/land-secured practice for CFD, Assessment, and EIFD formations and debt issuance along with leading NHA’s continuing disclosure services division. Additional support will be provided by NHA’s quantitative support team, consisting of Matt DeFilippis (Associate), Kevin Ellis (Analyst), and Mohamed Maxamed (Analyst). All of NHA’s assigned personnel will be managed from NHA’s San Rafael headquarters and will be available for the full duration of the contract.
CRAIG HILL, MANAGING PRINCIPAL | ROLE: LEAD ADVISOR & DAY-TO-DAY CONTACT Responsibilities Qualifications
• Day-to-day contact for the City
• Provides strategic guidance on
financing options, credit
considerations, and long-term
financial planning
✓ A founding member of NHA with 37
years of experience as a public finance
professional
✓ Technical expertise in GO bonds,
certificates of participation, tax and
revenue anticipation notes, utility
revenue bonds, and land-secured bonds
✓ Expertise includes advising on
financial policies for CA public agencies
✓ MSRB Series 50 license
MIKE MEYER, VICE PRESIDENT | ROLE: PROJECT MANAGER (FISCAL SUSTAINABILITY AND GENERAL FUND) Responsibilities Qualifications
• Back-up communicator with City
staff
• Works in conjunction with NHA’s
Lead Advisor to provide advice
and guidance to the City
• Provides primary quantitative &
technical analysis
• Provides primary review of legal
and disclosure documents
✓ 22 years in public finance, with half of
that time spent as an underwriter
✓ Leads NHA’s Pension and Fiscal
Sustainability Group; he has completed
over 200 bond financings totaling more
than $10 billion and has advised over
100 cities on CalPERS cost management
✓ MSRB Series 50 license
Craig Hill
Lead Advisor & Point of Contact
Rob Schmidt
Project Manager
Christian Sprunger
Project Manager
Matt DeFilippis
Project Support
NHA’s Assigned Personnel
Mike Meyer
Project Manager
Kevin Ellis
Project Support
Mohamed Maxamed
Project Support
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
ROB SCHMIDT, VICE PRESIDENT | ROLE: PROJECT MANAGER (DEVELOPMENT & CONTINUING DISCLOSURE) Responsibilities Qualifications
• Back-up communicator with City
staff
• Works in conjunction with NHA’s
Lead Advisor to provide advice
and guidance to the City
• Provides primary quantitative &
technical analysis
• Provides primary review of legal
and disclosure documents
✓ A founding member of NHA with 22+
years of experience as a public finance
professional
✓ Leads NHA’s Continuing Disclosure
Compliance Practice; he is an expert in
evaluating and implementing diverse
revenue measures (GO, parcel, and sales
tax) and financing structures such as
special tax and assessment bonds
✓ MSRB Series 50 license
CHRISTIAN SPRUNGER, VICE PRESIDENT | ROLE: PROJECT MANAGER (UTILITIES & FEDERAL/STATE LOANS) Responsibilities Qualifications
• Back-up communicator with City
staff
• Works in conjunction with NHA’s
Lead Advisor to provide advice
and guidance to the City
• Provides primary quantitative &
technical analysis
• Provides primary review of legal
and disclosure documents
✓ Has worked in California public
finance since 2016, completing over 100
financings totaling more than $2.2 billion
✓ A specialist in the utility space and
federal/state loan programs; he is NHA’s
lead for WIFIA loans (having worked on
$790 million in such loans) and
equipment lease/purchase financing
✓ MSRB Series 50 and Series 54 licenses
MATT DEFILIPPIS, ASSOCIATE | ROLE: QUANTITATIVE SUPPORT & PROJECT SUPPORT Responsibilities Qualifications
• Provides quantitative support
and other project support to
NHA’s senior advisors
• Oversees NHA’s supporting
analysts
• Assists with forecasting
modeling, debt capacity analysis,
and other fiscal sustainability
analysis
• Reviews legal and disclosure
documents
✓ Has worked in public finance since
joining NHA in 2021
✓ Serves as the quantitative support
lead, providing deal support for over
$880 million in financings; his technical
specialties include financial forecasting
and CalPERS pension liability analysis
✓ MSRB Series 50 license
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
KEVIN ELLIS & MOHAMED MAXAMED, ANALYSTS | ROLE: QUANTITATIVE SUPPORT & PROJECT SUPPORT Responsibilities Qualifications
• Provide quantitative support and
other project support to NHA’s senior
advisors
• Provide research and credit rating
support
✓ Joined NHA Advisors in August
2025
✓ Provide support throughout the
funding process via technical
research, due diligence, bond
cashflow modeling, and refinancing
evaluations
✓ MSRB Series 50 licenses
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
5. QUALIFICATIONS & REFERENCES
A. Overview of NHA’s Relevant Experience & Approach to Client Management Prior Experience with the City of Seaside
NHA has provided municipal advisory services to the City since early 2022, following our engagement through the 2021 RFP process. Since then, our work has included support for the Campus Town development project, financing for fire and street sweeper equipment, evaluation of water project financing options and participation in Marina Coast Water District discussions, analysis of new fire station funding options, implementation of a citywide services CFD, fiscal forecasting support including pension UAL projections, and review of City financial policies. This work has required regular coordination with the City Attorney, Public Works, and Finance departments, as well as support for Council presentations and agenda materials.
NHA served as municipal advisor to the Fort Ord Reuse Authority until its dissolution. In that role, our firm developed a creative financing structure that enabled the final bond issuance needed to provide most of the cleanup funds before properties were transferred to neighboring cities. As a result, we have a detailed understanding of the financing, infrastructure, and implementation challenges associated with former Fort Ord properties and the redevelopment opportunities now before the City.
NHA takes a long-term, practical perspective when working with public agencies. We are proactive when City staff identify the next priority issue, while remaining mindful of staff capacity and day-to-day responsibilities. Our approach is to provide timely, targeted support without creating unnecessary work or embedding ourselves in the organization for its own sake. NHA is structured to respond quickly to project inquiries and to deploy the right staff resources as needed to meet deadlines established by the City.
NHA has provided municipal advisory services to several California public agencies experiencing similar financial pressure to the City. Our recent engagements have included providing pension liability strategies (Gilroy, Morro Bay, Paso Robles, Pleasanton, Salinas, Santa Cruz, Santa Rosa, Scotts Valley, Sebastopol), fiscal forecasting (Los Gatos, Salinas, San Pablo, Santa Barbara, Sausalito, Sebastopol, South Pasadena) and debt capacity analyses (Gilroy, Newark, North Marin Water District, Salinas, San Rafael, Walnut Creek).
The central financing question facing the City is how to fund the infrastructure needed to realize the economic potential of the former Fort Ord property while maintaining fiscal sustainability and protecting existing residents from disproportionate cost burdens.
Based on NHA’s work with the City over the last five years, the City has not historically implemented development impact fees at levels sufficient to meet identified infrastructure and facility needs. Without an established fee program, the City will likely need to rely on major developments to address these needs through the entitlement process and inclusion of funding through the development agreements. For the Campus Town development project, however, the entitlement process did not require funding for major infrastructure improvements outside the development itself or formation of a CFD to provide a supplemental services revenue stream. Ideally, the Main Gate development (and other future projects) can be approved with funding requirements to mitigate the financial impact on existing residents and property owners.
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NHA believes the City must take a broad and comprehensive view of future development opportunities to create revenue strategies sufficient to meet future infrastructure costs. While the citywide CFD for public safety services will supplement future property tax revenues, it is imperative that the City Council adopt policies requiring new development to fund its fair share of major infrastructure, public safety facilities, and ongoing municipal service impacts.
Bond Financing and Debt Management Expertise
NHA has advised on the
principal financing structures
relevant to the City, including
general obligation bonds,
lease revenue bonds and
certificates of participation,
utility revenue bonds, sales
tax and tax allocation bonds,
CFDs and assessment
districts, bank placements,
state and federal loans, and
short-term notes. NHA’s
commitment to California
cities is demonstrated by the
fact that NHA has been the
#1 municipal advisor, by
number of bond transactions
for California cities, since
2021 (Source: California
State Treasurer as of July 2,
2026; excludes commercial paper and conduit financings; January 2021-present). For each transaction, NHA leads affordability analysis, credit strategy, financing-team selection, document review, sale execution, closing, and pos t-issuance support.
Water and Sewer Infrastructure
NHA's utility practice combines rate and revenue modeling, debt-capacity and coverage analysis, credit strategy, and capital funding. We have served utilities facing drought, affordability constraints, major treatment and conveyance projects, and the need to coordinate multiple funding agencies. Our objective is to identify the lowest-cost, most flexible capital stack available. Depending on the project, that may include grants, SRF or WIFIA loans, USDA financing, reserves, rate revenue, bank loans, public bonds, or a combination of sources.
Since 2020, NHA has worked on 49 water/wastewater financings (~$1.49 billion) for 35 distinct California public agencies, 18 of which are special districts and 17 are cities. This includes 6 Water Infrastructure Finance and Innovation Act (“WIFIA”) loans from the U.S. Environmental Protection Agency (“EPA”). Based on our experience, we know when alternative financing vehicles, such as WIFIA, SRF, IBank, and other government-sponsored programs are a realistic option and can advise staff accordingly. In addition to the 6 WIFIA loans that have closed, NHA is currently working on 4 WIFIA loan projects for our clients. 80 75
58 57
38 NHA
Advisors
Urban
Futures
Fieldman
Rolapp
PFM
Group
PRAG
MUNICIPAL ADVISOR RANKINGS FOR CALIFORNIA CITIES
Transactions (January 2021 - Present)¹
1 Source: California State Treasurer as of 7/2/2026; excludes commercial paper and conduit financings Packet Page 345
REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
NHA Approach to Client Management
NHA maintains long-term relationships with the majority of its public agency clients by first developing a deep understanding of the agency’s structure, delivered services, CIP programs and other financial aspects. NHA also maintains a complete debt profile (including equipment leases) to track future debt payments and evaluate refinancing opportunities.
Once our due diligence and initial analysis is complete, NHA staff is available to provide advisory support for most finance-related issues that City staff will require which might include:
• New revenue options
• Potential development impact and financing options
• CIP funding strategies
• Debt capacity analysis
• General Fund forecasting and pension UAL payment options • Continuing Disclosure reporting
• Credit agency reporting and responses
NHA believes that maintaining a strong understanding of the unique organizational structure, political challenges, capital improvement programs (across all enterprises and general fund services) and financing health of the operating funds, allows us to react quickly to questions, ideas or demands from the City Council or staff. NHA invests heavily in the initial research and due diligence work required to understand more than just what is in the financial statements and public budget documents.
Project Management
NHA has extensive examples and experience with managing the implementation of a funding strategy (or financing). We respect that City staff are not thinking or working on financing programs daily and our extensive focus allows NHA staff to lead and manage the process while keeping City staff up to date and educated. Our primary focus is to provide the City with understandable option to consider and select from (without being too technical).
Case Study: Pajaro Valley Water Management Agency (“PV Water”) Holistic Funding PV Water needed to finance a $160 million capital program consisting of two project components with different construction and permitting timelines. EPA requirements prevented WIFIA funds from being disbursed until permitting was complete for both components, delaying access to funding for work already underway. NHA developed a comprehensive financial plan and helped PV Water implement a financing structure consisting of two WIFIA loans and two series of matching bonds. By separating the capital program into two WIFIA-defined projects, PV Water could immediately finance the component under construction while preserving WIFIA funding for the component still in design and permitting. NHA also successfully advocated for the use of a bond-insurer reserve surety policy—the first such structure used for a WIFIA loan—to satisfy the debt service reserve requirement without funding the reserve with bond proceeds. PV Water closed both WIFIA loans simultaneously in February 2024, securing a majority of the funding needed for the capital program while avoiding construction delays. The reserve surety structure eliminated the need to borrow additional funds for a cash-funded reserve and is estimated to save PV Water approximately $3 million on a present-value basis.
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
Revenue Strategy, Fiscal Capacity, and Long-Term Planning NHA has provided comprehensive advisory services to over 125 California cities and special districts that include the analysis and evaluation of revenue enhancement as recurring revenue streams have failed to keep up with increasing operating expenses.
In addition, NHA has developed proprietary debt capacity models that allow the City to understand the potential financing capacity available given projected annual revenues. Our model will also incorporate anticipated future obligations as part of larger, capital project funding program that may include 10+ years in project phasing requiring multiple series of bonds or loans.
Case Study: City of Sebastopol Fiscal Sustainability Project In 2022, NHA Advisors was hired by the City of Sebastopol to evaluate the current fiscal condition of the City, including reviewing past trends and building out a projection model to forecast future scenarios based on different economic assumptions. As part of this process, NHA helped the City identify and analyze the largest potential challenges the City is facing, including rising CalPERS pension costs, inflation/labor costs, capital funding needs and potential legislative changes that could impacted sales tax revenue. After several meetings with staff and the City’s budget committee over a 6-month period, NHA performed extensive analysis related to strategies that City and its Council could consider in order to close the widening structural deficit. Some of these strategies included various revenue measures (Sales Tax, Parcel Tax, GO Bond, TOT, UUT, Cannabis) as well as cost containment strategies, such as utilizing a Section 115 Trust to help smooth impending mountain peak in CalPERS UAL payments.
Pension, OPEB, and Long-Term Liability Analysis
Over the past 12 years, NHA’s Pension Group, led by Mike Meyer, has worked with more than 100 California public agencies to develop strategies and policies to manage CalPERS liabilities. Our expertise and services include quantitative analysis of historical trends and projected costs, sensitivity/risk analysis and scenario modeling, evaluating options to address rising pension costs (i.e., Section 115 Trust, UAL paydowns (ADPs), hard and soft Fresh Starts, pension bonds and POB risk assessment, etc.), creating and enhancing pension funding policies and presenting findings and alternatives to elected officials, staff, and union representatives at public and informal meetings.
Case Study: City of Walnut Creek Pension Strategy Project NHA worked with the city of Walnut Creek in early 2025 to (1) educate stakeholders about their CalPERS pension liability, (2) provide stress testing scenario modeling to account for potential changes to the discount rate in the future, (3) develop a customized model that helped optimize the timing and amounts of Section 115 Trust deposits and withdrawals, and (4) review and support potential changes to the city’s pension funding policy. The city had projected sizeable General Fund deficits caused by rising pension increases and needed a “fresh look” at how their Section 115 Trust assets could be best leveraged. Ultimately, NHA, in conjunction with city staff, delivered a presentation to city council that garnered unanimous support to amend their budget and reserve policies.
Continuing Disclosure Services
NHA has extensive experience assisting public agencies with continuing disclosure compliance, including MSRB Rule 15c2-12 filings, CDIAC reporting, private placement reporting, and other disclosure obligations.
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
Many California public agencies face staffing constraints and turnover, which can make continuing disclosure monitoring and investor reporting difficult to manage alongside day-to-day finance operations.
NHA supports this function through a structured review and reporting process designed to promote accurate and timely filings. As part of that process, NHA monitors rating agency publications related to bond ratings and other investor-relevant developments. This support is intended to help maintain continuity in disclosure compliance during periods of staff transition or limited internal capacity.
NHA offers a full array of continuing disclosure compliance services that span a variety of reporting, including:
• Federal reporting on EMMA
• CDIAC reporting
• State loans (i.e., SRF, SWRCB, DWR, etc.)
• Federal loans (i.e., EPA/WIFIA, USDA, etc.)
• Privately placed debt
Similar Contracts
The table below lists the California public agencies for which NHA is presently under contract and that have projects with a scope similar to the City’s RFP.
American Canyon Lakeport San Rafael
Arcata Lancaster Santa Barbara
Berrenda Mesa Water District Los Gatos Santa Clara Valley Open Space Authority
Big Bear Area Regional Wastewater
Agency Mendota Santa Cruz
Calabasas Morgan Hill Santa Paula
Calaveras County Water District North County FPD Santa Rosa Calistoga North of River Sanitary District Sausalito
Campbell Novato Sebastopol
Central Basin MWD Orange County Mosquito and Vector
Control District Solvang
Chico Oroville Sonoma County Fire District
Citrus Heights Oxnard South Lake County FPD
Citrus Heights Water District Pajaro Valley Water Management Agency Stockton East Water District
Clearlake Palmdale Water District Torrance
Consolidated Irrigation District Paradise Recreation and Park District Tulare Corcoran Paso Robles Turlock
Cotati Pinole Ukiah
Desert Recreation District Pittsburg Ventura
El Cajon Pleasant Hill Vista
El Centro Rancho Cordova West County Wastewater District Gilroy Rancho Santa Fe FPD West Valley Water District
Gonzales Richmond Windsor
Hanford Riverside Yuba City
Hayward Salinas Yuba Water Agency
Industry San Carlos
Laguna Beach County Water District San Pablo
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
Relevant Experience of NHA’s Personnel
Below is a description of relevant experience for NHA’s assigned personnel over the past three (3) years.
CRAIG HILL, MANAGING PRINCIPAL
• City of El Cerrito (CIP Funding Strategies, Sales Tax Revenue Measure, Library Funding Options, Fire Station Funding)
• City of Gilroy (Civic Center/Fire/Recreation Facilities Funding Options, GO Bond authorization, UAL pension liability analysis)
• City of Napa (Land Acquisition funding option, wastewater CIP financing, energy efficiency/solar equipment financial analysis
• City of Oxnard (General Fund cash flow & debt capacity analysis, sales tax measure revenue analysis, water/sewer bond financing, fire station funding options, pension liability analysis, street improvement funding options)
• City of Paso Robles (GO Bond authorization, CFD formation and bond financing, financial policy development, bonding capacity analysis, water storage financing, library/park financing, solar array funding analysis)
• City of Salinas (General fund forecasting, sewer rate study/CIP funding, solar equipment feasibility analysis & financing, sewer bonds, police & library improvement financing, development CFD analysis, EIFD evaluation)
• City of Santa Rosa (Fire station/acquisition debt capacity analysis, pension liability strategy development, sewer improvement financing, city council education workshops, • City of Santa Cruz (GO Bond authorization, downtown redevelopment funding strategies, pension liability analysis, utility bonding capacity, IBank loan analysis, parking garage financing • City of Torrance (Sales tax revenue measure, civic center funding strategies, building acquisition financing analysis, pension obligation bonds, transit center financing, street improvement financing
• City of Walnut Creek (Sales tax measure, debt capacity analysis, aquatic park project funding plan development, recreation project financing, pension liability analysis and presentation)
MIKE MEYER, VICE PRESIDENT
• Pension Strategy/Consulting Projects for the Cities of San Carlos, Pleasanton, Walnut Creek, Santa Rosa, Newark, Riverside, Oxnard, Ukiah, Vista, Santa Cruz, Salinas, Carmel, Morro Bay, Richmond, Corte Madera, $70M City of Vista Lease Revenue Bonds (2025), $30M City of Turlock Street/Roads Financing (2025), $150M City of Riverside Sewer Revenue Refunding Bonds (2025), City of Oceanside Climate Adaptation Funding Strategies Project (2025-2026)
ROB SCHMIDT, VICE PRESIDENT
• Multiple Berkeley GO authorizations and bond issuances; Multiple San Francsico bond financings including 2023 COPs; Paso Robles 2025A Special Tax Bonds (IA 1 & IA 2); Formation of CFDs and the issuance of multiple Special Tax Bonds for the City of Rancho Cordova; Leads NHA’s Continuing Disclosure Compliance Group
CHRISTIAN SPRUNGER, VICE PRESIDENT
• Stockton East Water District WIFIA Loan (in progress), Stockton East Water District 2025 Water Revenue COPs, Oxnard 2025 Wastewater Revenue Refunding Bonds, Hayward 2025 Wastewater Revenue Bonds, Palmdale Water District 2024 Subordinate Water Revenue Bonds, Palmdale Water District 2024 WIFIA Loan, Pajaro Valley Water Management Agency 2024 WIFIA Loans Packet Page 349
REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
(Series A and B), Ventura 2023 WIFIA Loans (Water and Wastewater), Palmdale Water District 2023 Water Revenue Bonds (Senior Lien), Pajaro Valley Water Management Agency 2023 Water Revenue COPs
MATT DEFILIPPIS, ASSOCIATE
• Walnut Creek 2025 Lease Revenue Bonds (Heather Farm Aquatic & Community Center Project), Berkeley 2025 Lease Revenue Notes, Berkeley 2025C GO Bonds (Measure O), Pension Strategy/Consulting Projects for the Cities of San Carlos, Pleasanton, Walnut Creek, Santa Rosa, Riverside, Ukiah, Vista, Salinas, Morro Bay, $30M City of Turlock Street/Roads Financing (2025)
KEVIN ELLIS, ANALYST & MOHAMED MAXAMED, ANALYST
• Lancaster 2026A Lease Revenue Bonds, Salinas 2026 Fire Equipment Lease, Rancho Cordova CFD Special Tax Bonds, Walnut Creek 2025 Lease Revenue Bonds (Heather Farm Aquatic & Community Center Project), Pension Strategy/Consulting Projects for the Cities of Auburn, Riverbank, and Vista B. Examples of Relevant Work Products
Appendix A: City of South Pasadena 5-Year Financial Forecast Presentation & Technical Memorandum
The city of South Pasadena needed a forward-looking financial planning tool and a clear presentation of its results to support the FY 2024-25 budget process. The project was intended to help city staff and the city council understand emerging financial challenges across the General Fund, special revenue funds, and enterprise funds, while also allowing users to evaluate how alternative revenue, expenditure, pension, and financing assumptions could affect future results.
NHA reviewed the city’s historical financial statements, budgets, reserve policies, general-ledger data, and other relevant documents, and worked with staff to validate the inputs and desired outputs. NHA then developed a dynamic five-year model covering ten key funds, with interactive dashboards, detailed supporting schedules, debt and pension modeling capabilities, and both baseline and Great Recessionstyle scenarios; the findings were then distilled into a presentation for city council and staff.
Appendix B: City of Santa Barbara Utility Financing Capacity Memo Santa Barbara was planning a significant Water and Wastewater capital program and needed to determine how much debt each utility could support, how different pay-go and borrowing strategies would affect financial metrics, and which external funding sources were available.
NHA developed dynamic Water and Wastewater pro formas using the city’s adopted rates, HDR’s updated operating forecasts, the revised CIP through FY 2035-36, and the terms and covenants of the utilities’ existing obligations. The analysis tested different combinations of pay-go funding, reserves, SRF or WIFIA loans, and market-rate debt, while also examining credit-rating impacts and the potential use of deferred or wraparound debt structures.
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Appendix C: Sonoma County Fire District Financial Projection & Fire Station Funding Analysis
The District needed a ten-year financial forecast and financing-capacity analysis to determine whether it could fund two new fire stations and how the allocation of Measure H revenues would affect borrowing capacity.
NHA projected the District’s major revenues, operating expenses, capital outlay, and CalPERS costs and then evaluated four financing scenarios. These scenarios tested a $44 million financing, the maximum borrowing that could be supported without annual deficits, as well as an increased Measure H facilities allocation. NHA presented the information to District staff. The project is currently ongoing.
C. NHA’s Commitment to GFOA “Best Practices”
NHA follows GFOA best practices for debt management, selecting finance professionals, and determining the method of sale. Our process begins with an objective review of the financing need, available alternatives, structure, risks, and implementation requirements.
As the City's independent municipal advisor, NHA owes the City a fiduciary duty. We recommend competitive processes when appropriate and clearly document when a negotiated sale, private placement, or other approach better serves the City's objectives.
NHA uses written RFP processes for underwriters, placement agents, bond and disclosure counsel, and other financing professionals when appropriate. We evaluate qualifications, fees, distribution capabilities, conflicts, and proposed approach, and we help clients maintain debt policies and post-issuance compliance consistent with GFOA guidance.
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC
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
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D. 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.
Name
Title
Project
Location Description of Service Provided Contact Information Selina Andrews
Finance Director
City of
Salinas
Full scope of advisory work including
fire equipment, energy efficiency,
sewer rate analysis, bonding
capacity, CIP funding strategies,
ongoing continuing disclosure
compliance services
[email protected]
(831) 758-7420
Scott Wagner
Chief Financial
Officer
City of
Santa
Rosa
Full scope of advisory work including
property acquisition analysis, debt
capacity analysis, fire station
building acquisition funding
strategies, sewer improvement
financing, pension liability financing
plan development
[email protected]
(707) 543-4670
Harjot Sangha
Finance Director
City of
Gilroy
Advisory services since 1999
including general fund/pension
liability analysis, water/sewer CIP,
Recreation projects, fire station
financing, ongoing continuing
disclosure compliance services
[email protected]
(408) 846-0294
Ryan Cornell
Administrative
Services
Director
City of
Paso
Robles
Advisory services since 1996
including voter-approved GO Bond
authorization, financial policy
development, elected official
education, CFD formation and bond
issuance, developer negotiations,
ongoing continuing disclosure
compliance services
[email protected]
(805) 237-3999
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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 served the City as its municipal advisor under a prior engagement. NHA has not provided underwriting, placement agent, broker-dealer, investment banking, developer advisory, or other financial services to the City, City-related entities, developers, or financing counterparties within the past three (3) years.
NHA does not anticipate seeking any role other than municipal advisor in connection with a City financing.
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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.
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8. FEE PROPOSAL
NHA proposes a two-phase compensation structure, which breaks our work into (1) On-Call General Municipal Advisory Services and (2) Financing Execution. Details and rationale for each phase are below.
On-Call General Municipal Advisory Services (Hourly)
For municipal and financial advisory services not specifically related to the issuance of any municipal bonds or loans, NHA will be compensated on staff time deployed for the City. Engagements requiring NHA resources will be identified early in each project scope, and an estimated time commitment and budget can be provided as requested.
For projects that result in the decision by City Council or senior staff, NHA will end billing at the hourly rate and begin work as defined in the Financing Execution section below.
Professional Services (Hourly) 2026
Rates(1)
Principal $370
Director / Senior Vice President $345
Vice President $320
Assist. Vice President / Sr. Associate $295
Associate $270
Senior Analyst $235
Analyst $210
Administrative $135
1) Hourly rates will escalate by 3% annually each January 1st (rounded to the nearest five dollars based on the
prior year’s rounded amount).
Financing and Other Fixed Fee Services
For bond debt or loan financings, NHA proposes a contingent base fixed fee (paid at closing). The fee is based on financing structure, method of sale, approval process requirements (workshops, committees, council meetings), and the number of potential funding sources.
If the City elects to form a CFD for facilities or services which require NHA support and participation, a fixed fee of $15,000 will be due at the time of initial bond financing (for facilities) or upon establishment of the services CFD.
The table below identifies the base not-to-exceed fees for each of the three methods of sale – (1) private placement with a private party or bank (requiring no public offering disclosure document), (2) negotiated public offering with a pre-selected underwriter, or (3) competitive public offering engaging an underwriter through a competitive sale.
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Method of Sale (Base Not-to-Exceed Fee) Fee
Direct/Private Placement (Bank Loan) $42,500
Public Offering – Negotiated Sale $47,500
Public Offering – Competitive Sale $52,500
Credit Rating Process (If required) Fee
Credit Rating Process $10,000
CFD Formation Assistance Process Fee
Facilities or Services $15,000
Request for Proposal Process (if required) Fee
Broker-Dealer (Underwriter/Placement Agent) $7,500
Bond/Disclosure Counsel $2,500
Special Tax Consultant $3,000
Fiscal Consultant $1,500
Trustee $1,000
In-Person Meetings & Expenses
In-Person Meetings (Upon Request) – NHA will be available to attend virtual meetings and conference calls at no additional cost. In-person meetings will require travel reimbursement of $1,500 (per attendee) to cover travel expenses.
Out-of-Pocket Expenses – Out-of-pocket expenses will be limited to those necessary for completion of the project and will be billed at cost plus a 15% markup for payment and processing (including subconsultants invoices). For debt financings, a $500 technology licensing and subscription fee will be charged for access to TM3, Munex, and other necessary applications and data.
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC APPENDIX A: CITY OF SOUTH PASADENA 5-YEAR FINANCIAL FORECAST
PRESENTATION & TECHNICAL MEMORANDUM
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CITY OF SOUTH PASADENA
SPECIAL JOINT MEETING
5-YEAR FORECAST FINDINGS
FEBRUARY 21, 2024
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2 Table of Contents
I. Model Overview
II. Baseline Projection Scenario
III. Recession Projection Scenario
IV. Conclusion
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I. MODEL OVERVIEW
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4 Model Overview
Analyzed 10 City funds
General Fund
Special Revenue Funds
Enterprise Funds
Dashboards allow the user to enter growth rates for key revenue and expense line items to provide real-time updates to projections
Detail sheets show more revenue and expense detail and give access to yearby-year growth rates for all revenues and expense line items (designed for City finance staff)
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5 Funds Modeled
General Fund (Fund 101)
Prop A Local Return – Sales Tax (Fund 205)
Prop C Local Return – Sales Tax (Fund 207)
State Gas Tax (Fund 230)
Measure R – Transportation Sales Tax
(Fund 233)
Measure M – Transportation Sales Tax
(Fund 236)
Road Maintenance & Rehabilitation
(Fund 237)
Sewer (Fund 210)
Golf Course (Fund 295)
Water (Fund 500)
Governmental Funds Enterprise Funds
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6 Example Dashboard
Uniform Growth Rate Inputs for 5-Year Forecast
Revenues: Baseline Growth Rate: Overriding Growth Rate:
Property Tax 5.77%
Sales Tax 2.44%
Other Taxes 6.48%
Utility Users Tax 6.31%
Licenses & Permits -1.42%
Use of Money & Property 3.20%
Current Services-Community Development 3.00%
Current Services-Community Services -1.83%
Current-Services-Fire 5.56%
Expenditures: Baseline Growth Rate: Overriding Growth Rate:
Salaries 3.86%
Salaries Temp 7.10%
Overtime 5.28%
Group Health Insurance 3.49%
Operations & Maintenance 5.00%
Professional Service 7.50%
Financing 3.00%
Contract Services 7.50%
Utilities 13.00%
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7 Example Dashboard
Total Revenues vs. Total Expenses Unassigned Fund Balance $35
$37
$39
$41
$43
$45
$47
$49
$51
$53
FY 2023-24 FY 2025-26 FY 2027-28
Millions
Total Revenues Total Expenses
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
FY 2023-24 FY 2025-26 FY 2027-28
Millions
Unassigned Fund Balance
Minimum Unassigned Fund Balance Policy
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8 Model Outputs
Baseline Scenario reflects continuation of “historical statistics” FYE2018 - FYE2023 Identified one-time or unique changes that were adjusted for Incorporated HdL Companies recent City projections
Recession Scenario mimics FYE2008 – FYE2012 Great Recession, beginning in FYE2025
The Baseline/Recession provide “outside band” of impact on City financial health Assumptions/Inputs can be modified to calculate impact on future revenues, expenditures and fund balance
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II. BASELINE PROJECTION SCENARIO
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10 General Fund Assumptions: Key Revenues
FYE2018 to FYE2023
Compound Annual Growth Rate
Baseline Scenario
Assumed Growth Rates
Property Taxes 5.8% 5.8%
Sales Tax(1) 5.6% 2.4%
Utility Users Tax 6.3% 6.3%
Other Taxes 6.5% 6.5%
Use of Money & Property(2)-11.6% -30.7%
Current Services: Community
Development 14.9% 3.0%
Current Services: Fire 5.6% 5.6%
(1) Historical sales tax growth rates after controlling for the benefits of Measure A. Sales Tax projections use the long-term projections provided to the City by HdL.
(2) Future Use of Money & Property revenues calculated assuming 4% interest earnings on the beginning year’s General fund balance in FY 2024-25 and 3% annual interest earnings thereafter.
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11 General Fund Assumptions: Key Expenses
FYE 2018 to FYE 2023
Compound Annual Growth Rate
Baseline Scenario
Assumed Growth Rates
Salaries 3.9% 3.9%
Salaries (Temp) 7.1% 7.1%
Overtime 5.3% 5.3%
CalPERS Retirement (Normal Cost)(3) 10.7% 2.0%
CalPERS Retirement (UAL Payment)(3) 10.7% 10.1%
Health Insurance 3.5% 3.5%
Professional Services 15.8% 7.5%
Contract Services 14.3% 7.5%
Utilities 27.1% 13.0%
Financing (Liability & Surety Bonds) 49.8% 3.0%
Capital Outlay Avg: $1,200,000 $0
(3) Historical City financials combine CalPERS normal cost with unfunded actuarial liability payment.
