Agenda packet — Shafter City Council, November 18, 2025 (part 2 of 2)

FULL-TIME PART-TIME
Spanish 5% $55.39 $55.39
Prorate per hour =
$1,440 Annual
Student +60 Units 2.5%
Associate Degree 2.5%
Bachelor Degree 5%
POST Intermediate 5% 5%
POST Advanced 5% 5%
POST Supervisor 2.5% 2.5%
Arborist (ISA Arborist) 2.5% 2.5%
Arborist (Tree Risk Assess.) 0.5% 0.5%
Arborist (Muni Spec.) 0.5% 0.5%
ASE (G1 and A1-A8 Master) 2.5% 2.5%
ASE (Medium/Heavy Truck) 1.0% 1.0%
ASE (Transit Bus Master) 1.0% 1.0%
Water (Distribution or Treatment) D1/T1 None None
Water (Distribution or Treatment) D2/T2 2.5% 2.5%
Water (Distribution or Treatment) D3/T3 1.5% 1.5%
Water (Distribution or Treatment) D4 1.0% 1.0%
Other Up to 5%
3 Years 2.5%
5 Years 2.5% 2.5%
7 Years 2.5%
10 Years 2.5% 2.5%
12 Years 2%
15 Years 2.5% 2.5%
16 Years 2%
20 Years 1% 2.5% 2.5%
Canine 2.5%
Detective Division Premium 3.5%
Traffic Detail 3.5%
Shift Differential - Sworn (7 p.m. - 7 a.m.) $1.50/hr
Shift Differential - Dispatch (6 p.m. - 6 a.m.) $1.50/hr CITY OF SHAFTER EMPLOYEE BIWEEKLY PAY SCHEDULE (Effective 10/11/25 - Revised 10/10/25 - Adopted 11/18/25 )

PREMIUM PAY FLAT AMOUNT AND/OR PERCENTAGE OF BASE BIWEEKLY AMOUNT

INCENTIVE

SHAFTER POLICE

OFFICER ASSOCIATION

SEIU PUBLIC WORKS
UNIT

NONREPRESENTED EMPLOYEES
Longevity
Special Assignment
Bilingual
Education Incentive (5% Maximum)
Certificates

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CONSENT CALENDAR

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: November 18, 2025
DEPARTMENT: Carol Chavolla, HR Director
SUBJECT: CITY OF SHAFTER EMPLOYEE BI-WEEKLY PAY SCHEDULE, EFFECTIVE OCTOBER 21, 2025

RECOMMENDATION
Council find action is not defined as a “project” per Section 15378(b)(5) of the CEQA Guidelines; and adopt the City of Shafter Employee Bi-Weekly Pay Schedule, effective October 21, 2025.

BACKGROUND
As outlined below, the City of Shafter Employee Bi-Weekly Pay Schedule has been updated, effective October 21, 2025, to reflect the addition of a newly Councilauthorized full-time position.

Position
Range Bi-Weekly
Pay
Action
Police Chief,
Assistant
NR-S
337
$5,841 -
$7,099
Add – New Position
CalPERS requires that the City Council adopt a pay schedule to formally authorize employee pay rates and earnable, reportable compensation. For City Council adoption, enclosed is the revised City of Shafter Employee Bi-Weekly Pay Schedule, effective October 21, 2025.

FISCAL IMPACT
The revisions are within the approved Fiscal Year 2025/2026 Annual Operating Budget. A budget amendment is not required.

CEQA ANALYSIS
The action is not defined as a “project” per Section 15378(b)(5) of the CEQA Guidelines because the action is the approval of a pay schedule, and therefore, it is an organizational and administrative activity that will not result in direct or indirect physical changes to the environment and not subject to CEQA

APPROVED BY THE CITY ATTORNEY

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CITY OF SHAFTER EMPLOYEE BI-WEEKLY PAY SCHEDULE, EFFECTIVE OCTOBER 21, 2025 - 2 -
No

ATTACHMENTS

1. Bi-Weekly Pay Schedule Effective 2025 10 21

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TITLE SALARY GRID RANGE ABCDE
Accounting Manager NR-NS 306 4,766 $ 5,005 $ 5,255 $ 5,518 $ 5,793 $ Accounting Supervisor NR-NS 261 3,844 $ 4,037 $ 4,238 $ 4,450 $ 4,673 $ Accounting Technician I NR-NS 146 2,246 $ 2,358 $ 2,476 $ 2,600 $ 2,730 $ Accounting Technician II NR-NS 178 2,603 $ 2,733 $ 2,870 $ 3,013 $ 3,164 $ Accounting Technician III NR-NS 210 3,022 $ 3,174 $ 3,332 $ 3,499 $ 3,674 $ Administrative Analyst I NR-NS 209 3,008 $ 3,159 $ 3,317 $ 3,483 $ 3,657 $ Administrative Analyst II NR-NS 261 3,844 $ 4,037 $ 4,238 $ 4,450 $ 4,673 $ Administrative Assistant I NR-NS 147 2,256 $ 2,369 $ 2,488 $ 2,612 $ 2,742 $ Administrative Assistant II NR-NS 179 2,615 $ 2,746 $ 2,883 $ 3,027 $ 3,179 $ Administrative Assistant I (PT/Extra Help) Tier I NR-NS Hourly 26.17 $ Administrative Assistant I (PT/Extra Help) Tier II NR-NS Hourly 28.19 $ Animal Control Manager NR-NS 306 4,766 $ 5,005 $ 5,255 $ 5,518 $ 5,793 $ Animal Control Officer SPOA-NS 155 2,319 $ 2,435 $ 2,557 $ 2,685 $ 2,819 $ Animal Control Services Worker NR-NS 70 1,595 $ 1,675 $ 1,759 $ 1,847 $ 1,939 $ Building Inspector I NR-NS 232 3,351 $ 3,519 $ 3,695 $ 3,880 $ 4,074 $ Building Inspector II NR-NS 253 3,701 $ 3,886 $ 4,080 $ 4,284 $ 4,498 $ Building Inspector Manager NR-NS 306 4,766 $ 5,005 $ 5,255 $ 5,518 $ 5,793 $ Building Official, Chief DIR 384 6,763 $ 7,102 $ 7,457 $ 7,830 $ 8,221 $ City Clerk NR-NS 306 4,766 $ 5,005 $ 5,255 $ 5,518 $ 5,793 $ City Clerk, Deputy NR-NS 209 3,008 $ 3,159 $ 3,317 $ 3,483 $ 3,657 $ City Engineer NR-NS 365 6,334 $ 6,651 $ 6,984 $ 7,333 $ 7,700 $ City Manager Contract 8,077 $
City Manager, Assistant Contract 8,632 $
Code Enforcement Officer I NR-NS 183 2,664 $ 2,797 $ 2,937 $ 3,084 $ 3,238 $ Code Enforcement Officer II NR-NS 215 3,094 $ 3,249 $ 3,411 $ 3,582 $ 3,761 $ Community Engagement Assistant NR-NS 147 2,256 $ 2,369 $ 2,488 $ 2,612 $ 2,742 $ Community Engagement Manager NR-NS 306 4,766 $ 5,005 $ 5,255 $ 5,518 $ 5,793 $ Community Service Officer (PT) - Tier I Hourly 28.96 $
Community Service Officer (PT) - Tier II Hourly 31.21 $ Community Services Assistant I (PT) - Tier I Hourly 23.92 $ Community Services Assistant I (PT) - Tier II Hourly 25.77 $ Community Services Assistant II (PT) - Tier I Hourly 27.20 $ Community Services Assistant II (PT) - Tier II Hourly 29.30 $ Community Services Director DIR 384 6,763 $ 7,102 $ 7,457 $ 7,830 $ 8,221 $ Community Services Supervisor NR-NS 261 3,844 $ 4,037 $ 4,238 $ 4,450 $ 4,673 $ Economic Development Coordinator NR-NS 277 4,149 $ 4,356 $ 4,574 $ 4,803 $ 5,043 $ Economic Development Director DIR 384 6,763 $ 7,102 $ 7,457 $ 7,830 $ 8,221 $ Engineer I NR-NS 232 3,351 $ 3,519 $ 3,695 $ 3,880 $ 4,074 $ Engineer II NR-NS 263 3,881 $ 4,075 $ 4,278 $ 4,492 $ 4,717 $ Engineer III, Civil NR-NS 294 4,500 $ 4,725 $ 4,961 $ 5,209 $ 5,470 $ Equipment Operator SEIU 137 2,299 $ 2,414 $ 2,534 $ 2,661 $ 2,794 $ Executive Assistant NR-NS 221 3,182 $ 3,341 $ 3,508 $ 3,683 $ 3,867 $ Facilities Construction Specialist I NR-NS 141 2,195 $ 2,305 $ 2,420 $ 2,541 $ 2,668 $ Facilities Construction Specialist II NR-NS 174 2,555 $ 2,683 $ 2,817 $ 2,958 $ 3,106 $ Facilities Supervisor NR-NS 261 3,844 $ 4,037 $ 4,238 $ 4,450 $ 4,673 $ Finance Analyst I NR-NS 209 3,008 $ 3,159 $ 3,317 $ 3,483 $ 3,657 $ Finance Analyst II NR-NS 261 3,844 $ 4,037 $ 4,238 $ 4,450 $ 4,673 $ Finance Director DIR 384 6,763 $ 7,102 $ 7,457 $ 7,830 $ 8,221 $ Finance Director, Deputy NR-NS 347 5,806 $ 6,097 $ 6,402 $ 6,722 $ 7,058 $ GIS Specialist I NR-NS 186 2,701 $ 2,836 $ 2,978 $ 3,127 $ 3,283 $ CITY OF SHAFTER EMPLOYEE BIWEEKLY PAY SCHEDULE (Effective 10/21/25 - Revised 10/21/25 - Adopted 11/18/25 )

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TITLE SALARY GRID RANGE ABCDE
CITY OF SHAFTER EMPLOYEE BIWEEKLY PAY SCHEDULE (Effective 10/21/25 - Revised 10/21/25 - Adopted 11/18/25 ) GIS Specialist II NR-NS 207 2,980 $ 3,129 $ 3,286 $ 3,450 $ 3,623 $ Human Resources Coordinator NR-NS 261 3,844 $ 4,037 $ 4,238 $ 4,450 $ 4,673 $ Human Resources Director DIR 384 6,763 $ 7,102 $ 7,457 $ 7,830 $ 8,221 $ Information Technology Analyst NR-NS 265 3,918 $ 4,114 $ 4,320 $ 4,536 $ 4,762 $ Information Technology Director DIR 384 6,763 $ 7,102 $ 7,457 $ 7,830 $ 8,221 $ Information Technology Director, Deputy NR-NS 347 5,806 $ 6,097 $ 6,402 $ 6,722 $ 7,058 $ Information Technology Specialist I NR-NS 199 2,871 $ 3,014 $ 3,165 $ 3,323 $ 3,490 $ Information Technology Specialist II NR-NS 238 3,447 $ 3,620 $ 3,801 $ 3,991 $ 4,190 $ Intern - Tier I Hourly 16.50 $
Intern - Tier II Hourly 17.78 $
Mechanic SEIU 157 2,519 $ 2,645 $ 2,777 $ 2,916 $ 3,062 $ Permit Technician NR-NS 183 2,664 $ 2,797 $ 2,937 $ 3,084 $ 3,238 $ Planner, Associate NR-NS 205 2,952 $ 3,100 $ 3,255 $ 3,418 $ 3,588 $ Planner, Senior NR-NS 281 4,228 $ 4,440 $ 4,662 $ 4,895 $ 5,140 $ Planning Director DIR 384 6,763 $ 7,102 $ 7,457 $ 7,830 $ 8,221 $ Police Chief DIR 384 6,763 $ 7,102 $ 7,457 $ 7,830 $ 8,221 $ Police Chief, Assistant NR-S 337 5,841 $ 6,133 $ 6,439 $ 6,761 $ 7,099 $ Police Dispatch Supervisor NR-NS 228 3,288 $ 3,453 $ 3,625 $ 3,807 $ 3,997 $ Police Dispatcher SPOA-NS 154 2,309 $ 2,424 $ 2,546 $ 2,673 $ 2,807 $ Police Lieutenant NR-S 306 5,032 $ 5,283 $ 5,547 $ 5,825 $ 6,116 $ Police Officer SPOA-S 205 3,145 $ 3,303 $ 3,468 $ 3,641 $ 3,823 $ Police Officer, Senior SPOA-S 226 3,471 $ 3,645 $ 3,827 $ 4,018 $ 4,219 $ Police Officer Trainee - Tier I Hourly 26.52 $
Police Officer Trainee - Tier II Hourly 28.58 $
Police Records Supervisor NR-NS 228 3,288 $ 3,453 $ 3,625 $ 3,807 $ 3,997 $ Police Records Technician NR-NS 163 2,429 $ 2,550 $ 2,678 $ 2,812 $ 2,952 $ Police Property & Evidence Supervisor NR-NS 228 3,288 $ 3,453 $ 3,625 $ 3,807 $ 3,997 $ Police Property & Evidence Technician NR-NS 163 2,429 $ 2,550 $ 2,678 $ 2,812 $ 2,952 $ Police Sergeant SPOA-S 262 4,116 $ 4,321 $ 4,537 $ 4,764 $ 5,003 $ Public Facilities Supervisor NR-NS 261 3,844 $ 4,037 $ 4,238 $ 4,450 $ 4,673 $ Public Works Director DIR 384 6,763 $ 7,102 $ 7,457 $ 7,830 $ 8,221 $ Public Works Director, Deputy NR-NS 363 6,274 $ 6,587 $ 6,917 $ 7,262 $ 7,626 $ Public Works Inspector NR-NS 208 2,994 $ 3,144 $ 3,301 $ 3,466 $ 3,640 $ Risk Management Coordinator NR-NS 261 3,844 $ 4,037 $ 4,238 $ 4,450 $ 4,673 $ Service Crew Member I SEIU 106 1,996 $ 2,096 $ 2,201 $ 2,311 $ 2,427 $ Service Crew Member II SEIU 140 2,331 $ 2,447 $ 2,569 $ 2,698 $ 2,833 $ Service Crew Member, Senior SEIU 172 2,700 $ 2,835 $ 2,977 $ 3,126 $ 3,282 $ Streets Supervisor NR-NS 261 3,844 $ 4,037 $ 4,238 $ 4,450 $ 4,673 $ Teacher (PT) - Tier I Hourly 41.28 $
Teacher (PT) - Tier II Hourly 44.48 $
Transit Driver (FT) NR-NS 108 1,889 $ 1,984 $ 2,083 $ 2,187 $ 2,296 $ Transit Driver (PT) - Tier I Hourly 21.92 $
Tranist Driver (PT) - Tier II Hourly 23.62 $
Transit Supervisor I NR-NS 209 3,008 $ 3,159 $ 3,317 $ 3,483 $ 3,657 $ Transit Supervisor II NR-NS 261 3,844 $ 4,037 $ 4,238 $ 4,450 $ 4,673 $ Utilities Manager NR-NS 306 4,766 $ 5,005 $ 5,255 $ 5,518 $ 5,793 $ Utility Operator I SEIU 140 2,331 $ 2,447 $ 2,569 $ 2,698 $ 2,833 $ Utility Operator II SEIU 173 2,713 $ 2,848 $ 2,991 $ 3,140 $ 3,297 $ Utility Technician SEIU 205 3,149 $ 3,306 $ 3,471 $ 3,645 $ 3,827 $ The numbers on this schedule are rounded to the nearest dollar and may vary slightly from actual payroll calculations due to rounding.