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12 General Fund: Revenues and Expenses
Expenses will outpace revenues each year of the five-year projection, with annual deficits ranging from $1.8M in FY2024-25 to $3.9M in FY2028-29 Total Revenues vs. Total Expenses
$35
$37
$39
$41
$43
$45
$47
$49
$51
$53
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Millions Total Revenues Total Expenses Packet Page 370
13 General Fund: Unassigned Fund Balance
Unassigned fund balance exceeds City’s 30% reserve target in FYE2024 - FYE2026 Starting FYE2027, unassigned fund balance does not meet Policy limits Unassigned Fund Balance
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Millions Unassigned Fund Balance Minimum Unassigned Fund Balance Policy Packet Page 371 14 Special Revenue Funds: Prop A Sales Tax
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Sales Tax 2.44%
Key Expenses
Salaries 3.86%
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15 Special Revenue Funds: Prop C Sales Tax
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Sales Tax 2.44%
Key Expenses
Capital
Expenditures
$300,000
annually
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16 Special Revenue Funds: Measure R
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Sales Tax 2.44%
Key Expenses
Capital
Expenditures
$300,000
annually
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17 Special Revenue Funds: Measure M
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Sales Tax 2.44%
Key Expenses
Capital
Expenditures
$275,000
annually
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18 Special Revenue Funds: Gas Tax
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Revenue from
Other Agencies
(Gas Tax)
4.34%
Key Expenses
Salaries 3.86%
Group Health
Insurance 3.49%
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19 $0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY 2023-24FY 2024-25FY 2025-26FY 2026-27
FY 2027-28FY 2028-29
Total Revenues Total Expenses
Special Revenue Funds: Road Maintenance & Rehabilitation Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
SB1 Revenues 0%
Key Expenses
Capital
Projects
$585,000
annually
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20 Enterprise Funds: Water
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Charges for
Current
Services
0.00%
Key Expenses
Salaries 1.98%
Operations &
Maintenance 1.77%
Utilities 10.34%
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21 Enterprise Funds: Sewer
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Charges for
Current
Services
0.00%
Key Expenses
Salaries 5.22%
Operations &
Maintenance 2.22%
Contract
Services -10.00%
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22 Enterprise Funds: Arroyo Seco Golf Course
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Charges for
Current
Services
0.00%
Key Expenses
Contract
Services 0.31%
Operations &
Maintenance 16.50%
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23 Enterprise Funds: Water Fund Debt Service Coverage
183%
158%
150%
143%
135%
126%
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
FY 2023-24FY 2024-25FY 2025-26FY 2026-27FY 2027-28FY 2028-29 Total Debt Service Net Revenues % Debt Service Coverage Packet Page 381
24 Enterprise Funds: Sewer Fund Debt Service Coverage
244% 240%
229%
218%
206%
193%
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY 2023-24FY 2024-25FY 2025-26FY 2026-27FY 2027-28FY 2028-29 Total Debt Service Net Revenues % Debt Service Coverage Packet Page 382
III. RECESSION PROJECTION SCENARIO
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26 Assumptions
Recession Scenario - Great
Recession event beginning
FYE2025
Historical data from
FYE2008 - FYE2012
Recession Scenario
Assumed Growth Rates
Key Revenues 2024-25 2025-26 2026-27 2027-28 2028-29
Property Taxes 3% 0% 2% 2% 4%
Sales Tax -25% 10% 0% 10% 10%
Utility Users Tax 0% 0% 0% 0% 0%
CalPERS Unfunded Accrued Liability (“UAL”): Recession impact of negative 20% investment return for FYE2025, increasing City’s UAL balance by 66% ($49.5M to $82.1M)
UAL increase impacts payment in FYE2028
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27 General Fund: Revenues and Expenses
Property tax and sales tax revenues generate largest negative impact Recession analysis projects deficits from $4.3M (FYE 2025) to $12M (FYE 2029) Total Revenues vs. Total Expenses
$35
$37
$39
$41
$43
$45
$47
$49
$51
$53
$55
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Millions Total Revenues Total Expenses Packet Page 385
28 General Fund: Unassigned Fund Balance
Annual deficits impact fund balance – Projected negative in FYE2027 Unassigned Fund Balance
($30)
($20)
($10)
$0
$10
$20
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Millions Unassigned Fund Balance Minimum Unassigned Fund Balance Policy Packet Page 386 29 Special Revenue Funds: Prop A Sales Tax
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Sales Tax -25%, 10%, 0%,
10%, 10%
Key Expenses
Salaries 3.86%
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30 Special Revenue Funds: Prop C Sales Tax
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Sales Tax -25%, 10%, 0%,
10%, 10%
Key Expenses
Capital
Expenditures
$300,000
annually
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31 Special Revenue Funds: Measure R
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Sales Tax -25%, 10%, 0%,
10%, 10%
Key Expenses
Capital
Expenditures
$300,000
annually
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32 Special Revenue Funds: Measure M
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Sales Tax -25%, 10%, 0%,
10%, 10%
Key Expenses
Capital
Expenditures
$275,000
annually
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33 Special Revenue Funds: Gas Tax
Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
Revenue from
Other Agencies
(Gas Tax)
4.34%
Key Expenses
Salaries 3.86%
Group Health
Insurance 3.49%
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34 Special Revenue Funds: Road Maintenance & Rehabilitation Key Revenue &
Expense
Assumptions
Baseline
Projected
Growth Rates
Key Revenues
SB1 Revenues 0%
Key Expenses
Capital
Projects
$585,000
annually
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY 2023-24FY 2024-25FY 2025-26FY 2026-27
FY 2027-28FY 2028-29
Total Revenues Total Expenses
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35 Enterprise Funds
Enterprise Funds should maintain fund balances with routine review and rate analysis
Recession Scenario does not project significant impact on Enterprise Funds Water Fund and Sewer Fund include small percentage of the City’s CalPERS UAL
Negative 20% CalPERS investment return (Recession Scenario) would increase UAL payment beginning in FY 2027-28
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IV. CONCLUSION
Packet Page 394
37 Key Modeling Considerations
Model uses FYE 2024 Budget as the starting point for projections Historical data has been provided by City staff and has not been adjusted to align with audit reports
Model contains reasonable assumptions regarding future capital expenses and General Fund transfers to support other funds
Model users should update or amend those entries as needed as key underlying assumptions change
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38 Future Considerations
Salaries: Historical increases may not reflect future increases Capital: Deferred capital projects will require new funding sources or recurring revenue as existing revenue sources are directed at ongoing operational expenses
Property Tax Revenues: Historical increases in property tax revenue have reflected property sales recognizing low assessed value properties (Proposition 13 protected parcels). If volume of property transfers remain at 2023 levels, annual property tax increases are likely to be between 2% and 3% Packet Page 396
4040 Civic Center Drive, Suite 200
San Rafael, CA 94903
Office: 415.785.2025
www.NHAadvisors.com
MEMORANDUM
Date: February 14, 2024
RE: City of South Pasadena – Five-Year Forecast Model Technical Memorandum Introduction
The City of South Pasadena (the “City”) engaged NHA Advisors, LLC (“NHA”) to assist the City in developing a five-year financial forecasting model taking into consideration the general fund, special funds and enterprise funds (the “Model”). The Model is intended to assist City staff and the City Council in developing future budgets and evaluating changes in revenue or expenditure growth, including identifying current and future financial challenges. Additionally, the Model is dynamic so users can explore a myriad of “what if” scenarios with varying degree of precision.
The Model is populated with data through the current fiscal year (23/24) and is intended to support the FY 2024-25 budget process.
NHA reviewed the City’s historical financials, budget documents, reserve policies, and other documents.
Based on this review, NHA is developing the Model to project five years of operating results for the following ten City funds: (1) General Fund, (2) Prop A Sales Tax, (3) Prop C Sales Tax, (4) State Gas Tax, (5) Measure R, (6) Measure M, (7) Road Maintenance & Rehabilitation, (8) Water, (9) Sewer, and (10) Golf Course. NHA collaborated with City staff to gather relevant financial data, including general ledger data, and held several discussions with City staff to confirm validity of the data and ensure the type of output was meeting City staff objectives.
NHA pre-populated the Model to include two scenarios: a baseline scenario and a recession scenario. The baseline scenario reflects a continuation of the “status quo” and projects based on historical revenue and expense data. The recessionary scenario examines the impact of a recession similar to the Great Recession beginning in Fiscal Year 2024-25.
Modeling Overview
The Model is designed to be informative, accessible, interactive, and transparent. The model has clear areas for user inputs, both at a high level and detailed level, and these inputs will produce real-time updates, displayed on dashboards with dynamic charts and tables. All the data and assumptions used in the Model for the ten City funds are included on individual tabs within the worksheet and clearly labeled.
The Model is organized into four sections: (I) General Fund, (II) Special Revenue Funds, (III) Enterprise Funds, and (IV) Other Sheets. Sections I – III provide the “front end” of the Model and contain a userfriendly dashboard, as well as a detail sheet showing revenue and expense line-item detail. The other sheets provide a “back end” of the Model and contain future debt modeling capability, pension liability modeling, and historical financial data. Generally speaking, the user is able alter the inputs in the Packet Page 397
CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 2
dashboard without any risk of “breaking” the Model. However, overwriting formulas or making changes to the data on the supporting tabs can disconnect the historical data links and remove the integrity of the Model’s projections.
Section I: General Fund
The dashboard tab serves as the hub for users to review the impact of revenue and expenditure assumptions through charts and tables. NHA believes most users will interact with the dashboard and use it to model impacts of growth assumption changes. The General Fund dashboard is the most detailed, given its prominent role in the City’s financials and contains charts illustrating key financial metrics, such as total revenues versus total expenses, unassigned General Fund balance versus the City’s Unassigned General Fund Balance policy, total revenues by category, and total expenses by category. Additionally, at the bottom of the General Fund dashboard, there is a set of tables that allows the user to easily view key revenue and expense line items and the annual change of those revenue and expenses for a chosen year of the 5-year projection.
Image: General Fund Dashboard (Baseline Scenario)
The General Fund dashboard allowsthe user to enter growth rates for key revenue and expense line items (see white boxes in the graphic above) thereby providing real-time updates to the graph. Entering a growth rate (positive, negative, or zero) applies that growth rate uniformly to each year of the projection, and the impact is then dynamically modeled in the surrounding charts on the dashboard. This allows a Total Revenues vs. Total Expenses
Revenues: Baseline Growth Rate: Property Tax 5.77%
Sales Tax 2.44%
Other Taxes 6.48%
Utility Users Tax 6.31%
Licenses & Permits -1.42%
Use of Money & Property 3.20%
Current Services-Community Development 3.00%
Current Services-Community Services -1.83%
Current-Services-Fire 5.56%
Expenditures: Baseline Growth Rate: Unassigned Fund Balance Salaries 3.86%
Salaries Temp 7.10%
Overtime 5.28%
Group Health Insurance 3.49%
Operations & Maintenance 5.00%
Professional Service 7.50%
Financing 3.00%
Contract Services 7.50%
Utilities 13.00%
Total Revenues by Category Total Expenses by Category
Overriding Growth Rate:
Uniform Growth Rate Inputs for 5-Year Forecast
Overriding Growth Rate:
$35
$37
$39
$41
$43
$45
$47
$49
$51
$53
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Millions Total Revenues Total Expenses
$0
$10
$20
$30
$40
$50
$60
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Millions Reimbursement From Other Funds
Transfer In All Other Revenues Other Agencies Assessments & Special Taxes Use of Money & Property Fines & Forfeitures
License & Permits
Franchise Fees
Current Services Utility Users Taxes
Sales Taxes
Property Taxes
Potential New Revenues
$0
$10
$20
$30
$40
$50
$60
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Millions Other Expenses
Capital Outlay
Potential New Expenses
Capital Projects
Transfer Out Operations & Maintenance Wages & Benefits
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Millions Unassigned Fund Balance Minimum Unassigned Fund Balance Policy Packet Page 398
CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 3
user to conduct quick impact analysis on key financial metrics for the City. For example, if salary growth was historically 4% annually, but a user wants to see the impact of a 5% increase (year-over-year), the Model’s dashboard will quickly show the impact on expenses and unassigned fund balance. Growth rates assumptions can be applied to as few or as many line items as are listed in the table.
While the dashboard is likely the primary point of interaction for many users, the detail sheet is where a user can model discrete year-over-year revenue and expense growth assumptions to create a finely tuned output. In the example above regarding a user who wishes to analyze the impact of future salary increases, the detail sheet allows a user to model a scenario such as an 8% increase the first year, followed by two 3% annual increases the next two years, followed by 5% annual increases the remaining years. Changes to the detail sheet are reflected on the graphs and tables in the dashboard. On the detail sheet, the user will see much more revenue and expense detail for both historical and projected years, and also have access to year-by-year growth rates for revenue and expense line items. When the cells in the “Overriding Growth Rate” column on the dashboard are empty (white cells in the example image above), the year-byyear growth rates on the detail sheet will dictate the Model. However, when a user enters a value in the “Overriding Growth Rate” column on the dashboard, this value overrides the year-by-year growth rates on the detail sheet.
Sections II and III: Special Revenue Funds and Enterprise Funds The dashboards for the Special Revenue Funds and Enterprise Funds are similar to the General Fund with respect to the operation of the “Overriding Growth Rates” cells on the dashboard. Users can see a chart of total revenues versus total expenses and will also have the functionality to easily apply growth rates on the dashboard that impact key revenue and expense line items in the projected years. Since the Water Fund and Sewer Fund has debt that is subject to debt service coverage rate covenants, the Enterprise Funds Dashboard has an additional chart showing debt service coverage (annual net revenue divided by annual debt service). The detail sheets for the Special Revenue Funds and Enterprise Funds will be similar to the General Fund, where a user can see more revenue and expense detail, as well as have the functionality to input year-by-year growth rates on a granular level.
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Image: Water Fund and Sewer Fund Dashboard (Baseline Scenario) Section IV: Other Sheets
Other sheets consist of five sheets that provide a functional “back-end” to the Model, including detail on the City’s debt, pension costs, and the revenue and expenditure detail that will flow through the Model to create the historical and budget data.
The Debt sheet models existing City debt obligations and also allow users to input hypothetical future debt to visualize its impact on the City’s funds. For example, if a user wanted to see the impact of issuing $20 million of water revenue bonds in 2 years, the user can enter these parameters, including estimated interest rate and length of debt, to see the impact to the Water Fund’s debt service coverage. Note that the Debt sheet will be designed to provide a quick estimate of the long-term cost of funds, but it cannot perform more nuanced debt structuring analysis without additional inputs (e.g., wraparound structures, deferred or accelerated amortizations, etc.).
The Pension sheets detail pension cost assumptions from the City’s latest CalPERS actuarial reports, and also provide the option of pasting in alternative CalPERS pension assumptions using the free CalPERS Pension Outlook Tool (https://www.calpers.ca.gov/page/employers/actuarial-resources/pensionoutlook-overview). Having this functionality enables the user to see the impact of hypothetical future CalPERS investment performance and other assumptions on the City’s unfunded accrued liability (“UAL”) and normal cost payments.
Water (Fund 500)
Revenues: Baseline: Overriding:
Charges for Current Services 0.00%
Other Revenue 0.00%
Use of Money & Property -15.00%
Revenue From Other Agencies -20.00%
[Placeholder] 0.00%
Expenses: Baseline: Overriding:
Salaries 1.98%
Group Health Insurance 5.38%
Special Department Expense 0.00%
Professional Service 5.16%
Vehicle Operations -15.00%
Financing -10.00%
Operations & Maintenance 1.77%
Equipment Maintenance 5.00%
Contract Services -16.00%
Utilities 10.34% Water Production 0.00%
[Placeholder] 0.00%
Sewer (Fund 210)
Revenues: Baseline: Overriding:
Charges for Current Services 0.00%
Use of Money & Property -11.00%
[Placeholder] 0.00%
[Placeholder] 0.00%
[Placeholder] 0.00%
Expenses: Baseline: Overriding:
Salaries 5.22%
Group Health Insurance 4.85%
Special Department Expense 5.00%
Professional Service -10.00%
Vehicle Operations 0.85%
Financing 5.00%
Operations & Maintenance 2.22%
Equipment Maintenance 0.00%
Contract Services -10.00%
Utilities 0.00%
[Placeholder] 0.00%
[Placeholder] 0.00%
Go to Sewer Fund Detail
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Total Revenues Total Expenses
Go to Water Fund Detail
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Total Revenues Total Expenses
183%
158%
150%
143%
135%
126%
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Total Debt Service Net Revenues % Debt Service Coverage 244% 240%
229%
218%
206%
193%
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Total Debt Service Net Revenues % Debt Service Coverage Packet Page 400
CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 5
The Revenue Detail and Expenditure Detail sheets contain the general ledger source data that is used to power the Model. These sheets should only be used when updating the Model to add an additional year of data and NHA can assist the City with updates to the Model as requested.
General Fund Assumptions, Scenarios, and Findings
Baseline Scenario Assumptions
While it is true that past performance does not promise future results, it is also true that historical performance provides useful context for financial planning purposes. As a result, NHA’s Baseline scenario is heavily influenced by financial results from FY 2017-18 through FY 2022-23. We recognize that this period reflects the impacts that the COVID-19 pandemic had on the City’s financials; however, we also recognize that extending the historical “lookback” to additional prior years is subject to the law of diminishing returns and the relevance of prior years’ decreases as the historical review looks back further.
To control the impact of recent historical events on the City’s financials, the Baseline scenario will assume revenue and expense growth diverge at times from the historical figures. This typically occurs when historical revenue or expense growth reflects some external driver (e.g., higher sales tax growth due to the passage of additional sales tax measures or due to establishment of additional point-of-sale businesses within the City). This also occurs when more recent historical revenue or expense figures are outside the historical range of these line items. The table below lists the historical performance of key General Fund revenue and expenses. Our review looks for anomalies in these growth rates – areas where the growth rates differ from “typical” growth rates and seeks to uncover the story below them. Often, this results in projecting a slightly different growth rate than the raw historical would imply. Several examples can be seen in the table below, including the City’s “Financing” expense related to insurance liability and surety bonds, the City’s professional services and contract services expense, and the City’s sales tax revenues.
Baseline Scenario Assumptions – General Fund
Key General Fund Revenue
& Expense Assumptions
FYE 2018 to FYE 2023
Compound Annual
Growth Rate (CAGR)
Baseline
Scenario
Assumed
Growth Rates Discussion of Differences
Key Revenues
Property Taxes 5.8% 5.8% No difference
Sales Tax(1) 5.6% 2.4%
We are using HdL’s sales tax
projections for the City to inform our
projection.
Utility Users Tax 6.3% 6.3% No difference
Other Taxes 6.5% 6.5% No difference
Use of Money &
Property(2) -11.6% -30.7%
The projected growth of this revenue
line item is determined by the
investment return the City earns on its
fund balance. Because the City’s fund
balance is decreasing in the baseline
projection, the interest earnings is
also decreasing. Assumes 4%
investment earnings in FY 2024-25
and 3% annually thereafter.
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Current Services:
Community
Development
14.9% 3.0%
Assumed decrease in planning & plan
check fees due to slow down in home
sales.
Current Services: Fire 5.6% 5.6% No difference
Key Expenses
Salaries 3.9% 3.9% No difference
Salaries (Temp) 7.1% 7.1% No difference
Overtime 5.3% 5.3% No difference
CalPERS Retirement
(Normal Cost)(3) 10.7% 2.0%
Baseline growth rate is calculated
based on the normal cost generated
by the CalPERS Pension Outlook Tool,
assuming CalPERS has 6.1%
investment returns in FY 2022-23 (the
money-weighted rate of return
reported by CalPERS in its FY 2022-23
Annual Comprehensive Financial
Report), and 6.80% investment
returns thereafter.
CalPERS Retirement
(UAL Payment)(3) 10.7% 10.1%
Baseline growth rate is calculated
based on the UAL payment generated
by the CalPERS Pension Outlook Tool,
assuming CalPERS has 6.1%
investment returns in FY 2022-23 (the
money-weighted rate of return
reported by CalPERS in its FY 2022-23
Annual Comprehensive Financial
Report), and 6.80% investment
returns thereafter.
Health Insurance 3.5% 3.5% No difference
Professional Services 15.8% 7.5%
These numbers are all assumed to
grow less than the historical average
because we have already taken into
consideration the step-up in the
absolute value of these expenses prior
to the projection period.
Contract Services 14.3% 7.5%
Utilities 27.1% 13.0%
Financing
(Liability & Surety
Bonds)
49.8% 3.0%
Capital Outlay Avg: $1,200,000 $0
We intentionally strip out General
Fund capital to evaluate the fund’s
balance from a pure operational
perspective.
1) Historical sales tax growth rates after controlling for the benefits of Measure A. Sales Tax projections use the long-term projections provided to the City by HdL.
2) Future Use of Money & Property revenues calculated assuming 4% interest earnings on the beginning year’s General fund balance in FY 2024-25 and 3% annual interest earnings thereafter. 3) Historical City financials combine CalPERS normal cost with unfunded actuarial liability payment.
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Recessionary Scenario Assumptions
There are hundreds of possible recessionary scenarios to model. Since the City’s historical financials from FY 2017-18 through FY 2022-23 incorporate the impact of the COVID-19 pandemic, we believe a realistic recessionary scenario examines the City’s ability to withstand a future longer-term general market recession. As a result, we analyzed the impacts of the Great Recession on the City’s financials from FY 2007-08 through FY 2011-12 and modeled those impacts on key revenue line items.
During the Great Recession and its aftermath (i.e., the period from 2007-2012), the City’s property tax revenues slowed down significantly, going from 10% growth from FYE 2007 to FYE 2008 to 4% growth the subsequent year to averaging 0% growth for FYEs 2010 through 2012. By contrast, sales taxes grew 6% from FYE 2007 to FYE 2008 and then decreased 22% the next year. There was a strong recovery in FYE 2010, growing 17%, followed by a 3% reduction in FYE 2011 and then a 9% recovery in FYE 2012.
Recession Scenario Assumptions – General Fund
Key General Fund
Assumptions
Recession Scenario
Assumed Growth Rates
Key Revenues FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Property Taxes 3% 0% 2% 2% 4%
Sales Tax -25% 10% 0% 10% 10%
Utility Users Tax 0% 0% 0% 0% 0%
On the expense side, if we assume that CalPERS experiences investment returns of negative 20% in FY 2024-25 but is able to achieve its investment target of 6.8% in the years thereafter, the negative 20% investment loss is projected to result in a 66% increase in the City’s CalPERS UAL balance, from $49.5 million at FYE 2024 to $82.1 million at FYE 2025. The associated increase in the City’s annual UAL payment would hit in FY 2027-28.
While NHA has provided two distinct modeling scenarios for the General Fund, the dynamic nature of the Model allows for more refined scenarios. The Model is designed for flexibility and ease of user input. In addition to modifying revenue and expense growth rates on-demand, there is functionality to run scenarios in any one of the modeled funds by utilizing the following features:
• Additional future debt
• Custom transfers in and transfers out
• Custom capital expenses: In line with the scope of services for this project, the Model is intended to focus on operating costs of the ten funds. There is a line item for CIP and transfers, but the Model does not identify specific projects and the cashflow impact and funding sources for these projects.
• Alternative CalPERS assumptions using the CalPERS Pension Outlook Tool The Model will give the City the power to implement scenarios that it views as important and realistic.
NHA will be on-call to advise on any scenarios, but the full power of the Model will be available to the user whether we are involved or not. This is part of the Model’s mission to be fully transparent.
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Findings & Observations
Using the Baseline Scenario assumptions, we project that expenses will outpace General Fund revenues each year of the five-year projection, with annual deficits ranging from $1.8 million in FY 2024-25 to $3.9 million in FY 2028-29. In this scenario, the General Fund balance is drawn down to fund continued operations. The General Fund unassigned fund balance is above the City’s 30% reserve target in FY 2023- 24 through FY 2025-26, but at the end of FY 2026-27 the unassigned fund balance dips to $10.0 million (23% of General Fund revenues), which is the first year in the projection that the unassigned fund balance falls below the 30% reserve policy. The unassigned fund balance continues to decrease to $6.8 million and $2.9 million by FYE 2028 and FYE 2029, respectively. Despite the annual deficits for the duration of the five-year projection, the General Fund unassigned fund balance remains positive through the term of the projection.
General Fund Revenues, Expenses, and Unassigned Fund Balance – Baseline Scenario Total Revenues vs. Total Expenses
$35
$37
$39
$41
$43
$45
$47
$49
$51
$53
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Millions Total Revenues Total Expenses
Unassigned Fund Balance
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Millions Unassigned Fund Balance Minimum Unassigned Fund Balance PolicyPacket Page 404 CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 9
Based on the Recession Scenario assumptions above, it is projected that the City’s property tax revenues will see lower growth compared to historical growth (3%, 0%, 2%, 2%, 4% from 2025-2029 compared to the 5.8% compound annual growth rate from 2018 to 2023) and sales tax revenues will see a significant decrease in 2025, followed by a year of recovery, a year of zero growth, and then recovery again. The impact to the General Fund revenues from these two important revenue sources leads to annual deficit in each year of the projection, ranging from $4.3 million in FY 2024-25 to $12.0 million in FY 2028-29. The annual deficits would cause the City’s General Fund unassigned fund balance to be depleted as soon as FY 2026-27. Under this recessionary scenario, it would be expected that the City defer capital expenditures in order to preserve fund balance. Despite that, such a scenario would result in the need to reduce City services in order to remain financially solvent.
General Fund Revenues, Expenses, and Unassigned Fund Balance – Recession Scenario Total Revenues vs. Total Expenses
$35
$37
$39
$41
$43
$45
$47
$49
$51
$53
$55
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Millions Total Revenues Total Expenses
Unassigned Fund Balance
($30)
($20)
($10)
$0
$10
$20
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Millions Unassigned Fund Balance Minimum Unassigned Fund Balance PolicyPacket Page 405 CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 10
Water Fund Assumptions, Scenarios, and Findings
The City’s Water Fund (Fund 500) receives the majority of its revenues through rate revenues (Charges for Services). These revenues are a function of the City’s established water rates, which were approved in November 2017 for a period from January 2018 – January 2022. These rates have two components – bimonthly fixed charges and volumetric charges (cost per hundred cubic feet). The current rates are those authorized to be effective as of January 2022.
Staffing for the water fund includes a portion of indirect costs and payroll liabilities (CalPERS) that impact the City’s general fund. A potential recession or market performance event affecting the CalPERS return on investment could impact the costs allocated to the water fund and create pressure to increase rates prematurely. NHA did not model other potential impacts (reduction in water use, drought or other environmental and economic affects).
Our modeling also looks at the projected debt service coverage for the Water Fund to ensure that the City is complying with the legal covenants on its outstanding debt. Debt service coverage is calculated as net revenues (gross revenues less operating costs) divided by the total debt service payments due in the fiscal year. The City has a legal covenant to maintain rates sufficient to generate revenues that will meet the operating costs and cover debt service on the 2013 Water Bond and 2016 Water Bond. The coverage requirement is that net revenues must be no less than 120% of annual debt service. To the extent that coverage dips below the required minimum of 120%, the City would need to raise rates (i.e. increase revenues) or decrease expenses to bring the coverage back up to required levels.
Our baseline projection indicates that the Water Fund’s coverage may decrease to 126% by FYE 2029. We recommend that City staff review this coverage annually to ensure that the Water Fund has sufficient revenues to meet its required coverage and has sufficient revenues to address Water Fund’s pay-go capital funding needs.
Key Revenue & Expense
Assumptions
Projected Growth Rates
(Relative to FY 2023-24 Budget Amounts)
Key Revenues
Charges for Current Services 0.00%
Key Expenses
Salaries 1.98%
Special Department Expense 0.00%
Professional Service 5.16%
Financing -10.00%
Operations & Maintenance 1.77%
Utilities 10.34%
Water Production 0.00%
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Water Fund Revenues and Expenses – Baseline Scenario
Water Fund Debt Service Coverage – Baseline Scenario
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Sewer Fund Assumptions, Scenarios, and Findings
Similar to the Water Fund, the City’s Sewer Fund (Fund 210)’s primary source of revenues are rate revenues. The City only charges a fixed fee for wastewater customers, with the fee based on the type of customer (e.g., single family, multi family, commercial, schools, nurseries, etc.). Sewer rates were last approved in November 2017 for a period from January 2018 – January 2022.
Given the fixed nature of the customer base and the fixed fee, the scenario includes level revenues (no assumption of a rate increase) and increasing operating costs (based on historical information). We do note that an economic market event affecting the CalPERS investment return rate could negatively impact the projected expenses.
The Sewer Fund has one outstanding obligation – the 2012 State Water Resources Control Board State Revolving Fund (“SRF”) loan. Similar to the outstanding Water Fund debt, this 2012 SRF Loan obligation has a covenant to maintain 120% minimum debt service coverage. The Sewer Fund’s projected coverage is expected to remain well above that minimum for the term of the projection. Nevertheless, we recommend that the City continue to monitor and calculate this coverage each year.
Key Revenue & Expense
Assumptions
Projected Growth Rates
(Relative to FY 2023-24 Budget Amounts)
Key Revenues
Charges for Current Services 0.00%
Key Expenses
Salaries 5.22%
Operations & Maintenance 2.22%
Contract Services -10.00%
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CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 13
Sewer Fund Revenues and Expenses – Baseline Scenario
Sewer Fund Debt Service Coverage – Baseline Scenario
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Arroyo Seco Golf Course Fund Assumptions, Scenarios, and Findings Like the Water and Sewer Funds, charges for services are the main source of revenue for the Arroyo Seco Golf Course Fund (Fund 295). As an enterprise fund, the City requires the Golf Course Fund to be selfsupporting. We recognize that the Golf Course completed a Market Support and Financial Analysis exercise with an outside consultant who made recommendations for implementation in FY 2023-24.
In the baseline projections below, we assumed that revenues stay flat at FY 2023-24 budget levels and that overall operating expenses (excluding capital) grow at approximately 3% annually.
We also recognize that the Golf Fund has some significant repairs and capital needs that will stress the future budget. This scenario does not include capital expenses but the capacity for annual pay-go capital improvements is essentially the spread between the green and red lines below. We understand from the January 15, 2024, City Council meeting that the Council has asked City staff to evaluate the City's options for an interim golf fund fee as a strategy to raise more money to support this fund’s operational and deferred capital needs.
Key Revenue & Expense
Assumptions
Projected Growth Rates
(Relative to FY 2023-24 Budget Amounts)
Key Revenues
Charges for Current Services 0.00%
Key Expenses
Contract Services 0.31%
Operations & Maintenance 16.50%
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Arroyo Seco Golf Course Fund Revenues and Expenses – Baseline/Recession Scenario Packet Page 411
CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 16
Prop A Sales Tax Fund Assumptions, Scenarios, and Findings Approved by voters in November 1980, Proposition A is a half-cent sales tax dedicated to transportation funding. As a condition of voter approval, 25 percent of the Proposition A tax revenues are earmarked for the Local Return Programs to be used by cities and the County of Los Angeles in developing and/or improving local public transit, paratransit and related transportation infrastructure. The City’s Prop A Sales Tax Fund (Fund 205)’s primary source of revenues is therefore sales tax revenues. The primary source of expenses for the fund is salaries. In the baseline scenario for this fund, salaries are projected to increase
3.86% annually for the next five years, which is consistent with the compound annual growth rate of salaries in the City’s General Fund. The sales tax revenues are projected to grow 2.0%, 2.5%, 2.5%, 2.6%, and 2.6% in FY 2024-25 to FY 2028-29, respectively. These projected sales tax growth rates are sourced from HdL’s latest sales and use tax budget estimate for the City.
In the recession scenario, salaries are held at the same annual growth rate as the baseline scenario, but sales tax revenues are projected to mimic the sales tax revenue impacts seen in the General Fund recessionary scenario, in which revenue takes a large hit in FY 2024-25. As mentioned in the General Fund section, the sales tax growth rates for this scenario are derived from reviewing the City’s sales tax revenues during and after the Great Recession.
In both the baseline and recessionary scenario there is a structural deficit in the Prop A Sales Tax Fund. In the baseline scenario, the annual deficit averages approximately $180,000 from FY 2024-25 to FY 2028-
29. In the recessionary scenario, the annual deficit averages approximately $350,000 during the same period.
Note that the Prop A Sales Tax Fund has not historically operated at a deficit, but the 5-year projection is growing off the FY 2023-24 budget, which shows a deficit for the fund. The fund has a $1.9 million fund balance as of FYE 2023 that can be used to cover deficits; however, continued budget deficits fund could negatively impact fund balance.
Key Revenue & Expense
Assumptions
Baseline Projected
Growth Rates
Recession Projected
Growth Rates
Key Revenues
Sales Tax 2.44% -25%, 10%, 0%, 10%, 10%
Key Expenses
Salaries 3.86% 3.86%
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Prop A Sales Tax Fund Revenues and Expenses – Baseline Scenario Prop A Sales Tax Fund Revenues and Expenses -- Recession Scenario Packet Page 413
CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 18
Prop C Sales Tax Fund Assumptions, Scenarios, and Findings Approved by Los Angeles County voters in November 1990 Proposition C is a half-cent sales tax intended to support projects and programs developed with Proposition A funds and, in particular, provide funding to help improve and expand the rail system started with Proposition A funds. As a condition of voter approval 20 percent of the Proposition C tax revenues are earmarked for the Local Return Programs to be used by cities and the County of Los Angeles in developing and/or improving local public transit, paratransit and related transportation infrastructure. The City’s Prop C Sales Tax Fund (Fund 207)’s primary source of revenues is therefore sales tax revenues. The largest expense line items for the fund have historically been salaries and capital projects. In the baseline scenario the sales tax revenues are projected to grow 2.0%, 2.5%, 2.5%, 2.6%, and 2.6% in FY 2024-25 to FY 2028-29, respectively. These projected sales tax growth rates are sourced from HdL’s latest sales and use tax budget estimate for the City. In FY 2023-24, the only budgeted expense is $300,000 for street repairs. In the baseline scenario, it is assumed that the $300,000 capital expense continues annually.
In the recession scenario, the $300,000 annual capital expense for street repairs is held constant like in the baseline scenario. Sales tax revenues are projected to mimic the sales tax revenue impacts seen in the General Fund recessionary scenario, in which revenue takes a large hit in FY 2024-25.
In both the baseline and recessionary scenario, fund revenues outpace the expenses, generating an average annual surplus of $385,000 in the baseline scenario and $249,000 in the recessionary scenario.
Future differences in capital project expenses or other expenses within the fund will alter these surpluses.
Key Revenue & Expense
Assumptions
Baseline Projected
Growth Rates
Recession Projected
Growth Rates
Key Revenues
Sales Tax 2.44% 1.00%
Key Expenses
Capital Expenditures $300,000 annually $300,000 annually Packet Page 414
CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 19
Prop C Sales Tax Fund Revenues and Expenses -- Baseline Scenario Prop C Sales Tax Fund Revenues and Expenses -- Recession Scenario Packet Page 415
CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 20
Measure R Fund Assumptions, Scenarios, and Findings
Measure R was approved by Los Angeles County Voters in the November 2008 election. Collection of Measure R revenues commenced on July 1, 2009, and sunsets on June 30, 2039. Measure R revenues are derived from a County-wide 0.5% retail transactions and use tax imposed. The California Department of Tax and Fee Administration is responsible for collecting these taxes and allocating portions of it to various local capital projects and programs. A portion (approximately 15%) of this collection is also earmarked for Local Return. The City’s share of the local return is allocated monthly on a per capita basis (City’s population as a percentage of the County’s population, based on California Department of Finance population estimates).
We recognize that the City’s Measure R Fund (Fund 233) has an express role to finance capital projects and, aside from a small administrative component, this Fund’s primary expense is annual capital projects.
Our Baseline scenario and Recession scenario assume that this fund continues in its pass-through role, spending approximately $300,000 annually on street-related capital projects.
Because the Fund is essentially 100% dependent upon County-wide sales taxes, our baseline scenario conservatively assumes the Measure R Fund’s revenues grow at just under 2.5%, while the recessionary growth scenario we assume a similar impact to sales taxes as we have assumed for other City funds (see table below).
Key Revenue & Expense
Assumptions
Baseline Projected
Growth Rates
Recession Projected
Growth Rates
Key Revenues
Sales Tax 2.44% -25%, 10%, 0%, 10%,10%
Key Expenses
Capital Expenditures $300,000 annually $300,000 annually Packet Page 416
CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 21
Measure R Fund Revenues and Expenses - Baseline Scenario Measure R Fund Revenues and Expenses – Recession Scenario Packet Page 417
CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 22
Measure M Fund Assumptions, Scenarios, and Findings
Similar to the Measure R fund, the Measure M Fund (Fund 236) is where the City records the receipts related to a County-wide sales tax revenue measure. Measure M was approved by Los Angeles County Voters in November 2016 as a 0.5% County-wide retail transactions and use tax. Unlike Measure R, Measure M has no sunset and, further, will increase to a 1% tax after Measure R sunsets in July 2039.
Measure M is also allocated to a variety of programs, including rail capital projects & operations, highway construction, transit operations, and transit construction. A portion (approximately 17%) is allocated toward local return, which is also allocated to the City monthly on a per capita basis. It is worth noting that when Measure R sunsets in July 2039, the local return will increase from 17% up to 20% to partially offset the loss of Measure R revenues.
This fund has a similar role and operation to the City’s Measure R Fund. Given its dependence on Sales taxes, we assume a 2.44% average annual growth under the Baseline Scenario while assuming the revenues take a drastic hit followed by a slow recovery under the Recession scenario.
We recognize that this Fund’s role is also to finance capital projects and, aside from a small administrative component, this Fund’s primary expense is annual capital projects. Our Baseline scenario and Recession scenario assume that this fund continues in its pass-through role, spending approximately $275,000 annually on street-related capital projects.
Key Revenue & Expense
Assumptions
Baseline Projected
Growth Rates
Recession Projected
Growth Rates
Key Revenues
Sales Tax 2.44% -25%, 10%, 0%, 10%,10%
Key Expenses
Capital Expenditures $275,000 annually $275,000 annually Packet Page 418
CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 23
Measure M Fund Revenues and Expenses – Baseline Scenario Measure M Fund Revenues and Expenses – Recession Scenario Packet Page 419
CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 24
Gas Tax Fund Assumptions, Scenarios, and Findings
The City’s Gas Tax Fund (Fund 230) accounts for all state gas tax-related revenues and expenditures, including street repair, reconstruction and maintenance. These funds are spent on maintaining the City’s’ street and highway system in accordance with State law.
Historically this fund’s only real source of revenues has been gas tax revenues received in accordance with Streets and Highways Code Sections 2103, 2105, 2106, 2107, and 2107.5 revenues. We understand that the California legislature has the discretion to change the population-driven gas tax distribution formulas as long as the equity of allocations is preserved. Based on precedent, such as what happened in 2008, it is possible that the State borrows fuel tax payments due to local agencies in future periods of financial stress. However, we also understand that the State’s ability to divert these gas tax distributions is limited under Proposition 22, approved by voters in 2010. Nevertheless, an adverse state budget environment could cause the State to delay remitting payments to Cities.
Accordingly, we assume that both Baseline and Recession scenarios essentially have the same revenue profile. While gas consumption for discretionary purposes (like vacations) will most likely decrease under a Recession Scenario, we believe the City’s population growth is likely the main driver of this revenue stream for the foreseeable future and that the distribution formulas governing the gas tax have been consistent historically.
On the expense side, we assume that salaries and health insurance expenses grow at just under 4% annually. Given the amount of personnel-related ongoing operating expenses paid out of this Fund, our projection below does not include future appropriations for capital projects. We also recognize that this Fund has historically spent less than the budgeted amounts on capital projects the past few years.
Key Revenue & Expense
Assumptions
Baseline Projected
Growth Rates
Recession Projected
Growth Rates
Key Revenues
Revenue from Other
Agencies (Gas Tax Revenues) 4.34% 4.34%
Key Expenses
Salaries 3.86% 3.86%
Group Health Insurance 3.49% 3.49%
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Gas Tax Fund Revenues and Expenses – Baseline/Recession Scenario Packet Page 421
CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 26
Road Maintenance & Rehabilitation Fund Assumptions, Scenarios, and Findings The City’s Road Maintenance & Rehabilitation Fund (Fund 237) accounts for all revenues and expenditures associated with State Gas Tax SB1. Proposition 69 passed in June 2018. This constitutional amendment guaranteed that all revenue from SB1 would be used for transportation purposes. The formula by which SB1 money flows to the City is convoluted, but essentially, revenues from Transportation Improvement Fees, Diesel Excise Taxes, Gas Excise Taxes, and Zero Emissions Vehicle Fees flow into a Road Maintenance and Rehabilitation Account. The State takes a portion of these revenues “off the top” to use toward statewide capital projects. After the State’s take, any excess remaining funds are split 50% toward State highway maintenance and rehabilitation and 50% toward local streets and roads maintenance and rehabilitation. Of that local streets 50% share, that amount is further split 50/50 between Counties and cities. The city allocations are then apportioned based on each city’s population. It is this city allocation that flows into the City’s Fund 237 – on average $500K annually (though that number has grown recently).
One condition of receiving these funds is that the City must spend a certain amount of matching expense on transportation-related capital projects, known as the City’s Maintenance of Effort (“MOE”). Our understanding is that the City’s MOE is approximately $1.428 million, and that the City has historically struggled to spend that much on capital projects. It is also our understanding that the City has been notified by the State Controller’s Office that a state audit identified that the City has fallen short of its MOE in the past and that the City is at risk of losing its eligibility for the SB1 Funds it received in FY 2021-
22. Additionally, if the City does not meet its MOE in the future, it could lose eligibility for additional future SB1 funds. We understand that the City is exploring its options to 1) allow the City more time to spend the SB1 amounts from prior fiscal years and 2) reduce the City’s MOE going forward.
Our forecast assumes that the City is not successful in preventing a claw-back of approximately $537,000 in SB1 Funds related to prior fiscal years, but that the City is successful in either reducing its MOE going forward or in increasing its rate of capital expenditure to make the City eligible to continue receiving these funds. We recognize the importance of these SB1 revenues to the City and recommend that the City make a concerted effort to address the issues raised by the State.
Similar to our modeling for the Gas Tax Fund, we kept a similar set of assumptions under the Baseline and Recession scenario, as detailed in the table below. Furthermore, we assume a one-time claw-back of $537,000 in SB1 money which is causing the temporary jump in expenditures over revenues in FY 2023-
24. Key Revenue & Expense
Assumptions
Baseline Projected
Growth Rates
Recession Projected
Growth Rates
Key Revenues
SB1 Revenues 0% 0%
Key Expenses
Capital Projects $585,000 annually $585,000 annually
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CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 27
Road Maintenance & Rehabilitation Fund Revenues and Expenses – Baseline/Recession Scenario $0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY 2023-24FY 2024-25FY 2025-26
FY 2026-27FY 2027-28FY 2028-29
Total Revenues Total Expenses
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CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 28
Modeling Limitations
We recognize that financial modeling is limited by the underlying assumptions and model construction.
At its core, financial modeling will attempt to project a future financial reality based on reasonable underlying assumptions. Aside from general cautions about the uncertainties regarding the forwardlooking limitations of our modeling:
1. The Model will use the Fiscal Year 2023-24 Budget as a baseline and can diverge from reality to the extent that actual financials differ from the budget. We have also attempted to minimize the risk of large one-time expenses or revenues having undue impact on the results the projection term but note that future changes in how the City’s 10 funds interact with each other or with other City funds will make the outputs of the Mode less meaningful.
2. Zeroing out a revenue or expense line item will require a user to manually enter a dollar amount in a subsequent fiscal year in order for that revenue or expense line item to function properly in the future years.
3. The Model will not incorporate every City fund but is focused on 10 key City funds. We recognize that the City’s financial ecosystem reflects interconnections between all funds and we made some simplifying assumptions regarding future transfers out to those other funds. However, a full Citywide model could benefit from more precisely modeling key assumption changes and impacts on future transfers out to other funds. Doing a multi-year projection for all of the City’s funds will come with a consultant cost to the City and would require an expansion upon the current scope of the project. While we believe that it is unlikely that modeling out all of the City’s funds would result in a material change in the conclusions of this exercise, we stand ready to expand the Model upon the City’s request
4. We will make some simplifying (though reasonable) assumptions regarding future expenses in some key areas like capital expenses and transfers out of the General Fund to support other funds.
Model users should be careful to look for these entries and update or amend those entries as needed as key underlying assumptions change.
5. The Model will not be intended to serve as a backward-looking tool. As a result, revenues and expenses use budgetary categories and historical revenues and expenses will exclude many GASBrelated non-cash adjustments (e.g., fair market value adjustment for interest revenues) that would show up in the City’s audited financial statements. Total revenues and expenses from prior years will not exactly tie to the total revenues and expenses in the City’s audited financial statements.
6. Given the complexities of scenario modeling, we recommend that a user interact with City staff or NHA to validate the output of additional scenarios.
Conclusion
Our hope is that this Model will inform future decisions, both operational and capital, by providing a dynamic resource that City staff and officials can use to model future financial scenarios. The Model will assist the user to identify the trends in net revenues under different growth assumptions on revenue and expenditure side. The dynamic nature of the Model allows City staff to stress test financial feasibility of the funds under a variety of scenarios.
We recognize that the City has a desire to begin addressing deferred capital and replacement needs.
Accordingly, we expect that the City will need to develop a strategic funding and financing plan to start addressing its deferred capital needs and will need to explore additional revenue growth or expense containment strategies.
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CITY OF SOUTH PASADENA – FIVE-YEAR FORECAST MODEL TECHNICAL MEMORANDUM FEBRUARY 14, 2024 PAGE 29
We recognize the City’s efforts to diversify the revenue stream to reduce the City’s revenue concentration risk, including the passage of Measure A (0.75% general sales tax) in 2019 and Measure U in November 2020 (extension of existing 7.5% UUT rate until repealed). The City’s sales tax generating businesses are relatively unconcentrated. The City would see benefits from a large, new retail facility not only in terms of revenue generation, but also in terms of reduced reliance on property taxes due to diversification of the City’s revenue profile.
If interest rates remain high and home sales remain low, we would expect annual growth in property tax revenues to align more closely to the 2% annual assessed value increases by Proposition 13. This is due to a reduced number of property sales and transfers, leading to fewer sales of properties that have a “pent up” assessed value (i.e. assessed value significantly below market value). A slowdown in development and home sales also leads to lower plan check and planning fee revenues at the City.
While the Federal Reserve Board controls the short end of the yield curve, long-term interest and mortgage rates are a function of investors’ views on inflation. Accordingly, it is reasonable to assume that if the Fed reduces short term interest rates because inflation is under control, longer-term rates will also move down. As of the date of this memorandum, the market is pricing in an 8% chance of a reduction in the Fed rate by March, a 35% chance of a reduction in the Fed rate by May, and a 75% chance of a reduction in the Fed rate by June 2024. These probabilities change daily, but we believe they provide a reasonable basis for assuming that the Fed rate decreases in the next 12 months, which leads to lower mortgage rates and causes the rate of home sales to increase from current levels.
The City has controlled expense growth over the past several years, averaging just under 4% for salaries in the General Fund. We recognize that the City’s FY 2023-24 budget incorporates approximately 11% vacancy savings. With recent inflationary pressures on California households, the negotiated salary increases in the next cycle may be key toward ensuring financial health.
Finally, the Model provides projections of the future at a certain point in time. We recognize that actual results may differ from projected results due to unanticipated events. Accordingly, it is very important to have options when modeling future revenues, expenditures, and other assumptions and the Model has significant flexibility built into it for this purpose. With the Model’s transparency, interactive functionality, and accessibility, we hope that the Model can assist the City with determining strategic goals to further increase the fiscal fitness and resilience of the City.
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NHA Advisors, LLC is registered as a Municipal Advisor with the SEC and Municipal Securities Rulemaking Board (“MSRB”). As such, NHA Advisors, LLC has a Fiduciary duty to the public agency 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 public agency with informed advice; c) make a reasonable inquiry as to the facts that are relevant to the public agency’s determination as to whether to proceed with a course of action or that form the basis for any advice provided to the public agency; and d) undertake a reasonable investigation to determine that NHA Advisors, LLC is not forming any recommendation on materially inaccurate or incomplete information; NHA Advisors, LLC must have a reasonable basis for:
i. any advice provided to or on behalf of the public agency; ii. any representations made in a certificate that it signs that will be reasonably foreseeably relied upon by the public agency, any other party involved in the municipal securities transaction or municipal financial product, or investors in the public agency securities; and
iii. any information provided to the public agency or other parties involved in the municipal securities transaction in connection with the preparation of an official statement.
Duty of Loyalty
NHA Advisors, LLC must deal honestly and with the utmost good faith with the public agency and act in the public agency’s best interests without regard to the financial or other interests of NHA Advisors, LLC. NHA Advisors, LLC will eliminate or provide full and fair disclosure (included herein) to Issuer about each material conflict of interest (as applicable). NHA Advisors, LLC will not engage in municipal advisory activities with the public agency as a municipal entity, if it cannot manage or mitigate its conflicts in a manner that will permit it to act in the public agency’s best interests.
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC APPENDIX B: CITY OF SANTA BARBARA UTILITY FINANCING CAPACITY MEMO Packet Page 427
4040 Civic Center Drive, Suite 200
San Rafael, CA 94903
Office: 415.785.2025
www.NHAadvisors.com
MEMORANDUM
Date: November 21, 2025
To: City of Santa Barbara Water and Wastewater Utilities City of Santa Barbara Finance Department
From: Craig Hill, Managing Principal
Christian Sprunger, Vice President
RE: City of Santa Barbara Water and Wastewater Funds – Project Financing Capacity Executive Summary
The City of Santa Barbara (“City”) is planning
for major capital projects to its Water and
Wastewater systems. As shown in the table to
the right, City Council adopted four-year rate
increases for Water and Wastewater in June
2025, replacing previously approved rates for
FYE 2025 and extending increases through
FYE 2028. In addition, City staff, in
collaboration with HDR (rate consultant),
updated long-term revenue and expense
forecasts through FYE 2033. City staff also
provided NHA Advisors (“NHA”) an updated
Capital Improvement Program (“CIP”)
forecast for the Water and Wastewater
Funds.
The City engaged NHA to evaluate debt
capacity for each fund, run various financing
scenarios and provide an overview of
available funding sources. NHA developed a
dynamic pro forma for the Water and
Wastewater Funds and extended the term of the forecast from FYE 2033 to FYE 2036 to tie to the term of the updated CIP forecast. NHA’s modeling assumes similar rate increases as HDR’s update, namely 6.5% annual rate increase for the Wastewater Fund and 5.0% annual rate increases for the Water Fund for FYEs 2029-3033. For FYEs 2034-2036, our analysis assumed 5.0% and 2.0% annual rate increases for the Wastewater Fund and the Water Fund, respectively.
The following sections in this memorandum summarize our findings and conclusions regarding debt financing considerations for the Wastewater and Water Funds.
Water
Rate
Increases
Wastewater
Rate
Increases
FYE
2025 9.5% 10.5%
2026 9.5% 10.5%
2027 9.5% 10.0%
2028 9.5% 10.0%
2029 6.5% 5.0%
2030 6.5% 5.0%
2031 6.5% 5.0%
2032 6.5% 5.0%
2033 6.5% 5.0%
Approved Rate Increases*
Effective Each July 1st
*Based on average bills for single family residential; assumes 8 HCFs water consumption
From Updated 2025
Modeling;
Final Amounts TBD
Approved
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CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 2
Wastewater Fund
Capital Funding Need
Like other California public agencies, the City’s Wastewater Fund CIP cost estimates have increased significantly since the 2024 Rate Study. Current projected Wastewater Fund CIP expenditures through 2033 are now estimated to be $128.4M, representing a 56% increase over the $82.5M assumed in the rate study over that same period. In total the City anticipates $157M in CIP expenditures through FYE 2036. The graph below illustrates anticipated annual CIP expenditures for the Wastewater Fund:
The largest projects in the Wastewater Fund are the El Estero Water Resource Center (“El Estero”) thickener and control building improvements ($30M), the Calle Real Sewer Capacity Crossing ($18M), a sludge holding tank at El Estero ($12.M), and annual sewer line rehabilitation ($2.4 million per year on average, $30.4M total). The El Estero thickener and control building improvements project is responsible for the projected spike in capital spending in FYE 2033.
While sewer collection system replacements can be funded through market rate debt, we believe that best practice in the long run is to fund it annually through pay-go. The exception to this would be in the event a utility has a substantial amount of "deferred maintenance" with respect to distribution line replacement, in which case consideration of a debt issuance to "catch up" is appropriate. Given the consistency in the Wastewater Fund’s annual replacements and repairs, we believe this best practice also applies to the City’s Wastewater Fund.
Existing Debt and Covenants
Historically, the City has been very successful with securing below-market rate loans through the California State Water Resources Control Board’s Clean Water State Revolving Fund (“CWSRF”) program.
Impressively, the City’s projects have scored well on CWSRF’s competitive scoring criteria, a testament to the work City staff have done to identify candidate projects and bring them through the lengthy CWSRF application and funding process.
With the exception of the 2016 Sewer Revenue Refunding Bonds, the City has primarily used CWSRF loans as its external loan source for its Wastewater capital needs. Because of the below-market interest rates -
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
Wastewater Fund
Projected CIP Needs
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CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 3
on CWSRF loans, the program consistently receives applications for a total requested loan amount that is multiple times higher than the amount available. As a result, borrowers from the CWSRF program have minimal ability to negotiate terms on CWSRF loans.
The table below summarizes the key terms on the City’s CWSRF Loans and 2016 Sewer Revenue Refunding Bonds. While the outstanding debt consistently has a 120% rate covenant and additional bonds test (“ABT”), there are nuanced differences between the loans. Notably, CWSRF loans in and prior to 2021 have a different rate covenant and ABT from the CWSRF loans after 2021. In late 2021, the State made a policy change with respect to its required rate covenant and Additional Bonds Test (“ABT”) to pivot from an annual test (i.e. comparing each year’s net revenues with that same year’s debt service due) to an forward-looking test (i.e. comparing the most recent year’s net revenues with the maximum aggregate debt service in the current year and the next five years). While this test put additional strain on CWSRF program borrowers in general, it did not materially impact the City of Santa Barbara due to the aggregate structure of the City’s outstanding debt.
Importantly, in order to issue future debt to finance Wastewater capital projects, the City will need to comply with the ABT on its outstanding debt. The most restrictive aspects of each test will apply to create a “mosaic” or “hybrid” test that meets the requirements on all outstanding debt. As a result, we expect that any future Wastewater Fund debt will be required to have two “A” or better credit ratings and net revenues in the most recently completed fiscal year equal to 120% of maximum annual debt service.
Given the current structure of the City’s outstanding debt, we do not believe the City will have a problem complying with the ABT on its outstanding CWSRF loans and 2016 Sewer Revenue Bonds. As the graphic on the following page illustrates, the City’s outstanding Wastewater Fund debt is structured on an individual level basis and descending on an aggregate basis.
Debt Rate Covenant ABT Other Covenants
Restricted Reserve
(MADS)
120% annual DS;
2 > ”A” ratings 2011 SRF Headworks 120% of annual DS
Restricted Reserve
(MADS)
120% annual DS;
2 > ”A” ratings 2012 SRF FOG 120% of annual DS
No Reserve Req;
Callable 5/15/2026 2016 Revenue Bonds 120% of annual DS 120% of MADS Restricted Reserve
(MADS)
120% annual DS;
2 > ”A” ratings 2021 SRF Air Process 120% of annual DS
Restricted Reserve
(MADS); non-callable 2023 SRF Braemar 120% of MADS 120% of MADS Restricted Reserve
(MADS); non-callable 2023 SRF Electrical 120% of MADS 120% of MADS Packet Page 430
CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 4
The graphic above includes debt service on a total loan principal of $50 million for the 2023 El Estero Electrical CWSRF loan. Final approval of this increase in loan amount will go before City Council in December 2025, but our modeling assumes the amendment is approved.
In aggregate, the City’s Wastewater Fund’s maximum annual debt service plateaus around $5.4M for a four-year period from FYE 2029-2033. From that point forward, the total aggregate debt service will step down, first in FYE 2034, next in FYE 2040, then in FYE 2047. Because of this aggregate structure, the City should not have a materially harder time complying with the forward-looking rate covenant and ABT on its outstanding CWSRF Loans than it would on a more traditional bond rate covenant or ABT. However, should this aggregate structure shift over time to an aggregate ascending debt service structure, the City could see pressure to raise rates to comply with the CWSRF loan covenants.
Credit Rating Considerations
The Wastewater Fund’s 2016 Bonds currently maintain a “AA+” rating from S&P Global Ratings (“S&P”) and has remained unchanged since that rating was assigned in 2016. This very strong credit rating is based on strong debt service coverage, sound liquidity (over one year of operations in cash) and a manageable 5-year CIP.
The graph on the following page illustrates S&P’s retail utility rating criteria for water and wastewater utilities. The items in blue are items that the City has more control over (approximately 55% of the total rating assessment) while the items in orange are areas that the City has less control over (approximately 45% of the total rating assessment). Notably, debt service coverage and liquidity and reserves combine for 40% of the overall rating assessment and are the vast majority of the City’s controllable credit rating.
Accordingly, our analysis focuses primarily on ending debt service coverage and liquidity and reserve balances.
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
Wastewater Fund - Aggregate Debt Service*
2023 SRF (El Estero Electrical)
2023 SRF (Braemar Lift)
2021 SRF (Air Process)
2011 SRF (Headworks)
2012 SRF (FOG)
2016 Refunding Bonds
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It is important to note that S&P’s assessment of liquidity and reserves considers all cash that could be legally re-directed to pay debt service. As a result, S&P’s calculation includes restricted reserves and reserves that have been earmarked for special purposes, provided that those restricted or earmarked reserves can be re-allocated at City Council discretion.
Financing Scenarios
NHA prepared a dynamic forecast that uses HDR’s updated revenue and expense forecasts through FYE 2033, the City’s updated CIP schedule through FYE 2036, and extends the financial forecast through 2036 by assuming operating expenses forecast grow at the same annual growth assumptions as HDR’s analysis and assuming 5% rate increases during the FYE 2034-36 period.
NHA modeled three scenarios for the Wastewater Fund – a Base scenario, an alternative scenario that explored less debt (more pay-go and reserves) for capital needs, and a second alternative scenario that explored more debt for capital needs. All three scenarios solved for the required $157.4M in CIP funding needs through FYE 2036, however each did so using a slightly different strategy:
• Base Case scenario made the implicit assumption that any net revenues available after debt service is dedicated toward capital expenses. Accordingly, the blend of pay-go revenues (54%) and debt (46%) is based on the projected future net revenues after debt service (cumulatively $101.3M from FYE 2026-2036) and represents a “natural” split between pay-go and debt funding.
To the extent that actual revenues or operating expenses differ and cause a different cumulative amount of net revenues during this period, the blend between pay-go and debt funded CIP may vary.
• Alternative 1 (Less Debt) scenario builds upon the Base Case scenario to take the “natural” 54%/46% split between pay-go and debt funded capital and assumes the City intentionally draws down reserves to issue less debt. As a result, the financing blend for Alternative 1 is 36% debt, 10% reserves, and 54% pay-go.
• Alternative 2 (More Debt) scenario assumes the City intentionally issues more debt to increase its reserves up to at least $20M. This scenario takes the allocations between debt and pay-go from 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%
RATING CRITERIA WEIGHTING
City has more control over these items
City has less ability to control these items
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CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 6
the Base Case scenario, but puts more revenues toward bolstering reserves. As a result, this Alternative 2 utilizes a blend of 65% debt and 35% pay-go.
Our objective in showing these three scenarios is to illustrate the fundamental trade-offs in a debt sizing decision: generally speaking, more debt means less near-term pressure to raise rates, higher cash and reserve balances, but lower debt service coverage. This general relationship plays out in the three scenarios above when comparing the minimum debt service coverage, minimum projected cash and liquidity levels and rate increases. Compared to the Base Case, Alternative 1 has higher coverage (due to lower debt) but lower cash and liquidity and higher near-term rate pressure. By contrast, Alternative 2 has lower coverage (due to higher debt service), higher cash and liquidity, and lower near-term rate pressure.
Viewing the results of this comparative analysis within the framework of S&P’s rating criteria produces some interesting insights: S&P’s coverage evaluation has a threshold of 160% debt service coverage – historical and projected coverage above this threshold are eligible to receive a top assessment for coverage. While coverage below 160% would fall into a second-tier assessment. From a liquidity and reserves assessment perspective, maintaining a reserve balance equal to or greater than $20 million and at least 150 days of operations would make the Wastewater fund eligible to receive the top assessment.
Falling below the $20 million level while still maintaining 150 days of operations in cash would put the Wastewater Fund into the second-tier assessment.
We recognize that the credit rating is only one element of the overall planning and optimization of the Wastewater Fund’s financial and capital improvement plans. However, given the economic benefits of preserving a relatively low cost of borrowing by maintaining the current “AA+” credit rating, the City should carefully consider the ways in which its financing strategy can impact those cash and coverage amounts.
For the purposes of the analysis in this section, we assumed that market rate debt is issued at a 4.15% rate, which ties to a “AA” rated 30-year utility bond offering that priced in late October 2025. This indicative rate in our analysis is subject to future market fluctuations. We assumed issuance costs approximately 3% of par (including all underwriting fees) and structured the market debt Alt 2
(More Debt)
Alt 1
(Less Debt)
Base
Case
Total CIP Needs (FYEs 2026-2036) $157.4M $157.4M $157.4M 180% (FYE 2029) 204% (FYE 2029) 165% (FYE 2029) Minimum Projected Debt Service Coverage
Minimum Projected Cash & Liquidity $18.3M (FYE 2026) $5.6M (FYE 2032) $20.8M (FYE 2026) Minimum Projected DCOH 192 days (FYE 2035) 53 days (FYE 2032) 182 days (FYE 2035)
6.5% in 2029, 6% annual
through 2033
7.0% Annual
through 2033
6.5% Annual
through 2033
Assumed Rate Increases
Pay-Go / Rate
Revenues
54%
Debt
46%
Base Case
Pay-Go / Rate
Revenues
54%
Reserves
10% Debt
36%
Alt 1
Pay-Go / Rate
Revenues
35%
Debt
65%
Alt 2
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to have two years of capitalized interest. Furthermore, we assumed that future market rate debt would not have a cash debt service reserve fund given current market preference for “AA” category utility bonds. Finally, we assumed three series of market rate debt to address a portion of the costs through FYE 2036: one series issued between FYEs 2026 and 2029, a second series issued between FYEs 2030 and 2033, and the third series issued between FYEs 2034 and 2036.
Our analysis assumed no grant money to offset future capital costs. As future grants are identified and secured, the amount of funding from external markets and/or City cash and reserves will decrease.
Wrap Structure Considerations
Historically, the City has issued each of its individual bonds and loans with level amortization. As a result, the City’s debt structure has an aggregate downward sloping shape (see graph on page 4). If the City were to structure its anticipated future debt with that same level amortization, the City may have a “near term plateau” in annual debt service costs. The first graphic below illustrates one potential aggregate structure of the City’s outstanding debt under the Base Case scenario after the City has issued future market rate bonds to address a portion of its capital funding needs. The City’s existing aggregate debt is shown in grey, and the future series of bonds are shown in the three purple series.
Unlike SRF loans, which require level amortization, future market rate debt provides the City with an option to structure that debt with a deferred or “wrap around” structure. Under this alternative, the new debt is structured with deferral of principal repayments to target a level aggregate structure. The graph $0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
20262028203020322034203620382040204220442046204820502052205420562058206020622064 Wastewater Fund - Level Individual Amortization
(Base Case)
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
20262028203020322034203620382040204220442046204820502052205420562058206020622064 Wastewater Fund - Wraparound / Level Aggregate Amortization (Base Case)
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CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 8
above keeps the same assumptions regarding timing and sizing of the three future series of Wastewater Fund debt, but structures each of them with a goal of achieving a level aggregate solution.
Relative to the level individual amortization scenario, which had aggregate debt service of $9.5M per year in starting in fiscal year 2033, a wraparound structure keeps the aggregate debt service around $8.4M per year through 2057. The benefit of lower upfront payments comes with the cost of higher total debt service paid over the life of the loan. In cashflow terms, a wrap around structure on future bond issues could save the City as much as $9.2M in debt service payments through 2039 but could have higher total payments of $ 30.5M beyond 2039. Combining these two figures, the total cashflow cost of a wraparound structure would be approximately $21.3M. Since the benefit of the lower debt service payments under the wrap around structure is received in the near-term, the present value cost of a wraparound structure is approximately $4.5M (discounted to 2026 on an annual basis at 4.15%).
Typically, issuers will use a wraparound structure on future debt when their priority is reducing near-term pressure on ratepayers. By contrast, issuers typically use a level aggregate structure (similar to the City’s historical practice) when their priority is minimizing the cost of capital.
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CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 9
Water Fund
Capital Funding Need
Similar to the Wastewater
Fund, the Water Fund has
seen its capital costs
continue to increase since
the 2024 Rate Study. While
the rate study projected
$373M in CIP through FYE
2033, the City’s current
estimate for FYEs 2026 to
2036 is now $422.4M in
total, with a period of
elevated costs focused in the
FYEs 2028 to 2030 (see
graphic to the right). The
City’s Vic Trace Reservoir project (estimated cost of $127M) is the primary cause of those higher capital expenditures during the FYE 2028-2030 period. Additionally, the City has its program of annual water main replacements, averaging $20M per year (or $210M through FYE 2036).
In 2025, the City closed on a $50M DWSRF loan to fund the cost of the Cater Reservoir Resiliency Project.
As a result of a funding source already being identified and secured, the costs of that project are excluded from the chart above.
Existing Debt and Covenants
Like the Wastewater Fund, the Water Fund has been successful in funding its capital projects through California State Water Resources Control Board’s Drinking Water State Revolving Fund (“DWSRF”) program. Except for the 2013 Certificates of Participation (“2013 COPs”) the City has used DWSRF loans as its external loan source for funding capital projects. Like the Wastewater Fund, the key covenants on the Water Fund’s DWSRF loans have changed over time as DWSRF policies have evolved. Most notably, the most recent 2025 DWSRF Loan for the Cater Reservoir Resiliency project has the standard features that the State is requiring on their new loans: rate covenant and additional bonds test (“ABT”) with an inherent five-year look forward for calculating Maximum Annual Debt Service (“MADS”) and a noncallable feature.
Debt Rate Covenant ABT Other Covenants
Restricted Reserve
(MADS) 100% MADS No Senior Lien Debt 2011 DWSRF
(Ortega)
DSRF (Sized to varied
3-Prong Test);
callable anytime
125% MADS through
final maturity 2013 COPs 125% annual DS
Restricted Reserve
(MADS)
125% annual DS;
2 > ”A” ratings 2015 DWSRF (Desal) 125% annual DS
Restricted Reserve
(MADS); non-callable 2025 DWSRF (Cater) 125% MADS 125% MADS -
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
Water Fund
Projected CIP Needs
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CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 10
The graphic above illustrates the current and anticipated structure on the Water Fund’s outstanding debt.
Like the Wastewater Fund, the aggregate structure is level and steps down as debt matures. This graphic also includes the anticipated future debt service on a $50M DWSRF Loan to fund a portion of the Vic Trace Reservoir project’s $127M cost. (Our analysis for the Water Fund treats that loan as a “given” and assumes that future loan closes in the next 2-3 fiscal years, with debt service commencing in FYE 2030.) Taken in aggregate, the Water Fund’s debt service will step down from approximately $8M in 2026 to just under $6M in FYE 2028 and then step back up to over $8M in FYE 2029 when the 2025 DWSRF Loan debt service commences. It will step up further in FYE 2030 when the future Vic Trace DWSRF Loan repayment commences.
*Includes future anticipated $50M SRF Loan for the Vic Trace Reservoir project; note that the City’s 2013 Water COPs require the City to treat CCWA Water Supply Payments as Debt Service for purposes of showing coverage.
Credit Rating Considerations
The Water Fund last issued public debt in 2013 when S&P assigned a “AA” credit rating. S&P stated strong forecast coverage (>160%), strong liquidity position (over $40M at the end of FYE 2012, equal to 685 days cash) as primary drivers of this rating. S&P’s 2013 report noted the City’s “moderately high” water rates but didn’t expressly identify them as a credit concern. In the years that followed, the Water Fund had a covenant default in FYE 2015. Based on discussions with City staff, we understand that the City had funds in a rate stabilization fund that would have allowed the City to meet the required 125% debt service coverage requirement but was unable to transferthose rate stabilization funds during the allotted window of time. S&P acted in the wake of that technical default to downgrade the Water Fund’s 2013 COPs. Our objective with discussing the rating downgrade is not to re-surface old wounds, but rather we note that it took approximately five and a half years of demonstrating improved financial performance for S&P to re-establish the “AA” credit rating. We believe this example from recent history of how quickly the rating is downgraded and how long it takes to recover underscores the importance of a measured approach to how the Water Fund structures its future debt and determines appropriate levels of external financing to address capital needs.
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
2026202820302032
20342036
2038204020422044204620482050
205220542056
2058206020622064
Water Fund - Aggregate Debt Service*
FUTURE Vic Trace SRF
2025 DWSRF (Cater Reservoir)
2015 DWSRF Loan (Desal)
2013 COPs (Refunding)
2011 DWSRF (Ortega)
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CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 11
Financing Scenarios
Similar to the analysis for the Wastewater Fund, NHA built a dynamic Water Fund model that incorporated HDR’s updated revenue and expense projections through FYE 2033 and the City’s updated CIP projections through FYE 2036. NHA extended the model through FYE 2036 using similar operating expense growth assumptions and assuming only inflationary rate increases (2%) during the FYEs 2034-36 period.
NHA modeled three scenarios for the Water Fund – a Base scenario, an alternative scenario that explored less debt (more pay-go and reserves) for capital needs, and a second alternative scenario that explored more debt for capital needs. All three scenarios solved for the required $422.4M in CIP funding needs through FYE 2036, however each did so using a slightly different strategy:
• Base Case scenario made the implicit assumption that any net revenues available after debt service is dedicated toward capital expenses. Accordingly, the blend of pay-go revenues (71%), Vic Trace DWSRF Loan (12%), and other future debt (17%) is based on the projected future net revenues after debt service (cumulatively $322.8M from FYE 2026-2036) and represents a “natural” split between pay-go and debt funding. To the extent that actual revenues or operating expenses differ and cause a different cumulative amount of net revenues during this period, the blend between pay-go and debt funded CIP may vary.
• Alternative 1 (Less Debt) scenario builds upon the Base Case scenario but instead assumes the City intentionally draws down reserves to reduce the amount of debt financing. As a result, the financing blend for Alternative 1 is 72% pay-go, 5% reserves, 11% debt, and 12% DWSRF funding. • Alternative 2 (More Debt) scenario assumes the City intentionally issues more debt, which would allow more net revenues after debt service to bolster its reserves. Alternative 2 solves the CIP needs with a combination of 60% pay-go, 40% debt (28% bond debt, and 12% DWSRF loan).
May 2013 Report February 2017 Report August 2022 Report Assigned “AA” “AA-” “AA”
Rating
Stabilization of debt
service coverage at levels
comparable to higherrated peers; sustained
strengthening of liquidity
& reserves
“Very Strong”
enterprise risk profile
and “Very Strong”
financial risk profile
Forecast coverage of
at least 1.6X; “strong”
liquidity position of
$41M at end of 2012
(685 days cash)
Key
Strengths
Wildfire and drought
risks; partially offset
by reactivation of
desalination plant
Rate covenant
violation in FYE 2015
when treating CCWA
payments as Debt
Moderately-high
water rates
Areas to
Watch
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CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 12
All three scenarios have very strong projected debt service coverage, with the minimum coverage being over 200% under Alternative 2. We note that this minimum level is well above the 160% threshold in S&P’s rating criteria for a top tier debt service coverage assessment. Additionally, the typical relationship between debt amount, coverage, reserves, and rate pressure holds true: issuers to fund more of their capital projects through debt tend to have higher near-term reserves, lower near-term rate pressure, and lower near-term coverage.
With respect to cash and reserves, the Base Case scenario and Alternative 2 scenario maintain at least $40 million in reserves. The table above shows a similar minimum projected cash under each of those two scenarios, but the maximum projected cash and liquidity show a greater divergence: $66.8M under the Base Case scenario increases to $74.4M under Alternative 2. By contrast, under Alternative 1, in a scenario where the City uses reserves to address capital to reduce the amount debt issued, minimum projected ending reserves decrease to just over $20M and are at 112 days operating expenses in FYE 2033.