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PREMIUM PAY FLAT AMOUNT AND/OR PERCENTAGE OF BASE BIWEEKLY AMOUNT

INCENTIVE

SHAFTER POLICE

OFFICER ASSOCIATION

SEIU PUBLIC WORKS
UNIT

NONREPRESENTED EMPLOYEES
Longevity
Special Assignment
Bilingual
Education Incentive (5% Maximum)
Certificates

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CONSENT CALENDAR

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: November 18, 2025
DEPARTMENT: Johnny Rubio, IT Director
SUBJECT: CAT6 DATA COMMUNICATIONS CABLING AND PUBLIC SAFETY

SECURITY CAMERAS BY XIT SOLUTIONS INSTALLATION

RECOMMENDATION
Council find the action is not defined as a “project” per Section 15378(b)(4) of the CEQA Guidelines; authorize a General Fund appropriation of $38,165.81 to project PF00004 and approve the purchase and installation of a security access control system from Tel-Tec for the new Aquatic Center in the total amount of $38,165.81.

BACKGROUND
The new Aquatic Center, anticipated for completion in early 2026, will require the installation of CAT6 cabling to support reliable data communications throughout the facility. In addition to network infrastructure, public safety security cameras will be installed to enhance the overall safety and security of both staff and patrons.

A total of twelve cameras and a Bosch network video recorder (NVR) have been selected to maintain consistency with the City’s existing security standards deployed across other municipal sites. This standardization ensures system compatibility, simplifies maintenance and support, and enables the Police Department to efficiently review recorded footage when necessary. The strategic placement of cameras throughout the facility will provide improved situational awareness, deter potential incidents, and contribute to a safer environment for all users of the Aquatic Center.

XIT Solutions has been selected based on their proven expertise in CAT6 cabling installation and their prior experience with security camera deployments across multiple City sites. Given the sensitive nature of our security infrastructure and the importance of maintaining consistency across all locations, it is critical that we work with a trusted local managed service provider. XIT Solutions has demonstrated professionalism, reliability, and a strong understanding of the City’s standardized security and network configurations, allowing us to securely share necessary information such as configurations and credentials with confidence. This established trust and familiarity with our systems make them the preferred choice for this project.

FISCAL IMPACT

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CAT6 DATA COMMUNICATIONS CABLING AND PUBLIC SAFETY SECURITY CAMERAS BY XIT

SOLUTIONS INSTALLATION
- 2 -
All existing funds within CIP Project PF00004 are fully committed to ongoing projects and phases. Therefore, a General Fund appropriation of $38,165.81 to PF00004 is required to cover the proposed cost.

CEQA ANALYSIS
The action is not defined as a “project” per Section 15378(b)(4) of the CEQA Guidelines because the action is the approval of the purchase and installation of cabling and cameras and therefore, it is the creation of a governmental funding mechanism or other fiscal activity that does not involve any commitment to a specific project that can result in a potentially significant impact and not subject to CEQA.

APPROVED BY THE CITY ATTORNEY
No

ATTACHMENTS

1. Quote

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XIT Solutions
1112 20th Street
Bakersfield, California 93301
United States
http://www.xitsolutions.com
(P) 661-635-0365
(F) 661-635-0162
Date
Oct 30, 2025 08:36 AM PDT
Expiration Date
11/29/2025
Modified Date
Nov 06, 2025 09:04 AM PST
Quotation (Open)
Quote #
58786 - rev 1 of 1
Description
City of Shafter Aquatic Center
SalesRep
Barraza, Rian
(P) 661-635-0365
Customer Contact
Rubio, Johnny
(P) +16617465000
[email protected]
Customer
City of Shafter (CO1417)
Rubio, Johnny
336 Pacific Ave
Shafter, CA 93263
United States
(P) +16617465000
Bill To
City of Shafter
336 Pacific Ave
Shafter, CA 93263
United States
Ship To
City of Shafter
336 Pacific Ave
Shafter, CA 93263
United States
Customer PO: Terms:

Undefined
Ship Via:

FedEx Ground
Special Instructions: Carrier Account #:
# Description Part # Tax Qty Unit Price Total
Aquatic Center - City Of Shafter
------------ BOSCH CAMERAS ------------
1 Bosch FLEXIDOME outdoor 5100 IR
Network surveillance camera - dome - outdoor - color (Day&Night) - 2 MP - 1920 x 1080 - board mount - auto iris - motorized - audio - LAN 10/100 - MJPEG, H.264, H.265, HEVC NDE-5702-
AL
Yes 10 $888.59 $8,885.90
2 Bosch FLEXIDOME panoramic 5100i IR
Network surveillance / panoramic camera - dome - indoor, outdoor - vandal / weatherproof - color (Day&Night) - 6 MP - 2112 x 2112 - board mount - fixed iris - fixed focal - audio - HDMI - MJPEG, H.264, H.265, HEVC - PoE Class 3 NDS-5703-
F360LE
Yes 3 $1,130.84 $3,392.52
3 Bosch Divar IP all-in-one 4000 DIP-4428IG-2HD Management Appliance Video server - 32 channels - 2 x 8 TB - networked
DIP4428IG2HDYes 1 $4,404.14 $4,404.14
4 DIVAR IP AIO 5000 BVMS Lite Base
Expansion License - 32 channels
MBV-BLITDIPYes 1 $312.10 $312.10
5 Bosch Software Maintenance Agreement
Technical support - for Bosch Video Management System Lite - Base License - 1 year MBV-MLITDIPYes 1 $104.17 $104.17
------------ Copper Cabling ------------
6 Liberty - 1000' Blue Category 6 U/UTP EN Series 23 AWG 4 Pair Unshielded Cable Reel 24-8P-L6-

SIAM-BLU
Yes 6 $468.24 $2,809.44
7 Eaton Tripp Lite Series Dual Outlet RJ45 Universal Keystone Face Plate / Wall Plate Faceplate - white - 1-gang - 2 ports
N042-001-
WH
Yes 14 $1.53 $21.42
Note: Wall plates for data and behind tv locations.
8 Eaton Tripp Lite Series Cat6/Cat5e 110 Punch Down Keystone Jack Modular insert - RJ-45 - blue
N238-001-
BL
Yes 34 $3.33 $113.22
9 Cable Support J Hook, 1 5/16" Heavy Duty Metal Wire Cable Support J-Hook Hangers for attaching Wall Mounting to Vertical Surfaces (25 Pack)
1 5/16 inch Yes 1 $35.00 $35.00
10 AV Hardware AV-2012 Yes 1 $100.00 $100.00
Note: mounting hardware for rack, connectors for cameras, velcro for cable management, 11 AV General Prevailing Wage Labor AV-2001 No 1 $16,465.00 $16,465.00 Note: Please see the following updated BOM based on the camera count and for 30 days storage @ 30FPS as well as the Lite Licensing needed for the DIP-4000 series.

All prices listed in this quote are subject to change without notice. XIT Solutions reserves the right to adjust pricing due to fluctuations caused by tariffs, supplier costs, government regulations, or other market conditions. Final pricing will be Subtotal: $36,642.91
Tax (7.2500%): $1,462.90

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c
onfirmedatthetimeoforderplacement. These prices do NOT include applicable t axes, insurance, shipping, delivery, setup
fees, oranycablesorcablingservicesormaterial unlessspecifically listedabove. All prices are subject to change without notice. Supply subject to availability. S hipping: $60.00
Total: $38,165.81

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CONSENT CALENDAR

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: November 18, 2025
DEPARTMENT: Johnny Rubio, IT Director
SUBJECT: SECURITY ACCESS CONTROL SYSTEM BY TEL-TEC

SECURITY SYSTEMS PURCHASE AND INSTALLATION

RECOMMENDATION
Council find the action is not defined as a “project” per Section 15378(b)(4) of the CEQA Guidelines; authorize a General Fund appropriation of $31,729.70 to project PF00004; approve the purchase and installation of a security access control system from Tel-Tec for the new Aquatic Center in the total amount of $31,729.70.

BACKGROUND
The new Aquatic Center, anticipated for completion in early 2026, will require a modern and reliable security access control system to ensure the safety of Staff, patrons, and City assets. As a public facility with multiple points of entry and operational zones, it is critical to apply restricted access to sensitive areas such as storage rooms, electrical rooms, mechanical spaces, and administrative offices. To support this need, the implementation of a comprehensive access control and alarm monitoring system is essential. This system will enhance facility security, protect critical infrastructure, and support efficient day-to-day operations.

The proposed system utilizes proximity RFID (Radio Frequency Identification) technology, which offers numerous operational and security advantages over traditional key-based access. These benefits include:
• Controlled Access Management: Authorized personnel access can be easily granted, modified, or revoked without the need to re-key locks or issue new physical keys.
• Audit and Tracking Capabilities: The system will provide digital audit logs, allowing staff to monitor entry activity in real time and review access history when needed.
• Enhanced Security of Sensitive Areas: Restricted zones can be securely protected to prevent unauthorized entry, reducing liability and operational risks. • Elimination of Key Duplication Risks: RFID credentials cannot be duplicated like traditional keys, significantly reducing the risk associated with lost or unaccounted-for keys.

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SECURITY ACCESS CONTROL SYSTEM BY TEL-TEC SECURITY SYSTEMS PURCHASE AND

INSTALLATION
- 2 -
Implementing this technology will modernize facility operations, streamline access control management, and add a critical layer of physical security to protect both the public and City infrastructure. This proactive approach aligns with industry best practices and supports the City’s commitment to safety, operational efficiency, and risk mitigation.

FISCAL IMPACT
All existing funds within CIP Project PF00004 are fully committed to ongoing projects and phases. Therefore, a General Fund appropriation of $31,729.70 to PF00004 is required to cover the proposed cost.

CEQA ANALYSIS
The action is not defined as a “project” per Section 15378(b)(4) of the CEQA Guidelines because the action is the approval of the purchase and installation of a security access control system therefore, it is the creation of a governmental funding mechanism or other fiscal activity that does not involve any commitment to a specific project that can result in a potentially significant impact and not subject to CEQA.

APPROVED BY THE CITY ATTORNEY
No

ATTACHMENTS

1. Quote

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City Of Shafter
336 Pacific Ave
Shafter, CA 93263
Attn: Scott Wiggins
(661) 746-5036
[email protected]
August 19, 2025
Proposal
For
DMP Entre Access and Security System
at
Shafter Aquatics Center BLDG
269 Poso Ave.

Shafter, CA 93263

CONFIDENTIAL
5020 Lisa Marie Court • Bakersfield, California 93313 • tel:(661) 397-5511 • fax:(661) 834-3616 • License #472338

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Scope of Work:

1. Security / Access Control Panel Installation
 Install one (1) DMP Entre XR150 Security / Access Control Network Panel with TTS Router Kit.

2. Device Installation
 Install one (1) Keypad
 Install one (1) Motion Detector
 Install seven (7) Breakglass Detector
 Install one (1) Interior Siren
 Install fourteen (14) Signo HID Readers
 Install fourteen (14) DMP 734 Modules
 Install fourteen (14) Door Contacts, per site map

3. Customer Responsibilities
 Provide all electrified door hardware for access control doors.  Provide three (3) 110V separate duplex power outlets in Storage 105 at the Security / Access Control Panel, two (2) power supplies location.