Based on the results of our modeling, while the Alternative 1 scenario should maintain a top-tier rating assessment for debt service coverage, the Water Fund’s credit rating would see downward pressure due to decreasing liquidity and reserves.
For the purposes of the analysis in this section, we assumed that market rate debt is issued at a 4.15% rate, which ties to a “AA” rated 30-year utility bond offering that priced in late October 2025. This indicative rate in our analysis is subject to future market fluctuations. We assumed issuance costs approximately 3% of par (including all underwriting fees) and structured the market debt to have two years of capitalized interest. Furthermore, we assumed that future market rate debt would not have a cash debt service reserve fund given current market preference for “AA” category utility bonds. Finally, we assumed two series of market rate debt to address a portion of the costs through FYE 2036: one series issued between FYEs 2026 and 2029 and a second series issued between FYEs 2030 and 2033.
Our analysis assumed no grant money to offset future capital costs. As future grants are identified and secured, the amount of funding from external markets and/or City cash and reserves will decrease.
Alt 2
(More Debt)
Alt 1
(Less Debt)
Base
Case
Total CIP Needs (FYEs 2026-2036) $422.4M $422.4M $422.4M Minimum Projected Debt Service 241% (FYE 2030) 261% (FYE 2030) 201% (FYE 2035) Coverage
Minimum Projected Cash & Liquidity $42.7M (FYE 2026) $21.0M (FYE 2031) $45.0M (FYE 2026) Minimum Projected DCOH 259 (FYE 2029) 112 (FYE 2033) 302 (FYE 2026) 4% annually (FYEs 2029-
2033)
5% annually (FYEs 2029-
2033)
5% annually (FYEs 2029-
2033)
Assumed Rate Increases
Pay-Go
71%
Future
SRF
12%
Other
Debt
17%
Base Case
Pay-Go
72%
Reserves
5%
Future
SRF
12%
Other Debt
11%
Alt 1
Pay-Go
60%
Future
SRF
12%
Other
Debt
28%
Alt 2
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CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 13
Wraparound Structure Considerations
While the City has historically structured all the debt on an individual level amortization basis, for the City’s upcoming non-DWSRF Water Fund debt (i.e. bonds or other market rate loans), the City has the option to use some deferral and “wrap around” structuring to reduce aggregate debt service payments over the next 10-15 years. The first graph below illustrates the aggregate anticipated future debt service payments under the Base Case scenario for the Water Fund, assuming all future debt is structured with individual level debt service.
By comparison, the second graph above illustrates the aggregate future debt service under a scenario where the City structures its future market rate bond debt with deferral to wrap around the outstanding debt with a goal of creating aggregate level debt service each year. This alternative also assumes that the City secures a $50M DWSRF loan to fund a portion of the Vic Trace Reservoir project (light grey series in the graphs above), but that the remaining costs are split between two series of future market rate debt and they are structured with deferral of principal repayments.
Unlike the analysis for the Wastewater Fund, this Water Fund wrap around solution does not achieve a level aggregate debt service. This is primarily due to the amount of outstanding debt is proportionally $0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
202620282030203220342036
20382040204220442046204820502052
205420562058206020622064
Water Fund - Level Individual Amortization
(Base Case)
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
20262028203020322034203620382040204220442046204820502052205420562058206020622064 Water Fund - Wraparound / Level Aggregate Amortization
(Base Case)
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CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 14
greater than the amount of wrap around debt to be issued. However, the “peak” in aggregate debt service from FYEs 2031-2039 decreases by approximately $1.5M annually under the wraparound scenario.
In total, the wrap around structuring is estimated to result in $15.5M in lower cumulative debt service through FYE 2039. This is offset by $31.7M in higher debt service in FYEs 2040-2059 - resulting in a net $16.2M cashflow cost of deferring principal repayments through a wraparound structure. Interestingly, since the benefit of the lower debt service payments under the wrap around structure is higher in the near-term, the present value cost of a wraparound structure is approximately $200,000 (discounted to 2026 on an annual basis at 4.15%).
This is a significantly different result than the wrap around analysis for the Wastewater Fund , due to the differences in outstanding debt amounts and future anticipated debt. The initial conclusion is that the City should very seriously consider structuring future water fund market rate bonds and loans with some deferral given its de minimis present value cost.
Potential Funding Sources
The following table is meant to provide a high-level overview of the typical funding sources used for utility fund capital projects. City staff are already familiar with the SRF loan process – for both CWSRF and DWSRF loans – and can attest to the time and effort it takes to receive an SRF loan. Compared to that SRF loan timing, the other three funding sources above have shorter timing from start to finish – with Water Infrastructure Finance and Innovation Act (“WIFIA”) loans historically taking approximately 18 months from Letter of Interest submission to Funding date, but with market rate bonds or IBank loans typically taking six months or less.
It is worth noting that with recent changes in the Federal government, WIFIA loans are closing at a much slower pace than historical approval rates. In fact, only one WIFIA loan has closed since the Trump Administration took office. There are several WIFIA loans, including loans for California borrowers, that are ready to close and await approvals from various Federal bodies. While we have not seen conclusive evidence that politics are impeding the progress of California borrowers’ WIFIA loans, it is not outside the Revenue
Bonds
SRF Loan IBank Loan WIFIA Loan
Limitations on Loan Sizes $50M (Currently) $65M (Currently) None None Planning through
Construction
Planning through
Construction
Construction
primarily
Planning through
Construction
Intended Project Phase
Requires Matching Funds No No Yes No
Competitiveness to Secure Very competitive Not competitive Not competitive Not competitive Funding
40-year max (35- 30-year standard
year amortization)
Maximum Term 30-year max 30-year max
Draw Schedule Loan Yes No Yes No
Most Flexible Flexible
Option
More flexibility for
stronger credits
Limited: Level
Debt Service Only
Structuring Flexibility
Timing from Start to Finish ~2-2.5 years ~6 months ~1.5 years ~4 months Yes, with N/A Yes, programmatic N/A
stipulations
BABA Waiver Available?
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CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 15
realm of possibility. Accordingly, we are continuing to monitor the WIFIA program developments.
However, we remain optimistic that a program that was approved by Congress over a decade ago and has historically enjoyed bipartisan support will continue to have bipartisan support going forward, despite near-term delays.
The graphic below summarizes some ways in which the WIFIA Loan program is unique given its combination of flexibility, repayment deferral, draw schedule, prepayment options, term, and other benefits to borrowers. It is not a below-market-rate loan program, but we believe the other benefits of the program listed below make it a compelling option for utility providers facing major capital projects. •Not a subsidized or “below” market rate loan program; current (May 2025) 35-year rate would be ~4.65%-4.75%
•Rate is not a function of the credit rating
Interest Rate
•One-time option to reduce the interest rate should rates go down •Borrower loses this option once it draws $1 of WIFIA money or once its Project exceeds 51% complete
Interest Rate Reset
•Interest only accrues on the actual amounts drawn, not the full loan amount
Draw Schedule
Loan
•Not required to make WIFIA payments during Project construction and can defer payments up to 5 years after completion
•Accrued interest over that period is added to the loan principal; amortized over loan term
Deferred Start of
Repayments
•Up to 40-years available: must be paid off within 35 years of project Long Term completion, after accounting for 5-year construction window •Loan can be structured in a variety of ways, including back-loading as Flexible Structuring necessary to wrap around scheduled payments on other debt •Borrower has the option to re-structure the WIFIA loan after closing Re-Amortization should changes in the financing plan occur •Borrower can prepay the WIFIA loan at any time after project Early Prepayment completion, with no penalty Packet Page 442
CITY OF SANTA BARBARA WATER AND WASTEWATER FUNDS – PROJECT FINANCING CAPACITY NOVEMBER 21, 2025 PAGE 16
Conclusion
With the approval of multi-year rate increases in 2024, both the Wastewater Fund and Water Fund are well-positioned to address their upcoming capital needs. However, the five-year period of FYE 2029 through 2033 will require additional rate increases that are elevated relative to historical averages to address the full CIP needs.
The Wastewater Fund’s $157M of capital needs through FYE 2036 will require careful planning to balance the City’s pay-go and reserves funding with external debt funding to avoid dipping below key rating criteria thresholds with respect to debt service coverage and liquidity and reserves. While structuring future Wastewater Fund debt on a level individual series will help the City reduce its total cost of borrowing, an alternative structuring that defers and wraps new debt around old debt can help level off the aggregate debt structure of the Wastewater Fund. We recognize that this alternative wrap around structure has approximately $4.5M of present value cost. But we also recognize that the City is continuing to develop its capital plans and expects to have greater clarity next year on what the capital needs will be for each fund. An alternative structure that wraps around outstanding debt preserves near-term debt capacity through 2039, should capital costs continue to rise at their current pace.
The Water Fund’s $422M capital needs through FYE 2036 can primarily (60% or more) be supported through future years’ rate revenues, but the City will need to supplement pay-go funding with future DWSRF loan(s) and other external funding sources to ensure that the Water Fund’s key financial metrics do not become stressed during the outlook period. The City should consider alternative funding sources, like the WIFIA Loan program, for its upcoming Vic Trace Reservoir project and should also consider structuring future Water Fund debt with deferral of principal repayments, wrapping around the payments on outstanding debt. While it is unlikely the City could fully level out its aggregate debt structure, there is only a de minimis cost of this deferral under the Base Case scenario and it does provide near-term debt capacity and allow reserves to grow through FYE 2039.
NHA Advisors, LLC is registered as a Municipal Advisor with the SEC and Municipal Securities Rulemaking Board (“MSRB”). As such, NHA Advisors, LLC has a Fiduciary duty to the public agency 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 public agency with informed advice; c) make a reasonable inquiry as to the facts that are relevant to the public agency’s determination as to whether to proceed with a course of action or that form the basis for any advice provided to the public agency; and d) undertake a reasonable investigation to determine that NHA Advisors, LLC is not forming any recommendation on materially inaccurate or incomplete information; NHA Advisors, LLC must have a reasonable basis for:
i. any advice provided to or on behalf of the public agency; ii. any representations made in a certificate that it signs that will be reasonably foreseeably relied upon by the public agency, any other party involved in the municipal securities transaction or municipal financial product, or investors in the public agency securities; and
iii. any information provided to the public agency or other parties involved in the municipal securities transaction in connection with the preparation of an official statement.
Duty of Loyalty
NHA Advisors, LLC must deal honestly and with the utmost good faith with the public agency and act in the public agency’s best interests without regard to the financial or other interests of NHA Advisors, LLC. NHA Advisors, LLC will eliminate or provide full and fair disclosure (included herein) to Issuer about each material conflict of interest (as applicable). NHA Advisors, LLC will not engage in municipal advisory activities with the public agency as a municipal entity, if it cannot manage or mitigate its conflicts in a manner that will permit it to act in the public agency’s best interests.
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REQUEST FOR PROPOSAL FOR MUNICIPAL ADVISORY SERVICES – NHA ADVISORS, LLC APPENDIX C: SONOMA COUNTY FIRE DISTRICT FINANCIAL PROJECTION & FIRE
STATION FUNDING ANALYSIS
Packet Page 444
SONOMA COUNTY FIRE DISTRICT
FINANCIAL PROJECTION & FIRE STATION FUNDING ANALYSIS
JULY 14, 2025
Packet Page 445
2 Objectives
Develop 10-year Financial Forecast & Financing Capacity Analysis Incorporate Measure H Revenues based on mandated Measure H allocation Four Financing Capacity Scenarios
Scenario #1: $44M – Two New Fire Stations
Scenario #2: Maximum Bonding Capacity – No Annual Deficits Scenario #3: Maximum Bonding Capacity – Increased Measure H Revenue Allocation
Scenario #4: Bonding Capacity w/ Rancho Adobe FPD’s Measure H Packet Page 446
3 Primary Revenue Assumptions
Revenue Assumptions
Property Taxes 3.5% annual growth
Measure H Sales Tax 2.0% annual growth
Charges for Service & Miscellaneous 3.0% annual growth
County Tax Exchange Agreement 3.0% annual growth
Bodega Bay Consolidation Tax Exchange 2.7% annual growth Packet Page 447
4 Primary Expense Assumptions
Expense Assumptions
Salaries and Employee
Benefits 3.0% annual growth
Measure H Personnel
Allocation
Scenario #1 & #2:
4.667%
Scenario #3:
2.500%
Scenario #4: 2.500% +
2.802% Rancho Adobe
Services and Supplies 2.0% annual growth
CalPERS Normal Cost &
CalPERS UAL
Based on CalPERS Pension Outlook Tool. Assumes 9.5%
investment returns in FY 2024 and 6.80% investment
returns thereafter. Assumes 6.80% discount rate, 2.80%
annual payroll growth, 2.30% annual inflation, and 15-year PEPRA transition.
Capital Outlay Approximately $450,000 / year
Packet Page 448
5 $0.0
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
$1.8
$2.0
$2.2
20252026202720282029203020312032203320342035203620372038203920402041204220432044 Millions
Projected CalPERS UAL + 2022 Lease (UAL Restructuring) Payments Increasing CalPERS Unfunded
Accrued Liability (UAL)
payments
Due to underperformance
Combined payment for
District’s UAL + 2022 Lease
increases to $2M+ by FY 2029
Potential additional increases
from performance and 2025
Asset-Liability Management
Study results
10% investment return for FY
2025 would lower the
District’s annual UAL payment
by up to $350K (orange line)
$14M of Lease Bonds
(CalPERS UAL Restructuring)
$8.4M of CalPERS UAL*
Source: CalPERS Actuarial Valuation Reports & CalPERS Pension Outlook Tool *Assumes FY 2023-24 investment returns of 9.5% and 6.8% investment returns thereafter. **Assumes FY 2023-24 investment returns of 9.5%, FY 2024-25 investment returns of 10.0%, and 6.8% investment returns thereafter.
Lower CalPERS UAL from 10%
FY 2025 Investment Return**
Packet Page 449
6 Forecast – Scenario #1
$44 Million Financing for Two New Fire Stations
Annual Debt Service: $2.4M
Annual deficits range from $54,000 to
$666,000
Ending Fund Balance decreases to $11M
over the next 5 years before increasing
$36
$38
$40
$42
$44
$46
$48
$50
$52
$54
FY 2025-26FY 2026-27FY 2027-28FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33FY 2033-34FY 2034-35 Millions
Revenues vs. Expenses
Includes Debt Service for New Fire Stations
Revenues
Expenses (Includes New Debt Service)
$0
$5
$10
$15
$20
$25
FY 2025-26FY 2026-27FY 2027-28FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33FY 2033-34FY 2034-35 Millions
Ending Fund Balance
Includes Unassigned Balance + Assigned Balance for
Apparatus, Equipment, Facilities
Packet Page 450
7 Forecast – Scenario #2
Bonding Capacity Assuming No Annual Deficits
Bonding Capacity: $32M
Annual Debt Service: $1.8M
No annual deficits in the forecast
Ending Fund Balance increases as
revenues outpace expenses
$36
$38
$40
$42
$44
$46
$48
$50
$52
$54
FY 2025-26FY 2026-27FY 2027-28FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33FY 2033-34FY 2034-35 Millions
Revenues vs. Expenses
Includes Debt Service for New Fire Stations
Revenues
Expenses (Includes New Debt Service)
$0
$5
$10
$15
$20
$25
FY 2025-26FY 2026-27FY 2027-28FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33FY 2033-34FY 2034-35 Millions
Ending Fund Balance
Includes Unassigned Balance + Assigned Balance for
Apparatus, Equipment, Facilities
Packet Page 451
8 Forecast – Scenario #3
Alternative Measure H Personnel/Facilities Allocation
Measure H Allocation: 2.5%
Personnel / 4.111% Facilities
Bonding Capacity: $56M
Annual Debt Service: $3.1M
No annual deficits in the forecast
$36
$38
$40
$42
$44
$46
$48
$50
$52
$54
FY 2025-26FY 2026-27FY 2027-28FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33FY 2033-34FY 2034-35 Millions
Revenues vs. Expenses
Includes Debt Service for New Fire Stations
Revenues
Expenses (Includes New Debt Service)
$0
$5
$10
$15
$20
$25
FY 2025-26FY 2026-27FY 2027-28FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33FY 2033-34FY 2034-35 Millions
Ending Fund Balance
Includes Unassigned Balance + Assigned Balance for
Apparatus, Equipment, Facilities
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9 Forecast – Scenario #4
Rancho Adobe FPD’s Measure H
Measure H Allocation: 2.5% Personnel / 4.111%
Facilities (SCFD) + 2.802% Personnel / 0.694%
Facilities (Rancho Adobe)
Bonding Capacity: $64M
Annual Debt Service: $3.5M
No annual deficits in the forecast
Additional expenses for Rancho Adobe FPD’s
personnel, CalPERS, O&M, and capital would need to
be modeled for a more precise bonding capacity
$36
$38
$40
$42
$44
$46
$48
$50
$52
$54
FY 2025-26FY 2026-27FY 2027-28FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33FY 2033-34FY 2034-35 Millions
Revenues vs. Expenses
Includes Debt Service for New Fire Stations
Revenues
Expenses (Includes New Debt Service)
$0
$5
$10
$15
$20
$25
FY 2025-26FY 2026-27FY 2027-28FY 2028-29FY 2029-30FY 2030-31FY 2031-32FY 2032-33FY 2033-34FY 2034-35 Millions
Ending Fund Balance
Includes Unassigned Balance + Assigned Balance for
Apparatus, Equipment, Facilities
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10 Credit Rating Considerations
Reserves/Liquidity and Debt/Liabilities
Reserves and Liquidity:
As of FYE 2024, Available Reserves (non-obligated
reserves) as % of Revenue = 42.8%
District would receive highest scoring (>15%) from S&P Under Financing Scenario #1: Decrease to ~26%
Debt and Liabilities:
As of FYE 2024, Annual Debt Service + Pension + OPEB as % of Revenue = 12.7%
District would receive second highest scoring (8-14% of revenues) from S&P
Under Financing Scenario #1: Increase to ~15%
Additional pension costs from CalPERS underperformance or assumption changes would likely increase this %
Economy
20%
Financial
Performance
20%
Reserves and
Liquidity
20%
Management
20%
Debt and
Liabilities
20%
S&P Global Ratings
Individual Credit Profile
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11 Comparing District’s Credit Metrics to California Medians Estimates Based on Scenario #1 Forecast
Based on the Scenario #1 forecast, the District aligns with medians for an S&P credit rating between “A” and “AA-”
~8.1%
~6.3%
~38%
District Estimates
(FYE 2026)
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12 Alternative Scenarios
Actual results will differ from the forecast, potentially leading to scenarios not currently projected in the forecast
Revenues: Property Tax is the District’s largest revenue (currently modeled at 3.5% annual growth); if annual growth is higher, additional surplus will be available Expenses: Salaries and employee benefits is the District’s largest expense and annual increases above 3% (currently modeled) will reduce surplus available for capital outlay and future debt service
Other factors that impact the forecast:
Measure H Personnel Allocation (Scenario #1, #2 vs. Scenario #3) Rancho Adobe FPD’s Measure H (Scenario #4) – Additional expenses for personnel, CalPERS, O&M, and capital would need to be modeled for a more precise bonding capacity Pay-go Capital Outlay (model currently assuming $450,000 annually) CalPERS Unfunded Accrued Liability and Normal Cost (depends on CalPERS’ FY 2024-25 investment return and 2025 Asset-Liability Management Study results) Packet Page 456
13 Executive Summary
With the original Measure H allocation of Personnel/Facilities, the District can finance $32M (Scenario #2) to $44M (Scenario #1) of fire station costs All scenarios assume level annual debt service payments for the financing In Scenario #1, deficits begin to materialize (which could worsen depending on CalPERS investments/assumptions), there is less capacity for pay-go capital, and reserves are drawn down Bonding capacity increases to $56M (Scenario #3) with increased allocation of Measure H Rancho Adobe FPD could increase bonding capacity (+$7.5 million) depending on operational impact and identified additional capital requirements Next Steps:
Refine financing plan based on District direction
Funding Sources – Bonds, USDA, Bank Loan
Non-level/tailored debt service
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CITY OF SEASIDE
STAFF REPORT
Item No.: 9.Q.
TO: City Council
FROM: Greg McDanel, City Manager
BY: Melissa Broadston, ESCA Program Manager
Sheri Damon, City Attorney
DATE: September 17, 2026
SUBJECT: ADOPT A RESOLUTION AUTHORIZING THE CITY MANAGER TO
EXECUTE AN ENVIRONMENTAL SERVICES COOPERATIVE
AGREEMENT WITH THE DEPARTMENT OF THE ARMY FOR PFAS
SOIL TESTING AT CAMPUS TOWN PHASE 1B AND NURSES'
BARRACKS
RECOMMENDATION
Authorize City Manager to execute the agreement.
BACKGROUND
Recent scientific discoveries related to per- and polyfluoroalkyl substances (PFAS/PFOA) chemicals have raised concerns about soil contamination in the former Fort Ord. These concerns, raised by the U. S. Environmental Protection Agency, (EPA), California Department of Toxic Substances Control (DTSC) and California Regional Water Quality Control Board (RWQCB), relate to firefighting foams (aqueous film-forming foam, or AFFF) whose use was documented at the Presidio Fire Station and other Fort Ord parcels. The Army is currently conducting a broader PFAS Remedial Investigation (RI) at the former Fort Ord under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA), 42 U.S.C. §9601 et seq., consistent with the Fort Ord Federal Facility Agreement (FFA). The services in this ESCA pertain to perand polyfluoroalkyl substances (PFAS) in soil at areas within the former Fort Ord associated with past Army activities. These areas include Site 10, the former Nurses’ Barracks, and the Main Garrison Fire Station (collectively referred to as “the Redevelopment Sites”).
This ESCA is intended to support timely reuse and redevelopment of the associated Packet Page 458
Item No. 9.Q. Page 2 of 3
parcels by advancing a targeted soil evaluation and decision process for PFAS at these Redevelopment Sites. The work performed under this ESCA shall remain consistent with, and support, the Army’s responsibilities under CERCLA and the FFA.
This ESCA is structured as a soil-only, Redevelopment Site-specific carve-out of the broader PFAS Remedial Investigation (RI) and is intended to:
• Evaluate PFAS in soil within the Redevelopment Sites; and • Support an appropriate CERCLA decision document addressing PFAS in soil at Redevelopment Sites, separate from broader PFAS decision-making in the rest of Fort Ord, which is anticipated to occur on a longer timeframe under the Army-led RI.
This ESCA does not replace or supersede the Army’s broader PFAS RI and shall not be interpreted as resolving sitewide PFAS conditions, particularly with respect to groundwater. This ESCA work will come with a grant funding of approximately $5.8 million dollars. We are requesting authority for the City Manager to execute in substantially similar form, the attached draft TSRS and ESCA, with City Attorney and/or special counsel final review. The Army’s goal is to fund this by September 30, 2026.
At this time, we also request that the City Attorney be authorized to retain such specialized legal services and consultants as necessary to address specialized legal and environmental issues related to the PFAS ESCA.
FISCAL IMPACT
There will be no long term fiscal impact to the City. Costs for facilitating the PFAS ESCA will be fully reimbursable through the agreement with the U.S. Army and potentially beneficial in allowing our redevelopment projects to proceed expeditiously.
STRATEGIC PRIORITY
Vibrant Local Economy, Community Safety & Quality of Life, Diverse and Inclusive Community
ATTACHMENTS
1. Resolution
2. Exhibit A to Resolution Draft Fort Ord PFAS ESCA
Reviewed for Submission to the City Council by:
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Item No. 9.Q. Page 3 of 3
____________________________________
Greg McDanel, City Manager
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RESOLUTION NO. 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE
AUTHORIZING THE CITY MANAGER TO EXECUTE AN ENVIRONMENTAL
SERVICES COOPERATIVE AGREEMENT WITH THE DEPARTMENT OF THE
ARMY FOR PFAS SOIL TESTING
WHEREAS, the U.S. Army, California Department of Toxic Substances Control, U.S.
Environmental Protection Agency, and the California Regional Water Quality Control Board have entered into a series of agreements to perform environmental cleanup under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) to protect human health and the environment and ensure that appropriate remediation has been completed and documented; and
WHEREAS, the Army is providing an Environmental Services Cooperative Agreement (ESCA) Grant to Seaside in an amount not to exceed five point eight million ($5.8 M) as it relates to investigating the possible presence of per-and polyfluoroalkyl substances (PFAS/PFOA) chemical contamination present in soil in key Seaside redevelopment areas; and WHEREAS, this ESCA is intended to support timely reuse and redevelopment of the associated parcels by advancing a targeted soil evaluation and decision process for PFAS at these Redevelopment Sites, and the work performed under this ESCA shall remain consistent with, and support, the Army’s responsibilities under CERCLA and the FFA; and WHEREAS, the Redevelopment Sites identified are key sites for the City’s economic development and housing developments and the City is committed to safe and timely reuse to meet those development goals; and
WHEREAS, This ESCA is structured as a soil-only, Redevelopment Site-specific carve-out of the broader PFAS Remedial Investigation (RI) and is intended to: (1) evaluate PFAS in soil within the Redevelopment Sites; and (2) support development of a focused CERCLA decision document addressing PFAS in soil at Redevelopment Sites, separate from broader PFAS decision-making in the rest of Fort Ord, which is anticipated to occur on a longer timeframe under the Army-led RI.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Seaside hereby authorizes the City Manager to execute a new Environmental Services Cooperative Agreement in substantially the form attached as Exhibit A and take other actions necessary to effectuate the work of specialized staff and contractors and to accept revenues to complete the ESCA, subject to final review and approval by the City Attorney and/or special counsel; and BE IT FURTHER RESOLVED that the City Council of the City of Seaside hereby authorizes the City Attorney to execute and retain such specialized legal services and consultants necessary to address technical issues that may arise related to ESCA or property-related issues.
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PASSED AND ADOPTED at a regular meeting of the City Council of the City of Seaside duly held on the 17th day of September, 2026 by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
APPROVED:
______________________________________
Ian N. Oglesby, Mayor
ATTEST:
_______________________________________
Dominique L. Davis, City Clerk
APPROVED AS TO FORM:
_______________________________________
Sheri L. Damon, City Attorney
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1 ENVIRONMENTAL SERVICES COOPERATIVE AGREEMENT
to
City of Seaside
for
Former Fort Ord, CA
Site 10, The Former Nurses’ Barracks, and The Main Garrison Fire Station DIVISION I – AWARD COVER PAGES AND BASIC TERMS.
1. Cooperative Agreement (CA) Number: W912DY-26-2-xxxx
2. (a) Type of Award: New Firm Amount Non-R&D Cooperative Agreement.
(b) Assistance Listing Number (ALN): 12.599, Congressionally Directed Assistance
3. (a) Federal Share of Obligated Amount
(Award Amount): $0.00
Non-Federal Share of Obligated Amount: $0.00
Total Obligated Amount (at CA Award): $0.00
Unexercised Options: $0.00
Total Value of CA (Cumulative Federal &
Non-Federal Amount including
Unexercised Options):
$0.00
(b) This Environmental Services Cooperative Agreement (herein after, “ESCA” or this “Agreement”) provides funds to Massachusetts Development Finance Agency (the “Recipient”) pursuant to 10 U.S.C. § 2701(d), the United States Department of Defense (“DoD”) Environmental Restoration Program, to carry out the tasks described in Division II of this Agreement. (c) The period of performance for the Environmental Services funded under this Agreement (“Period of Performance”) shall be the earlier of (i) ESCA Completion and (ii) twenty-four months commencing on the date upon which the last party executes the Agreement (the “Effective Date”). (d) Changes to these ceiling amounts or dates are not effective unless agreed to by the Grants Officer and the Recipient in accordance with the terms of this Agreement. Except with respect to any Grants Officer Modification, notwithstanding the Recipient's technical and cost proposals, the Government’s obligation to pay any costs under this Agreement is restricted to the funding amount stated herein.
4. Recipient Name and Address:
City of Seaside
440 Harcourt
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2 Seaside, CA 93955
(a) UEI SAM No.: HGA3NWPKXNG7
(b) The authorized representative of the Recipient with authority to sign this Agreement and bind the Recipient to this Agreement is:
Greg McDanel
City Manager, City of Seaside
5. This Agreement will be administered by the following:
(a) Grants Officers
Eric Horcick
U. S Army Corps of Engineers
Attn: CEHNC-CTC
300 Secured Gateway SW
Redstone Arsenal, AL 35898
Email: [email protected]
Telephone: 256-895-8247
And/Or
Katrena Winchester
U.S. Army Corps of Engineers,
Attn: CEHNC-CTC
300 Secured Gateway SW
Redstone Arsenal, AL 35898
Email: [email protected]
Telephone: 256-895-1145
(b) Program Representative:
Ms. Stephanie Santiago
Stephanie Santiago, MS, REP BRAC Program
Manager
Office of the Assistant Secretary of the Army (IE&E),
DASA-ESOH, Base Realignment and Closure (BRAC),
ATTN: SAIE-ESOZ-BRAC (Office: 5B115A-2)
110 Army Pentagon,
Washington, DC 20310-0110
Phone: 703-786-0512
Email:[email protected]/G-9
(c) Project Manager/Technical Representative:
Mr. Adam Plack
U.S. Army Corps of Engineers
Environmental and Munitions Center of Expertise
ATTN: CEHNC-EMC (Plack)
1616 Capitol Avenue
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3 Omaha, NE 68102-4901
Email: [email protected]
Telephone: 402-650-1997
(d) BRAC Technical Point of Contact:
Ms. Joelle Lobo
U.S. Army Fort Ord BRAC Field Office
P.O. Box 5004
Presidio of Monterey, CA 93944
Email: Joelle.l.lobo.civ@armymil
Telephone: 831-242-7920
6. Payments under this Agreement will be disbursed via electronic funds transfer by:
U.S. Army Corps of Engineers Finance Center
Attn: CEFC-AO-P
5722 Integrity Drive
Millington, TN 38054-5005
7. Accounting and Appropriation Data: to be entered by Grants Officer prior to award
8. Administrative Information and Order of Precedence
(a) This Agreement will be administered with and Recipient shall comply with the Office of Management and Budget (“OMB”) regulations in 2 Code of Federal Regulation (CFR) Subtitle A, including part 200, “Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards,” (referred to as the “OMB Regulations”), as implemented by the DoD Grant and Agreement Regulations (“DoDGARs”) found at 2 CFR Subtitle B, Chapter XI, “Implementation of Governmentwide Guidance for Grants and Cooperative Agreements” (85 FR 51160, 19 August 2020), and any later revisions to these regulations, all of which are incorporated herein by reference and referred to as the DoDGARs.
(b) In the event of a conflict between the terms of this Agreement and other governing documents, the conflict shall be resolved by giving precedence in descending order as follows:
1) Applicable United States statutes including Title 10 United States Code, Section 2701 (d).
2) Federal Regulations, to include but not limited to 2 CFR part 200 and 2 CFR 1104.
3) The Technical Specifications and Requirements Statement (“TSRS”) attached hereto as Attachment A.
4) The General Terms and Conditions as set forth in this Agreement.
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4 5) The Recipient’s Application for Federal Assistance (SF 424), Budget Information (SF 424A) and supporting data, and other supporting documentation. This information will be used to evaluate fair and reasonableness.
9. Optional Tasks: This Agreement does not include any optional tasks.
10. Indirect Rate: Not applicable to this Firm Amount Cooperative Agreement.
11. Cost Sharing: There is no cost sharing percentage under this ESCA.
Recipient: City of Seaside
Date:
Greg McDanel, City Manager
City of Seaside
On Behalf of the United States:
__________________________________ Date:
Grants Officer
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5 DIVISION II – SCOPE OF WORK AND AWARD SPECIFIC TERMS AND
CONDITIONS
1. SCOPE
(a) Scope. The Recipient shall cause to be performed the Environmental Services in consideration of the payments by the Army and in accordance with and subject to the provisions of this Agreement and the TSRS, Attachment A.
(b) The funding ESCA Line-Item Numbers (“CLIN”) for this Agreement are listed in Attachment B of this Agreement.
(c) Performance Reports
The Recipient shall provide a Monthly Progress Report to the Technical Representative identified at Division I, paragraph 5 (c) in electronic format by the 10th calendar day of every month through the duration of this ESCA, regardless of whether any substantial activities have occurred.
The Monthly Progress Report will include, but is not limited to, the following submittals:
• Report of Operations
• Progress and Completion Pictures
• Periodic Progress Map
• Periodic Update Schedule
• Narrative Report
• Schedule Report
Additionally, the Monthly Progress Report will include a Financial Report per ESCA Division III, Subdivision B, Section 3(i) containing, but not limited to, the following:
• Documentation of the activities completed by the Recipient the previous month.
• Total ESCA funds spent during the previous month; total ESCA funds spent to date; accounting of all funds received, obligated, expended for the month and the anticipated funds to be obligated and expended in the following month.
• Description of upcoming work for the next month.
• Description of technical or regulatory issues that may impact project schedule.
• When necessary, status of comments submitted by the Government on documents/reports developed by the Recipient.
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6 • Completed SF-LLL, for occurrence of any event that materially affects the accuracy of the submitted certification regarding lobbying.
DIVISION III – GENERAL TERMS AND CONDITIONS OF THIS CA
The following General Terms and Conditions are incorporated by reference into the subject ESCA and are all applicable to this Agreement. The terms and conditions provided in full text describe required activities for the implementation of the ESCA by the recipient and special attention should be paid to these provisions. Additional requirements are included in the provisions that are incorporated by reference and these provisions will be used when the described circumstances arise. Please note that Articles marked “Reserved” are not applicable to this Cooperative Agreement.
SUBDIVISION A: PREAMBLE TO GENERAL TERMS AND CONDITIONS Section A. Table of Contents
Subdivision B: General Terms and Conditions for
Administrative Requirements…......................................................page 7 Subdivision C: General Terms and Conditions for
National Policy Requirements….....................................................page 16 Section B. Scope of General Terms and Conditions
The following General Terms and Conditions for Administrative Requirements and National Policy Requirements are applicable to all recipients of this ESCA, and all their subrecipients, if any. The provisions indicated in the articles as “Reserved” contain no requirements that apply to you as a recipient of this ESCA.
Section C. Effective Date
The General Terms and Conditions are effective upon award of this ESCA to Recipient and continue in effect as provided in each article. Some articles include obligations and requirements that extend beyond the Period of Performance of this Agreement.
Section D. English Language
Non-Federal entities may translate the Federal award and other documents into another language. In the event of inconsistency between any terms and conditions of the Federal award and any translation into another language, the English language meaning will control. Where a significant portion of the non-Federal entity's employees who are working on the Federal award are not fluent in English, the nonFederal entity must provide the Federal award in English and the language(s) with which employees are more familiar.
Section E. Plain Language
The General Terms and Conditions of this Agreement use plain language to refer to the parties and describe their obligations. The terms “you” or “yours” mean the Packet Page 468
7 Recipient. The terms “we” or “us” or “our” or “Government” mean the United States represented by the Grants Officer, the awarding official of this CA.