4. System Programming and Testing
 Tel Tec will program and test the system to ensure full functionality.

5. Exclusions
This proposal excludes the following unless specifically noted above:
 Conduit, wire mold, core drilling,
 Patching, painting, or cosmetic repairs
 Electrical work beyond specified power requirements

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Proposal
Quantity Description Extended
1 DMP - XR150 Net ONLY w/xfmr (XR150NL-G) $ 442.58
4 Battery 12V 9 AH (WP 9-12) $ 140.00
1 DMP Thinline LCD KP (White) (7060-W) $ 123.02
1 DMP LTE Cell Mod for XT & XR (263LTE-V) $ 222.60
1 Wbox 16.5VAC 50VA wLED (0E-PPS1650) $ 34.98
14 HID Signo40 Wall Mount Rdr (40NKS-00-000000) $ 5,222.00 14 DMP Wiegand Interface Module (734) $ 2,432.92
14 Switch-Wht 3/8 & 1/4 bare mag (N175WH) $ 100.52
7 Honeywell Glass Break Detect (CK-FG1625) $ 467.74
1 747 Interior Siren (747) $ 45.48
1 Bosch 40x40 PIR/Micro (BDL2) (ISC-BDL2-WP12G) $ 63.49 1 Altronix 24VDC 6amp Pwr Supply (AL600ULX) $ 448.46
1 DMP - 8 Point Expander (714-8) $ 121.62
1 Altronix 12VDC 3amp Pwr Supply (SMP3) $ 59.32
1 Snap Track For 6062 & SMP3 P/S (ST3) $ 12.41
1 TTS LTE/Modem/Router Kit (TTS-LTEKIT) $ 175.00
1 Utility Can 10" x 10" (XL-UC100) $ 43.73
__________________
__________________
Materials $ 10,155.87
Miscellaneous & Wire $ 2,289.86
Sales Tax (8.25%) $ 1,026.77
Labor and Programming $ 18,257.20
__________________
Total $ 31,729.70
Monthly Monitoring $ 30.00
Remote App - Addon $ 10.00
Supervision - Addon $ 5.00
Entre Access $ 87.50
__________________
Total Monthly $ 132.50

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We are Paperless for All Invoices and Statements:

Please provide an email address for invoices and statements.

Email:

The above email address is intended for billing purposes only. All existing information on file will remain unchanged.

Payment Terms:

1. Once job is scheduled 100% material cost will be billed to the customer.

2. Unless otherwise negotiated and stated below, all labor cost will be progressively billed as follows, 50% at prewire and 50% upon completion.

Notes:

1. Warranty on the system shall be for one (1) year.

2. This proposal is valid for six (6) months.

3. This proposed project is prevailing wage.

4. The foregoing bid / proposal excludes all extraordinary costs or expenses incurred by Tel-Tec resulting from job site requirements or restrictions imposed by customer, including, but not limited to, scheduled endorsements requiring additional costs, additional insurance premiums resulting from any requirement to name customer as an additional insured or employer, or due to subrogation or indemnification provisions. Any such additional costs shall be added to the bid amount provided such costs are approved by both parties pursuant to a signed addendum to this bid / proposal.

5. Subscriber acknowledges that additional protection may be obtained over and above that provided herein at an additional cost.

6. Software provided may not be compatible with all customer owned devices and/or configurations. Customer responsible for troubleshooting customer owned devices.

Tel-Tec Security Systems, Inc. City Of Shafter
____________________________________ ____________________________________ Bruce Clayton Signature Date
P.O. # _____________________________

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CONSENT CALENDAR

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: November 18, 2025
DEPARTMENT: Giovanni Perez, Economic Development Coordinator SUBJECT: PROFESSIONAL SERVICES AGREEMENT TO CIVIC

SOLUTIONS PARTNERSHIP LLC FOR A NOT-TO-EXCEED
AMOUNT OF $350,000 TO PREPARE THE CITY OF SHAFTER'S

FIVE-YEAR ECONOMIC DEVELOPMENT STRATEGY

RECOMMENDATION
Council find the action is not defined as a “project” per Section 15378(b)(4) of the CEQA Guidelines; approve a professional services agreement with Civic Solutions Partnership LLC for a not-to-exceed amount of $350,000 to prepare the City’s five-year economic development strategy; and authorize the City Manager or City Manager’s Designee to execute said agreement.

BACKGROUND
Over the past several years, the City of Shafter has made significant progress in infrastructure investment, business attraction, and job creation. Such progress has positioned the City as a competitive hub for logistics, agribusiness, manufacturing, and housing expansion.

Shafter is now at an inflection point. To sustain momentum and prepare for the next phase of growth, the City must proactively create a course that deepens economic diversification, captures emerging opportunities, and ensures long-term fiscal and community resilience.

In 2021, the City prepared a Comprehensive Economic Development Strategy (CEDS) as a functional step in establishing public infrastructure goals. While that effort provided a helpful starting point, it lacked a robust strategic roadmap for economic growth and did not fully capture the evolving aspirations and challenges of the City stakeholders.

Today, the City is at a critical inflection point. As shared by the Economic Development Division during the Fiscal Year 2025-2026 cycle, Shafter must proactively address key issues such as economic diversification, quality job creation, industry-targeted planning, and long-term sustainability. To do so, a combined approach — developing a forwardlooking and actionable Economic Development Strategy while updating CEDS — will ensure alignment among the City's aspirations for growth, regional economic development efforts, investors' expectations, and federal & state funding programs.

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PROFESSIONAL SERVICES AGREEMENT TO CIVIC SOLUTIONS PARTNERSHIP LLC FOR A NOT-TO-EXCEED AMOUNT OF $350,000 TO PREPARE THE CITY OF

SHAFTER'S FIVE-YEAR ECONOMIC DEVELOPMENT STRATEGY
- 2 -
In parallel, the City's Planning Division is working with PlaceWorks to update the General Plan. Aligning the forthcoming long-term economic development strategy with this broader planning effort will ensure consistency across land use, infrastructure, and workforce strategies. This alignment will help guide future growth and investment with purpose, vision, and coordination.

The resulting Strategy will serve both as a practical roadmap for advancing Shafter’s economic development goals and as a key qualification for competitive funding opportunities.

On August 19, 2025, Council directed Staff to solicit proposals for this initiative. An RFP was issued on September 22, 2025, with a final submittal deadline of October 24, 2025.

Six complete proposals were received.

Between October 27 and November 7, 2025, Staff conducted a detailed evaluation of all submittals based on experience, technical approach, understanding of Shafter’s assets and opportunities, work plan, timeline, and cost. Following review and discussion, Civic Solutions Partnership LLC was identified as the most qualified and responsive firm.

Upon Council approval, Staff will execute the Professional Services Agreement and initiate project kickoff activities.

FISCAL IMPACT
The entire cost of the Project would be funded through Economic Development’s operational budget for fiscal year 2025-2026, which includes the $350,000 already approved for this initiative.

CEQA ANALYSIS
The action is not defined as a “project” per Section 15378(b)(4) of the CEQA Guidelines because the action is the approval of a professional services agreement and, therefore, it is the creation of a governmental funding mechanism or other fiscal activity that does not involve any commitment to a specific project that can result in a potentially significant impact and not subject to CEQA.

APPROVED BY THE CITY ATTORNEY

ATTACHMENTS

1. Shafter_RFP_EconDev_StrategicPlan_10152025wAddendum1

2. CivicSol_Shafter_EDSP_FullProposal

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ADDENDUM NO. 1 – SUBMISSION DEADLINE EXTENSION TO FRI, OCT 24, 2025

REQUEST FOR PROPOSALS (RFP)

FIVE-YEAR ECONOMIC DEVELOPMENT STRATEGY

AND IMPLEMENTATION PLAN
RELEASE DATE:

Monday, September 22, 2025
DUE DATE:

Wednesday, October 15, 2025
FILE PORTAL:

FILE UPLOAD LINK
Questions: Email [email protected]

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1 Table of Contents
Introduction..................................................................................................................................2 Background...................................................................................................................................2 Objectives.....................................................................................................................................3 Scope Of Work..............................................................................................................................3 Deliverables..................................................................................................................................5 Proposal Requirements................................................................................................................5 Submission Instructions ...............................................................................................................6 Evaluation Criteria ........................................................................................................................6 RFP Timeline.................................................................................................................................6 General Terms & Conditions.........................................................................................................7 Questions......................................................................................................................................7 Insurance Requirements...............................................................................................................7 Appendices...................................................................................................................................7

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2 Introduction
The City of Shafter, California, is seeking qualified consultants and firms to submit proposals for the development of a comprehensive 5-Year Economic Development Strategic Plan. The purpose of this Request for Proposals (RFP) is to engage professional expertise to create a forward-looking, actionable, practical, and measurable strategy that will:
• Foster sustainable economic growth;
• Diversify the local economy; and
• Enhance the quality of life for current and future residents.

The resulting plan will serve as a roadmap for the City’s economic development efforts, aligning community priorities, market opportunities, and strategic investments over the next five years.

Background
Shafter is a dynamic and growing community located in central Kern County. While the City has historically been rooted in agriculture, it has evolved into one of the fastest-growing cities in the Central Valley by leveraging its strategic location, business-friendly environment, and ongoing investments in infrastructure. These strengths have transformed Shafterinto a hub for world-class logistics services, advanced manufacturing, modern agriculture and a robust housing market.

Shafter is home to robust assets, including:
• Wonderful Logistics Center (WLC): One of the largest privately owned and masterplanned industrial parks in the United States, hosting Amazon, Target, Walmart, Ross, and other major employers.
• Intermodal Rail Hub (under development): A Class I rail-served facility that will connect Shafter to national and global markets.
• Shafter Municipal Airport (Minter Field): A general aviation airport with potential to support aviation-related industries and unmanned aerial systems. • High-Capacity Fiber Network: A city-owned fiber-optic system providing advanced digital infrastructure to businesses and residents.
• Agricultural Base: With fertile farmland, Shafter has long been a center of California’s agricultural production, from specialty crops to value-added processing. • Highly Efficient City Government: A reputation for strong financial stewardship and effective governance.

Building on these strengths, Shafter is at an inflection point — a window of opportunity — to take the next step in its economic evolution. By further diversifying its economy and expanding into knowledge- and technology-based industries, the City aims to ensure long-term resilience, create quality jobs, and enhance quality of life for residents. The 5-Year Economic Development Strategic Plan will provide the framework to achieve these goals and position Shafter as a world-class city.

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3 Objectives
The consultant will develop a strategy that:

1. Provides a clear roadmap for economic diversification to reduce reliance on a few sectors.

2. Identifies high-potential industry clusters that can anchor future growth.

3. Leverages Shafter’s existing assets (logistics, fiber, airport, ag base, industrial parks).

4. Designs a workforce development and training strategy that aligns local skills with new industry needs.

5. Quantifies the economic impact of recommendations (GDP contribution, job creation, tax revenue, socio-economic uplift).

6. Establishes a performance dashboard with KPIs to track implementation progress annually.

7. Aligns the City’s strategy with regional, state, and federal initiatives to maximize access to incentives, grants, and funding programs.

8. Updates Shafter’s Comprehensive Economic Development Strategy (CEDS) to reflect new priorities.

Scope Of Work
The selected consultant will be responsible for designing and implementing a comprehensive 5- Year Economic Development Strategy for the City of Shafter, which shall include, but not be limited to, the following components:
• Economic & Baseline Assessment
o Conduct a comprehensive analysis of Shafter’s current economy, including industry mix, demographics, revenue, and infrastructure. o Benchmark Shafter’s performance against comparable cities and regions. o Identify opportunities for economic growth, targeted investments, and strategic partnerships.
• Stakeholder & Community Engagement
o Facilitate engagement with City Council, businesses, residents, and community institutions.
o Develop a project timeline and engagement plan that ensures broad and inclusive participation.
o Document and integrate stakeholder input.
• Cluster & Industry Analysis
o Identify 3–4 priority clusters (e.g., advanced manufacturing, ag-tech, clean energy/hydrogen, digital economy, aviation/logistics 4.0).

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4 o Provide market analysis, growth potential, and risk assessment for each identified cluster.
o Conduct SWOT analysis (strengths, weaknesses, opportunities, threats) for each cluster.
• Workforce Development & Equity
o Assess workforce skills, gaps, and training needs.
o Recommend strategies to align workforce development with future industry needs.
o Develop partnerships with Kern Community College District, CSU Bakersfield, workforce boards, and local schools.
o Ensure inclusive growth for underserved groups.
• Infrastructure, Land Use & Asset Leverage
o Assess Shafter’s key assets (airport, rail, fiber network, industrial parks, and agricultural land base).
o Recommend strategies to maximize utilization and guide future infrastructure investments.
o Identify zoning, land use, and policy adjustments needed to support target industries.
• Corridor Development Strategy
o Develop targeted strategies for Shafter’s two major transportation corridors:
7th Standard Road and Lerdo Highway.
o Evaluate current and future land uses, infrastructure, and development opportunities along these corridors.
o Provide recommendations to position the corridors as catalysts for industrial, commercial, and mixed-use growth.
• Economic Impact Modeling
o Quantify projected outcomes of recommended strategies, including GDP contribution, job creation, tax revenues, and workforce training impacts. • Implementation Roadmap
o Develop a phased five-year roadmap with clear, actionable steps. o Identify responsible parties, partnerships, and potential funding sources. o Define measurable goals, strategies, and initiatives to drive economic growth, attract new investment, support existing businesses, and expand job opportunities.
• Performance Dashboard
o Design a dashboard with key performance indicators (KPIs) such as new jobs created, wages, business growth, tax diversification, infrastructure progress, and workforce training outcomes.
• Integration with General Plan Update

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5 o Ensure the Economic Development Strategy informs and aligns with the City’s General Plan update process.
o Identify where land use, zoning, infrastructure, housing, and policy recommendations from the Strategy should be integrated into the General Plan.
o Provide a crosswalk document mapping Strategy recommendation to relevant General Plan elements (e.g., Land Use, Circulation, Economic Development, Housing, Infrastructure).

Deliverables
The consultant shall provide the following:
• Economic Baseline & Benchmarking Report
• Industry Cluster Opportunity Report
• Workforce Development & Equity Strategy
• Infrastructure & Policy Recommendations Report
• Corridor Development Strategy Report — specific strategies and recommendations for positioning 7th Standard Road and Lerdo Highway as economic development corridors.
• Economic Impact Analysis Models
• Five-Year Implementation Roadmap
• Performance Dashboard Tool
• Stakeholder Engagement Summary Report
• Final Comprehensive Economic Development Strategy Document • General Plan Integration Crosswalk Report — A standalone report highlighting how the Economic Development Strategy’s findings and recommendations should inform the City’s General Plan update, ensuring alignment of land use, infrastructure, housing, and economic development goals.

Proposal Requirements
The proposal should include the following:
• Letter of Interest/Cover page
• Firm profile, qualifications, case studies and 3 references. • Understanding of Shafter’s context and objectives.
• Detailed approach, methodology and work plan.
• Project team (bios, roles, relevant experience).
• Timeline with milestones and deliverables.
• Budget and cost proposal.

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6 Submission Instructions

1. All proposals must be submitted electronically through the following City’s SHAREFILE UPLOAD LINK which is also located at the beginning of the RFP.

2. After uploading, the proposer must send a confirmation to the City’s designated contact (see below) stating:
• Firm Name
• Name of person submitting
• Date/Time of ShareFile Upload
Important: Proposers should not email their proposals directly. Proposals must be uploaded to ShareFile; the confirmation email is only to verify successful submission.

Designated Contact:

Giovanni Perez, Senior Strategy and Investment Specialist [email protected]
City of Shafter – Economic Development Division
Evaluation Criteria
Proposals will be evaluated based on the following:

CRITERIA WEIGHT (%)
Technical approach & methodology 35%
Experience with economic development strategy and cluster analysis 25% Understanding of Shafter’s assets and opportunities 10% Work plan and timeline 15%
Fee structure 15%
RFP Timeline
The following timeline is tentative. The City reserves the right to change this schedule as needed.

ACTIVITY DUE DATE
RFP issued Mon Sep 22, 2025
Clarifying questions – in writing to [email protected] Fri Oct 03, 2025 Responses to clarifying questions Wed Oct 08, 2025
Last day for proposal submission Wed Oct 15, 2025
Review of Proposals Week of Oct 20, 2025
Award of Contract Tue Nov 4, 2025

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7 General Terms & Conditions
• The City reserves the right to accept or reject any and all proposals, or any item or part thereof, or to waive any informalities or irregularities in proposals. • The City reserves the right to withdraw this RFP at any time without prior notice, and the City makes no representations that any contract will be awarded to any firm responding to this RFP.
• The City reserves the right to postpone the proposal deadline for its own convenience. • All information contained in proposals submitted in response to this RFP may be subject to the California Public Records Act (Government Code §6250 et. seq.), and information’s use and disclosure are governed by this Act. Any information deemed confidential or proprietary should be clearly identified as such. It may then be protected and treated with confidentiality only to the extent permitted by state law. • All documents and other materials prepared by or in possession of the proposer as part of the work or services under these specifications shall become the permanent property of the City and shall be delivered to the City upon demand.

Questions
Clarifying questions must be submitted to Giovanni Perez at [email protected]. RFP clarification requests must include a contact name, telephone number, and email address. See the “RFP Timeline” section for all relevant dates.

Insurance Requirements
The Consultant shall maintain insurance coverage as required by the City. All insurance requirements, including coverage types, policy limits, and documentation, are set forth in Appendix B – Insurance Requirements. The Consultant is responsible for reviewing Appendix B in full and ensuring continuous compliance throughout the term of this agreement.

Appendices
A. Draft Professional Services Agreement
B. Insurance Requirements

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8 RFP - Appendix A

DRAFT PROFESSIONAL SERVICES AGREEMENT
This Professional Services Agreement (“Agreement”) is entered into as of [CITY COUNCIL MEETING DATE] between the City of Shafter (“City”) and [CONSULTANT LEGAL NAME] (“Consultant”) as an independent consultant to the City for the City’s Economic Development Strategic Plan (“Project”). Consultant is retained as an independent contractor and is not an employee of the City.

RECITALS
A. The City of Shafter desires to obtain services for an Economic Development Strategic Plan (“Services”) more fully described in Exhibit A, which is attached hereto and incorporated by reference.

B. Consultant shall perform all Services under this Agreement in a skillful and competent manner and hereby represents they are qualified, experienced, and capable of performing Services, and possess any required licenses, certifications, and training necessary to perform Services.

C. The City of Shafter desires to retain Consultant, and Consultant desires to provide City with Services on the terms and conditions set forth in this Agreement.

NOW, THEREFORE, in consideration of the promises and mutual agreements herein, City and Consultant agree as follows:

1. Scope of Services. Consultant shall perform Services described in the Recitals and detailed in Exhibit A. Changes in the scope of Services, including the work performed and/or deliverables produced, shall be made in writing and particularly describe the changes in Services, including payment/costs and schedule/term, as applicable.

2. Priority and Conflicts; Exclusions. If the terms and requirements of this Agreement conflict with Exhibit A, this Agreement shall control. No contractual terms and/or conditions found in Exhibit A shall purport to waive, disclaim, or limit Consultant’s

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9 liability, indemnification obligations, warranties, damages for breach or delay, or any security, bonding, or insurance requirements, and any such provisions shall have no force or effect with respect to this Agreement and Services performed by Consultant.

3. Agreement Term; Commencement of Services; Schedule. Consultant shall begin performing Services upon notice from City on or after the Effective Date, unless otherwise instructed by the City, and continue with Services until [END DATE] (“Completion Date”). This Agreement may be terminated prior to the Completion Date pursuant to Section 4 herein.

4. Termination. City may terminate this Agreement at any time with or without cause.

If the City finds it necessary to terminate this Agreement without cause before Project completion, Contractor shall be entitled to be paid in full for those Services adequately completed prior to the notification of termination. Consultant may terminate this Agreement only upon 30 calendar days’ written notice to the City only in the event of City’s failure to perform in accordance with the terms of this Agreement through no fault of Consultant.

5. Compensation. Compensation for the Services shall be billed monthly to the City for services rendered to the City pursuant to this Agreement on a time and materials basis according to the rates of compensation as set forth in Exhibit A.

Consultant’s invoice shall include a detailed description of the Services performed; the date Services were performed; and the number of hours spent, rate, and by whom. City shall review and pay the approved charges on such invoices in a timely manner.

6. Independent Contractor Status. Consultant is an independent contractor, and nothing contained in this Agreement is intended, or shall be construed in any manner to create or establish the relationship of agent or employee of the City.

Consultant has no authority to bind City by contract or otherwise. Consultant will perform the professional services under the general direction of the City Manager or their Designee, subject to the requirement that Consultant shall, at all times, comply with applicable law.

7. Taxes. Consultant shall pay all taxes, assessments, and premiums under the federal Social Security Act, Workers Compensation insurance premiums, sales taxes, use taxes, or other taxes or assessments now, or hereafter, in effect and payable by reason of Services performed by Consultant. Consultant shall be required to possess a valid and current City of Shafter Business License.

8. Insurance. Consultant shall satisfy the insurance requirements set forth in Exhibit B.

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10 9. Warranty. By executing this Agreement, Consultant agrees Services It will perform under this Agreement will be of a professional quality conforming to generally accepted industry standards and practices and that Consultant shall maintain all required licenses and certifications necessary for performance of Services. City shall have the right to require Consultant to correct the work in conformity with the requirements of this Agreement at no additional increase in the payment to Consultant. Consultant shall promptly correct the work rejected by City.

10.Indemnification. To the fullest extent permitted by law, Consultant shall defend, indemnify and hold the City, its directors, officials, officers, employees, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any alleged acts, errors or omissions of Consultant or its subcontractors in connection with the performance of the Services or this Agreement, including the payment of damages, expert witness fees and attorneys’ fees and other related costs and expenses Consultant’s obligation to indemnify shall survive expiration or termination of this Agreement.

11.Ownership of Documents. Title to all final documents, including drawings, specifications, data, reports, summaries, correspondence, photographs, computer software (if purchased on the City’s behalf), video and audio tapes, software output, and any other materials with respect to work performed under this Agreement shall vest with City at such time as City has compensated Consultant, as provided herein, for Services rendered by Consultant in connection with which they were prepared. City agrees to hold harmless and indemnify Consultant against all damages, claims, lawsuits, and losses of any kind arising out any use of said documents, drawings, and/or specifications on any other project without written authorization of the Consultant. The provisions of this Section shall survive the termination of this Agreement.

12.Confidentiality. All work product prepared and performed by and on behalf of Consultant in connection with Services performed pursuant to this Agreement shall be kept confidential and shall be disclosed only to the City, unless otherwise provided by law or expressly authorized by the City. Consultant shall not disclose or permit the disclosure of any confidential information acquired during performance of Services, except to its agents, employees and subcontractors who need such confidential information in order to properly perform their duties relative to this Agreement. Consultant shall also require its subtractors (if needed) to be bound to these confidentiality provisions.

13.City’s Right to Employ Other Consultants. This Agreement and performance of Services are non-exclusive and City reserves the right to employ other consultants in connection with Services while this Agreement is in effect.

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11 14.Compliance with Laws, Rules, and Regulations. Services performed by Consultant pursuant to this Agreement shall be performed in accordance and full compliance with all applicable federal, state, and city laws and any rules or regulations thereunder.

15.Assignment. Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason.

16.Amendment. This Agreement may not be modified or altered except in writing signed by both parties.

17.Entire Agreement. This is an integrated Agreement representing the entire understanding of the parties as to those matters contained herein and supersedes and cancels any prior oral or written understanding or representations with respect to matters covered hereunder.

NOW, THEREFORE, City and Consultant have executed this Agreement on the date(s) set forth on the next page.
[SIGNATURES ON FOLLOWING PAGE]

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12 SIGNATURE PAGE TO

PROFESSIONAL SERVICES AGREEMENT
CITY OF SHAFTER [CONSULTANT LEGAL NAME]
By: _____________________________ _____________________________ Lance Lippincott [Name, Title]
City Manager
Date: ________________________ Date: ________________________ ATTEST:

By: __________________________
Yazmina Pallares
City Clerk
Date: ________________________

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13 DRAFT PROFESSIONAL SERVICES AGREEMENT

EXHIBIT A

SCOPE OF SERVICES/RFP

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14 DRAFT PROFESSIONAL SERVICES AGREEMENT

EXHIBIT B

INSURANCE REQUIREMENTS
Same document as RFP Appendix B

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15 RFP - APPENDIX B

INSURANCE REQUIREMENTS
Consultant shall maintain, at its own cost and expense, during the term of the Agreement, the following insurance coverage and minimum limits placed with insurers admitted or approved in the State of California and with an AM Best rating of A- VII.

Commercial General Liability: Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office (ISO) form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, and $1,000,000 products and completed operations. The policy shall include a per project or per location general aggregate endorsement. If a per project/location endorsement is not available, the limit for the general aggregate shall be doubled. The policy(s) shall provide and be endorsed to include, the City, its officials, officers, employees, agents, and volunteers as additional insureds on ISO form CG 20 10, CG 2026, or CG 20 33 (or equivalent) for ongoing operations. The policy shall allow and be endorsed as primary and not seek contribution from the City’s coverage. Coverage shall provide and be endorsed to include a waiver of subrogation in favor of the City and its officers, officials, employees, and agents. Any failure to comply with reporting provisions of the policies by Consultant shall not affect coverage provided to the City. Coverage shall state that Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.

Business Automobile Liability: Consultant shall provide auto liability coverage for owned, nonowned, and hired autos using ISO Business Auto Coverage form CA 00 01 (or equivalent) with a limit of not less than $1,000,000 per accident. The policy shall provide and be endorsed that the City, its officials, officers, employees, agents, and volunteers are included or named as additional insureds. The policy shall provide and be endorsed to include a waiver of subrogation in favor of the City, its officers, officials, employees, and agents.

Umbrella or Excess Liability: The limits of liability for commercial general liability and automobile liability may be provided through a combination of primary and umbrella or excess liability policies provided each policy complies with the requirements set forth in this agreement. Excess policies shall be follow-form to the underlying policies. Umbrella or excess policies shall include City and its officials, officers, employees, agents, and volunteers as additional insured.

Workers’ Compensation and Employers’ Liability – Statutory: Consultant shall, at its sole cost and expense, maintain Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance for all persons employed directly or indirectly by Consultant. The Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance shall be provided with limits of not less than $1,000,000 each accident, $1,000,000 by disease-policy limit, and $1,000,000 by disease-each employee. No proprietor, partner, executive officer, or member shall be excluded.

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16 In the alternative, Consultant may rely on a self-insurance program to meet those requirements, but only if the program of self-insurance complies fully with the provisions of the California Labor Code. Determination of whether a self-insurance program meets the standards of the California Labor Code shall be solely in the discretion of City. The insurer, if insurance is provided, or Consultant, if a program of self-insurance is provided, shall allow, and be endorsed to waive all rights of subrogation against City and its officers, officials, employees, agents, and volunteers. The requirement to maintain Statutory Worker’s Compensation and Employer’s Liability Insurance may be waived by the City upon written verification that Consultant does not have any employees.