Section F. Definitions
DoDGARs Definitions
1. “Award” A grant or a cooperative agreement other than a technology investment agreement.
2. “Closeout” The process by which the grants officer administering an award made by a DoD Component determines that all applicable administrative actions and all required work of the award have been completed by the Recipient and DoD Component.
3. “DoD Component” A Military Department, Defense Agency, DoD Field Activity, or organization within the Office of the Secretary of Defense that provides or administers an award to a recipient.
4. “Prior approval” Written or electronic approval by an authorized official evidencing prior consent.
5. “Suspension” An action by a DoD Component that temporarily withdraws Federal sponsorship under an award, pending corrective action by the recipient or pending a decision to terminate the award by the DoD Component. Suspension of an award is a separate action from suspension of a participant under 2 CFR part 1125.
6. “Termination” The cancellation of an award, in whole or in part, under an agreement at any time prior to either (i) the date on which all work under an award is completed; or (ii) the date on which Federal sponsorship ends, as given on the award document or any supplement or amendment thereto.
SUBDIVISION B: GENERAL TERMS AND CONDITIONS FOR ADMINISTRATIVE
REQUIREMENTS
1. MODIFICATIONS
(a) Modifications to this agreement may be proposed by either party. But neither party shall implement a change until the change has been negotiated and approved by the Government’s Grants Officer. Change proposals shall be submitted in writing and shall detail the technical, schedule, and financial impacts of the proposed modification. Only the Grants Officer has the authority to act on behalf of the Government to change this agreement.
(b) Revision of budget/program plans: Recipient shall request prior approval for plan changes in accordance with 2 CFR part 200.308. (c) The Grants Officer may unilaterally issue modifications for minor or administrative matters, such as changes in key personnel, paying office, etc.
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8 2. ACCESS TO AND RETENTION OF RECORDS
The Recipient shall afford any Army Representative, the Department of Defense, or the Comptroller General, or other officially concerned Federal government agency access to and the right to examine all records, books, papers, and documents, including records in automated forms that are within the Recipient’s custody or control and that relate to its performance under this Agreement. This right of access to records shall not include attorney client communications, attorney work product or other legally privileged documents.
The Recipient shall retain all such records intact in such form, if not original documents, as may be approved by the Army or other officially concerned government agency, which approval shall not be unreasonably withheld, for either at least ten (10) years following completion or termination of this Agreement or transfer all such records into Army custody, whichever occurs first. Access to the Recipient’s records will be during normal business hours, and the Army or other officially concerned federal government agency will give the Recipient 72 hours prior notice of its intention to examine the Recipient’s records, unless the Army or other officially concerned federal government agency determines that more immediate entry is required by special circumstances. The Recipient will have no claim due to such entries against the Army or other officially concerned government agency, or any officer, agent, employee, or contractor thereof.
3. FUNDING MATTERS
(a) Maximum Funding Obligation
Subject only to a Grants Officer Modification, the maximum funding obligation of the Government to the Recipient for this Agreement is stated in Division I, paragraph 3(a). Costs in excess of this maximum funding obligation will not be paid except as otherwise expressly provided herein or with prior approval from the Grants Officer. (b) Availability of Funds
The Government’s obligation to pay any costs hereunder is subject to the availability of appropriated funds, and nothing in this Agreement will be interpreted to require obligations or payments by the Government in violation of the Anti-Deficiency Act (31 U.S.C. § 1341). The funding amount as stated in Division I, paragraph 3(a) has been appropriated and is currently available for disbursement, subject to the terms of this Agreement. Subject only to a Grants Officer Modification, no other funding under this Agreement is available unless subsequently modified in writing by the Grants Officer.
(c) ESCA Line-Item Numbers
The funding ESCA Line-Item Numbers (“CLIN”) for this Agreement are listed in Attachment B of this Agreement.
(d) Cost Notification
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9 The Recipient shall notify the Grants Officer in writing whenever it has reason to believe that the costs it expects to incur under this Agreement in the next 60 calendar days, when added to all costs previously incurred, will exceed 75 percent of the aggregate maximum funding amount for the Environmental Services stipulated in this ESCA. Except with respect to any Grants Officer Modification, there is no legal liability on the part of the Government for any payment that may arise for performance under this Agreement beyond the obligated amount stipulated herein, until funds are made available to the Grants Officer and until the Recipient receives notice of availability, to be confirmed in writing by the Grants Officer.
(e) Method of Payment
1) The Government will reimburse Recipient up to the obligated amount for performance in conformance with the terms of this cooperative agreement. The Government is not liable for any expenditure in excess of this amount unless agreed to by modification of this agreement. All obligations are subject to the availability of appropriations from Congress.
2) Progress payments. The Government shall make progress payments monthly as the work proceeds, or at more frequent intervals as determined by the Grants Officer, on estimates of work accomplished which meets the standards of quality established under the ESCA, as approved by the Grants Officer. Submittal Requirements are contained in the TSRS, Attachment A, paragraph 2.
3) Recipient shall submit a “Request for Advance or Reimbursement” (SF-270) along with other required documentation to the Government’s Technical Representative (see Division I, paragraph 5 (c)) no more frequently than monthly.
4) Submit SF-270s to Government’s Technical Representative (see Division I, paragraph 5 (c)). Invoices submitted by email must be formatted to print on Letter (8 ½ x 11”) paper. Please attach a single PDF document with the SF-270 as the FIRST page. All information for processing the payment must be included in the attachment – not the body of the email. Subject line of the email must reference the cooperative agreement/task order number.
(f) Cost Principles
Cost Principles for this agreement are governed by 2 CFR part 200, Subpart E.
1) In accordance with 2 CFR part 200.458, pre-award costs incurred before the start date of the Federal award directly pursuant to the negotiation and in anticipation of the Federal award where such costs are necessary for efficient and timely performance of the scope of work are allowable only to the extent that they would have been Packet Page 471
10 allowed if incurred after the start date of the Federal award and only with the written approval of the Federal agency. If approved, these costs must be charged to the initial budget period of the Federal award unless otherwise specified by the Federal agency. (g) Standards for Financial Management Systems
The Recipient shall establish or use existing financial systems that comply with Generally Accepted Accounting Principles and with 2 CFR parts 200.302 and 200.303.
(h) Audit
1) Organization-wide or program-specific audits shall be performed in accordance with the Single Audit Act Amendments of 1996, as implemented by 2 CFR part 200 Subpart F “Audit Requirements".
Recipients that are subject to the provisions of 2 CFR part 200 and that expend $750,000 or more in a year in Federal awards shall have an audit conducted for that year in accordance with the requirements contained in Subpart F. At the discretion of the Grants Officer, a Program-Specific Audit may be requested. The Recipient shall provide a copy of the auditor’s report to the Government’s Project Manager.
2) Irregularities identified in an audit that involve funds disbursed under this Cooperative Agreement or that raise concerns with compliance with governing standards or otherwise are of concern to the Grants Officer may be the basis for a decision by the Grants Officer to terminate the Cooperative Agreement, require the return to the Government of funds paid to the recipient, require a new audit or the establishment of special funds control procedures by the recipient, or any other action available by law to the Grants Officer. (i) Financial Reporting
1) The Recipient shall submit a “Federal Financial Report” (SF-425) on a monthly basis. Reports are due no later than the 10th calendar day of every month, or the next business day when the 10th calendar day is on a weekend or holiday, through the duration of this ESCA. A final SF-425 shall be submitted within 90 days after the expiration date of the award.
2) Financial reports shall be submitted to the Government’s Project Manager.
4. CLAIMS, DISPUTES, AND APPEALS
(a) General
Parties shall communicate with one another in good faith and in a timely and cooperative manner when raising issues under this Cooperative Agreement. Department of Defense policy is to resolve issues through discussions and mutual agreement at the Grants Packet Page 472
11 Officer’s level, either through unassisted negotiations or through a mutually agreeable means of Alternative Dispute Resolution, whenever possible.
(b) Claims Resolution Process
When a claim cannot be resolved by the parties, the parties agree to use the procedures identified in 32 CFR part 22.815 as the administrative process to resolve claims, disputes and appeals. Under 32 CFR part 22.815, a recipient’s claim must: (1) be submitted in writing; (2) specifying the nature and basis for the relief requested; and (3) include all data that supports the claim. Claims by a DoD component to a recipient shall be the subject of a written decision by a Grants Officer. Within 60 calendar days of receipt of a written claim, the Grants Officer shall either: (1) prepare a written decision; or (2) notify the Recipient of a specific date when he or she will render a written decision if more time is required to do so. The decision of the Grants Officer is final. The recipient has the right to appeal the decision to the Grant Appeal Authority within 90 days of receiving the decision.
Particulars concerning the appeal process are specified in Department of Defense Directive 3210.06, 32 CFR part 22.815(e), and Army Appeals Authority AFARS 5133.9001 (Grant and Cooperative Agreement Claims, Disputes and Appeals).
5. CLOSEOUT
Closeout, subsequent adjustments, continuing responsibilities, and collection of amounts due are subject to the requirements at 2 CFR parts 200.344 and 200.345.
6. OBLIGATION OF THE PARTIES
(a) Obligations of the Recipient
1) General. In consideration of the Army’s agreement to provide funds in accordance with the terms of this Agreement, the Recipient assumes the responsibility for the performance of Environmental Services in accordance with and subject to the terms of this Agreement. The parties hereto acknowledge that the performance of the
Environmental Services is intended to satisfy the Army’s responsibilities under CERCLA with respect to the Environmental Services performed. The Army will provide oversight as described in this Agreement to ensure such satisfaction of CERCLA.
2) Notice of a Complaint. The Recipient shall provide the Army notice as soon as possible, but no later than seven (7) calendar days after receiving notice of a claim by federal, state, or local regulators, or other third parties, of the existence of any environmental condition that suggests an action is necessary for which the Army is responsible under this Agreement. If the Recipient is served with a complaint or written notice of a claim by the federal, state or local regulators, or Packet Page 473
12 other third parties, the Recipient shall provide the Army with a copy of such document no later than seven (7) calendar days following service of such document.
3) Indemnification / Limited Waiver of Statutory Rights. In consideration of the funds available under this Agreement and the other terms of this Agreement, including, without limitation, Army’s obligations hereunder, and to the extent authorized by applicable law, Recipient agrees that it shall, upon the execution of this Agreement, indemnify the Army for:
(i) Any response cost claims for activities required to be performed or action taken by the Recipient as part of the Environmental Services.
(ii) All costs associated with remediation of new pollution conditions caused by the Recipient, Recipient’s
successors, or contractors.
(iii) All personal injury or property damage claims to the extent caused by the Recipient or its contractors in the course of performing the Environmental Services.
(iv) All natural resource injuries pertaining to releases of hazardous substances, pollutants or contaminants but
only to the extent that such damages were caused or
contributed to by the actions of the Recipient in the
course of performing or in the performance of the
Environmental Services.
(v) All costs associated with additional remediation as a result of a change in land use at the time of the execution of this Agreement.
(vi) All costs associated with or arising from any negligent acts or omissions or willful misconduct of the Recipient in the course of performing or in the performance of the
Environmental Services.
(vii) Access. The Recipient shall promptly provide the Army and any officially concerned Government agency with all rights to access any areas owned by the Recipient
pursuant to environmental response access rights
reserved by the Army in the transfer documents.
(viii) Public Participation. The Recipient shall be responsible for meeting any public participation requirements under CERCLA.
(ix) Covenant Not to Sue. The Recipient covenants not to sue and hereby waives any potential claims against the
Army for consequential damages related to performance
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13 delays caused by the Army’s performance of, or failure to perform, investigations or remediation activities.
(b) Obligations of the Army
1) Payment. The Army is obligated to pay the sums in the amounts and in accordance with and subject to the procedures provided for in this Agreement.
2) Oversight of the ESCA Implementation. The Recipient will provide copies of the deliverables as listed in the TSRS.
3) Army Approval. Wherever the terms of this Agreement provide for approval or concurrence by the Army, such approval or concurrence shall not be unreasonably withheld or delayed, and, at minimum, shall be provided within approval timelines under this Agreement.
7. SUCCESSORS AND ASSIGNS
The Recipient shall remain liable for performing its obligations under this Agreement. Nothing in this Agreement shall be construed to authorize the Recipient to assign any of its responsibilities or obligations under this Agreement to a third party or make any subsequent owners or occupants approved assigns without the prior written consent of the Army and the Recipient. All obligations and covenants made by the parties under this Agreement will bind and inure any successors and permitted assigns of the respective parties, whether or not expressly assumed by such successors or assigns.
8. SEVERABILITY
If any provision of this Agreement is held invalid, the remainder of the Agreement will continue in force and effect to the extent not inconsistent with such holding.
9. NO WAIVER OF BREACH
A party shall not be deemed to have waived any material provision of this Agreement upon failure to enforce any breach and no “course of conduct” shall be considered to be such a waiver.
10. CONFLICT OF INTEREST
The Recipient shall ensure that its employees are prohibited from using their positions for a purpose that is or gives the appearance of being motivated by a desire for private gain for themselves or others.
11. CHANGE OF CIRCUMSTANCES
Each party will promptly notify the other party of any legal impediment, change of circumstances, pending litigation, or any other event or condition that may adversely affect such party’s ability to carry out any of its obligations under this Agreement.
12. OFFICIALS NOT TO BENEFIT
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14 The Recipient acknowledges that no member or delegate to the United States Congress, or resident Commissioner, shall be permitted to share in any part of this Agreement or receive any benefit that may arise therefrom.
13. SITE VISITS
The Grants Officer, or authorized representatives, has the right at all reasonable times, with reasonable notice, to make site visits to review the Environmental Services and to provide technical assistance as may be required. All site visits and evaluations shall be performed in such a manner as will not unduly interfere with or delay the Recipient’s performance of the Environmental Services.
14. TERMINATION
(a) This award may be terminated in whole or in part as follows:
1) Unilaterally by the Federal Government. We will provide a notice of termination if we unilaterally terminate this award in whole or in part, which we may do for any of the following reasons:
(i) Your material failure to comply with the award terms and conditions. If we terminate the award for that reason, we will report the termination to the OMB-designated
integrity and performance system (currently SAM.gov). In accordance with 41 U.S.C. 2313, each Federal awarding
official must review and consider the information in the OMB designated integrity and performance system with
regard to any proposal or offer before awarding a grant, cooperative agreement, or contract.
(ii) The program office does not have funding for an
upcoming increment if this award is incrementally funded.
In that case, the Federal Government’s financial
obligation does not exceed the amount currently
obligated under the award.
(iii) At the convenience of the Federal Government at any time, in whole or in part, including if the award no longer advances agency priorities or the national interest.
2) By mutual agreement. With mutual agreement, we may terminate this award, in whole or in part, for any reason. In that case, you and we must agree to:
(i) The termination conditions, including the effective date; and
(ii) In the case of a partial termination, the portion to be terminated.
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15 3) Unilaterally by the recipient. You may unilaterally terminate this award, in whole or in part, by sending us written notification that states:
(i) The reasons for the termination;
(ii) The effective date; and
(iii) In the case of partial termination, the portion to be terminated. In that case, however, we may terminate the award in its entirety if we determine that the remaining portion of the award will not accomplish the purposes for which we made the award.
(b) If this award is terminated in its entirety before the end of the performance period, you must complete the closeout actions for which you are responsible under Division II, Subdivision B, paragraph 5. The due date for each action is to be measured relative to the date of termination.
(c) If this award is only partially terminated before the end of the performance period, with a reduced or modified portion of the award continuing through the end of the performance period, then closeout actions will occur at the end of the performance period as specified in Division II, Subdivision B, paragraph 5.
(d) You will continue to have all of the post closeout responsibilities that Division II, Subdivision B, paragraph 5 specifies for you if this award is wholly or partially terminated before the end of the performance period.
15. Effects of suspension or termination of the award on allowability of costs.
If we suspend or terminate this award prior to the end of the period of performance, costs resulting from obligations that you incurred:
(a) Before the effective date of the suspension or termination are allowable if:
1) You properly incurred those obligations;
2) You did not incur the obligations in anticipation of the suspension or termination;
3) In the case of termination, the costs resulted from obligations that were noncancellable after the termination; and
4) The costs would have been allowable if we had not suspended or terminated the award and it had expired normally at the end of the period of performance.
(b) During the suspension or after the termination are not allowable unless we expressly authorize them, either in the notice of suspension or termination or subsequently.
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16 16. FORCE MAJEURE
The parties shall perform the requirements of this Agreement within the schedules and time limits set forth herein unless the performance is prevented and delayed by events that constitute a Force Majeure. All deadlines hereunder and/or the date that commences a deadline shall be extended one day for each day that there is a Force Majeure event. A “Force Majeure” is defined as any event arising from causes which are not reasonably foreseeable, which are beyond the control of a party and which are not reasonably avoidable by such party and occurring without such party’s fault or negligence. Without limiting the foregoing sentence any related governmental directives or orders shall constitute a Force Majeure. If either party disputes whether an event constituting Force Majeure has occurred hereunder, the dispute resolution set forth in DIVISION III, Subdivision B may be invoked.
SUBDIVISION C: General Terms and Conditions for National Policy Requirements
NP Article I. Nondiscrimination national policy requirements. (December 2014) Section A. Cross-cutting nondiscrimination requirements. By signing this award or accepting funds under this award, you assure that you will comply with applicable provisions of the national policies prohibiting discrimination:
1. On the basis of race, color, or national origin, in Title VI of the Civil Rights Act of 1964 (42 U.S.C. 2000d et seq.), as implemented by Department of Defense (DoD) regulations at 32 CFR part 195.
2. On the basis of gender, blindness, or visual impairment, in Title IX of the Education Amendments of 1972 (20 U.S.C. 1681 et seq.), as implemented by DoD regulations at 32 CFR part 196.
3. On the basis of age, in the Age Discrimination Act of 1975 (42 U.S.C. 6101 et seq.), as implemented by Department of Health and Human Services regulations at 45 CFR part 90.
4. On the basis of disability, in the Rehabilitation Act of 1973 (29 U.S.C. 794), as implemented by Department of Justice regulations at 28 CFR part 41 and DoD regulations at 32 CFR part 56.
5. On the basis of disability in the Architectural Barriers Act of 1968 (42 U.S.C. 4151 et seq.) related to physically handicapped persons' ready access to, and use of, buildings and facilities for which Federal funds are used in design, construction, or alteration.
Section B. [Reserved]
NP Article II. Environmental national policy requirements. (December 2014) Packet Page 478
17 Section A. Cross-cutting environmental requirements. You must:
1. Comply with all applicable Federal environmental laws and regulations. The laws and regulations identified in this section are not intended to be a complete list.
2. Comply with applicable provisions of the Clean Air Act (42 U.S.C. 7401, et seq.) and Clean Water Act (33 U.S.C. 1251, et seq.).
3. Comply with applicable provisions of the Lead-Based Paint Poisoning Prevention Act (42 U.S.C. 4821-4846), as implemented by the Department of Housing and Urban Development at 24 CFR part
35. The requirements concern lead-based paint in buildings owned by the Federal Government or housing receiving Federal assistance.
4. Immediately identify to us, as the Federal awarding agency, any potential impact that you find this award may have on:
a. The quality of the “human environment”, as defined in 40 CFR 1508.14, including wetlands; and provide any help we may need to comply with the National Environmental Policy Act (NEPA, at 42 U.S.C. 4321 et seq.), the regulations at 40 CFR 1500-1508, and E.O. 12114, if applicable; and assist us to prepare Environmental Impact Statements or other
environmental documentation. In such cases, you may take no action that will have an environmental impact (e.g., physical disturbance of a site such as breaking of ground) or limit the choice of reasonable alternatives to the proposed action until we provide written notification of Federal compliance with NEPA or E.O. 12114.
b. Flood-prone areas and provide any help we may need to comply with the National Flood Insurance Act of 1968, as amended by the Flood Disaster Protection Act of 1973 (42 U.S.C. 4001 et seq.), which require flood insurance, when available, for federally assisted construction or acquisition in flood-prone areas.
c. A land or water use or natural resource of a coastal zone that is part of a federally approved State coastal zone management plan and provide any help we may need to comply with the Coastal Zone Management Act of 1972 (16 U.S.C. 1451, et seq.) including preparation of a Federal agency Coastal Consistency Determination.
d. Coastal barriers along the Atlantic and Gulf coasts and Great Lakes' shores and provide help we may need to comply with the Coastal Barrier Resources Act (16 U.S.C. 3501 et seq.), concerning preservation of barrier resources.
e. Any existing or proposed component of the National Wild and Scenic Rivers system and provide any help we may need to Packet Page 479
18 comply with the Wild and Scenic Rivers Act of 1968 (16 U.S.C. 1271 et seq.).
f. Underground sources of drinking water in areas that have an aquifer that is the sole or principal drinking water source and in wellhead protection areas, and provide any help we may need to comply with the Safe Drinking Water Act (42 U.S.C. 300f et seq.).
5. You must comply fully with the Endangered Species Act of 1973, as amended (ESA, at 16 U.S.C. 1531 et seq.), and implementing regulations of the Departments of the Interior (50 CFR parts 10-24) and Commerce (50 CFR parts 217-227). You also must provide any help we may need in complying with the consultation requirements of ESA section 7 (16 U.S.C. 1536) applicable to Federal agencies or any regulatory authorization we may need based on the award of this grant. This is not in lieu of responsibilities you have to comply with provisions of the Act that apply directly to you as a U.S. entity, independent of receiving this award.
6. You must fully comply with the Marine Mammal Protection Act of 1972, as amended (MMPA, at 16 U.S.C. 1361 et seq.) and provide any assistance we may need in obtaining any required MMPA permit based on an award of this grant.
Section B. [Reserved]
NP Article IV. Other National Policy Requirements. (December 2014) Section A. Cross-cutting requirements.
1. Debarment and suspension. You must comply with requirements regarding debarment and suspension in Subpart C of 2 CFR part 180, as adopted by DoD at 2 CFR part 1125. This includes requirements concerning your principals under this award, as well as requirements concerning your procurement transactions and subawards that are implemented in PROC Articles I through III and SUB Article II.
2. Drug-free workplace. You must comply with drug-free workplace requirements in Subpart B of 2 CFR part 26, which is the DoD implementation of 41 U.S.C. chapter 81, “Drug-Free Workplace.”
3. Lobbying.
a. You must comply with the restrictions on lobbying in 31 U.S.C. 1352, as implemented by DoD at 32 CFR part 28, and submit all disclosures required by that statute and regulation.
b. You must comply with the prohibition in 18 U.S.C. 1913 on the use of Federal funds, absent express Congressional authorization, to pay directly or indirectly for any service, advertisement or other Packet Page 480
19 written matter, telephone communication, or other device intended to influence at any time a Member of Congress or official of any government concerning any legislation, law, policy, appropriation, or ratification.
c. If you are a nonprofit organization described in section 501(c)(4) of title 26, United States Code (the Internal Revenue Code of 1968), you may not engage in lobbying activities as defined in the Lobbying Disclosure Act of 1995 (2 U.S.C., chapter 26). If we determine that you have engaged in lobbying activities, we will cease all payments to you under this and other awards and terminate the awards unilaterally for material failure to comply with the award terms and conditions.
4. Officials not to benefit. You must comply with the requirement that no member of Congress shall be admitted to any share or part of this award, or to any benefit arising from it, in accordance with 41 U.S.C. 6306.
5. Hatch Act. If applicable, you must comply with the provisions of the Hatch Act (5 U.S.C. 1501-1508) concerning political activities of certain State and local government employees, as implemented by the Office of Personnel Management at 5 CFR part 151, which limits political activity of employees or officers of State or local governments whose employment is connected to an activity financed in whole or part with Federal funds.
6. Native American graves protection and repatriation. If you control or possess Native American remains and associated funerary objects, you must comply with the requirements of 43 CFR part 10, the Department of the Interior implementation of the Native American Graves Protection and Repatriation Act of 1990 (25 U.S.C., chapter 32).
7. Historic preservation. You must identify to us any:
a. Property listed or eligible for listing on the National Register of Historic Places that will be affected by this award, and provide any help we may need, with respect to this award, to comply with Section 106 of the National Historic Preservation Act of 1966 (54 U.S.C. 306108), as implemented by the Advisory Council on Historic Preservation regulations at 36 CFR part 800 and E.O. 11593, “Identification and Protection of Historic Properties,” [3 CFR, 1971-1975 Comp., p. 559]. Impacts to historical properties are included in the definition of “human environment” that require impact assessment under NEPA (See NP Article II, Section A).
b. Potential under this award for irreparable loss or destruction of significant scientific, prehistorical, historical, or archeological Packet Page 481
20 data, and provide any help we may need, with respect to this award, to comply with the Archaeological and Historic
Preservation Act of 1974 (54 U.S.C. chapter 3125).
8. Pro-Children Act.
You must comply with applicable restrictions in the Pro-Children Act of 1994 (Title 20, Chapter 68, subchapter X, Part B of the U.S. Code) on smoking in any indoor facility:
a. Constructed, operated, or maintained under this award and used for routine or regular provision of kindergarten, elementary, or secondary education or library services to children under the age of 18.
b. Owned, leased, or contracted for and used under this award for the routine provision of federally funded health care, day care, or early childhood development (Head Start) services to children under the age of 18.
9. Trafficking in persons. You must comply with requirements concerning trafficking in persons specified in the award term at 2 CFR 175.15(b), as applicable.
10. Whistleblower protections. You must comply with 10 U.S.C. 2409, including the:
a. Prohibition on reprisals against employees disclosing certain types of information to specified persons or bodies; and b. Requirement to notify your employees in writing, in the predominant native language of the workforce, of their rights and protections under that statute.
Section B.
1. Build America, Buy America Act. You must comply with requirements concerning Buy America Preference specified in the award term at 2 CFR 184.4, as applicable.
2. Prohibition On Certain Telecommunications and Video
Surveillance Services or Equipment. You must comply with requirements concerning prohibition on certain telecommunications and video surveillance services or equipment specified in the award term at 2 CFR 200.216 and 200.471, as applicable.
3. Davis-Bacon Act. You must comply with the Davis-Bacon Act on environmental remediation construction subject to the
Comprehensive Environmental Response, Compensation, and Liability Act of 1980, as applicable.
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ATTACHMENT A
TECHNICAL SPECIFICATIONS AND REQUIREMENTS STATEMENT
1.0 INTRODUCTION
The Recipient (City of Seaside) shall execute this Technical Specifications and Requirements Statement (TSRS) in accordance with the Environmental Services Cooperative Agreement (ESCA) issued under the authority of 10 United States Code (U.S.C.) §2701(d), Defense Environmental Restoration Program (DERP). Tasks identified as optional shall proceed only upon mutual agreement of the parties regarding the applicable scope, schedule, and cost, followed by written authorization from the Grants Officer.
The services described herein pertain to per- and polyfluoroalkyl substances (PFAS) in soil at areas within the former Fort Ord, California associated with past Army activities, specifically:
1. Site 10
2. Former Nurses’ Barracks to include:
a. Mobile home development area; and
b. Seaside open space and park.
3. Main Garrison Fire Station to include:
a. Main Garrison Fire Station footprint; and
b. Area north of the Main Garrison Fire Station.
Collectively, these sites are referred to as “the Redevelopment Sites,” and shown in Figures 1a and 1b.
The Army is currently conducting a broader PFAS Remedial Investigation (RI) at former Fort Ord under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA), 42 U.S.C. §9601 et seq., consistent with the Fort Ord Federal Facility Agreement (FFA). The Army shall remain the Lead Agency under CERCLA.
Remedial Investigation, Feasibility Study, CERCLA decision-making and documentation, and remedy implementation are guided by the Fort Ord FFA as well as U.S. Army and U.S. Environmental Protection Agency guidance.
This ESCA is intended to support timely reuse and redevelopment of the associated parcels by advancing a targeted, soil-focused evaluation and decision process for PFAS at these Redevelopment Sites. The work performed under this ESCA shall remain consistent with, and support, the Army’s responsibilities under CERCLA and the FFA.
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This ESCA is structured as a soil-only, Redevelopment Site-specific carve-out of the broader PFAS RI and is intended to:
• Evaluate PFAS in soil within the Redevelopment Sites to depths necessary to support the planned redevelopment, up to approximately 35 feet below ground surface; and
• Support an appropriate CERCLA decision for PFAS in soil within the Redevelopment Sites, based on investigation and risk-evaluation results, using the applicable CERCLA pathway and documentation. Response actions or management measures will be evaluated if warranted by those results.
This ESCA does not replace or supersede the Army’s broader PFAS RI and shall not be interpreted as resolving sitewide PFAS conditions, particularly with respect to groundwater.
2.0 OBJECTIVES
The objectives of this ESCA are to:
1. Define the nature and extent of PFAS in soil to the depth of the planned redevelopment (up to approximately 35 feet below ground surface) at the Redevelopment Sites;
2. Evaluate potential current and future human exposure to PFAS in soil;
3. Determine whether soil conditions warrant response actions or management measures to support redevelopment;
4. Support development of an appropriate CERCLA decision for PFAS in soil within the Redevelopment Sites, based on investigation and risk-evaluation results, using the applicable CERCLA pathway and documentation. Response actions or management measures will be evaluated if warranted by those results;
5. Document investigation and any response or remediation activities conducted within the Redevelopment Sites; and
6. Ensure technical consistency with the Army-led sitewide PFAS investigation.
3.0 SCOPE BOUNDARIES AND ASSUMPTIONS
3.1 Scope Boundaries
The scope of this ESCA is limited to PFAS in soil within the Redevelopment Sites.
The following apply:
• Groundwater investigation, monitoring, and remedy selection remain under the sitewide Fort Ord PFAS RI and are excluded from this ESCA; Packet Page 484
• All work shall be consistent with the sitewide PFAS investigation, including but not limited to, analytical methods, analyte list, and QA/QC requirements; • This ESCA supports CERCLA decision-making for the Redevelopment Sites only and shall not be interpreted as resolving broader PFAS conditions at former Fort Ord;
• The Army retains responsibility under CERCLA and the Fort Ord FFA for sitewide PFAS evaluation and decision-making; and
• Investigations for soil contamination other than PFAS, and munitions response, have been completed under CERCLA. These decisions will not be revisited by this ESCA.
3.2 Key Assumptions
• No groundwater field investigation is included in this ESCA; • The detailed soil investigation approach, including the number, location, and depth of borings, shall be refined and documented through the Sampling and Analysis Plan based on existing data, redevelopment requirements, and sitespecific conditions; • Existing Army data and Conceptual Site Models (CSMs) may be relied upon; • The Army shall lead coordination with regulatory agencies in collaboration with the City of Seaside; Recipient support shall be provided, as needed; Regulatory review cycles shall be conducted consistent with the Fort Ord FFA and standard CERCLA review processes;
• The Army shall lead community relations for its CERCLA activities at Fort Ord, including related tasks under this ESCA;
• The Army remains the CERCLA Lead Agency and retains responsibility for CERCLA decision-making under the Fort Ord FFA, including remedy selection and approval of the applicable CERCLA decision document. The Army and Recipient shall coordinate in developing reasonably anticipated future land use assumptions and evaluating remedial alternatives, including consideration of the Recipient's planned redevelopment and other relevant land-use information. The Recipient's performance under this ESCA supports the Army's execution of its CERCLA responsibilities and does not transfer Lead Agency status or CERCLA decision-making authority to the Recipient;
• Remedy implementation is not assumed at the outset. If warranted by the CERCLA decision, implementation activities may be performed through Packet Page 485
applicable optional tasks upon mutual agreement regarding scope, schedule, and cost and written authorization by the Grants Officer.
• The Army will make available existing PFAS analytical data and pertinent documents in its possession in available electronic formats. The Recipient is responsible for compilation, review, and evaluation of information necessary to perform the work under this ESCA.
4.0 PERFORMANCE STANDARDS
The Recipient shall furnish all labor, materials, equipment, and services necessary to complete the tasks described herein. Performance will be evaluated based on submission and acceptance of the applicable deliverables by the Grants Officer or designee.
Task 1 shall constitute the initial performance objective and sequencing gate for subsequent work. Subsequent tasks shall be performed in accordance with the sequencing and authorization requirements established in this TSRS and the ESCA.
Task pricing and payment shall be administered in accordance with Section 7.0.
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Table 1 – Performance Requirements Summary
Task Performance Objective Performance Standard Deliverable Task 1.1 Project Planning & Coordination Accepted Technical Approach Memorandum documenting the
data review, execution approach,
sequencing, coordination,
assumptions, and recommended
investigation approach, followed
by an accepted Sampling and
Analysis Plan defining the
detailed scope and technical
requirements for Task 2.1.
Technical Approach
Memorandum; Sampling and
Analysis Plan
Task 1.2 Construction Support Plan Accepted Construction Support Plan addressing soil sampling
and potential future excavation
activities at the Former Nurses'
Barracks and Seaside Open
Space and Park.
Construction Support Plan
Task 2.1 Redevelopment Areas Soil
Investigation (Varied Depths)
Complete soil investigation across
the Redevelopment Sites in
accordance with the accepted
Sampling and Analysis Plan, with
targeted borings based on
planned grading depths,
infrastructure, existing data, and
site-specific conditions.
Investigation data summarized
under Task 2.2
Task 2.2 Field Investigation Report Accepted Field Investigation Report documenting and
evaluating the investigation
performed under Task 2.1 and
identifying whether additional
Field Investigation Report
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delineation under Task 2.3 is
warranted.
Task 2.3
(Option)
Additional Redevelopment Areas Soil
Investigation/Delineation
If warranted by investigation
results and authorized, perform
additional soil investigation
necessary to further delineate the
horizontal or vertical extent of
PFAS in soil.
Investigation results
incorporated into the RI/FS
under Task 4.1
Task 3.1
(Option)
Materials Removal Plan If limited materials removal is
warranted during the RI field effort
and authorized, prepare an
accepted plan defining the scope,
methods, sequencing, handling,
and applicable disposal
requirements for the work.
Materials Removal Plan
Task 3.2
(Option)
Materials Removal During
Investigation
If authorized, perform limited
materials removal in accordance
with the accepted Materials
Removal Plan and applicable
requirements.
Activities documented under
Task 3.3
Task 3.3
(Option)
Materials Removal Completion
Report
Accepted report documenting
materials removal performed
under Task 3.2, including
quantities, locations, disposition,
and other applicable completion
information.
Materials Removal Completion
Report
Task 4.1 Remedial Investigation / Feasibility
Study
Accepted RI documentation
evaluating relevant investigation
results and potential current and
future human exposure and risk.
If further remedial evaluation is
warranted based on the
Remedial Investigation /
Feasibility Study
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investigation and risk evaluation,
develop and evaluate remedial
alternatives through an FS, as
applicable, to support Army
CERCLA decision-making for
PFAS in soil at the
Redevelopment Sites.
Task 4.2 CERCLA Decision Support Provide technical support for development of the Army's
CERCLA decision for PFAS in
soil at the Redevelopment Sites,
including support for preparation
of the Proposed Plan, response to
regulatory and public comments,
and development of the
applicable CERCLA decision
document. The Army remains the
CERCLA Lead Agency and
retains remedy-selection and
decision-document approval
authority.
CERCLA decision-support
materials, including Draft
Proposed Plan and draft
decision-document materials,
as applicable
Task 4.3
(Option)
Remediation Design and
Implementation Plan
If implementation under the ESCA
is warranted by the Army's
CERCLA decision and
authorized, prepare an accepted
Remedial Design and
Implementation Plan consistent
with the remedy selected in the
applicable CERCLA decision
document.
Remedial Design and
Implementation Plan
Task 4.4
(Option)
Remediation Implementation If authorized, implement the selected remedy in accordance
with the Army's CERCLA decision
Remedial activities documented
under Task 4.5
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document and accepted
Remedial Design and
Implementation Plan.
Task 4.5
(Option)
Remedial Action Completion Report Accepted report documenting remedial activities performed
under Task 4.4 and completion of
the authorized work consistent
with the applicable CERCLA
decision and implementation
requirements.
Remedial Action Completion
Report
Task 5 (Option) Offsite Disposal If required by authorized materials removal or remedy
implementation, transport and
dispose of PFAS-impacted
material in accordance with
applicable requirements and the
Government-accepted disposal
pathway.
Disposal documentation
incorporated into the applicable
Materials Removal Completion
Report or Remedial Action
Completion Report
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5.0 TASK DESCRIPTIONS
Task 1.1 – Project Planning and Coordination
Objective: Define the approach for executing the requirements of this TSRS, including sequencing, coordination, and execution assumptions. Develop understanding of PFAS conditions at the Redevelopment Sites. Refine the detailed scope of the Redevelopment Areas Soil Investigation (Task 2.1)
Includes:
• Coordination and discussion with Army and, as needed, regulatory agencies, on regulatory framework, documentation, and general scope and understanding of process and regulatory requirements;
• Compilation and review of available Army PFAS PA, SI, Draft RI/QAPP, existing CSMs, and other pertinent documents;
• Identification of data gaps;
• Development/refinement of site-specific CSMs;
• Preparation of a Technical Approach Memorandum documenting the data review, execution approach, sequencing, assumptions, and recommended investigation approach; and
• Preparation of a Sampling and Analysis Plan defining the detailed scope and technical requirements for Task 2.1.
The Sampling and Analysis Plan shall refine the investigation approach within the bounds of this TSRS and shall not expand the scope of work or introduce new work elements without prior written Government authorization.
Task 1.2 – Construction Support Plan
Establish requirements necessary to safely support intrusive investigation and potential future excavation within areas subject to Military Munitions Response Program (MMRP) land use controls. This task includes preparation of an accepted Construction Support Plan, consistent with applicable MMRP land use controls, addressing soil sampling and potential future excavation activities within the Former Nurses' Barracks and Seaside Open Space and Park.
The Construction Support Plan shall be completed and accepted prior to applicable intrusive activities within these areas.
Task 2.1 – Redevelopment Areas Soil Investigation (Varied Depths) Objective: Characterize PFAS in soil to support decision-making for the Redevelopment Sites.
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Includes:
• Targeted soil investigation for each of the Redevelopment Areas (1 through 5) • Laboratory analysis consistent with Army RI QAPP and other pertinent documents; • Management and disposal of investigation-derived soil/spoils generated during Task
2.1, as identified in the accepted Sampling and Analysis Plan and consistent with applicable requirements; and
• Construction support and associated documentation/reporting during field investigation activities, as applicable, in accordance with the accepted Construction Support Plan.
Task 2.2 – Field Investigation Report
Objective: Document and evaluate PFAS conditions in soil to support decision-making for the Redevelopment Sites.
Includes:
• Preparation of an accepted Field Investigation Report documenting the investigation performed under Task 2.1;
• Evaluation of investigation results relative to the applicable CSMs and identified data needs; and
• Identification of whether additional investigation or delineation under Task 2.3 is warranted.
Task 2.3 (Option) – Additional Redevelopment Areas Soil Investigation/Delineation Objective: Perform additional investigation, if warranted based on the initial investigation results, to further delineate the horizontal or vertical extent of PFAS in soil as necessary to support completion of the RI/FS and Army CERCLA decision-making.
Includes:
• Additional targeted soil investigation, as warranted and authorized; • Laboratory analysis consistent with Army PFAS RI QAPP and other applicable requirements; and
• Incorporation of resulting data into the RI/FS under Task 4.1.
Task 3.1 (Option) – Materials Removal Plan
Develop the approach for limited materials removal associated with the RI field effort, if warranted based on investigation results and authorized. This task includes preparation of Packet Page 492
an accepted Materials Removal Plan defining the scope, methods, sequencing, handling, and disposal requirements.
Task 3.2 (Option) – Materials Removal During Investigation Perform limited removal of materials identified during the RI field effort where such removal is appropriate to facilitate the investigation or address discrete soil conditions, if warranted and authorized.
Includes:
• Removal of authorized surface materials (e.g., asphalt) and shallow soil in accordance with the accepted Materials Removal Plan.
• Management and disposal of removed materials in accordance with applicable requirements and the Government-accepted disposal pathway; and • Construction support and associated documentation/reporting during authorized materials-removal activities, as applicable, in accordance with the accepted Construction Support Plan.
Activities performed under this task shall be documented under Task 3.3.
Task 3.3 (Option) – Materials Removal Completion Report Document materials removal completed under Task 3.2. This task includes preparation of an accepted Materials Removal Completion Report documenting the work performed, including removal locations, quantities, material disposition, and other applicable completion information.
Task 4.1 – Remedial Investigation / Feasibility Study
Objective: Evaluate potential current and future exposure and risk associated with PFAS in soil and, if the investigation determines that further remedial evaluation is warranted, develop and evaluate remedial alternatives to support Army CERCLA decision-making.
The risk evaluation will include:
• Assessment and evaluation of all data collected during the course of this investigation (Tasks 2.1 and 2.3);
• Consideration of migration pathways;
• Worker exposure evaluation;
• Evaluation of reasonably anticipated future land use, including planned redevelopment identified in coordination with the Recipient; • Evaluation of redevelopment disturbance scenarios.
The remedial alternatives evaluation will include:
• No further action;
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• Soil management during construction;
• Limited excavation/removal;
• Engineered cover or hardscape maintenance;
• Land use controls, including activity restrictions or use provisions, if warranted.
If the RI determines that the Redevelopment Sites are protective of human health and the environment and no remedial action is warranted, the Army may proceed with the applicable CERCLA decision documentation without completing an FS. If further remedial evaluation is warranted, the Recipient shall complete the FS and associated alternatives evaluation in accordance with applicable CERCLA requirements.
If an FS is warranted, remedial alternatives shall be developed and evaluated considering the reasonably anticipated future land use and planned redevelopment, as appropriate, to support the Army's evaluation and selection of an appropriate remedial alternative, if any.
The RI/FS does not itself constitute the applicable CERCLA decision documentation or select the remedy.
Task 4.2 – CERCLA Decision Support
Support development of the Army's CERCLA decision for PFAS in soil at the Redevelopment Sites. This task includes:
• Support preparation of the Proposed Plan;
• Support regulatory coordination and response to comments; • Support the public participation process, as applicable; • Support preparation of responses to public comments; and • Support development of the applicable CERCLA decision document.
The Army remains the CERCLA Lead Agency and retains responsibility for remedy selection and approval of the applicable CERCLA decision document.
Task 4.3 (Option) – Remedial Design and Implementation Plan If implementation through the ESCA is warranted by the Army's CERCLA decision and authorized, develop the design and implementation requirements for the selected remedy.
Includes:
• Preparation of an accepted Remedial Design and Implementation Plan consistent with the remedy selected in the applicable CERCLA decision document; • Design and implementation requirements for applicable remedial components; and Packet Page 494
• Requirements for institutional controls, land use controls, engineering controls, excavation, disposal, or other measures included in the selected remedy, as applicable.
Task 4.4 (Option) – Remediation Implementation
Implement the remedy selected in the Army's CERCLA decision document, if authorized for performance under this ESCA.
Includes:
• Implementation of the selected remedy in accordance with the applicable CERCLA decision document and accepted Remedial Design and Implementation Plan; • Implementation of institutional controls, land use controls, engineering controls, or other remedial components selected as part of the remedy, as applicable; • Management and disposal of materials generated during implementation in accordance with applicable requirements and the Government-accepted disposal pathway; and
• Construction support and associated documentation/reporting, as applicable, in accordance with the accepted Construction Support Plan.
Activities performed under this task shall be documented under Task 4.5.
Task 4.5 (Option) – Remedial Action Completion Report
Document completion of remedial activities performed under Task 4.4.
Includes:
• Preparation of an accepted Remedial Action Completion Report documenting remedial activities performed under the ESCA; and
• Documentation of implementation of applicable institutional controls, land use controls, engineering controls, or other components of the selected remedy Task 5 (Option)– Offsite Disposal of Material
Offsite disposal may be required if material generated through authorized materials removal or remedy implementation cannot be disposed of at the Fort Ord Landfill or another Government-accepted onsite disposal pathway.
For planning purposes, offsite disposal of up to approximately 2,000 cubic yards is anticipated. Actual quantities will depend on the scope of authorized materials removal or remedy implementation and applicable disposal requirements.
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If warranted, this task shall proceed upon mutual agreement regarding the applicable scope, quantity, schedule, and price, followed by written authorization from the Grants Officer. Offsite disposal shall be performed in accordance with applicable requirements and the Government-accepted disposal pathway.
6.0 DELIVERABLES
Deliverables shall include:
1. Technical Approach Memorandum
2. Sampling and Analysis Plan
3. Construction Support Plan
4. Field Investigation Report
5. Materials Removal Plan (Optional)
6. Materials Removal Completion Report (Optional)
7. Remedial Investigation / Feasibility Study
8. CERCLA decision-support materials, including Proposed Plan and decisiondocument support materials, as applicable
9. Remedial Design and Implementation Plan (Optional)
10. Remedial Action Completion Report (Optional)
The Recipient and the Government will coordinate to minimize unnecessary interim drafts of the above documents while providing for appropriate Government and regulatory review.
Unless otherwise specified for a particular deliverable, document preparation shall include preliminary draft, draft, draft-final, and final versions, including response-to-comment documentation and revisions necessary to address Government and regulatory comments within the scope of the applicable deliverable. The preliminary draft shall be provided for Government review prior to issuance of the draft for regulatory review.
7.0 PAYMENT STRUCTURE
This ESCA shall be administered on a cost reimbursement basis. Payments shall be made upon submission and acceptance of each performance objective as identified in Table 1.
Task pricing is based on the agreed scope and assumptions established in this TSRS and supporting cost documentation. Funding for this ESCA may be obligated in stages, consistent with project requirements and available funding.
Task 1 shall constitute the initial performance objective and shall be completed and accepted prior to initiation of subsequent tasks, unless otherwise authorized by the Grants Officer. Prior to authorization of subsequent work, the parties will coordinate, as appropriate, to confirm the applicable scope, sequencing, schedule, assumptions, and available funding based on information developed through preceding tasks.
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If information developed during planning or execution identifies conditions or requirements that materially differ from the established assumptions and materially affect the authorized work, the Recipient shall promptly notify the Government. The parties will coordinate to determine whether adjustment to the affected scope, schedule, or price is warranted. Any agreed adjustment shall be incorporated through bilateral modification, as appropriate.
All project management, coordination, and regulatory interaction necessary to perform an authorized task are included within each task and shall not be separately reimbursable unless expressly authorized by written modification to this ESCA. Regulatory reimbursement costs will be the sole responsibility of the Government.
Tasks identified as optional shall proceed only upon mutual agreement of the parties regarding the applicable scope, schedule, and price, followed by written authorization from the Grants Officer. Pricing for optional tasks shall be established in the ESCA or through bilateral modification, as applicable.
8.0 COORDINATION
The Recipient shall coordinate with:
• U.S. Army and BRAC representatives;
• Regulatory agencies under the Fort Ord FFA (with coordination led by the Army); • Redevelopment entities.
Coordination shall include integration with the Army’s sitewide PFAS investigation, including the RI/QAPP and other pertinent documents, to ensure technical consistency across the Fort Ord PFAS program.
Unresolved issues affecting performance of the ESCA shall be elevated through the appropriate Recipient and Army/BRAC representatives. Regulatory coordination concerning ESCA scope, CERCLA requirements, or Army decision-making shall be led by the Army, with Recipient participation as appropriate. Conditions or requirements identified during performance that materially affect authorized work shall be addressed in accordance with the modification provisions of Section 7.
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ATTACHMENT B
CLINS AND COST BREAKDOWN
Unit of
CLIN Description Budget Measure
0001 Project Planning & Coordination JOB
0002 Construction Support Plan
JOB
0003 Redevelopment Areas Soil
Investigation (Varied Depths
JOB
0004 Field Investigation Report JOB
0005 Additional Redevelopment Areas Soil
Investigation/Delineation
JOB
0006 Materials Removal Plan JOB
0007
Materials Removal During
Investigation JOB
0008
Materials Removal Completion
Report JOB
0009 Remedial Investigation / Feasibility
Study
JOB
0010 CERCLA Decision Support
0011 Remediation Design and
Implementation Plan 0012 Remediation Implementation
0013 Offsite Disposal
TOTAL TBD
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CERTIFICATIONS REGARDING LOBBYING; DEBARMENT,
SUSPENSION AND OTHER RESPONSIBILITY MATTERS;
AND DRUG-FREE WORKPLACE REQUIREMENTS FOR
COOPERATIVE AGREEMENTS
Applicants should refer to the regulations cited below to determine the certification which they are required to attest. Applicants should also review the instructions for certification included in the regulations before completing this form. Signature of this form provides for compliance with certification requirements under: 32 CFR Part 28, “New Restrictions on Lobbying”; 2 CFR Part 180, “OMB Guidelines on to Agencies on Government-wide Debarment and Suspension (NonProcurement”, as implemented by the Department of Defense in 2 CFR Part 1125; and 32 CFR Part 26, “Government-wide Requirements for Drug Free Workplace (Financial Assistance)”. The certifications will be treated as a material representation of fact upon which reliance will be placed when determining award of the cooperative
agreement.
1. LOBBYING
The undersigned certifies, to the best of his or her knowledge and belief, that:
(1) No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement.
(2) If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or
employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall
complete and submit Standard Form-LLL, “Disclosure of Lobbying Activities,” in accordance with its instructions.
(3) The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly.
This certification is a material representation of fact upon which reliance Packet Page 499
was placed when this transaction was made or entered into.
Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352,
title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.
2. DEBARMENT, SUSPENSION, AND OTHER RESPONSIBILITY
MATTERS
(1) The applicant certifies, to the best of its knowledge and belief, that it and its
principals:
(a) Are not presently debarred, suspended, proposed for debarment, declared
ineligible, or voluntarily excluded from covered transactions by any Federal department or agency;
(b) Have not within a three-year period preceding this
application been convicted of or had a civil judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain,
or performing a public (Federal, State, or local) transaction or contract under
a public transaction; violation of Federal or State antitrust statutes; or
commission of embezzlement, theft, forgery, bribery, falsification or
destruction of records, making false statements, or receiving stolen property; (c) Are not presently indicted for or otherwise criminally or civilly charged by a government entity (Federal, State, or local) with commission of any of the offenses enumerated in paragraph (1)(b) of this certification; and (d) Have not within a three-year period preceding this
application had one or
more public transactions (Federal, State, or local) terminated for cause or default.
(2) Where the prospective primary participant is unable to certify to any of the statements in this certification, such prospective participant shall attach an explanation to this proposal. (3) The applicant shall communicate the requirements to comply with Subpart C
of the OMB guidance in 2 CFR Part 180, as implemented by the Department of Defense in 2 CFR Part 1125, to persons at the next lower tier with whom the Recipient enters into transactions that are “covered transactions” under Subpart
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B of 2 CFR Part 180 and the DoD implementation in 2 CFR Part 1125.
3. DRUG-FREE WORKPLACE (RECIPIENTS OTHER THAN INDIVIDUALS) As required by the Subpart B of 32 CFR Part 26, which implements Sections 5151- 5160 of the Drug Free Workplace Act of 1988 (Pub. L. 100-690, Title V, Subtitle D, 41 U.S.C. § 701, et seq.)-- (1) The applicant certifies that it will or will continue to provide a drug-free workplace by:
(a) Publishing a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in the Recipient’s workplace and specifying the actions that will be taken against the employees for violation of such prohibition;
(b) Establishing an ongoing drug-free awareness program to inform
employees about:
(i) The dangers of drug abuse in the workplace;
(ii) The applicant’s policy of maintaining a drugfree workplace; (iii) Any available drug counseling, rehabilitation, and employee assistance
programs; and
(iv) The penalties that may be imposed upon employees for drug abuse violations occurring in the workplace;
(c) Making it a requirement that each employee to be engaged in the performance of the cooperative agreement be given a copy of the statement required by paragraph (a);
(d) Notifying the employee in the statement required by paragraph (a) that, as a condition of employment under the cooperative agreement, the employee will:
(i) Abide by the terms of the statement; and
(ii) Notify the employer in writing of his or her conviction for a violation of a criminal drug statute occurring in the workplace not later than five calendar days after such conviction; (e) Notifying the agency, in writing, within ten calendar days after receiving notice under subparagraph (d)(ii) from an employee or otherwise receiving actual notice of such
conviction. Employers of convicted employees must
provide notice, including position title, to every grants officer or other
designee on whose cooperative agreement activity the
convicted employee was working, unless the Federal agency has designated a central point for receipt of such notices.
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Notice shall include the identification number(s) of
the each affected cooperative agreement;
(f) Taking one of the following actions, within 30 calendar days of receiving notice under subparagraph (d)(ii), with respect to any employee who is so convicted:
(i) Taking appropriate personnel action against such an employee, up to and including termination, consistent with the requirements of the Rehabilitation Act of 1973, as
amended, or
(ii) Requiring such employee to participate satisfactorily in a drug abuse assistance or rehabilitation program approved for such purposes by a Federal, State, or local health, law enforcement, or other appropriate agency;
(g) Making a good faith effort to continue to maintain a drug-free workplace through implementation of paragraphs (a), (b), (c), (d), (e), and (f).
(2) The applicant may insert in the space provided below the site(s) for the performance of work done in connection with the specific cooperative agreement.
Place of performance:
(Street address, city, county, state, zip code)
Check if there are workplaces on file that are not identified here.
As the duly authorized representative of the applicant, I hereby certify that the applicant will comply with the above
certifications.
Name of Applicant:
___________________________________________________
Printed Name and Title of Authorized Representative
Name: Greg McDanel
Title: City Manager, City of Seaside
Signature:____________________________
Date:___________________________
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CITY OF SEASIDE
STAFF REPORT
Item No.: 10.A.
TO: City Council
FROM: Greg McDanel, City Manager
BY: Haroon Noori, Administrative Analyst II
DATE: September 17, 2026
SUBJECT: ADOPT A RESOLUTION APPROVING THE CONSOLIDATED
ANNUAL PERFORMANCE AND EVALUATION REPORT FOR THE
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FOR
FISCAL YEAR 2025-2026
RECOMMENDATION
Adopt a Resolution to:
1. Approve the FY2025-26 CAPER for the CDBG program; and
2. Authorize the City Manager or designee to submit the FY2025-26 CAPER to the U.S.
Department of Housing and Urban Development.
BACKGROUND
The City of Seaside receives federal entitlement grant funding through the U.S.
Department of Housing and Urban Development’s (HUD) Community Development Block Grant (CDBG) program. As a condition of this funding, HUD requires the City to prepare and submit a Consolidated Annual Performance and Evaluation Report (CAPER) within 90 days following the close of each program year. The CAPER serves as HUD’s primary tool for evaluating the City’s performance and documents the City’s progress in achieving the goals and objectives outlined in its Five-Year Consolidated Plan and Annual Action Plan.
DISCUSSION:
Program Year (PY) 2025, covering July 1, 2025 through June 30, 2026, represents the first year of the City’s 2025–2029 Consolidated Plan. During PY2025, the City had a total of $466,548 in CDBG resources available, consisting of $304,867 in FY2025 entitlement grant funds, $102,900 in program income, and $58,781 in prior-year CDBG funds. The City expended $424,371 during the program year.
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Item No. 10.A. Page 2 of 4
The table below summarizes the CDBG resources available and expenditures during FY2025-26:
Resources
Available
Amount
Expended
Difference
FY2025-26 CDBG Allocation +
Program Income + Prior Year
Resources
$466,548.00 $424,371.00 $42,177.00
In alignment with the strategic goals and priorities established in the 2025–2029 Consolidated Plan and 2025–2026 Annual Action Plan (AAP), the City directed CDBG resources toward public services, public facility and infrastructure improvements, accessibility improvements, and program administration. The City partnered with local nonprofit organizations and community service providers to carry out activities primarily benefiting low- and moderate-income residents and vulnerable populations.
CDBG-funded public service activities assisted 634 persons during PY2025. In addition, improvements to the Boys & Girls Clubs of Monterey County’s Seaside Clubhouse benefited 702 youth, while the City completed 24 ADA-compliant curb ramps to improve pedestrian accessibility throughout Seaside. The ADA improvements are estimated to benefit approximately 4,911 Seaside residents with disabilities.
A summary of the FY2025-26 activities and accomplishments is provided below, with additional detail included in the CAPER.
Table 1: FY2025-26 Projects and Accomplishments
Organization Service /
Project
Budget Disbursed Status # of
persons
Assisted
Public Service Activities
Girls, Inc. of
the Central
Coast
Youth
Services
$10,190.00 $10,190.00 Complete 78
Greater Victory
Temple
Youth
Services
$10,190.00 $10,190.00 Complete 74
Legal Services
for Seniors
Legal Services $10,190.00 $10,190.00 Complete 80
Meals on Senior $10,190.00 $10,190.00 Complete 335
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Item No. 10.A. Page 3 of 4
Wheels of the
Monterey
Peninsula
Services
Eden Council
for Hope and
Opportunity
Fair Housing
Activities
$10,190.00 $10,190.00 Complete 42
Gathering for
Women -
Monterey
Case
Management
– Homeless
Shelter
$10,190.00 $10,190.00 Complete 25
Capital Improvement Projects
Boys and Girls
Club of
Monterey
County
Seaside
Clubhouse -
$50,000.00 $50,000.00 Complete 702
Community
Human
Services
Casa de
Noche Buena
Facility
Improvements
$40,000.00 - Canceled N/A
City of Seaside
– Public Works
ADA Curb
Ramp
Improvements
$240,000.00 $237,847.00 Complete 24 ADA curb
ramps*
Program planning and administration
CDBG $75,384.00 $75,384.00 Complete N/A
* The ADA Curb Ramp Improvement Project completed 24 ADA-compliant curb ramps.
Because individual users cannot reasonably be tracked, HUD-provided Census Disability by Race and Ethnicity data were used to estimate that approximately 4,911 persons with disabilities benefit from the citywide accessibility improvements.
The City achieved a 100% low- and moderate-income benefit during PY2025. Public service expenditures represented 14.99% of the applicable public service cap, while planning and administration expenditures represented 13.42%, both within applicable CDBG limits.
CITIZEN PARTICIPATION AND PUBLIC OUTREACH:
The FY2025-26 CAPER was made available for a 15-day public review and comment period from September 1 through September 16, 2026. The Draft CAPER was posted on the City’s CDBG webpage and made available for public review at the following Packet Page 506
Item No. 10.A. Page 4 of 4
locations.
• Seaside City Hall
• Seaside Public Library
• Seaside Fire Station
• Oldemeyer Community Center
• Community Development Department
A notice announcing the public review period and public hearing was published in the Monterey County Weekly in both English and Spanish. The City also distributed the notice to its public contact and nonprofit agency email lists developed through the Consolidated Plan process.
The Seaside City Council is scheduled to hold a public hearing on September 17, 2026, to receive comments on the CAPER. Public comments received during the public review period and public hearing will be summarized in the final CAPER prior to submission to HUD.
FISCAL IMPACT
Approval and submittal of CAPER does not have any fiscal impact.
STRATEGIC PRIORITY
Not Applicable
ATTACHMENTS
1. Resolution
2. Seaside FY25-26 CDBG CAPER - Draft
3. PR 26 - CDBG Financial Summary Report
4. PR 03 - CDBG Activity Summary Report
Reviewed for Submission to the City Council by:
____________________________________
Greg McDanel, City Manager
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RESOLUTION NO. 26-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE
APPROVING THE CONSOLIDATED ANNUAL PERFORMANCE AND
EVALUATION REPORT FOR THE COMMUNITY DEVELOPMENT BLOCK
GRANT PROGRAM FOR FISCAL YEAR 2025-2026
WHEREAS, the City of Seaside ("City") participates in the Department of Housing and Urban Development's ("HUD") Community Development Block Grant ("CDBG") Program; and
WHEREAS, the City received CDBG funds in FY2025/2026; and WHEREAS, HUD requires the City to prepare and submit a Consolidated Annual Performance and Evaluation Report ("CAPER") for the CDBG program within 90 days of the close of the fiscal year; and
WHEREAS, the City of Seaside, as required by HUD, duly published notice of, and conducted a public hearing to obtain the views of citizens on the FY2025/2026 CAPER; and
WHEREAS, on September 17, 2026, the City Council of the City of Seaside reviewed the FY2025/2026 CAPER and approved the report, including any comments.
NOW, THEREFORE BE IT RESOLVED, by the City Council of the City of Seaside that the FY2025/2026 CAPER, is hereby approved, and that the City Manager or designee is hereby authorized and directed to submit the FY2025/2026 CAPER to HUD as required.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Seaside duly held on the 17th day of September 2026 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Ian N. Oglesby, Mayor
ATTEST:
Dominique Davis, City Clerk
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CITY OF SEASIDE
Consolidated Annual Performance and Evaluation Report (CAPER) For the Community Development Block Grant Program (CDBG) Fiscal Year 2025-2026 (Program Year 2025)
DRAFT RELEASED FOR PUBLIC COMMENT
September 1, 2026
PUBLIC COMMENT PERIOD
September 1, 2026 to September 16, 2026
Prepared by:
Community Development Department
440 Harcourt Ave, Seaside, CA 93955
(831) 899-6726 | [email protected]
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City of Seaside CAPER 2
Table of Contents
Executive Summary.......................................................................................................................................3 CR-05 - Goals and Outcomes.........................................................................................................................4 CR-10 - Racial and Ethnic composition of families assisted..........................................................................8 CR-15 - Resources and Investments 91.520(a) .............................................................................................9 CR-20 - Affordable Housing 91.520(b) ........................................................................................................10 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) ....................................14 CR-30 - Public Housing 91.220(h); 91.320(j) ...............................................................................................16 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)........................................................................................17 CR-40 - Monitoring 91.220 and 91.230.......................................................................................................20 CR-45 - CDBG 91.520(c)...............................................................................................................................21 Exhibits:
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City of Seaside CAPER 3
Executive Summary
The City of Seaside (City) receives federal Community Development Block Grant (CDBG) entitlement funding from the U.S. Department of Housing and Urban Development (HUD). Pursuant to 24 CFR 91.520, the City prepares an annual Consolidated Annual Performance and Evaluation Report (CAPER) to evaluate its progress in meeting the goals and priorities established in its Five-Year Consolidated Plan and Annual Action Plan, including:
• Access to Community Services;
• Provide Quality Facilities and Infrastructure;
• Improve Accessibility for People with Disabilities;
• Preserve and Improve Existing Housing Stock; and
• Program Planning and Administration.
This document represents the City’s Program Year 2025 (PY2025) CAPER, covering July 1, 2025 through June 30, 2026, and the first year of the City’s 2025–2029 Consolidated Plan. The CAPER summarizes the City’s CDBG-funded activities, accomplishments, and progress in addressing the housing and community development needs of Seaside residents, with particular emphasis on low- and moderate-income residents and vulnerable populations.
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City of Seaside CAPER 4
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.
In PY2025, consistent with the strategic goals and priorities identified in the 2025–2029 Consolidated Plan and the 2025-26 Annual Action Plan (AAP), the City continued to address community development needs through public services, public facility and infrastructure improvements, accessibility improvements, and program administration. The City partnered with local nonprofit organizations and community service providers to carry out activities primarily benefiting low- and moderate-income residents and vulnerable populations. Table 1 below summarizes the City's progress toward its Consolidated Plan goals. Major accomplishments include:
STRATEGIC GOAL 1: ACCESS TO COMMUNITY AND SOCIAL SERVICES To increase access to needed community and social services, the City provided CDBG funding to six nonprofit organizations serving seniors, youth, persons experiencing homelessness, and residents in need of fair housing and legal assistance.
• Girls Inc. of the Central Coast: The Girls' Empowerment and Prevention Programs served 78 unduplicated participants, exceeding the annual goal. Participants received youth development, health education, leadership, and parent engagement programming designed to strengthen communication, decision-making, healthy relationships, leadership, and conflict-resolution skills.
Approximately 81% of participants were low- and moderate-income. • Greater Victory Temple: The Afternoon Community Support Program served 74 unduplicated students, exceeding its annual goal of 65. All participants were from low- and moderate-income households. Students received homework assistance, tutoring, literacy support, STEM and arts enrichment, social-emotional learning, recreation, and nutritious meals and snacks in a safe afterschool environment. • Legal Services for Seniors: The program provided free legal assistance to 80 Seaside seniors and conducted two educational workshops, meeting its annual performance goals. Assistance addressed housing stability, landlord-tenant disputes, elder abuse, public benefits, consumer protection, and other legal issues affecting seniors. Approximately 87.5% of participants were low- and moderateincome. • Meals on Wheels of the Monterey Peninsula: The program served 335 low-income, homebound seniors and other eligible residents, exceeding its annual goal of 201. In addition to nutritious homedelivered meals, participants received regular wellness checks and connections to supportive services, helping address food insecurity and support independent living. • Eden Council for Hope and Opportunity (ECHO): ECHO provided fair housing education, counseling, investigation, mediation, and tenant/property owner services to 42 unduplicated households, exceeding its annual goal of 40. Services assisted residents with understanding and protecting their fair housing rights, resolving housing disputes, and maintaining housing stability. • Gathering for Women – Casa de Noche Buena: CDBG funding supported case management and Packet Page 512
City of Seaside CAPER 5
housing navigation services for homeless single women residing at Casa de Noche Buena emergency shelter. The program provided 176 case management sessions to 25 unduplicated persons, all of whom were low- and moderate-income and experiencing homelessness. Services improved access to housing resources and supportive services intended to promote greater housing stability and permanent housing outcomes.
STRATEGIC GOAL 2: IMPROVE ACCESSIBILITY TO PERSONS WITH DISABILITIES • ADA Curb Ramp Improvement Project: During PY2025, the City completed its ADA Curb Ramp Improvement Project to replace noncompliant curb ramps and improve pedestrian accessibility throughout Seaside. The City’s Public Works Department completed 24 ADA-compliant curb ramps.
The activity received $240,000 in CDBG funding, of which $237,847 was expended during the program year.
STRATEGIC GOAL 3: PROVIDE QUALITY FACILITIES AND INFRASTRUCTURE • Boys & Girls Clubs of Monterey County – Seaside Clubhouse Facility Improvements: CDBG funding supported improvements to the Seaside Clubhouse parking lot and surrounding facilities, including pavement repairs and sealing, restriping, replacement of damaged sidewalks and pathways, and installation of bicycle racks. The project benefited 702 Seaside youth, including 662 low- and moderate-income beneficiaries (94%), and improved the safety, accessibility, and functionality of the facility. The City expended $50,000 in CDBG funds for the project. • Community Human Services – Casa de Noche Buena Facility Improvement Project: The City initially allocated PY2025 CDBG funding for facility improvements at Casa de Noche Buena. The project was subsequently cancelled and no project accomplishments were reported during PY2025.
STRATEGIC GOAL 4: PRESERVE AND IMPROVE EXISTING HOUSING STOCK The City did not fund any CDBG activities under this goal during PY2025.
STRATEGIC GOAL 5: PROGRAM PLANNING AND ADMINISTRATION
The City's CDBG staff provided ongoing administration, oversight, monitoring, and technical assistance for CDBG-funded projects and activities. Activities included financial and IDIS administration, subrecipient oversight, environmental review, compliance monitoring, preparation of required HUD reports and plans, and coordination of the City's citizen participation process. The City expended $75,384 for CDBG planning and administration during PY2025.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g)
Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Table 1 provides numeric detail on activities completed in PY2025, and progress made toward meeting the Consolidated Strategic Plan goals and objectives:
Packet Page 513
City of Seaside CAPER 6
Goal Category Source /
Amount
Indicator Unit of
Measure
5-Year Strategic Plan 2025/2026 Program Year (Year 1)
Expected Actual Percent
Complete
Expected Actual Percent
Complete
Access to
Community
Services
Non-Homeless Special
Needs Non-Housing
Community Development
Other - Public Services
CDBG(2025):
$61,140
Public service activities
other than Low/Moderate
Income Housing Benefit
Persons
Assisted
2,500 634 25% 680 634 93%
Improve
Accessibility for
People with
Disabilities
Non-Homeless Special
Needs
Non-Housing Community
Development
CDBG(2025):
$240,000
(ADA Curb
Ramps)
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit
Public
Facilities
100 24 24% 22 24 109%
Provide Quality
Facilities and
Infrastructure
Non-Homeless Special
Needs
Non-Housing Community
Development
CDBG(2025):
$50,000
(Boys and
Girls Club)
CDBG(2025):
$40,000 (CHS
- Casa de
Noche
Buena) -
Cancelled
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit
Persons
Assisted
2,000 702 35% 555 702 126%
Preserve and
Improve Existing
Housing Stock
Affordable Housing CDBG(2025):
$0
Homeowner Housing
Rehabilitated
Household
Housing
Unit
25 0 0% 0 0 0%
Program
Planning and
Administration
CDBG Program
Administration
CDBG(2025):
$75,384
Other Other 5 other 20% 1 1 100%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date Packet Page 514
City of Seaside CAPER 7
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
During PY2025, the City of Seaside directed CDBG resources toward the priority needs and objectives identified in the 2025–2029 Consolidated Plan, including:
• Access to community and social services;
• Quality facilities and infrastructure;
• Accessibility for persons with disabilities; and
• Preservation and improvement of existing housing stock.
The City's CDBG investments primarily benefited low- and moderate-income residents and populations with special needs, including extremely low- and very low-income households, seniors, youth, persons experiencing homelessness, persons with disabilities, and residents in need of fair housing and legal services.
During PY2025, CDBG-funded public services assisted 634 persons, including 335 participants through senior nutrition services, 80 through legal services, 152 through youth services, 42 through fair housing services, and 25 through homeless case management and housing navigation services.
CDBG funds also supported improvements to the Boys & Girls Clubs of Monterey County's Seaside Clubhouse, benefiting 702 youth, and the City's ADA Curb Ramp Improvement Project. The ADA improvements are estimated to benefit approximately 4,911 Seaside residents with disabilities, based on American Community Survey data and the project's citywide service area.