Professional Liability: Consultant shall maintain professional liability insurance that insures against professional errors and omissions that may be made in performing professional services in the minimum amount of $2,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of the start of work, and Consultant agrees to maintain continuous coverage through a period no less than three (3) years after completion of the work.

All Coverages:

Any available insurance proceeds broader than, or in excess of the specified minimum insurance coverage requirements and/or limits shall be available to the additional insureds. Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified; or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured; whichever is greater. No representation is made that the minimum insurance requirements are sufficient to cover the obligations of the Consultant.

Each required insurance policy shall be endorsed to state that coverage shall not be cancelled except after thirty (30) days' prior written notice, has been given to the City, except that ten (10) days’ prior written notice shall apply in the event of cancellation for nonpayment of premium. If a carrier will not provide the required notice of cancellation, the Consultant shall provide written notice to the City of a cancellation no later than 3 business days before cancellation.

All self-insurance, self-insured retentions, and deductibles must be declared and approved by the City.

Prior to commencement of work, the Consultant shall furnish the City with certificate(s) of insurance evidencing compliance with the insurance requirements above. All required endorsements shall be attached to the certificate(s), including additional insured, waiver of subrogation, primary coverage, and notice of cancellation endorsements. The Consultant shall provide complete or certified copies of all required insurance policies if requested by the City.

Consultant must enter into a written and executed contract agreement with each of its subcontractors, subconsultants, and/or any other parties that provide materials, services, or perform work or services (hereinafter and collectively, “hired parties”). The contract agreement

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17 must contain a defense, indemnification and hold harmless provision in favor of the City, its officials, officers, employees, agents, and volunteers. The contract agreement shall also cause the hired parties to comply with the insurance requirements required of Consultant, and also providing statutory workers’ compensation and employer’s liability insurance for all persons employed directly or indirectly by the hired party. Consultant shall obtain certificates of insurance and required policy endorsements from each of its hired parties and provide a copy to the City upon request.

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CREATION OF AN ECONOMIC DEVELOPMENT

STRATEGIC PLAN

FOR THE CITY OF SHAFTER, CALIFORNIA
Civic Solutions Partnership LLC
Steven Pedigo
[email protected]
+1 (617) 785-0807
civicsol.com

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TABLE OF CONTENTS

01. LETTER OF INTEREST PAGE 03

02. FIRM PROFILE, QUALIFICATIONS, EXPERIENCE, AND REFERENCES PAGE 05

03. PROJECT UNDERSTANDING PAGE 14

04. APPROACH AND METHODOLOGY PAGE 15

05. PROJECT TEAM PAGE 24

06. TIMELINE PAGE 32

07. BUDGET AND COST PROPOSAL PAGE 34
STATEMENT OF QUALIFICATIONS 2

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01. LETTER OF INTEREST
October 8, 2025
Giovanni Perez, Senior Strategy and Investment Specialist City of Shafter – Economic Development Division
336 Pacific Avenue
Shafter, CA 93263
Re: Proposal for Five-Year Economic Development Strategy and Implementation Plan Dear Mr. Perez and Members of the Selection Committee,
Shafter stands at a defining moment. Over the past decade, the City has transformed itself from an agricultural community into one of the Central Valley's most competitive logistics and manufacturing hubs—anchored by the Wonderful Logistics Center, a developing intermodal rail facility, and city-owned infrastructure that few California cities can match. Yet this industrial success has created new challenges:
how to translate job growth into local prosperity, how to diversify beyond logistics while honoring agricultural roots, and how to ensure that Shafter's next chapter creates opportunity for everyone who calls this community home.

CivicSol is honored to submit this proposal to develop Shafter's Five-Year Economic Development Strategy and Implementation Plan. Our team brings the specific combination of expertise Shafter needs: deep experience in California economic development planning (including recent strategies for Ventura, Moorpark, and the Quad Cities region), national leadership in workforce development and infrastructure-driven growth (including the award-winning Austin Infrastructure Academy), and direct knowledge of communities navigating the transition from industrial growth to inclusive prosperity.

WHY CIVICSOL IS THE RIGHT PARTNER FOR SHAFTER:

1. We specialize in turning infrastructure investmentinto community prosperity. Our design of the Austin Infrastructure Academy—which connects $25 billion in regional infrastructure investment to local workforce pathways—shows our ability to ensure that major capital projects create family-supporting careers. Shafter's rail hub, fiber network, and industrial corridors create similar opportunities to link investment to inclusive growth. We're currently applying these same principles in Los Angeles, where we're developing a comprehensive sector strategy to align workforce development with regional economic opportunities.

2. We deliver implementation-ready strategies, not shelf documents. Every strategy we produce includes economic impact modeling, phased implementation roadmaps, performance dashboards, and Year-One action plans. Our work results in adopted strategies that drive real investment and policy change, not plans that sit on shelves.

3. Our team brings proven California economic development experience. Our partner Bill Fulton—former Mayor of Ventura and Planning Director for San Diego—recently led economic development strategies for Ventura and Moorpark, demonstrating deep knowledge of how mid-sized California cities can leverage industrial assets, strengthen corridors, and build workforce pathways. His experience includes direct General Plan integration and navigating California's unique policy environment.

STATEMENT OF QUALIFICATIONS 3

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4. We design engagement processes that build real ownership. Our engagement model goes beyond traditional outreach—it creates shared accountability and momentum. Through interviews, roundtables, corridor workshops, and surveys, we ensure that employers, educators, residents, and civic leaders all help shape the strategy. This inclusive process builds trust, strengthens partnerships, and lays the groundwork for implementation success from day one.

5. We bring the fullteam Shafter needs. Our partnership pairs Laura Huffman (former Assistant City Manager for Austin and CEO of the Greater Austin Chamber) and Steven Pedigo (author of 100+ economic development strategies nationwide) with Bill Fulton (with direct California economic development and General Plan integration experience), Lightcast economic analysts (for industry cluster analysis and workforce forecasting), and skilled community engagement specialists. This is a team built specifically for communities navigating rapid industrial growth while maintaining civic identity.

WHAT YOU'LL RECEIVE:
→ A data-driven economic baseline and industry cluster analysis that identifies Shafter's competitive advantages in logistics, advanced manufacturing, ag-tech, and clean energy → Workforce development strategies aligned with Kern Community College District, Bakersfield College, CSU Bakersfield, and Wonderful Education to create pathways from classroom to career → Corridor strategies for Lerdo Highway and 7th Standard Road that position these areas as economic engines and community gateways
→ Economic impact modeling that quantifies job creation, wage growth, GDP contribution, and tax revenue for each recommended investment
→ A five-year implementation roadmap with Year-One action plan, performance dashboard, and alignment with Shafter's General Plan update
→ Integration with General Plan update, including a crosswalk document that maps economic development recommendations to relevant General Plan elements We are inspired by Shafter's trajectory and committed to ensuring that the City's next phase of growth strengthens both competitiveness and community. This strategy will provide the roadmap Shafter needs to become a place where industrial strength translates into broad-based prosperity—a quiet powerhouse built to lead the Central Valley's economic future.

Thank you for the opportunity to serve the City of Shafter. We look forward to partnering with you.

Sincerely,
Steven Pedigo Laura Huffman
Co-Founder, CivicSol CEO + Co-Founder, CivicSol
STATEMENT OF QUALIFICATIONS 4

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02. FIRM PROFILE, QUALIFICATIONS, EXPERIENCE, AND REFERENCES CivicSol Partnership (CivicSol) is a women-owned consulting firm that helps cities, regions, and anchor institutions transform economic vision into measurable results. Founded by Laura Huffman and Steven Pedigo—two nationally recognized leaders with over 45 years of combined experience in municipal leadership, economic development, and public policy—CivicSol specializes in turning strategy into action.

Our approach is grounded in a fundamental principle: the best economic development strategies are those that can actually be implemented by real people with real budgets in real political environments. That's why every plan we create includes not just vision and goals, but detailed implementation frameworks, responsible party assignments, funding strategies, and measurement systems that help communities track progress and adapt strategies over time. We don't believe in plans that sit on shelves. We design strategies that work within the real-world structures of local government—strategies that are not only visionary but also governable, fundable, and built to last.

WHAT SETS CIVICSOL APART:
→ Municipal Leadership Experience. Our team includes former city managers and public sector executives who understand the unique challenges of implementing organizational improvements within government. We've managed city budgets, navigated political realities, built community coalitions, and led implementation of complex initiatives. → Data-driven strategies. We partner with Lightcast to provide industry-leading labor market intelligence, economic modeling, and workforce analytics that identify opportunities and validate strategic directions.
→ Community-centered engagement. We design inclusive processes that authentically engage businesses, educators, workforce partners, and residents in co-creating economic strategies—building ownership that accelerates implementation. → Implementation obsession. Every strategy includes phased roadmaps, performance dashboards, economic impact analysis, and Year-One action plans—tools that turn vision into results and help communities move from planning to execution.

RELEVANT EXPERIENCE
CivicSol's approach is grounded in real results we've achieved for communities facing similar challenges and opportunities. We've partnered with more than 100 communities across North America—from major cities to fast-growing mid-sized communities navigating industrial expansion, workforce development, and corridor revitalization. The case studies below demonstrate the specific capabilities most relevant to Shafter's economic development goals: designing workforce systems that connect infrastructure investment to local opportunity, developing regional economic strategies that respect local identity while building collaboration, creating industry cluster analyses that guide business attraction and retention, and ensuring that growth translates into inclusive prosperity for all residents.

Each of these projects shares common elements with Shafter's opportunity: leveraging industrial and logistics strengths, aligning workforce development with employer needs, strengthening economic corridors, and building implementation frameworks that turn strategy into measurable results.

STATEMENT OF QUALIFICATIONS 5

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AUSTIN INFRASTRUCTURE ACADEMY

LEVERAGING HISTORIC INVESTMENT TO BUILD LOCAL PATHWAYS TO

FAMILY-SUPPORTING CAREERS

THE CHALLENGE
Austin—now the ninth-largest city in the nation—has
experienced 14% population growth in the past five
years, driving unprecedented demand for
infrastructure development. The City and region will
invest $25 billion in transformational infrastructure
through 2040, creating massive opportunity for job
creation. However, Austin's Mobility and
Infrastructure (M+I) sector faced a critical challenge:
a projected gap of 10,000 infrastructure jobs
annually, combined with limited accessible training
pathways for local residents.

Despite the scale of investment, accessible workforce
training programs did not align with the needs of
either employers or job seekers. Austin needed a
strategy to ensure that infrastructure investment
translated into family-supporting jobs and
sustainable career pathways for local
residents—particularly those facing barriers to
workforce participation. The challenge was to create
a coordinated workforce system that connected
training, recruitment, and support services while
ensuring that projects funded by public dollars
created equitable economic opportunity.

THE CIVIC SOLUTION
CivicSol conducted a comprehensive labor forecast
to project supply and demand gaps, assessed existing
training offerings and outcomes, and facilitated
extensive stakeholder engagement with training
providers, employers, job seekers, project sponsors,
and community organizations. Through this research
and engagement, CivicSol designed the Austin
Infrastructure Academy—a first-of-its-kind
public-private workforce network that connects local
talent with career pathways in construction and
operations.

The Academy integrates recruitment, a centralized
training hub, and wraparound support
services—including childcare assistance—to remove
barriers to workforce participation. CivicSol
developed the governance structure, partnership
model, and performance metrics to ensure
accountability and sustained collaboration across
public agencies, private employers, and training
providers.

THE IMPACT
The Austin Infrastructure Academy launched in 2024
and has become a national model for workforce
development tied to infrastructure investment. The
program received the 2024 Trailblazer Award from
the National Association of Workforce Boards,
naming it the most innovative workforce program in
the country. The Academy has created pathways for
hundreds of Austin residents to access high-wage
careers, while ensuring that public infrastructure
investment generates equitable community benefit.

Link: Full report | Kirk Watson, Mayor, City of Austin, [email protected] STATEMENT OF QUALIFICATIONS 6

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CITY OF LOS ANGELES, CALIFORNIA
LEADING LA’S SECTOR STRATEGY SYSTEM FOR 50,000 HIGH-QUALITY JOBS

THE CHALLENGE
Los Angeles has set a bold vision for workforce
development: sector strategies that will place 50,000
Angelenos into high-quality jobs by 2030. The sectors
are defined, workforce challenges are clear, and the
City's Five-Year Workforce Development Plan lays
out the strategic framework. However, what's
needed now is not another plan—it's a
comprehensive system to deliver on that plan. The
city requires integrated governance, coordination,
and accountability systems that will make sector
partnerships work at scale, aligning sector
consultants, workforce providers, economic
development partners, and employer coalitions to
drive measurable results across healthcare,
biosciences, arts and culture, and other key
industries.

THE CIVIC SOLUTION
CivicSol has been brought on by the City of Los
Angeles to serve as Lead Sector Strategist,
operationalizing LA's workforce system by building
the integrated sector service delivery system that
will align partners, activate sector strategies, and
deliver lasting results across the region's economy.

Our work focuses on turning strategy into service
delivery through four coordinated phases including
strategic activation and alignment, sector
coordination and system architecture, integrated
tools development, and performance monitoring
implementation.

We are establishing citywide governance structures
and collaboration routines, coordinating and
supporting sector strategists across multiple
industries, and deploying standardized tools
including shared CRM protocols, performance
dashboards, and stakeholder engagement templates.

Our comprehensive approach includes integrating
economic development and workforce initiatives,
expanding apprenticeships and work-based learning
opportunities, and developing cross-sector insights
and policy recommendations. Through continuous
coordination with sector leads and consulting
partners, we will ensure consistency in approach
while maintaining sector-specific flexibility and
accountability for outcomes.

THE IMPACT
Our integrated sector strategy system will position
Los Angeles to meet its ambitious 2030 workforce
goals through coordinated, accountable service
delivery that drives equity, quality jobs, and
measurable impact across all sectors. The system will
operate with shared governance, accountability, and
data systems that ensure consistency across sectors
while providing flexibility for innovation based on
unique industry needs. By building routines, tools,
and leadership structures that connect LA's sector
efforts into a high-performing, responsive ecosystem,
this work will demonstrate how large metropolitan
areas can operationalize complex workforce
strategies at scale while maintaining focus on
equitable pathways for high-barrier populations and
sustainable career opportunities for all residents.

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CITY OF VENTURA, CALIFORNIA
VIBRANT VENTURA VISION: A FIVE-YEAR ECONOMIC DEVELOPMENT STRATEGY

FOR SUSTAINABLE GROWTH

THE CHALLENGE
After a decade without an updated economic
development strategy, Ventura needed a
comprehensive roadmap to guide its economic future
from 2025 to 2030. The city's last strategy was
adopted in 2013, and a 2019 Economic Base Analysis
had identified key opportunities but stopped short of
providing actionable recommendations. With limited
commercial development capacity, increasing
regional competition, and a need to strengthen
connections between residents and local job
opportunities, city leaders recognized the urgency of
creating a focused strategy that would help existing
businesses expand and thrive while attracting new
investment. The challenge was to develop a plan that
balanced growth with Ventura's cherished
small-town character and unique coastal identity.

THE CIVIC SOLUTION
Working in partnership with PFM Group Consulting
and Strategic Economics, William Fulton led the
development of the Vibrant Ventura Vision—the
city's first new economic development strategy in ten
years. Bill Fulton spearheaded an extensive
stakeholder engagement process including focus
groups with business owners, industry leaders, and
community members, combined with rigorous cluster
analysis and SWOT assessment. The team developed
six strategic priorities: leaning into driving clusters (health services, business services, IT), encouraging
emerging clusters (ad tech, advanced manufacturing,
aquaculture), expanding tourism activity, growing
local lifestyle businesses, improving city permitting
processes, and expanding city capacity for economic
development. Each priority
included specific, actionable steps the city could take over five years. The strategy was coordinated with
Ventura's General Plan update to ensure long-term
alignment and was approved by the City Council in
2024.

THE IMPACT
The Vibrant Ventura Vision provides city leadership
with a clear, actionable five-year roadmap focused on
the core goal of helping businesses expand and thrive
while creating employment opportunities. The
strategy identifies concrete actions across tourism
enhancement, business retention, process
improvement, and capacity building. By focusing on
Ventura's authentic strengths—from its export-based
manufacturing sector to its coastal visitor
attractions—the plan positions the city to capture
growth opportunities while maintaining the quality of
life that makes Ventura distinctive. The strategy's
emphasis on improving city processes and expanding
economic development capacity ensures that
Ventura has the organizational infrastructure needed
to implement the vision and respond effectively to
business needs through 2030.

Link: Full report | Meredith Hart, Economic Development Manager, City of Ventura, [email protected] STATEMENT OF QUALIFICATIONS 8

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CITY OF MOORPARK, CALIFORNIA
BUILDING MOORPARK’S FIRST ECONOMIC DEVELOPMENT STRATEGIC PLAN TO

LEVERAGE COMMUNITY ASSETS

THE CHALLENGE
Moorpark had never developed a comprehensive
economic development strategy, leaving the city
without a coordinated approach to capitalize on its
assets or address workforce and retail challenges.

While the city had recently completed a General Plan
update in 2023, it needed a focused economic
strategy to guide implementation. The challenge was
multifaceted: aligning workforce development with
local manufacturing needs, strengthening the unique
downtown business district to capture more local
spending, building on the existing aerospace and
drone sector, and connecting manufacturing
businesses to local supply chains. City leaders
recognized that without strategic intervention,
Moorpark risked remaining primarily a bedroom
community, missing opportunities to create a more
balanced, resilient local economy.

THE CIVIC SOLUTION
Bill Fulton led development of Moorpark's first-ever
Economic Development Strategic Plan, approved by
City Council in 2024 as a direct follow-on to the
General Plan update. Bill Fulton guided extensive
stakeholder engagement through focus groups,
industry cluster analysis, and innovative foot traffic
analysis using Placer Labs data to understand
shopping and dining patterns. The strategy focused
on four key priorities: building on Moorpark's existing aerospace and drone manufacturing sector,
connecting manufacturing and warehousing
businesses to local suppliers to reduce leakage and
strengthen the economic base, strengthening
downtown Moorpark to draw patrons from outside
the city, and creating pathways to align resident skills with local job opportunities. The plan
provided specific, actionable recommendations
tailored to Moorpark's unique assets, particularly
Moorpark College and the concentration of advanced
manufacturing employers.

THE IMPACT
Moorpark's Economic Development Strategic Plan
provides the city with its first coordinated framework
for economic growth, positioning the community to
reduce out-commuting, capture retail spending
locally, and build on its advanced manufacturing
strengths. The downtown strategy has already
catalyzed the next phase of planning: Moorpark's
Downtown Specific Plan, which the William Fulton
Group is currently supporting as a subcontractor to
Placeworks. By focusing on sector-specific
opportunities in aerospace and drones, strengthening
local supply chains, and enhancing downtown vitality,
the strategy creates a roadmap for transforming
Moorpark from a bedroom community into a more
economically diverse and resilient city. The plan's
emphasis on workforce alignment and business
connectivity addresses the fundamental mismatch
between residents and local jobs, setting the stage
for more sustainable, inclusive economic growth.

Link: Full report | John Bandek, Economic Development Manager, City of Moorpark, [email protected] STATEMENT OF QUALIFICATIONS 9

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CITY OF SAN DIEGO, CALIFORNIA

DEVELOPING A CREATIVE ECONOMY PLAYBOOK TO POSITION THE CITY AS A

GLOBAL CULTURAL HUB

THE CHALLENGE
San Diego—California's second-largest city—has
emerged as a cultural powerhouse with a $10.8
billion creative economy supporting 169,457 jobs
across industries like digital media, publishing, visual arts, and architecture. The city boasts world-class
cultural institutions in Balboa Park, a thriving
independent music scene, and pioneering digital
media firms. However, with creative industries
comprising just 3.7% of the area's economy—a slight
decline over the past decade—city leaders recognized
the need for strategic action to unlock the full
potential of this dynamic sector.

San Diego's creative sector needed a unified strategy
to accelerate growth and maximize economic impact.

The city lacked dedicated infrastructure for film and
television production, its digital media district was
underperforming, and many creatives faced
affordability challenges limiting their ability to thrive.

Additionally, while San Diego attracted tourists for its beaches and climate, its cultural offerings remained
underutilized as tourism assets. The city saw an
opportunity to position itself as a premier destination for creativity and innovation while driving job
creation and economic resilience.

THE CIVIC SOLUTION
CivicSol partner Steven Pedigo developed San
Diego's Creative Economy Playbook—a
comprehensive strategy designed to position the city
as a global cultural hub. The playbook outlined ten
strategic initiatives including establishing a dedicated film commission, creating a digital media innovation
district, leveraging live entertainment partnerships,
and developing a creative cultural trust fund.

Through extensive stakeholder engagement with
artists, cultural institutions, digital media firms, and tourism organizations, Pedigo conducted industry
analysis and best practice research to address
workforce challenges, infrastructure needs, and
cross-border collaboration opportunities with
Tijuana. The playbook balanced supporting existing
creative businesses with attracting new investment,
while ensuring affordability and equity remained
central priorities. Implementation included targeted
investments and partnerships positioning San Diego
as a leading creative destination.

THE CIVIC SOLUTION
The Creative Economy Playbook provided San Diego
with a clear roadmap for leveraging its creative assets to drive economic growth, tourism, and innovation.

By identifying specific infrastructure investments,
workforce development strategies, and cross-border
collaboration opportunities, the strategy positioned
San Diego to capture a larger share of California's
creative economy while ensuring that growth
benefits local artists, entrepreneurs, and cultural
organizations. The playbook has guided city
investment decisions and partnership development,
strengthening San Diego's identity as both a beach
destination and a cultural hub.

Link: Full Report
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QUAD CITIES REGIONAL ECONOMIC DEVELOPMENT STRATEGY

STRENGTHENING REGIONAL PROSPERITY THROUGH MULTI-JURISDICTIONAL

COLLABORATION

THE CHALLENGE
The Quad Cities—Prescott, Prescott Valley, Chino
Valley, and Dewey-Humboldt—located in
north-central Arizona, form a vibrant regional hub
with diverse industries, higher education institutions, a regional airport, and abundant outdoor recreation
opportunities. However, the region faced mounting
challenges: workforce shortages, childcare and
housing affordability issues, and a lack of coordinated regional economic development strategy.

To fully realize its growth potential, the Quad Cities
needed to adopt a regional approach to economic
prosperity—bringing together communities across
jurisdictional lines and leveraging the resources of
public, private, and philanthropic sectors. The region
needed a collaborative framework to address
workforce pipeline development, business retention
and attraction, and destination development—while
ensuring that growth benefited all residents.

THE CIVIC SOLUTION
CivicSol led the development of the Quad Cities'
first-ever regional economic development strategy.

The team performed comprehensive demographic
and economic assessments, evaluated industry
clusters to guide business attraction efforts, and
facilitated extensive stakeholder
engagement—speaking with more than 125 regional
stakeholders including business leaders, elected
officials, workforce providers, and community
organizations.

The resulting strategy provided a roadmap for
regional collaboration, outlining priorities around:
workforce development and talent pipeline
strengthening; business retention, expansion, and
attraction; regional marketing and destination
development; and establishment of a regional
economic development alliance to ensure sustained
coordination.

CivicSol also supported the formation of the Quad
Cities Regional Economic Development Alliance,
providing governance design and implementation
support to ensure long-term collaboration and
accountability.

THE IMPACT
The strategy laid the foundation for unprecedented
regional collaboration across the Quad Cities. The
Regional Economic Development Alliance has
become a model for multi-jurisdictional coordination,
enabling communities to pool resources, align
strategies, and attract investment more effectively.

The strategy has guided regional investments in
workforce training, business support, and
infrastructure—positioning the Quad Cities for
sustained, inclusive growth.

Link: Full report | Sheri Heiney, Present & CEO, Prescott Chamber of Commerce, [email protected] STATEMENT OF QUALIFICATIONS 11

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TERRELL, TEXAS
STRATEGICALLY ADVANCING TERRELL’S WORKFORCE AND ECONOMY FOR

SUSTAINABLE GROWTH AND CUTTING-EDGE INNOVATION

THE CHALLENGE
Terrell, Texas—an emerging transportation and
logistics hub within the Dallas-Fort Worth metro
area, home to over 21,000 residents—had
successfully attracted major distribution centers and
industrial investment along I-20. However, leaders
recognized that proximity to a major metro wasn't
enough. To fully capitalize on its potential, Terrell
needed to strengthen its competitive position at both
regional and state levels by expanding industry
clusters and strategically enhancing workforce
pipelines. The challenge was leveraging Terrell's
location within the dynamic DFW economy while
carving out a distinct niche that would create
pathways for local workers to access high-skilled jobs
and drive long-term economic resilience—all while
maintaining the community's unique identity rather
than becoming simply another DFW suburb.

THE CIVIC SOLUTION
CivicSol conducted comprehensive Industry Cluster
and Occupational Workforce Analysis, Peer
Community and Economic Development
Organization (EDO) Benchmarking Assessments, and
an extensive stakeholder and community
engagement process involving business leaders,
educators, workforce partners, and residents. These
insights informed a strategic plan designed to
strengthen Terrell's ability to attract and retain
high-quality jobs while building on existing strengths.

The plan focused on investments in innovation and
logistics, placemaking initiatives to enhance
downtown and quality of life, and advanced
manufacturing development. By aligning Terrell's
high-performing clusters—such as precision
engineering, digital trade, and healthcare—with the
demands of the regional economy, the strategy
positioned Terrell to benefit from DFW's expansive
market and infrastructure while creating distinct
local advantages. The strategy ensured that
workforce development aligned with industry needs
and that the city's infrastructure and business
environment would support both existing industries
and emerging sectors.

THE IMPACT
The Terrell Economic Development Strategy
demonstrates how smaller communities can leverage
their proximity to major metropolitan areas while
maintaining unique identity and competitive
advantages. The strategy positions Terrell to carve
out a sustainable niche within the broader DFW
economic ecosystem, creating pathways for local
workers to access high-skilled jobs in precision
engineering, logistics, and healthcare. By aligning
high-performing industry clusters with regional
economic demands while focusing on placemaking
and workforce development, CivicSol helped Terrell
build a roadmap for long-term economic resilience
that benefits both existing residents and attracts new
investment—proving that strategic positioning
matters as much as location.

Link: Full Report | Carlton Tidwell, Terrell Economic Development Corporation, [email protected] STATEMENT OF QUALIFICATIONS 12

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REFERENCES

AGENCY NAME CONTACT INFO WORK PERFORMED
City of Austin, TX
(CivicSol reference)
Kirk Watson, Mayor, City of
Austin
(512) 964-8306
[email protected]
Designed and launched the Austin Infrastructure
Academy, a first-of-its-kind public-private
workforce platform connecting local talent with
career pathways in construction and operations,
supporting $25 billion in regional infrastructure
investment. Awarded the 2024 Trailblazer Award
by the National Association of Workforce Boards.