Under the four objectives listed above, during PY2025 the City was able to accomplish the following:
Activity Category and Matrix Code Number of Beneficiaries Youth Centers (03D) – Boys & Girls Club Facility Improvements 702 Senior Services (05A) – Meals on Wheels 335
Legal Services (05C) – Legal Services for Seniors 80
Youth Services (05D) – Girls Inc. and Greater Victory Temple 152 Fair Housing Activities (05J) – ECHO Housing 42
Homeless Services/Housing Information and Referral Services (05X) – Gathering for Women 25
Sidewalks (03L) – ADA Curb Ramp Improvements 4,911
TOTAL 6,247
Packet Page 515
City of Seaside CAPER 8
CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG
White 3,011
Black or African American 1,008
Asian 729
American Indian or Alaska Native 119
Native Hawaiian or Other Pacific Islander 40
Amer. Indian/White 16
Asian/White 2
Black/White 9
Amer. Indian/Black 8
Other 1,305
Total 6,247
Hispanic 2,127
Not Hispanic 4,120
Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative
Table 2 summarizes the racial and ethnic composition of persons benefiting from CDBG-funded activities during PY2025. The activities reported a combined 6,247 activity-level beneficiaries through public services, public facility improvements, and ADA curb ramp improvements. This total should not be interpreted as an unduplicated count of individual residents because some beneficiaries may have participated in more than one CDBG-funded activity.
For the ADA Curb Ramp Improvement Project, the City completed 24 ADA-compliant curb ramps during PY2025. Because individual users of the curb ramps cannot reasonably be tracked, the City used HUDprovided Census Disability by Race and Ethnicity data to estimate that 4,911 persons with disabilities in Seaside benefit from improved pedestrian accessibility. The HUD data were also used to estimate the racial and ethnic composition of beneficiaries for this activity.
The City strives to ensure that CDBG-funded programs and activities are available to eligible residents without regard to race, ethnicity, sex, religion, disability, or other protected status.
Packet Page 516
City of Seaside CAPER 9
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of
Funds
Source Resources
Made Available
Amount Expended
During Program
Year
CDBG
public – federal (including program
income and prior year resources) $466,548 $424,371
Table 3 - Resources Made Available
Narrative
During PY2025, which began on July 1, 2025 and ended on June 30, 2026, the City of Seaside had $466,548 in CDBG resources available. These resources consisted of $304,867 in FY2025 entitlement grant funds, $102,900 in program income, and $58,781 in prior-year CDBG funds. During PY2025, the City expended $424,371 in CDBG funds.
The City achieved a 100% low- and moderate-income benefit during PY2025. Public service expenditures represented 14.99% of the applicable public service cap, and planning and administration expenditures represented 13.42%, remaining within applicable CDBG limits.
Identify the geographic distribution and location of investments Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative Description
Citywide 100 100 During PY2025, the City
utilized CDBG funds for
eligible activities
serving low- and
moderate-income
residents and
populations
throughout Seaside.
Table 4 – Identify the geographic distribution and location of investments Narrative
CDBG funds expended during PY2025 supported activities benefiting low- and moderate-income residents and populations throughout the City of Seaside. Public service activities were available to eligible residents citywide, while public facility and infrastructure investments supported community facilities and accessibility improvements serving low- and moderate-income residents and persons with special needs.
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any Packet Page 517
City of Seaside CAPER 10
publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
The CDBG program does not require matching funds. Applicants for CDBG funding are required to demonstrate sufficient organizational and financial capacity to successfully carry out proposed activities.
The City also continues to pursue and utilize federal, state, local, private, and other resources to complement CDBG-funded activities and address community development and housing needs.
During PY2025, the City utilized $630,509 in State Permanent Local Housing Allocation (PLHA) funding to implement the City's Rental Assistance Program. This separate, non-CDBG resource provided rental and security deposit assistance to extremely low-income Seaside households and complemented the City's broader CDBG-supported housing stability, homelessness prevention, fair housing, and community service efforts.
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 0 0
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 0 0
Table 5 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 0 0
Number of households supported through
Acquisition of Existing Units 0 0
Total 0 0
Table 6 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting Packet Page 518
City of Seaside CAPER 11
these goals.
The City did not allocate PY2025 CDBG funds for direct affordable housing production, rental assistance, housing rehabilitation, or acquisition. Accordingly, the one-year CDBG goals and accomplishments reported in Tables 5 and 6 are zero. Limited CDBG resources, land availability, and infrastructure constraints, including water supply, continue to limit the City's ability to use CDBG funds for direct housing production. Instead, CDBG resources were prioritized for public services, public facilities and infrastructure, accessibility improvements, and program administration. The City continues to address affordable housing needs through implementation of its Housing Element and through other state, local, and private resources and partnerships. The City's subsequent FY2026-27 Annual Action Plan similarly recognizes these constraints and identifies no CDBG funding for housing rehabilitation.
Although no affordable housing units were produced with CDBG funds during PY2025, the City made substantial progress on affordable housing and housing supply initiatives through other programs and resources.
Housing Production and Affordable Units
During calendar year 2025, the City received 93 residential permit applications representing 94 units, issued 68 residential permits representing 70 units, and finalized 36 permits representing 134 completed housing units. These included 106 multifamily units, 21 ADUs, and seven single-family detached units. The City's 2025 Housing Element APR also reports that the sixth-cycle RHNA allocation is 616 units, consisting of 86 very-low-, 55 low-, 156 moderate-, and 319 above-moderate-income units.
A significant accomplishment was completion of the Sea Grove Apartments, for which the City issued final Certificates of Occupancy on July 22, 2025. The mixed-use development contains 106 residential units, including 16 units designated for low-income households.
The City also continued to advance the Parker Flats project. The Planning Commission approved 60 manufactured dwelling units in March 2025, and the City continued working with the applicant on an Affordable Housing Agreement that would designate nine units for low-income households.
Accessory Dwelling Units
The City continued to promote ADUs as a means of expanding the local housing supply and providing smaller housing options within existing neighborhoods. During 2025, 34 ADUs received building permits and 21 ADUs were completed. The City's Housing Element program establishes a goal of facilitating 112 ADUs during the eight-year Housing Element cycle. The City also allocated an additional two acre-feet of water for ADUs in March 2025 and continued updating its pre-approved ADU plans to reflect the 2025 Building Code. The City's ADU Guide identifies ADUs as an important tool for creating additional and potentially more affordable housing opportunities.
Packet Page 519
City of Seaside CAPER 12
Rental Assistance and Housing Stability
Separate from the CDBG program, the City implemented its PLHA-funded Rental Assistance Program during PY2025, providing rental and security deposit assistance to 64 extremely low-income Seaside households. Because this assistance was not funded with CDBG, households assisted through the program are not included as CDBG accomplishments in Table 6.
Affordable Housing Development and Partnerships
The City continued to support the Seaside Housing Collaborative as a vehicle for expanding affordable housing opportunities. During 2025, City staff held regular Collaborative Board meetings, evaluated Cityowned parcels for potential affordable housing development, narrowed its review to two viable sites, and received three developer proposals for review.
The City also continued advancing larger housing initiatives, including Campus Town. The Campus Town development broke ground in April 2025. In May 2026, during PY2025, the City also celebrated the groundbreaking of the 21-unit GVT Apartments project at 1620 Broadway Avenue, which is intended to provide 21 very-low-income housing units as an affordable housing component of the broader Campus Town development.
Discuss how these outcomes will impact future annual action plans.
The need for housing affordable to extremely low-, very low-, and low-income households remains significant. The City will continue to implement its Housing Element, facilitate affordable and marketrate housing production, promote ADU development, pursue state and federal housing resources, and coordinate with the Seaside Housing Collaborative, affordable housing developers, nonprofit organizations, and regional partners.
Given the limited amount of CDBG funding available and competing needs for public services, accessibility improvements, and public facilities, direct CDBG investment in housing may remain limited.
The City will continue to evaluate opportunities to leverage non-CDBG resources for affordable housing production, rental assistance, homebuyer assistance, and other housing programs while considering future CDBG investments consistent with the priorities of the 2025–2029 Consolidated Plan.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 0 0
Low-income 0 0
Moderate-income 0 0
Total 0 0
Table 7 – Number of Households Served
Packet Page 520
City of Seaside CAPER 13
Narrative Information
The City did not use CDBG funds for direct housing assistance during PY2025 and is not a HOME participating jurisdiction. Therefore, no CDBG- or HOME-assisted households are reported in Table 7.
CDBG-funded public service activities primarily benefited low- and moderate-income persons but are reported elsewhere in the CAPER under the applicable public service accomplishments rather than as direct housing assistance.
Packet Page 521
City of Seaside CAPER 14
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e);
91.520(c)
Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of Seaside continues to address homelessness through a coordinated approach involving the City’s Homeless Commission, Monterey County, the Monterey/San Benito Continuum of Care (CoC), the Coalition of Homeless Services Providers (CHSP), nonprofit service providers, and other community partners.
The Homeless Commission plays an important role in planning, advocacy, funding, and collaboration on issues affecting persons experiencing homelessness and other vulnerable residents. During PY2025, the Commission continued implementing its work plan through funding initiatives, community partnerships, service-provider engagement, and programs addressing homelessness and related community needs.
Funding priorities included food insecurity, holiday assistance, youth-focused programs, outreach, and other supportive needs. During the year, the Commission approved $5,000 for holiday assistance to community organizations and an additional $5,000 for youth-focused programs and services, including programs serving homeless and at-risk youth.
The City also continued to provide information and referrals to available homeless and supportiveservice resources, including emergency shelter, food assistance, case management, behavioral and physical health services, veteran services, safe parking, rental assistance, and other community resources.
According to the 2024 Point-in-Time Count cited in the City’s 2025–2029 Consolidated Plan, approximately 219 persons were experiencing homelessness in Seaside, an increase of approximately 44% from 2022, with approximately 64% unsheltered. These conditions reinforce the need for continued outreach, service coordination, and regional partnerships.
Addressing the emergency shelter and transitional housing needs of homeless persons During PY2025, the City continued to support emergency shelter and case management services through its partnership with Gathering for Women – Monterey and Casa de Noche Buena, a low-barrier emergency shelter serving women and families experiencing homelessness.
CDBG funding supported case management and housing navigation services at Casa de Noche Buena.
During PY2025, the program provided 176 case management sessions to 25 unduplicated persons experiencing homelessness, helping participants access housing resources and supportive services intended to improve housing stability and support transitions from homelessness.
Packet Page 522
City of Seaside CAPER 15
The City also continued coordinating with regional shelter and service providers, including Community Human Services, I-HELP, Gathering for Women, Veterans Transition Center, and other community organizations.
The Homeless Commission further addressed basic needs through its Food Insecurity Program. During PY2025, the Commission developed and approved a Request for Proposals process making up to $15,000 available to nonprofit and charitable organizations providing food assistance to low-income and unhoused individuals and families in Seaside. A subcommittee supported the solicitation and review process, and funded organizations were required to report on the use and impact of awarded funds.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs During PY2025, the City continued homelessness-prevention and housing-stability efforts through coordination with public agencies and nonprofit service providers. Residents were connected to resources including rental and utility assistance, County benefits, food assistance, legal and fair housing services, behavioral and physical health services, and other supportive programs.
CDBG-funded public services complemented these efforts. ECHO Housing provided fair housing counseling, tenant-landlord mediation, and other housing-related assistance, while Legal Services for Seniors provided legal assistance addressing landlord-tenant, public benefits, and other matters affecting housing stability. Other CDBG-funded programs provided food, case management, and supportive services to vulnerable residents.
In addition, the City implemented its PLHA-funded Rental Assistance Program during PY2025, providing rental and security-deposit assistance to 64 extremely low-income Seaside households, including families with children, seniors, persons with disabilities, and other households facing housing instability.
Six households were rapidly rehoused. Although not CDBG-funded, the program complemented the City’s CDBG homelessness-prevention and housing-stability objectives.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
Packet Page 523
City of Seaside CAPER 16
During PY2025, the City continued to support referrals and linkages to regional housing, shelter, and supportive-service programs designed to help persons experiencing homelessness transition toward stable and permanent housing.
CDBG-funded case management and housing navigation services at Casa de Noche Buena helped participants identify housing opportunities, access supportive resources, and develop individualized plans toward housing stability. The City also continued coordinating with the Monterey/San Benito Continuum of Care, CHSP, Monterey County, and community organizations to strengthen connections among outreach, emergency shelter, case management, supportive services, and permanent housing resources.
The City’s broader homelessness strategy emphasizes regional coordination and partnerships. The Homeless Commission continued to monitor local needs, identify funding and partnership opportunities, and support programs addressing homelessness and housing instability. The City will continue collaborating with regional and community partners to strengthen outreach, expand access to supportive services, facilitate transitions to permanent housing, and prevent homelessness among households at risk.
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The City of Seaside does not own or operate public housing and does not currently plan to construct or operate public housing. The Housing Authority of the County of Monterey (HACM) is the primary public agency administering federally assisted housing programs in Seaside, including the Housing Choice Voucher Program. Other nonprofit and private affordable housing providers also operate subsidized housing within the City.
The City continues to coordinate with HACM and other housing partners and refers residents to available rental assistance, affordable housing, and supportive service resources. These programs complement the City's efforts to increase affordable housing opportunities and address the housing needs of extremely low- and low-income households.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
Because the City does not own or operate public housing, resident participation and self-sufficiency programs are primarily administered by HACM. HACM provides programs and services intended to promote economic independence and self-sufficiency among assisted households, including the Family Self-Sufficiency (FSS) Program. The City supports these efforts through coordination with HACM and other regional housing and social service providers.
Actions taken to provide assistance to troubled PHAs
Packet Page 524
City of Seaside CAPER 17
HUD has not designated the Housing Authority of the County of Monterey (HACM) as a troubled Public Housing Authority.
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) During PY2025, the City continued implementing its 2023–2031 Housing Element and related programs to reduce governmental and regulatory constraints to housing production. Actions included facilitating higher-density and infill residential development, implementing objective development standards and State-mandated streamlining provisions, applying density bonus and inclusionary housing requirements, and promoting accessory dwelling units (ADUs).
The City continued to encourage ADU production through streamlined permitting, reduced or eliminated fees, pre-approved plans, and dedicated water allocations. During 2025, the City issued permits for 34 ADUs and completed 21 ADUs. The City also continued facilitating affordable and mixedincome housing development, including Sea Grove Apartments, which was completed with 106 residential units, including 16 deed-restricted low-income units, and continued efforts to advance other affordable housing opportunities.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) During PY2025, the City used CDBG and other available resources to address the needs of low- and moderate-income residents and underserved populations. CDBG investments supported public services for seniors, youth, persons experiencing homelessness, and residents needing fair housing and legal assistance, as well as public facility and accessibility improvements.
The City also leveraged non-CDBG resources to address housing instability. Through its State Permanent Local Housing Allocation (PLHA)-funded Rental Assistance Program, the City provided rental and security deposit assistance to 64 extremely low-income Seaside households, helping prevent displacement and homelessness and supporting housing stability.
The City continued to address limited funding and other obstacles by pursuing additional federal, State, local, and private resources; coordinating with regional agencies and nonprofit organizations; providing technical assistance to CDBG subrecipients; and monitoring funded activities to promote effective and timely use of available resources.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City did not undertake CDBG-funded residential rehabilitation activities during PY2025 that required lead-based paint clearance. When applicable, the City complies with federal and State lead-based paint Packet Page 525
City of Seaside CAPER 18
requirements and utilizes qualified professionals to perform lead hazard evaluation and mitigation.
The City also makes educational information regarding lead-based paint hazards available to residents, including the U.S. Environmental Protection Agency's Protect Your Family from Lead in Your Home publication.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) During PY2025, the City funded programs that addressed food insecurity, housing instability, homelessness, educational needs, access to legal assistance, and other conditions affecting low-income households. CDBG-funded public service accomplishments included:
• Girls Inc. of the Central Coast: 78 youth received empowerment, prevention, leadership, and educational services.
• Greater Victory Temple: 74 low- and moderate-income youth received after-school academic assistance, enrichment activities, meals, and supportive services. • Legal Services for Seniors: 80 seniors received free legal assistance addressing housing, public benefits, consumer protection, and other needs.
• Meals on Wheels of the Monterey Peninsula: 335 low-income homebound seniors and other eligible residents received nutritious home-delivered meals and supportive services. • ECHO Housing: 42 households received fair housing, tenant-landlord counseling, mediation, and related housing services.
• Gathering for Women – Casa de Noche Buena: 25 persons experiencing homelessness received case management and housing navigation services.
Collectively, these six CDBG-funded public service activities served 634 persons during PY2025. The City's PLHA-funded Rental Assistance Program further complemented these efforts by assisting 64 extremely low-income households with rental and/or security deposit assistance.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) During PY2025, City staff continued strengthening the administration and delivery of housing and community development programs through coordination with City departments, advisory bodies, nonprofit organizations, regional agencies, and CDBG subrecipients.
Staff provided ongoing technical assistance to CDBG subrecipients regarding federal grant requirements, financial management, procurement, environmental review, labor standards, reporting, and program compliance. The City also continued to participate with neighboring jurisdictions and regional partners in sharing information, resources, training opportunities, and best practices related to CDBG, affordable housing, homelessness, and community development.
The City's Homeless Commission, Seaside Housing Collaborative, and other advisory bodies also provided opportunities for community participation, interagency coordination, and development of Packet Page 526
City of Seaside CAPER 19
programs addressing housing and community development needs.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City continued to coordinate with public, nonprofit, and private partners involved in housing, homelessness, and supportive services. Key partners include the Housing Authority of the County of Monterey, Monterey/San Benito Continuum of Care, Coalition of Homeless Services Providers, Seaside Housing Collaborative, CDBG subrecipients, nonprofit housing and service organizations, and private housing developers.
Coordination occurred through CDBG administration, Housing Element implementation, the Homeless Commission and other advisory bodies, housing development review, rental assistance, homelessness prevention, and referrals to regional housing and supportive-service programs. These partnerships allow the City to leverage limited CDBG resources and improve connections among affordable housing, homelessness services, social services, and community development activities.
The City also continued monitoring outstanding CDBG-funded housing rehabilitation loans issued in prior years for compliance with applicable program requirements.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City's fair housing planning efforts have identified access to affordable housing and awareness of fair housing rights and services as significant barriers to fair housing choice. During PY2025, the City continued implementing actions to address these barriers.
The City provided CDBG funding to the Eden Council for Hope and Opportunity (ECHO) to provide fair housing education, counseling, investigation, mediation, and tenant-landlord services. During PY2025, ECHO assisted 42 households and conducted systemic fair housing testing at five sites. Approximately 95% of beneficiaries were low- and moderate-income.
The City also continued to:
• Make fair housing information and resources available to residents; • Promote fair housing awareness through City housing programs and referrals; • Review land use and zoning regulations for consistency with State and federal fair housing requirements;
• Coordinate with the Housing Authority of the County of Monterey and other housing providers to improve access to housing resources for low-income and special-needs households; • Facilitate affordable and higher-density housing opportunities through implementation of the Housing Element, inclusionary housing requirements, density incentives, ADU programs, and Packet Page 527
City of Seaside CAPER 20
regulatory streamlining; and
• Coordinate housing, transportation, homelessness, and supportive-service programs with regional agencies and community partners.
Through these activities, the City continued working to expand housing opportunities, increase awareness and enforcement of fair housing protections, and reduce barriers affecting low- and moderate-income and special-needs households.
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City monitors CDBG-funded activities through review of quarterly performance and expenditure reports, reimbursement documentation, beneficiary data, and progress toward established performance goals. Subrecipients are required to maintain documentation demonstrating program eligibility, national objective compliance, beneficiaries served, expenditures, and accomplishments. Technical assistance is provided throughout the program year as needed. The City also reconciles CDBG expenditures with IDIS and City financial records.
The City follows applicable federal procurement requirements and monitors Section 3 and MBE/WBE participation, as applicable, for federally funded contracts. The City also participates in regional fair housing and planning efforts with other jurisdictions and organizations serving Monterey County.
During PY2025, the City, with assistance from Michael Baker International, conducted remote monitoring of CDBG-funded activities covering FY2024-25 and FY2025-26. The monitoring process included entrance meetings, completion and review of CDBG monitoring checklists and supporting documentation, follow-up as necessary, exit meetings, and issuance of final monitoring letters.
For public service activities, program and financial records were reviewed to verify compliance with program requirements, documentation of beneficiary eligibility, and appropriate use of CDBG funds. For public facility and infrastructure activities, the review included construction, procurement, financial records, contract administration, labor standards compliance, payment records, and supporting documentation.
The monitoring reviews resulted in no findings or concerns. The City will continue to monitor subrecipients and CDBG-funded activities, provide technical assistance as needed, and address any compliance issues identified through its ongoing monitoring process.
Citizen Participation Plan 91.105(d); 91.115(d)
Packet Page 528
City of Seaside CAPER 21
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
The PY 2025 CAPER was made available for a 15-day public review and comment period from September 1 through September 16, 2026. The Draft CAPER was posted on the City’s CDBG webpage and made available at the following locations:
• Seaside City Hall, 440 Harcourt Avenue
• Seaside Public Library, 550 Harcourt Avenue
• Seaside Fire Station, 1635 Broadway Avenue
• Oldemeyer Community Center, 986 Hilby Avenue
A notice of the public review period and public hearing was published in the Monterey County Weekly in both English and Spanish. The City also distributed notice to its public contact and nonprofit agency email lists developed through the Consolidated Plan process.
The Seaside City Council is scheduled to hold a public hearing on September 17, 2026, to receive comments on the CAPER. Public comments received during the review period and public hearing will be summarized in the final CAPER
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
PY2025 was the first year of the City’s 2025–2029 Consolidated Plan. The City continued to focus CDBG resources on the priority needs identified in the Consolidated Plan, including access to community and social services, quality public facilities and infrastructure, accessibility for persons with disabilities, and effective program administration.
No significant changes were made to the City’s overall CDBG program objectives during PY2025. The City continued to evaluate project performance, provide technical assistance to subrecipients, and adjust activities as necessary to ensure the timely and effective use of CDBG funds. The City will use its PY2025 experience to continue improving program administration, monitoring, project implementation, and coordination with subrecipients in future program years.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No.
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
Not applicable.
Packet Page 529
PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:
TIME:
PAGE: 1
13:10
09-05-26
Program Year 2025
SEASIDE , CA
Metrics
Grantee
Program Year
PART I: SUMMARY OF CDBG RESOURCES
01 UNEXPENDED CDBG FUNDS AT END OF PREVIOUS PROGRAM YEAR 02 ENTITLEMENT GRANT
03 SURPLUS URBAN RENEWAL
04 SECTION 108 GUARANTEED LOAN FUNDS
05 CURRENT YEAR PROGRAM INCOME
05a CURRENT YEAR SECTION 108 PROGRAM INCOME (FOR SI TYPE) 06 FUNDS RETURNED TO THE LINE-OF-CREDIT
06a FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT
07 ADJUSTMENT TO COMPUTE TOTAL AVAILABLE
08 TOTAL AVAILABLE (SUM, LINES 01-07)
PART II: SUMMARY OF CDBG EXPENDITURES
09 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 10 ADJUSTMENT TO COMPUTE TOTAL AMOUNT SUBJECT TO LOW/MOD BENEFIT 11 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 09 + LINE 10) 12 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
13 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS
14 ADJUSTMENT TO COMPUTE TOTAL EXPENDITURES
15 TOTAL EXPENDITURES (SUM, LINES 11-14)
16 UNEXPENDED BALANCE (LINE 08 - LINE 15)
PART III: LOWMOD BENEFIT THIS REPORTING PERIOD
17 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS
18 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING
19 DISBURSED FOR OTHER LOW/MOD ACTIVITIES
20 ADJUSTMENT TO COMPUTE TOTAL LOW/MOD CREDIT
21 TOTAL LOW/MOD CREDIT (SUM, LINES 17-20)
22 PERCENT LOW/MOD CREDIT (LINE 21/LINE 11)
LOW/MOD BENEFIT FOR MULTI-YEAR CERTIFICATIONS
23 PROGRAM YEARS(PY) COVERED IN CERTIFICATION
24 CUMULATIVE NET EXPENDITURES SUBJECT TO LOW/MOD BENEFIT CALCULATION 25 CUMULATIVE EXPENDITURES BENEFITING LOW/MOD PERSONS
26 PERCENT BENEFIT TO LOW/MOD PERSONS (LINE 25/LINE 24) PART IV: PUBLIC SERVICE (PS) CAP CALCULATIONS
27 DISBURSED IN IDIS FOR PUBLIC SERVICES
28 PS UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 29 PS UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 30 ADJUSTMENT TO COMPUTE TOTAL PS OBLIGATIONS
31 TOTAL PS OBLIGATIONS (LINE 27 + LINE 28 - LINE 29 + LINE 30) 32 ENTITLEMENT GRANT
33 PRIOR YEAR PROGRAM INCOME
34 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PS CAP
35 TOTAL SUBJECT TO PS CAP (SUM, LINES 32-34)
36 PERCENT FUNDS OBLIGATED FOR PS ACTIVITIES (LINE 31/LINE 35) PART V: PLANNING AND ADMINISTRATION (PA) CAP
37 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
38 PA UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 39 PA UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 40 ADJUSTMENT TO COMPUTE TOTAL PA OBLIGATIONS
41 TOTAL PA OBLIGATIONS (LINE 37 + LINE 38 - LINE 39 +LINE 40) 42 ENTITLEMENT GRANT
43 CURRENT YEAR PROGRAM INCOME
44 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PA CAP
45 TOTAL SUBJECT TO PA CAP (SUM, LINES 42-44)
46 PERCENT FUNDS OBLIGATED FOR PA ACTIVITIES (LINE 41/LINE 45)
SEASIDE , CA
2,025.00
171,404.64
304,867.00
0.00 0.00
256,750.00
0.00 0.00
0.00 0.00
733,021.64
348,987.00
0.00 348,987.00
75,384.00
0.00 0.00
424,371.00
308,650.64
0.00 0.00
348,987.00
0.00 348,987.00
100.00%
PY: PY: PY:
0.00 0.00
0.00%
61,140.00
0.00 0.00
0.00 61,140.00
304,867.00
102,900.00
0.00 407,767.00
14.99%
75,384.00
0.00 0.00
0.00 75,384.00
304,867.00
256,750.00
0.00 561,617.00
13.42%
Packet Page 530
PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:
TIME:
PAGE: 2
13:10
09-05-26
Program Year 2025
SEASIDE , CA
LINE 17 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 17 No data returned for this view. This might be because the applied filter excludes all data.
LINE 18 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 18 No data returned for this view. This might be because the applied filter excludes all data.
LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
Total
1 3
4 4
4 4
4 4
4 4
4 4
4 1409
1408
1410
1410
1411
1411
1412
1413
1413
1414
1414
1415
1415
7181982
7181982
7116846
7181982
7116846
7181982
7116846
7116846
7181982
7116846
7181982
7116846
7181982
2025 Boys and Girls Club Facility Improvements
2025 Seaside ADA Curb Ramp Improvement Project
2025 Meals on Wheels of Monterey Peninsula
2025 Meals on Wheels of Monterey Peninsula
2025 Legal Services for Seniors
2025 Legal Services for Seniors
2025 Greater Victory Temple
2025 Girls Inc of the Central Coast
2025 Girls Inc of the Central Coast
2025 Eden Council for Hope and Opportunity (ECHO)
2025 Eden Council for Hope and Opportunity (ECHO)
2025 Gathering for Women - Monterey
2025 Gathering for Women - Monterey
03D
03D
03L
03L
05A
05A
05A
05A
05A
05D
05D
05D
05D
05J
05J
05J
05X
05X
05X
LMC
Matrix Code 03D
LMC
Matrix Code 03L
LMC
LMC
LMC
LMC
Matrix Code 05A
LMC
LMC
LMC
Matrix Code 05D
LMC
LMC
Matrix Code 05J
LMC
LMC
Matrix Code 05X
$50,000.00
$50,000.00
$237,847.00
$237,847.00
$5,096.50
$5,093.50
$5,095.00
$5,095.00
$20,380.00
$10,190.00
$2,745.00
$7,445.00
$20,380.00
$4,929.31
$5,260.69
$10,190.00
$5,962.64
$4,227.36
$10,190.00
$348,987.00
LINE 27 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 27 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number
Activity to
prevent,
prepare for,
and respond
to
Coronavirus
Activity Name Grant Number Fund
Type
Matrix
Code
National
Objective
Drawn Amount
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
Total
4 4
4 4
4 4
4 4
4 4
4 1410
1410
1411
1411
1412
1413
1413
1414
1414
1415
1415
7116846
7181982
7116846
7181982
7116846
7116846
7181982
7116846
7181982
7116846
7181982
No
No
No
No
No
No
No
No
No
No
No
No
2025 Meals on Wheels of Monterey Peninsula
2025 Meals on Wheels of Monterey Peninsula
2025 Legal Services for Seniors
2025 Legal Services for Seniors
2025 Greater Victory Temple
2025 Girls Inc of the Central Coast
2025 Girls Inc of the Central Coast
2025 Eden Council for Hope and Opportunity (ECHO)
2025 Eden Council for Hope and Opportunity (ECHO)
2025 Gathering for Women - Monterey
2025 Gathering for Women - Monterey
Activity to prevent, prepare for, and respond to Coronavirus B25MC060006
B25MC060006
B25MC060006
B25MC060006
B25MC060006
B25MC060006
B25MC060006
B25MC060006
B25MC060006
B25MC060006
B25MC060006
EN
PI
EN
PI
EN
EN
PI
EN
PI
EN
PI
05A
05A
05A
05A
05A
05D
05D
05D
05D
05J
05J
05J
05X
05X
05X
LMC
LMC
LMC
LMC
Matrix Code 05A
LMC
LMC
LMC
Matrix Code 05D
LMC
LMC
Matrix Code 05J
LMC
LMC
Matrix Code 05X
$5,096.50
$5,093.50
$5,095.00
$5,095.00
$20,380.00
$10,190.00
$2,745.00
$7,445.00
$20,380.00
$4,929.31
$5,260.69
$10,190.00
$5,962.64
$4,227.36
$10,190.00
$61,140.00
$61,140.00
LINE 37 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 37 Packet Page 531
PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:
TIME:
PAGE: 3
13:10
09-05-26
Program Year 2025
SEASIDE , CA
Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2025
2025
Total
5 5
1407
1407
7116846
7181982
2025 CDBG Planning and Administration
2025 CDBG Planning and Administration
21A
21A
21A Matrix Code 21A
$22,779.43
$52,604.57
$75,384.00
$75,384.00
Packet Page 532
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Integrated Disbursement and Information System
CDBG Activity Summary Report (GPR) for Program Year 2025
SEASIDE
PR03 - SEASIDE Page: 3 of 21
IDIS Activity: 1407 - 2025 CDBG Planning and Administration Project: 0005 - General Administration of Seaside CDBG Program PGM Year: 2025
Description:
Matrix Code: General Program Administration (21A)
Objective:
Outcome:
Completed 6/30/2026 12:00:00 AM
,
National Objective:
Status:
Location:
2025 CDBG Planning and Administration
Initial Funding Date: 11/15/2025
Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total
CDBG EN
PI
Total
2024 B24MC060006 $22,779.43 $22,779.43 $22,779.43
$52,604.57 $52,604.57 $52,604.57
$75,384.00 $75,384.00 $75,384.00
Proposed Accomplishments
Number assisted:
Actual Accomplishments
Person
Hispanic
0 White:
Black/African American:
Total:
Asian:
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Owner
Total Hispanic
0 0
Renter
Total Hispanic
0 0
Total
Total Hispanic Total
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
Packet Page 533
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Office of Community Planning and Development
Integrated Disbursement and Information System
CDBG Activity Summary Report (GPR) for Program Year 2025
SEASIDE
PR03 - SEASIDE Page: 4 of 21
Female-headed Households: 0
Income Category:
Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 Renter
0 Total
0 0
0 0
0 Person
0 Annual Accomplishments
No data returned for this view. This might be because the applied filter excludes all data.
Packet Page 534
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Time:
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Office of Community Planning and Development
Integrated Disbursement and Information System
CDBG Activity Summary Report (GPR) for Program Year 2025
SEASIDE
PR03 - SEASIDE Page: 5 of 21
IDIS Activity: 1408 - 2025 Seaside ADA Curb Ramp Improvement Project Project: 0003 - ADA Curb Ramp
PGM Year: 2025
Description:
Matrix Code: Sidewalks (03L)
Availability/accessibility
Objective: Create suitable living environments
Outcome:
Open
Fremont Blvd Kimball Ave Ord Grove Ave Seaside, CA
93955 National Objective: LMC
Status:
Location:
The purpose of the Proposed Project is to improve existing sidewalks with curb ramps in order to create safer, barrier-free access to sidewalks and streets for the disabled and elderly community.In compliance with the requirements of the latest Caltrans Standard Plan A88A Curb Ramp Details (A88A standards), the Proposed Project would provide access for disabled persons and the elderly from the sidewalk level to the street level at the various locations in the City of Seaside (City).
Initial Funding Date: 11/15/2025
Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total
CDBG EN
PI
Total
2019
2020
2023
2024
B19MC060006
B20MC060006
B23MC060006
B24MC060006
$9,723.42 $9,723.42 $9,723.42
$22,259.48 $22,259.48 $22,259.48
$6,029.93 $6,029.93 $6,029.93
$74,963.29 $72,810.29 $72,810.29
$127,023.88 $127,023.88 $127,023.88
$240,000.00 $237,847.00 $237,847.00
Proposed Accomplishments
Public Facilities : 22
Number assisted:
Actual Accomplishments
Person
Hispanic
0 0
0 0
0 0
0 White: 0
Black/African American:
Asian:
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
Owner
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Renter
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Total
Total Hispanic Total
2,043
984
641
106
28 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Packet Page 535
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Office of Community Planning and Development
Integrated Disbursement and Information System
CDBG Activity Summary Report (GPR) for Program Year 2025
SEASIDE
PR03 - SEASIDE Page: 6 of 21
0 0
0 0
0 Total: 0
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
1,199
0 0
0 0
0 0
0 0
0 0 0 4,911
Female-headed Households: 0 0 0
Income Category:
Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 0
0 0
0 Renter
0 0
0 0
0 Total
0 0
0 0
0 Person
0 4,911
0 0
4,911
100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2025 The City of Seaside completed the ADA Curb Ramp Improvement Project during PY2025. The City’s Public Works Department replaced 24 noncompliant curb ramps with ADA-compliant ramps throughout Seaside, exceeding the annual goal of 22 ramps. The improvements enhanced pedestrian accessibility, mobility, and safety for persons with disabilities and other pedestrians.
Because individual users of the curb ramps cannot reasonably be tracked, the City used HUD-provided Census Disability by Race and Ethnicity data to estimate the beneficiaries of the citywide accessibility improvements. Based on these data, approximately 4,911 persons with disabilities in Seaside are estimated to benefit, including 2,043 White, 894 Black/African American, 106 American Indian/Alaska Native, 641 Asian, 28 Native Hawaiian/Other Pacific Islander, and 1,199 persons of another race. Of the 4,911 estimated beneficiaries, 1,409 are Hispanic/Latino and 3,502 are not Hispanic/Latino.