Work Sample: Full Report
Prescott Chamber of
Commerce
(CivicSol reference)
Sheri Heiney, President &
CEO, Prescott Chamber of
Commerce
(928) 445-2000
[email protected]
Designed the Quad Cities' first-ever regional
economic development strategy, engaging 125+
stakeholders across four jurisdictions. Facilitated
the formation of the Quad Cities Regional
Economic Development Alliance, providing
governance design and implementation support to
ensure sustained multi-jurisdictional collaboration.

Work Sample: Full Report
Terrell Economic
Development
Corporation
(CivicSol reference)
Carlton Tidwell, President,
Terrell EDC
(469) 853-6512
[email protected]
Led comprehensive economic development
strategic planning including community
engagement, target sector analysis, and
implementation roadmap.

Work Sample: Full Report
City of Ventura, CA
(Bill Fulton
reference)
Meredith Hart, Economic
Development Manager, City
of Ventura
(805) 658-4735
[email protected]
Led development of the Vibrant Ventura
Vision—the city's first new economic development
strategy in ten years. The strategy identified six
strategic priorities including leaning into driving
clusters (health services, business services, IT),
encouraging emerging clusters, expanding tourism
activity, and improving city processes. Approved by
City Council in 2024 and coordinated with
Ventura's General Plan update to ensure long-term
alignment.

Work Sample: Full Report
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03. PROJECT UNDERSTANDING
Shafter has quietly become one of the Central Valley’s economic powerhouses—a city that pairs small-town character with big-market capability. Through deliberate planning, fiscal discipline, and targeted investment, Shafter has built one of the most competitive industrial platforms in California. Anchored by the Wonderful Industrial Park, a Class I rail hub now under development, and direct connectivity to Highway 99, the city has emerged as a logistics and advanced manufacturing hub serving both national and global markets.

Behind this growth is a uniquely effective local model: Shafter’s city-owned utilities, broadband infrastructure, and streamlined development processes have given it a competitive edge unmatched by many larger cities. Its high-capacity fiber network and business-friendly governance make it not only an affordable place to build but a strategic place to innovate. Combined with a strong agricultural base and regional access to Bakersfield’s growing metropolitan area, Shafter’s industrial ecosystem continues to attract major employers—Amazon, Walmart, Target, Ross—while sustaining the small businesses and family farms that have defined the community for generations.

Yet success has also created new challenges. Much of the workforce that powers Shafter’s economy still commutes from outside the city, and the physical expansion of logistics and manufacturing has outpaced opportunities for housing, retail, and amenities. The next chapter in Shafter’s story must convert industrial scale into community prosperity—connecting job growth to local workforce pipelines, entrepreneurship, and quality of life. Our understanding of Shafter’s opportunity centers on two imperatives:

1. Translating industrial strength into community connectivity. Growth in logistics and manufacturing should catalyze investments in housing, workforce development, and small business—making Shafter a place where people both work and thrive.

2. Diversifying toward innovation. With a fiber network, airport, rail access, and abundant land, Shafter can position itself as a leader in clean energy, advanced manufacturing, and ag-tech innovation aligned with California’s climate and economic goals.

Shafter’s partnerships with Kern CCD, Bakersfield College, CSU Bakersfield, and Wonderful Education create a strong foundation for talent development and upward mobility. Combined with thoughtful land-use planning along Lerdo Highway, 7th Standard Road, and downtown, these assets set the stage for a holistic economic vision—one that strengthens Shafter’s competitiveness while preserving its civic identity.

The timing of this strategy is critical. Shafter is simultaneously updating its General Plan while experiencing continued momentum in industrial development and infrastructure investment. This convergence creates a unique window to ensure that land use, zoning, infrastructure planning, and economic development strategy are fully aligned—avoiding the disconnect that often emerges when these processes occur in isolation.

Shafter can ensure that General Plan policies reinforce economic priorities, that corridor investments support both job creation and placemaking, and that workforce development systems are built in parallel with employer demand rather than playing catch-up years later. This is the moment to get it right—to build the frameworks, partnerships, and policies that will guide Shafter's growth for the next decade and beyond.

The forthcoming Economic Development Strategic Plan will knit these pieces together into a single, actionable framework—linking industry clusters, workforce systems, corridors, and community placemaking into a cohesive vision for inclusive, long-term prosperity.

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04. APPROACH AND METHODOLOGY
Our approach is designed to deliver a five-year Economic Development Strategic Plan for the City of Shafter that is practical, data-driven, and community-centered. It will build on the city's proven strengths in logistics, manufacturing, and agriculture while charting a clear path toward economic diversification, workforce alignment, and placemaking.

The challenge for Shafter is not whether opportunity exists—it's how to translate industrial momentum into inclusive prosperity. The city has successfully attracted world-class employers and built infrastructure that positions it as a Central Valley logistics powerhouse. The next phase requires ensuring that this growth creates pathways for residents, supports small business development, strengthens community identity, and builds fiscal resilience. That means connecting workforce pipelines to employer demand, positioning corridors as both economic engines and community gateways, leveraging education partnerships to build career ladders, and aligning land use and infrastructure investments with long-term economic goals.

Our approach is built on four core principles that will guide every phase of this engagement.

1. We ground strategy in rigorous data and marketintelligence—using Lightcast analytics, peer benchmarking, and fiscal modeling to identify where Shafter competes today and where opportunity lies tomorrow.

2. We build community ownership through authentic engagement with employers, educators, workforce partners, and residents—ensuring the strategy reflects lived experience, not just spreadsheets.

3. We design for implementation from day one—every recommendation includes responsible parties, funding pathways, performance metrics, and Year-One actions that create immediate momentum.

4. We align economic development with the broader civic ecosystem—integrating this strategy with Shafter's General Plan update, corridor planning, and workforce development systems to ensure that daily decisions reinforce long-term goals.

Each phase of the project builds on the last—beginning with alignment among City Council, staff, and partners; benchmarking Shafter's economic position within Kern County and comparable markets; analyzing clusters, workforce pipelines, and corridor opportunities; engaging businesses, educators, and residents in shaping investment priorities; and producing a strategic framework with measurable actions, fiscal analysis, and performance metrics.

The result will be more than a plan—it will be an implementation roadmap that translates Shafter's industrial capacity into broad-based prosperity. The strategy will define the city's next phase of growth: competitive, connected, and inclusive—a quiet powerhouse built to lead the Central Valley's economic future.

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PHASE 01. LAUNCH AND ALIGN SHAFTER’S STRATEGY
NOVEMBER – DECEMBER 2025

WHY THIS MATTERS
Shafter is positioning itself for the next generation of economic growth. Building on its strengths in agriculture, manufacturing, and logistics, the city is seeing renewed momentum along the Lerdo Highway and 7th Standard Road corridors—areas that are becoming regional employment anchors. At the same time, continued growth from Bakersfield and across Kern County is creating both opportunity and pressure for Shafter to define its competitive role within the regional economy.

This first phase sets the foundation for that work. By aligning City Council, staff, employers, and community partners around a shared process and clear priorities, the City can ensure that its Economic Development Strategic Plan reflects both its strong industrial base and its aspirations to be a vibrant, well-connected community where people want to live, work, and invest. A well-structured kickoff, clear governance, and visible communication will build confidence in the process and set the tone for collaboration and placemaking throughout the planning effort.

WHAT WE WILL DELIVER

1.1 PROJECT KICKOFF, WORK

PLAN, AND ENGAGEMENT
PLAN
CivicSol will facilitate a comprehensive kickoff meeting with the City Manager, Economic Development staff, and project team to confirm objectives, deliverables, and milestones. The team will establish communication protocols, engagement methods, and success measures.

The resulting Work Plan and Engagement Plan will guide all subsequent phases, providing a shared roadmap for how the strategy will unfold.

1.2 STEERING COMMITTEE

FORMATION AND

ORIENTATION
Working with City staff, CivicSol will identify and convene a representative Steering Committee composed of City Council members, department leaders, business and workforce partners, educators, and corridor stakeholders. The Committee will serve as the project’s guiding body—reviewing findings, validating deliverables, and ensuring community alignment. CivicSol will lead an inaugural orientation session to clarify roles, confirm meeting cadence, and approve the Work Plan.

1.3 BRANDED PROJECT WEBSITE
CivicSol will develop a dedicated microsite to serve as the public face of the planning effort.

The site will host project updates, surveys, draft deliverables, and opportunities for residents and businesses to provide input. It will also link to the City’s existing economic-development and planning resources, reinforcing transparency and accessibility.

1.4 PRIOR PLAN AND DATA
REVIEW
To ensure continuity with Shafter’s ongoing planning initiatives, the project team will review the City’s General Plan, Housing Element, Market Guide, Lerdo Highway Vision Plan, and related policy and infrastructure documents. The review will produce a concise synthesis memo identifying relevant findings, policy gaps, and data needs that will inform the economic and corridor analyses in Phase 2.

1.5 CITY VISIT AND LEADERSHIP

ENGAGEMENT
The CivicSol team will conduct an on-the-ground assessment of the City’s key economic and development assets—including the Wonderful Logistics Center, Lerdo Highway and 7th Standard Road corridors, downtown, the municipal airport, and other strategic sites. The visit will include:
→ Steering Committee Meeting #1 to confirm priorities and review the Work Plan. → City Council and Leadership Briefings to capture perspectives and desired outcomes. → 8–10 Discovery Interviews with business, education, real-estate, and community leaders to surface quick wins and refine engagement strategies.

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1.6 PROJECT MANAGEMENT

AND COORDINATION
(ONGOING)
Throughout the engagement, CivicSol will maintain a shared project tracker outlining milestones, deliverables, and responsibilities. Bi-weekly coordination calls with City staff will ensure steady communication, while monthly progress summaries will document completed and upcoming tasks. All deliverables will undergo internal peer review by CivicSol’s leadership team to maintain quality and consistency.

WHAT SHAFTER GAINS
→ Early buy-in and shared ownership from City Council, staff, and community stakeholders. → A transparent governance and communication framework that builds trust and accountability. → A clear understanding of Shafter’s assets, challenges, and opportunities. → A branded and visible process that sets a professional tone and invites broad participation in later phases.

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PHASE 02. ANALYZE AND BENCHMARK SHAFTER’S ECONOMY
JANUARY – FEBRUARY 2026

WHY THIS MATTERS
Shafter’s competitive advantage lies in the intersection of agriculture, manufacturing, and logistics that defines Kern County’s industrial core. The city’s connectivity—via Highway 99, BNSF rail access, and Minter Field Airport—combined with the scale of the Wonderful Industrial Park has made Shafter a regional hub for goods movement and advanced production. At the same time, emerging opportunities in clean energy, hydrogen, and ag-tech innovation are reshaping the Central Valley economy. Educational partners including the Kern Community College District, Bakersfield College, CSU Bakersfield, and the Wonderful Education system provide a strong platform to align workforce pipelines with these industries.

Phase 2 establishes the analytical foundation for Shafter’s Economic Development Strategic Plan. By assessing the city’s economy, workforce, and corridors within a regional and national context, this phase will identify where Shafter competes today, where growth can be accelerated, and how land use, policy, and workforce strategies can be aligned to achieve inclusive prosperity.

WHAT WE WILL DELIVER

2.1 ECONOMIC BASELINE AND

BENCHMARKING REPORT
CivicSol will develop a comprehensive analysis of Shafter’s economic and fiscal base, examining employment, industry mix, wage and income trends, and municipal revenue composition. The report will benchmark Shafter’s performance against comparable logistics and manufacturing centers such as Tracy, Manteca, Hanford, and Casa Grande (AZ) to evaluate productivity, job density, and infrastructure readiness. Equity indicators—household income, commute patterns, and housing affordability—will be integrated throughout. The resulting Economic Baseline and Benchmarking Report will define Shafter’s current competitive position and highlight early opportunities to strengthen resilience and fiscal sustainability.

2.2 INDUSTRY CLUSTER AND

SUPPLY-CHAIN ANALYSIS
CivicSol will identify and evaluate the industry clusters that define and differentiate Shafter’s economy, focusing on sectors where the city holds a clear regional or logistical advantage.

These include advanced manufacturing and logistics, ag-tech and food processing, clean energy and hydrogen, and digital infrastructure and automation.

The analysis will examine not just employment data, but the ecosystem relationships that underpin growth—mapping suppliers, end markets, and innovation drivers across Kern County. For example, Shafter’s logistics and manufacturing base is directly connected to agricultural producers and food processors throughout the Central Valley, forming a vertically integrated value chain that few California cities can match. Similarly, Shafter’s investments in fiber infrastructure and its proximity to regional freight corridors create the foundation for next-generation industries like automation, warehousing technology, and hydrogen energy distribution.

Each cluster profile will assess market dynamics, growth potential, and workforce requirements, while identifying gaps that could be filled through strategic public–private partnerships, entrepreneurship programs, or training investments. The result will be an Industry Cluster Opportunity Report that defines where Shafter can lead regionally, how it can strengthen business retention and recruitment efforts, and which clusters offer the greatest return on infrastructure and workforce investments.