Packet Page 536
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Office of Community Planning and Development
Integrated Disbursement and Information System
CDBG Activity Summary Report (GPR) for Program Year 2025
SEASIDE
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IDIS Activity: 1409 - 2025 Boys and Girls Club Facility Improvements Project: 0001 - Boys and Girls Club Facility Improvements PGM Year: 2025
Description:
Matrix Code: Youth Centers (03D)
Availability/accessibility
Objective: Create suitable living environments
Outcome:
Completed 6/30/2026 12:00:00 AM
1332 La Salle Ave Seaside, CA 93955-3219
National Objective: LMC
Status:
Location:
The FY25-26 parking lot improvements project is designed to support the growing demand for access to the clubhouse and Cutino park by vehicles, bicycles, and pedestrians.
The primary focus will be on upgrading the existing club parking lot, which measures approximately 22,500 square feet (75 x 300 feet) and currently contains 40 standard parking spaces along with two larger ADA-accessible spaces.
The existing parking configuration includes spaces that are not uniform in size, and the asphalt pavement has widespread cracking that needs to be addressed through resurfacing and re-striping to improve both safety and usability.
In addition to the parking lot work, a damaged 25 x 25-foot section of the adjacent concrete walkway will be replaced to enhance pedestrian access and comply with accessibility standards.
A new bicycle rack with secure locking mechanisms will also be installed to encourage alternative transportation and better serve the needs of cyclists visiting the park and clubhouse facilities.
Initial Funding Date: 11/15/2025
Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total
CDBG PI
Total
$50,000.00 $50,000.00 $50,000.00
$50,000.00 $50,000.00 $50,000.00
Proposed Accomplishments
Public Facilities : 375
Number assisted:
Actual Accomplishments
Person
Hispanic
2 0
0 2
0 0
0 White: 519
Black/African American:
Asian:
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
Owner
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Renter
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Total
Total Hispanic Total
559
37 15
2 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Packet Page 537
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Office of Community Planning and Development
Integrated Disbursement and Information System
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SEASIDE
PR03 - SEASIDE Page: 8 of 21
0 0
0 0
2 Total: 525
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
89 0
0 0
0 0
0 0
0 0
0 0 702
Female-headed Households: 0 0 0
Income Category:
Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 0
0 0
0 Renter
0 0
0 0
0 Total
0 0
0 0
0 Person
87 213
362
40 702
94.3%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2025 CDBG funding supported facility improvements at the Boys & Girls Clubs of Monterey County's Seaside Clubhouse, benefiting 702 Seaside youth, exceeding the annual beneficiary goal of 475 by 147%. Improvements included repairing and sealing deteriorated parking lot pavement, restriping parking spaces to provide safer and more uniform access, replacing damaged sidewalks and pathways to eliminate trip hazards, and installing new bicycle racks. Of the 702 beneficiaries, 662 (94%) were low- and moderate-income, including 87 extremely low-income, 213 very low-income, and 362 low-income youth. The improvements enhanced the safety, accessibility, functionality, and longevity of the facility while supporting continued access to youth development and recreational programs for Seaside youth and families.
Packet Page 538
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Integrated Disbursement and Information System
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IDIS Activity: 1410 - 2025 Meals on Wheels of Monterey Peninsula Project: 0004 - Public Services
PGM Year: 2025
Description:
Matrix Code: Senior Services (05A)
Availability/accessibility
Objective: Create suitable living environments
Outcome:
Completed 6/30/2026 12:00:00 AM
700 Jewell Ave Pacific Grove, CA 93950-2519
National Objective: LMC
Status:
Location:
Initial Funding Date: 11/15/2025
Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total
CDBG EN
PI
Total
2025 B25MC060006 $5,096.50 $5,096.50 $5,096.50
$5,093.50 $5,093.50 $5,093.50
$10,190.00 $10,190.00 $10,190.00
Proposed Accomplishments
People (General) : 201
Number assisted:
Actual Accomplishments
Person
Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
24 24
White:
Black/African American:
Total:
Asian:
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Owner
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Renter
Total Hispanic
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Total
Total Hispanic Total
171
58 52
6 12
16 2
6 8
4 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 335
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Integrated Disbursement and Information System
CDBG Activity Summary Report (GPR) for Program Year 2025
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PR03 - SEASIDE Page: 10 of 21
Female-headed Households: 0 0 0
Income Category:
Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 0
0 0
0 Renter
0 0
0 0
0 Total
0 0
0 0
0 Person
0 335
0 0
335
100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2025 CDBG funding supported Meals on Wheels of the Monterey Peninsula in providing home-delivered meals and supportive services to homebound older adults in the City of Seaside. During the program year, the program served 335 unduplicated residents, exceeding the annual beneficiary goal by 166%, and delivered three nutritious meals per day, surpassing the annual service goal by 600%. All beneficiaries were Very Low-Income older adults, with 197 individuals gaining new access to essential nutrition services. In addition to meal delivery, participants received regular wellness checks and referrals to supportive services, helping reduce food insecurity, promote independent living, and enable vulnerable residents to remain safely in their homes and connected to their community.
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Integrated Disbursement and Information System
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IDIS Activity: 1411 - 2025 Legal Services for Seniors
Project: 0004 - Public Services
PGM Year: 2025
Description:
Matrix Code: Senior Services (05A)
Availability/accessibility
Objective: Create suitable living environments
Outcome:
Completed 6/30/2026 12:00:00 AM
11 Thomas Owens Way Ste 101 Monterey, CA 93940-
5816 National Objective: LMC
Status:
Location:
Initial Funding Date: 11/15/2025
Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total
CDBG EN
PI
Total
2025 B25MC060006 $5,095.00 $5,095.00 $5,095.00
$5,095.00 $5,095.00 $5,095.00
$10,190.00 $10,190.00 $10,190.00
Proposed Accomplishments
People (General) : 100
Number assisted:
Actual Accomplishments
Person
Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
7 7
White:
Black/African American:
Total:
Asian:
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Owner
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Renter
Total Hispanic
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Total
Total Hispanic Total
40 8
20 0
0 0
0 0
0 12
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0 80
Packet Page 541
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PR03 - SEASIDE Page: 12 of 21
Female-headed Households: 0 0 0
Income Category:
Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 0
0 0
0 Renter
0 0
0 0
0 Total
0 0
0 0
0 Person
0 60
10 10
80 87.5%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2025 CDBG funding supported Legal Services for Seniors in providing free legal assistance and community education to older adults in the City of Seaside. During the program year, the project provided direct legal representation to 80 seniors and conducted two educational workshops, successfully meeting all annual performance goals. Eighty unduplicated seniors received services, including 75% who were low-income and
87.5% who were low- and moderate-income, with all participants gaining new access to critical legal services. Assistance addressed housing stability, landlord-tenant disputes, elder abuse, public benefits, consumer protection, and other legal issues affecting seniors, helping older adults maintain stable housing, protect their financial security, and remain safely and independently in their communities.
Packet Page 542
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IDIS Activity: 1412 - 2025 Greater Victory Temple
Project: 0004 - Public Services
PGM Year: 2025
Description:
Matrix Code: Youth Services (05D)
Availability/accessibility
Objective: Create suitable living environments
Outcome:
Completed 6/30/2026 12:00:00 AM
1620 Broadway Ave Seaside, CA 93955-5121
National Objective: LMC
Status:
Location:
Initial Funding Date: 11/15/2025
Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total
CDBG EN
Total
2025 B25MC060006 $10,190.00 $10,190.00 $10,190.00
$10,190.00 $10,190.00 $10,190.00
Proposed Accomplishments
People (General) : 65
Number assisted:
Actual Accomplishments
Person
Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
58 58
White:
Black/African American:
Total:
Asian:
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Owner
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Renter
Total Hispanic
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Total
Total Hispanic Total
66 8
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0 74
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PR03 - SEASIDE Page: 14 of 21
Female-headed Households: 0 0 0
Income Category:
Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 0
0 0
0 Renter
0 0
0 0
0 Total
0 0
0 0
0 Person
39 35
0 0
74 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2025 CDBG funding supported the Greater Victory Temple Afternoon Community Support Program, providing a safe, structured after-school environment for youth in the City of Seaside. During the program year, the program served 74 unduplicated students, exceeding the annual beneficiary goal by 114%. All participants were from low- and moderate-income households, including 53% who were Extremely Low-Income and 47% who were Very Low-Income. Students received homework assistance, tutoring, literacy support, STEM and arts enrichment, socialemotional learning, physical recreation, and nutritious meals and snacks. Through consistent academic support, mentorship, and enrichment activities, the program strengthened students' academic performance, confidence, positive peer relationships, and overall well-being while providing a safe and supportive environment during critical after-school hours.
Packet Page 544
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IDIS Activity: 1413 - 2025 Girls Inc of the Central Coast Project: 0004 - Public Services
PGM Year: 2025
Description:
Matrix Code: Youth Services (05D)
Availability/accessibility
Objective: Create suitable living environments
Outcome:
Completed 6/30/2026 12:00:00 AM
318 Cayuga St Ste 206 Salinas, CA 93901-2668
National Objective: LMC
Status:
Location:
Initial Funding Date: 11/15/2025
Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total
CDBG EN
PI
Total
2025 B25MC060006 $2,745.00 $2,745.00 $2,745.00
$7,445.00 $7,445.00 $7,445.00
$10,190.00 $10,190.00 $10,190.00
Proposed Accomplishments
People (General) : 64
Number assisted:
Actual Accomplishments
Person
Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
78 78
White:
Black/African American:
Total:
Asian:
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Owner
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Renter
Total Hispanic
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Total
Total Hispanic Total
78 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0 78
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PR03 - SEASIDE Page: 16 of 21
Female-headed Households: 0 0 0
Income Category:
Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 0
0 0
0 Renter
0 0
0 0
0 Total
0 0
0 0
0 Person
0 30
33 15
78 80.8%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2025 CDBG funding supported after-school youth development, health education, leadership, and parent engagement programs for girls in the City of Seaside. During the program year, the project served 78 unduplicated participants, exceeding the annual beneficiary goal by 121%. The program successfully delivered 30 Will Power/Won't Power sessions, 12 Friendly PEERsuasion Phase I sessions, 16 Friendly PEERsuasion Phase II sessions, and 20 Growing Together sessions, meeting or exceeding nearly all annual performance objectives. Approximately 81% of participants were low- and moderate-income, and all beneficiaries gained new access to youth development and prevention services. Through evidence-based workshops, participants strengthened communication, leadership, decision-making, healthy relationship, and conflict resolution skills, while parents and daughters improved communication and confidence in discussing health, hygiene, and personal development.
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Office of Community Planning and Development
Integrated Disbursement and Information System
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IDIS Activity: 1414 - 2025 Eden Council for Hope and Opportunity (ECHO) Project: 0004 - Public Services
PGM Year: 2025
Description:
Fair Housing Activities (if CDBG, then
subject to 15% cap) (05J)
Matrix Code:
Availability/accessibility
Objective: Create suitable living environments
Outcome:
Completed 6/30/2026 12:00:00 AM
300 Forest Ave Pacific Grove, CA 93950-3321
National Objective: LMC
Status:
Location:
Initial Funding Date: 11/15/2025
Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total
CDBG EN
PI
Total
2025 B25MC060006 $4,929.31 $4,929.31 $4,929.31
$5,260.69 $5,260.69 $5,260.69
$10,190.00 $10,190.00 $10,190.00
Proposed Accomplishments
People (General) : 40
Number assisted:
Actual Accomplishments
Person
Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
21 21
White:
Black/African American:
Total:
Asian:
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Owner
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Renter
Total Hispanic
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Total
Total Hispanic Total
35 2
0 4
0 0
0 0
0 1
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0 42
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PR03 - SEASIDE Page: 18 of 21
Female-headed Households: 0 0 0
Income Category:
Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 0
0 0
0 Renter
0 0
0 0
0 Total
0 0
0 0
0 Person
25 15
0 2
42 95.2%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2025 CDBG funding supported fair housing education, counseling, investigation, mediation, and tenant/property owner services for City of Seaside residents. During the program year, 42 unduplicated households received assistance, exceeding the annual beneficiary goal by 105%. The project met or exceeded all program objectives, including providing 35 housing counseling services, 5 fair housing inquiries, 5 fair housing investigations, 5 systemic fair housing audits, and 10 successful tenant-landlord conciliations/mediations. Services helped residents understand and protect their fair housing rights, resolve housing disputes, prevent displacement, and improve access to safe and stable housing. The project also completed a five-site National Origin systemic fair housing audit, further advancing fair housing compliance and education throughout the community.
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IDIS Activity: 1415 - 2025 Gathering for Women - Monterey Project: 0004 - Public Services
PGM Year: 2025
Description:
Housing Information and Referral
Services (05X)
Matrix Code:
Availability/accessibility
Objective: Create suitable living environments
Outcome:
Completed 6/30/2026 12:00:00 AM
1292 Olympia Ave Seaside, CA 93955-4933
National Objective: LMC
Status:
Location:
Initial Funding Date: 11/15/2025
Activity to prevent, prepare for, and respond to Coronavirus: No Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year Total
CDBG EN
PI
Total
2025 B25MC060006 $5,962.64 $5,962.64 $5,962.64
$4,227.36 $4,227.36 $4,227.36
$10,190.00 $10,190.00 $10,190.00
Proposed Accomplishments
People (General) : 16
Number assisted:
Actual Accomplishments
Person
Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
5 5
White:
Black/African American:
Total:
Asian:
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Owner
Total Hispanic
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Renter
Total Hispanic
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Total
Total Hispanic Total
19 1
1 1
0 0
0 3
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0 25
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Integrated Disbursement and Information System
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SEASIDE
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Female-headed Households: 0 0 0
Income Category:
Low Mod
Moderate
Extremely Low
Non Low Moderate
Total
Percent Low/Mod
Owner
0 0
0 0
0 Renter
0 0
0 0
0 Total
0 0
0 0
0 Person
23 2
0 0
25 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2025 CDBG funding supported case management and housing navigation services for homeless single women residing at Casa de Noche Buena emergency shelter. During the program year, the project provided 176 case management sessions to 25 unduplicated persons, substantially exceeding the annual service goal. All beneficiaries were experiencing homelessness, and 90% were Extremely Low-Income (below 30% of Area Median Income), with the remaining participants qualifying as Very Low-Income. The agency successfully hired a new case manager during the program year, restoring full program capacity and strengthening service delivery. Through individualized case management and coordinated supportive services, participants improved access to housing resources and assistance aimed at achieving greater housing stability and permanent housing outcomes.
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CITY OF SEASIDE
STAFF REPORT
Item No.: 10.B.
TO: City Council
FROM: Greg McDanel, City Manager
BY: Beth Rocha, Senior Planner
Andrew Myrick, Housing & Planning Manager
DATE: September 17, 2026
SUBJECT: AN APPEAL OF THE PLANNING COMMISSION'S APPROVAL OF ARCHITECTURAL REVIEW APPLICATION NO. AR-2026-002
AND MINOR USE PERMIT NO. MUP-2026-001 FOR A SECONDSTORY ADDITION TO AN EXISTING ONE-STORY SINGLEFAMILY DWELLING, INCLUDING A 337 SQUARE FOOT DECK ABOVE A RELOCATED ZERO-LOT-LINE 391 SQUARE FOOT
GARAGE AND A 234 SQUARE FOOT BALCONY, LOCATED IN THE
SINGLE-FAMILY RESIDENTIAL ZONING DISTRICT (RS-8) AT
1828 YOSEMITE STREET (APN 012-621-034).
RECOMMENDATION
Adopt a resolution upholding the Planning Commission's approval of Architectural Review Application No. AR-2026-002 and Minor Use Permit No. MUP-2026-001.
BACKGROUND
The subject property, located at 1828 Yosemite Street between San Pablo and La Salle Avenues, is a 7,200-square-foot parcel developed with a 1,183-square-foot single-family dwelling and a 465-square-foot, nonconforming detached two-car garage. The garages serving 1828 Yosemite Street and the adjacent property at 1820 Yosemite Street are located within a shared structure, with a shared wall located approximately along the common property line.
A portion of the first-story area is proposed to be converted to an Accessory Dwelling Unit (ADU). Because ADUs are subject to ministerial review under State law, the ADU component is not part of the discretionary application before the Planning Commission or City Council.
The discretionary application consists of a Minor Use Permit and Architectural Review.
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Item No. 10.B. Page 2 of 6
The Minor Use Permit is required to allow portions of the proposed second story to encroach up to five inches into the required five-foot side-yard setbacks, but no farther than the existing nonconforming setbacks of the dwelling. The proposed first-story additions and the portions of the second story located above those additions comply with the applicable setback requirements. Architectural Review is required for the proposed second-story addition, including the balcony and deck, to the existing onestory single-family dwelling. Staking and flagging identifying the proposed second-story addition were installed on the property prior to the Planning Commission hearings.
Photographs of the staking and flagging are included as Attachment 3.
June 24, 2026 Planning Commission Hearing
The applicant proposed a 1,471-square-foot second-story addition to the existing single-family dwelling, including a 234-square-foot balcony and a 337-square-foot deck above the garage. The project also included approximately 389 square feet of additions to the first story, resulting in a total first-story area of approximately 1,572 square feet.
On June 24, 2026, the Planning Commission conducted a public hearing on the applications, received a staff presentation, considered written and oral public comments, and deliberated on the project. Three written comments were received prior to the hearing. Comments were submitted by Erica Sabin, the owner of 1820 Yosemite Street; Kristin Setliff, the designer of Ms. Sabin's property; and Chris Kogan, an abutting property owner. Five members of the public also provided comments during the hearing, in addition to comments from the project architect.
Ms. Sabin raised concerns regarding the existing shared garage structure, including the absence of a firewall and structural agreement between the properties. She expressed a preference for separating the garages and raised concerns regarding potential homeowner's insurance implications associated with the garages remaining connected.
Ms. Sabin also expressed concerns regarding privacy and potential views from the proposed deck toward her property, as well as the compatibility of the deck design with the surrounding neighborhood.
Following public testimony and Planning Commission deliberation, the Commission continued the item to July 8, 2026, to provide the applicant an opportunity to revise the plans in response to concerns raised during the hearing.
July 8, 2026 Planning Commission Hearing
On July 8, 2026, the Planning Commission considered revised plans for the project. The revisions included modifications to the garage configuration and the proposed deck.
Specifically, the revised plans proposed:
1. To separate the garage serving 1828 Yosemite Street from the adjacent garage serving 1820 Yosemite Street and construct a new approximately 391-squarefoot garage that would observe the required five-foot side-yard setback; and
2. Provide an approximately 337-square-foot second-story deck above the garage, measuring approximately 16 feet 5 inches in width and approximately 21 feet 5 inches/19 feet 9 inches in depth.
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Item No. 10.B. Page 3 of 6
Two written comments were received prior to the July 8 hearing, including a comment from Ms. Sabin and a letter from Thomas Rettenwender, the project architect. During the hearing, Mr. Kogan again provided information regarding the City's historical viewprotection policies. Ms. Sabin stated that progress had not been made toward a separation agreement between the owners concerning the shared garage structure. She also expressed concerns regarding the size of the proposed deck, noting that the revised deck was approximately 66 square feet larger than the deck previously considered by the Commission. Ms. Sabin further expressed concerns regarding the absence of a privacy screen and the potential for the deck to accommodate large gatherings. Ms. Matthews again spoke regarding the size of the proposed deck and suggested that it be reduced. Ms. Maciel responded that the residence is intended to serve as a multi-generational home for the family and stated that the family does not intend to host loud parties on the deck.
Following public testimony and deliberation, the Planning Commission approved the project by a 3-1 vote. The Planning Commission's decision initiated a seven-day appeal period, which expired on July 15, 2026, at 5:00 p.m.
An appeal of the Planning Commission's decision was subsequently filed. The appeal is before the City Council for consideration pursuant to the City's applicable appeal procedures.
APPEAL
On July 14, 2026, Erica Sabin, owner of the adjoining property at 1820 Yosemite Street, filed a timely appeal of the Planning Commission's decision. Ms. Sabin submitted written comments and provided testimony during both the June 24 and July 8, 2026 Planning Commission hearings. The appeal is included as Attachment 2.
The appeal includes the appellant's statement, supporting exhibits, and publicly available project documents, including public notices, agendas, staff reports, meeting minutes, and resolutions. The appellant requests that the City Council modify or impose additional requirements on the approved project. The appellant's requested actions are summarized below, followed by staff's response to each request.
1. Require garage separation be a condition of the permit approval.
Staff Response: This is already required in the proposed documents, since the approved project plans depict the garage serving 1828 Yosemite Street as separated from the adjacent garage at 1820 Yosemite Street. The approved discretionary plans establish the configuration of the project that must be reflected in subsequent building permit plans. Accordingly, any building permit plans must be consistent with the approved project, including the approved separation of the garages.
2. Require a formal separation agreement.
Staff Response: A private agreement between adjoining property owners concerning the separation, maintenance, access, or other private interests associated with the Packet Page 553
Item No. 10.B. Page 4 of 6
shared garage structure is generally a private civil matter and is not a requirement of the City's Zoning Ordinance for the approved project. The City's discretionary land use review does not determine the respective property rights or obligations of the adjoining property owners. Any such agreement would be a private civil matter between the affected property owners unless it is discovered that compliance with City regulations is impossible without such an agreement.
3. Require a structural engineering analysis of the garage separation prior to final approval of the project.
Staff Response: Structural design and engineering requirements associated with construction of the new garage and separation of the existing garage structure will be reviewed as part of the City's building permit process. A Condition of Approval has been added to indicate that a property line survey and engineer-stamped plans will be required. The Building Division will review the construction documents for compliance with applicable provisions of the California Building Code and other applicable building and safety regulations. The discretionary land use approval does not replace or supersede the City's separate building permit and inspection requirements.
4. Require the garage separation be done consistent with structural engineering reports and Building Code requirements for a party wall, including removal of the existing connected wall and reconstruction of the replacement wall so my garage remains enclosed and stable post construction.
Staff Response: The manner in which the existing garage connection is removed and the replacement wall is designed and constructed is a building and structural matter.
The Building Division will review the construction documents submitted with the building permit application for compliance with the California Building Code and any applicable engineering requirements. A Condition of Approval has been added to indicate that both a property survey and Engineer-stamped plans will be required.
Construction will also be subject to required inspections. Building permit approval and final inspection will require compliance with applicable building and safety regulations.
5. Require that the Owner be responsible for all costs of removing the existing connected garage wall and constructing the replacement wall so my garage remains enclosed and stable post construction.
Staff Response: Allocation of construction costs between neighboring property owners is a civil matter and is outside the scope of the City's land use authority. The City's review is limited to determining compliance with applicable zoning, building regulations, and to verify the contractor’s insurance policy prior to the issuance of the building permit. The City will verify that the work described in the plans provided will not result in any non-compliant structures, including the remaining portion of the shared garage.
6. Require that the Owner assures he covers the cost of any damage to my garage during construction.
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Item No. 10.B. Page 5 of 6
Staff Response: Potential liability for construction-related damages is governed by applicable civil law and is outside the City's authority through the discretionary permit process. Such matters are not appropriately addressed through conditions of approval.
7. Require the large 337square foot deck be scaled back to match the existing balconies that fit the design of the elevated railed decks in the vicinity.
Staff Response: The Zoning Code does not establish a maximum area for an uncovered residential deck of this type. The proposed deck was evaluated as part of the Architectural Review application, including its relationship to the existing dwelling and surrounding development. Staff determined that the project complies with the applicable development standards, and the Planning Commission approved the Architectural Review application after considering the project's design and compatibility with the surrounding neighborhood.
8. Regardless of the size of the deck, if a deck is approved, and it violates my privacy, require the Owner to construct a 6 ft. tall privacy screen along the southern boundary of the deck to protect my privacy.
Staff Response: The Planning Commission did not impose a privacy-screen requirement as part of its approval. The Zoning Code does not otherwise require a six-foot privacy screen for the proposed deck based solely on its location or configuration.
RECOMMENDATION
Staff recommends that the City Council receive the staff report, consider the appeal and all public testimony, determine whether any modifications to the conditions of approval are appropriate, and adopt a resolution upholding the Planning Commission's approval of Architectural Review Application No. AR-2026-002 and Minor Use Permit No. MUP2026-001.
FISCAL IMPACT
None.
STRATEGIC PRIORITY
Not Applicable
ATTACHMENTS
1. Attachment 1: Resolution
2. Attachment 2: Appeal
3. Attachment 3: Staking and Flagging Photos
4. Attachment 4: Plans
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Item No. 10.B. Page 6 of 6
Reviewed for Submission to the City Council by:
____________________________________
Greg McDanel, City Manager
Packet Page 556
Meeting Date: 9/17/26
Item #: 10.B.
RESOLUTION NO. 26-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE APPROVING ARCHITECTURAL REVIEW APPLICATION NO. AR-2026-002 FOR A SECONDSTORY ADDITION, INCLUDING A BALCONY AND DECK, TO AN EXISTING ONE-STORY DWELLING AND MINOR USE PERMIT NO. MUP-2026-001 FOR
THE PROPOSED SECOND STORY TO ENCROACH INTO THE REQUIRED SIDE
SETBACK NO FURTHER THAN THE EXISTING NONCONFORMING SETBACK AT 1828 YOSEMITE STREET (APN: 012-621-034) IN THE SINGLE-FAMILY RESIDENTIAL (RS-8) ZONING DISTRICT.
WHEREAS, Peter Maciel, Property Owner, and Thomas Rettenwender, Applicant, applied for Architectural Review Application No. AR-2026-002 and for Minor Use Permit Application No. MUP-2026-001; and
WHEREAS, the Planning Commission considered oral comments and written information concerning Architectural Review Application No. AR-2026-002 and Minor Use Permit Application No. MUP-2026-001 at a duly noticed public hearing that the Planning Commission held on June 24, 2026; and
WHEREAS, the Planning Commission unanimously voted to continue the project to July 8, 2026 to provide an opportunity for the property owner and/or applicant to modify the proposed plans in response to public comments received on the applications; and WHEREAS, on July 8, 2026, the Planning Commission voted to approve AR-2026-002 and MUP-2026-001, as revised; and
WHEREAS, on July 14, 2026, an appeal of the Planning Commission's decision was timely filed with the City pursuant to the applicable provisions of Chapter 17.76 of the Seaside Municipal Code (SMC); and
WHEREAS, the City Council conducted a duly noticed public hearing on September 17, 2026 to consider the appeal and the Planning Commission's approval of Architectural Review Application No. AR-2026-002 and Minor Use Permit Application No. MUP-2026- 001, and considered the staff report, Planning Commission record, appeal materials, project plans, applicable City regulations and policies, and testimony received from the applicant, appellant, and members of the public; and
WHEREAS, the City Council has independently considered the evidence in the administrative record and finds that the Project, subject to the Conditions of Approval set forth herein, satisfies the applicable requirements of the SMC, is consistent with the General Plan, and is compatible with existing and planned development in the surrounding neighborhood; and
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WHEREAS, the City Council finds that the proposed second-story addition, including the continuation of the existing nonconforming setbacks, will not be detrimental to the public interest, health, safety, convenience, or welfare, nor materially injurious to persons, property, or improvements in the vicinity or zoning district; and WHEREAS, based on the foregoing, the City Council desires to approve Architectural Review Application No. AR-2026-002 and Minor Use Permit Application No. MUP-2026- 001, subject to the Conditions of Approval set forth herein.
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Seaside hereby approves Architectural Review Application No. AR-2026-002 and Minor Use Permit Application No. MUP-2026-001, subject to the Conditions of Approval set forth in Section 3 of this Resolution, and adopts the following findings:
SECTION 1. CEQA Findings
Architectural Review is not an activity subject to the California Environmental Quality Act (CEQA).
Evidence: Pursuant to Section 15061(b)(3) of the CEQA Guidelines it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.
The Minor Use Permit is Categorically Exempt, Class 1, from the California Environmental Quality Act (CEQA) pursuant to Section 15301(e)(2) of the CEQA Guidelines.
Evidence: All utility needs can be provided by the existing public services and the parcel is not located in an environmentally sensitive location.
SECTION 2. Minor Use Permit Findings
The City Council hereby adopts the following findings for Minor Use Permit Application No. MUP-2026-001:
1. The proposed use is allowed within the applicable zone and complies with all other applicable provisions of this Zoning Ordinance and the Municipal Code.
Evidence: The proposed second story addition would lead to no change in use for the single-family dwelling, which is currently an allowed use for the single-family residential zone (RS-8) per Seaside Municipal Code (SMC) Section 17.12.020, Table 2-1.
2. The proposed use is consistent with the General Plan and any applicable specific plan.
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Evidence: The Neighborhood Low designation provides residential land uses as the primary intended use, with the development of existing single-family residential neighborhoods included.
3. The design, location, size, and operating characteristics of the proposed activity are compatible with the existing and planned future land uses in the vicinity.
Evidence: The proposed project is compatible with the nearby single-family dwellings.
The height of the proposed second story addition is compatible with the increased height of existing two-story single-family homes zoned RS-8 in the vicinity and the intent of planned future uses for the area per the General Plan. The proposal is compliant with all development regulations, with the exception of the continuation of the nonconforming setbacks on the north and south elevations. As is the case with nearby decks and balconies on the block face, both elements face Yosemite Street with peripheral views of the front areas of the neighboring properties.
4. The site is physically suitable for the type, density, and intensity of use being proposed, including access, utilities, and the absence of physical constraints.
Evidence: The parcel size is 7,200 SF, with a maximum allowed Floor Area Ratio (FAR) of 0.45 and a maximum allowed site coverage of 65%. The project proposal would maintain an FAR of 0.42 and a site coverage of 43%. No physical constraints to this proposal are present on the property.
5. Granting the permit would not be detrimental to the public interest, health, safety, convenience, or welfare, or materially injurious to persons, property, or improvements in the vicinity and zoning district in which the property is located.
Evidence: The construction of a second story at the existing setback would create continuity along the north and south elevation walls instead of necessitating a small setback off the existing first story. Therefore, granting the permit would not affect the public interest, health, safety, convenience, or welfare, nor would it materially injure persons, property, or improvements in the vicinity and zone.
SECTION 3. Conditions of Approval
1. Landscaped areas, including trees and other plantings, as well as paving, walls, and fences, shall be regularly maintained.
2. The Zoning Administrator has the authority to approve minor changes to the landscaping, lighting, and architectural finishes of this project, given changes are kept in a similar design style, the colors and materials are within the same design Packet Page 559
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family (metal, wood, composite siding), and the juxtaposition of the materials and colors achieves a similar design balance and aesthetic.
3. The eaves of the roof shall not project closer than a distance of three feet from the side property lines.
4. This approval does not include the conceptual Accessory Dwelling Unit shown on the attached plans, which shall require a separate ministerial permit for approval.
5. An exterior light matching the surrounding models shall be placed adjacent to the proposed sliding door leading to the rear yard of the property.
6. Construction must comply with all requirements of the California Building Code, as amended by the City of Seaside and in effect at the time of Building Permit submittal.
7. A survey, prepared by a licensed Land Surveyor, indicating the location of the property line between 1820 and 1828 Yosemite Street with regards to the existing garage building shall be included with the Building Permit application. Plans for work done to the garage building shall be prepared and stamped by a licensed structural or civil engineer. If necessary, work done on the garage shall also be overseen by a licensed structural or civil engineer.
8. Construction must comply with all requirements of the California Fire Code, as amended by the City of Seaside and in effect at the time of Building Permit submittal.
9. The applicant shall fill out the Fire Sprinkler Calculation Form to determine if fire sprinklers will be required.
10. Proposed project must implement stormwater best management practices (BMPs) during construction. (SMC 8.46)
a. Applicant required to submit a site-specific Erosion and Sediment Control plan sheet showing locations of material storage and handling, and washout locations (i.e., concrete, stucco, paint). Sample Erosion and Sediment Control Plan attached.
b. Applicant required to complete and submit a Storm water Compliance Tracking Form, with signature, attached.
11. Post-development peak stormwater runoff rates shall not exceed the predevelopment rate. A pro rata share of the cost of offsite erosion sediment, and flood control improvements and/or for maintenance to the principal drainage way may be required by the city engineer to handle the increased peak runoff and/or sediment generated by the project. (SMC 15.32.170).
a. Site plans to clearly show direction of stormwater drainage from new or redeveloped impervious surfaces.
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b. Drainage shall not be directed to adjacent properties. c. Site plan to clearly denote site coverage type (i.e., landscaping, building, concrete).
d. Site plan to include table summarizing existing impervious surface square footage, proposed new impervious surface, redeveloped impervious surface, and total impervious surface.
e. Proposed site plans to show location of new and existing downspouts. f. Downspouts and/or overflow from cisterns or rain barrels to be directed to permeable surface.
12. Applicant is required to obtain a sewer permit or waiver from Monterey One Water. Contact Seaside County Sanitation District (SCSD) to assess any additional sewer fees that may apply to the project. This step is necessary to ensure compliance with local regulations and to avoid any delays in the processing of your permit application. SCSD contact email ([email protected]).
13. Applicant to make payment for the TAMC Traffic Fee to the City of Seaside Building Department.
14. Except as modified by the Conditions of Approval, plans submitted for Building Permits must be in compliance with Exhibit A: Project Plans.
15. The applicant agrees as a condition and in consideration of the approval of this permit that they will defend, indemnify, and hold harmless the City of Seaside or its agents, officers, and employees from any claim, action, or proceeding against the City or its agents, officers, or employees to attack, set aside, void, or annul this approval. The applicant will reimburse the City for any court costs and attorney’s fees, which the City may be required by a court to pay as a result of such action.
The City may, at its sole discretion, participate in the defense of such action; but such participation shall not relieve the applicant of their obligations under this condition. The City shall promptly notify the applicant of any such claim, action, or proceeding, and the City shall cooperate fully in the defense thereof.
16. The permit shall have no force or effect unless and until accepted, and the terms thereof agreed to, in writing, by the applicant and property owner prior to issuance of any Building Permit or establishment of any use authorized by the permit.
17. This approval shall become null and void unless a Building Permit application is submitted or authorized use is established within twelve (12) months of September 17, 2026, in accordance with SMC Section 17.64.080.A. Time extensions may be granted in accordance with SMC Section 17.64.080.B. This approval shall also become null and void if the implementing Building Permit application expires.
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18. For purposes of assuring compliance, the applicant, agents, representatives, or their assignees agree not to deny or impede access to the subject property by City employees in the performance of their duties.
SECTION 4. Incorporation of Exhibits
The approved Project plans are incorporated herein by this reference and shall be binding upon the property owner and any successor in interest.
SECTION 5. Effective Date
This Resolution shall take effect upon its adoption.
PASSED AND ADOPTED at a Regular meeting of the City Council of the City of Seaside duly held on the 17th day of September, 2026 by the following vote:
AYES: COUNCIL MEMBERS
NOES: COUNCIL MEMBERS
ABSENT: COUNCIL MEMBERS
ABSTAIN: COUNCIL MEMBERS
APPROVED:
_______________________________
Ian N. Oglesby, Mayor
ATTEST:
______________________________
Dominique L. Davis, City Clerk
APPROVED TO FORM:
______________________________
Sheri L. Damon, City Attorney
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