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2.3 OCCUPATIONAL AND

CAREER PATHWAY

FORECAST
In collaboration with Kern CCD, Bakersfield College, CSU Bakersfield, and regional workforce partners, CivicSol will model ten-year occupational growth and replacement needs across Shafter’s key industries. The analysis will identify high-demand skills, credentials, and training requirements aligned with local education and apprenticeship programs, while assessing career ladders that provide upward mobility for residents. Results will inform workforce development strategies that connect classroom to career—linking local talent to emerging opportunities in logistics, manufacturing, and clean energy.

2.4 ASSET AND POLICY REVIEW
CivicSol will connect economic opportunity with physical and policy readiness through a review of Shafter’s industrial, infrastructure, and digital assets. The team will examine the Wonderful Industrial Park, Minter Field Airport, rail spurs, fiber network, and industrial areas along Lerdo Highway and 7th Standard Road, assessing utilities, transportation access, and land capacity. This work will evaluate zoning, incentives, and entitlement processes to identify alignment opportunities with the City’s General Plan and Lerdo Highway Vision Plan.

2.5 CORRIDOR DEEP-DIVE

ASSESSMENT
Recognizing the economic importance of Lerdo Highway and 7th Standard Road, CivicSol will complete a detailed market and land-use analysis of both corridors. The study will assess parcel configuration, infrastructure capacity, zoning consistency, and market potential for logistics, industrial, and supporting commercial uses. It will identify catalytic sites for near-term investment and corridor enhancements that improve aesthetics, connectivity, and placemaking.

WHAT SHAFTER GAINS
→ A comprehensive, evidence-based understanding of Shafter’s economy, fiscal structure, and competitive standing.
→ Clear identification of priority industry clusters, workforce pathways, and education partnerships that can drive inclusive growth.
→ Actionable insight into land capacity, infrastructure readiness, and policy alignment to guide investment and development decisions.
→ A solid analytical foundation that bridges data and strategy, preparing the City for stakeholder engagement and framework design in subsequent phases.

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PHASE 03. ENGAGE AND CO-CREATE WITH SHAFTER’S

STAKEHOLDERS
MARCH – APRIL 2026

WHY THIS MATTERS
The strength of Shafter’s economy lies in its people—the manufacturers, agricultural producers, educators, and entrepreneurs who power it every day. For the city’s strategy to succeed, it must reflect their lived experiences, aspirations, and insights. Shafter’s industrial corridors and distinct neighborhoods each tell part of the community’s story; this phase ensures those perspectives shape the plan’s priorities.

By engaging stakeholders directly—not only through surveys and open houses, but through targeted dialogues with employers, educators, civic leaders, and residents—the City will build a plan that is grounded in both expertise and authenticity. Engagement will transform this effort from a technical document into a shared vision for how Shafter grows as a connected, prosperous, and livable community.

HOW WE ENGAGE
At CivicSol, we believe the best economic strategies are built with a community, not for it. Plans succeed when they are shaped by the people who live them—the employers at Wonderful Industrial Park, the farmers and ag-tech innovators driving Kern County’s economy, the educators preparing tomorrow’s workforce, and the residents who take pride in calling Shafter home.

For Shafter, that means designing a process that is open, collaborative, and grounded in place. We’ll pair in-person dialogue with digital tools to make participation easy and meaningful:
→ Personal conversations that build trust and capture lived insights from business and community leaders.
→ Interactive workshops and roundtables that allow participants to react to concepts, and big ideas. → Online surveys and project website updates to extend reach to those who can’t attend in person. → Targeted outreach to small businesses, workforce partners, and underrepresented residents to ensure every voice is part of the conversation.

By combining depth (through interviews, roundtables, and corridor workshops) with breadth (through digital surveys and public events), we’ll create a process that connects data to lived experience—producing a strategy that feels authentically Shafter and ready for implementation.

WHAT WE WILL DELIVER

3.1 STAKEHOLDER INTERVIEW
SERIES
CivicSol will conduct 12–15 in-depth interviews with City Council members, business leaders, workforce and education partners, real-estate developers, and corridor stakeholders. These structured conversations will validate findings from the Phase 2 analysis, surface early implementation ideas, and identify local champions. Each interview will follow a consistent discussion guide covering topics such as business climate, workforce development, land use, infrastructure priorities, and community identity.

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3.2 SECTOR AND PARTNER

ROUNDTABLES
CivicSol will facilitate up to eight roundtable discussions organized around Shafter’s key industries and cross-cutting themes: manufacturing and logistics, ag-tech and food systems, clean energy and hydrogen, entrepreneurship and small business,workforce alignment and education, housing and infrastructure, and corridors and placemaking. Each session will bring together 10–15 participants for focused dialogue on workforce needs, infrastructure challenges, and policy opportunities. These conversations will be used to co-design potential pilot programs and investment priorities.

3.3 CORRIDOR ENHANCEMENT

WORKSHOPS
Recognizing the importance of Lerdo Highway and 7th Standard Road as engines of economic and community identity, CivicSol will convene interactive design workshops to explore land use, infrastructure, and placemaking opportunities. Participants — including property owners, developers, and nearby employers—will review visual maps, investment concepts, and infrastructure priorities to identify catalytic sites and projects. The workshops will also test concepts for signage, connectivity, and public-realm improvements that could elevate the corridors’ image. Findings will inform the corridor investment framework developed in Phase 4.

3.4 COMMUNITY AND BUSINESS
SURVEY
CivicSol will deploy a digital survey distributed through the branded project website, City social media, local chambers, and community networks. The survey will collect input from both residents and businesses on issues such as business climate, workforce readiness, infrastructure needs, and community quality of life. The survey will be designed to be mobile-friendly for broad accessibility.

3.5 COMMUNITY OPEN HOUSE
CivicSol will host a mid-process open house designed to build transparency and invite feedback on early findings. The session will showcase economic insights, corridor concepts, and emerging strategy themes through interactive displays and discussion stations.

Attendees will have opportunities to comment on priorities, identify near-term actions, and share personal perspectives on Shafter’s growth and identity. The open house will be promoted through City channels and partner organizations to ensure broad representation from residents, employers, and students.

3.6 ENGAGEMENT SUMMARY
REPORT
All engagement findings will be synthesized into a comprehensive Engagement Summary Report that captures the community’s priorities, values, and ideas. The report will highlight the most consistent themes and “big ideas” across interviews, roundtables, workshops, and surveys. It will also identify early implementation opportunities and inform the strategic framework design in Phase 4, ensuring that the final plan reflects both technical evidence and lived experience.

WHAT SHAFTER GAINS
→ A community-owned vision that reflects the perspectives of employers, educators, and residents. → Rich qualitative insight that deepens the data-driven analysis from Phase 2. → Strong partnerships and early alignment among the organizations needed for implementation. → A transparent, inclusive process that reinforces trust, momentum, and civic pride.

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PHASE 04. DESIGN AND ACTIVATE SHAFTER’S ECONOMIC FUTURE MAY – JUNE 2026

WHY THIS MATTERS
Inclusive growth in Shafter means building an economy that works for everyone—where industrial investment, entrepreneurship, and placemaking combine to create opportunity, stability, and belonging. It’s about ensuring that the success of major employers and new industries translates into living-wage jobs for residents, thriving small businesses in every part of the city, and reinvestment in community assets such as housing, parks, and downtown spaces.

This phase will connect all the pieces—industry clusters, workforce pipelines, corridors, and neighborhoods—into one coherent framework for prosperity. The result will be a roadmap that defines what inclusive growth looks like in practice: a Shafter where growth in the industrial base supports a more diverse local economy, strengthens quality of life, and positions the city as both a great place to work and a great place to live.

WHAT WE WILL DELIVER

4.1 INTEGRATED FRAMEWORK

FOR INCLUSIVE GROWTH
Integrated Framework for Inclusive Growth: CivicSol will translate the analytical and engagement insights into an actionable framework built around four pillars that reflect Shafter’s strengths and priorities:

1. Investment and Industry Development—Clarifies target clusters, infrastructure priorities, and recruitment strategies that leverage Shafter’s logistical advantage, rail and highway access, and industrial land supply.

2. Workforce and Talent Alignment—Defines how partnerships with Kern CCD, Bakersfield College, CSU Bakersfield, and Wonderful Education can connect local residents to good jobs in advanced manufacturing, logistics, and clean energy.

3. Corridors and Placemaking—Repositions Lerdo Highway and 7th Standard Road as vibrant, connected business destinations and community gateways that support retail, amenities, and workforce housing.

4. Policy and Governance Alignment—Recommends updates to zoning, incentives, and development processes so daily City decisions reinforce long-term economic goals.

Each pillar will include 3–5 near-term and long-term strategies, defined partners, and measurable outcomes.

4.2 COLLABORATIVE DESIGN

SESSIONS AND LEADERSHIP

ALIGNMENT
This phase turns planning into action. CivicSol will facilitate a sequence of high-impact design sessions that unite technical analysis with local knowledge:
→ Two cross-sector design workshops with the Steering Committee and industry, education, and corridor partners to stress-test the draft framework, identify synergies between clusters and workforce initiatives, and prioritize a set of “Big Bets”—catalytic projects or policies that can deliver visible early wins (e.g., a logistics-workforce innovation hub, corridor infrastructure package, or small-business accelerator). → One executive strategy session with the City Council and senior staff to refine phasing, assign implementation leads, and confirm funding and governance pathways.

Each session will use interactive mapping, facilitated scenario planning, and rapid-feedback tools to translate ideas into consensus-driven priorities.

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4.3 ECONOMIC IMPACT

ASSESSMENT
For each “Big Bet,” CivicSol will prepare a concise, data-driven economic and fiscal impact analysis that quantifies how proposed initiatives translate into tangible returns for Shafter.

Using industry-standard modeling tools and Lightcast data, we will estimate job creation, wage growth, GDP contribution, and municipal revenue impacts for each major investment or policy action.

The analysis will illustrate how targeted investments—such as corridor improvements, workforce initiatives, or cluster development projects—strengthen both the city’s economy and fiscal base.This deliverable will give Shafter a clear, evidence-based case for action: which projects yield the greatest return, how benefits flow to residents, and why inclusive growth is a smart fiscal strategy.

4.4 COMPREHENSIVE STRATEGIC

PLAN REPORT
CivicSol will deliver a concise, visually engaging Strategic Plan Report that integrates the four frameworks into a single playbook for action. The report will include:
→ The citywide vision, guiding principles, and measurable goals; → The Big Bets and enabling policies that activate each framework; → Land-use, infrastructure, and workforce recommendations aligned with adopted plans;
→ Graphics and project profiles that make the strategy tangible for both technical and public audiences.

This will be a working plan—designed for use in decision-making, funding pursuits, and performance tracking.

4.5 IMPLEMENTATION ROADMAP

AND YEAR-ONE ACTION
PLAN
The five-year Implementation Roadmap will sequence actions across time, partners, and resource needs. A companion Year-One Action Plan will identify early wins and funding opportunities—such as CalCompetes, EDA, or GO-Biz grants—to build momentum and accountability immediately after adoption.

4.6 PERFORMANCE DASHBOARD

AND ACCOUNTABILITY

FRAMEWORK
Recognizing the City’s commitment to measurable results, CivicSol will design a Performance Dashboard to track progress across the four frameworks. Metrics will cover employment, wages, workforce participation, corridor investment, small-business formation, and fiscal returns. Built for digital publication, the dashboard will feature interactive data visualization and annual update capability, allowing Shafter to report results publicly and adjust course as needed. A detailed KPI Framework will define baselines, targets, and reporting responsibilities to institutionalize accountability.

4.7 FINAL PRESENTATIONS AND

PLAN LAUNCH
CivicSol will coordinate a comprehensive rollout—including formal presentations to the City Council, Steering Committee, and community partners—supported by an executive summary, presentation deck, and communications toolkit (press releases and talking points). The launch will reinforce shared ownership and signal Shafter’s readiness to implement.

WHAT SHAFTER GAINS
→ A cohesive, actionable framework for inclusive growth rooted in data, partnerships, and place. → A clear roadmap and Year-One plan to turn ideas into funded projects. → Quantified economic impact analysis to guide investment decisions. → A living performance dashboard that drives transparency and continuous improvement. → Alignment among City Council, staff, and stakeholders around a shared vision for Shafter’s economic future.

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05. PROJECT TEAM
Leadership Team
CivicSol's leadership team brings a rare combination of deep practitioner experience, national expertise, and direct knowledge of California's economic development landscape. Our principals have led transformational economic development initiatives in cities across the country, designed nationally recognized workforce programs, and partnered with anchor institutions, education systems, and public authorities to advance inclusive growth.

Steven Pedigo will serve as the dedicated Project Manager for this engagement, providing day-to-day leadership, coordination, and client communication throughout the process.

Laura Huffman will serve as Strategic Advisor and Engagement Lead, bringing her expertise in strategic planning, municipal budgeting, governance, and inclusive prosperity frameworks.

Bill Fulton brings deep knowledge of California's policy environment, General Plan integration, and corridor development that will ensure Shafter's strategy aligns with state and regional frameworks.

Clara Belk will lead research, data analysis, and stakeholder engagement, ensuring that the strategic plan is grounded in rigorous economic and workforce analysis while reflecting the voices of Shafter's businesses, educators, and residents.

Matthew Walsh from Lightcast will lead industry cluster analysis and ten-year occupational forecasting, bringing industry-leading market intelligence and economic modeling that will identify Shafter's competitive advantages and workforce priorities.

Jade Rohloff from Lightcast will support comprehensive economic analysis with expertise in data analytics and demographic research, helping Shafter understand its competitive position and growth opportunities within the Central Valley.

Emily Spivak will design the project website and create compelling visual materials that effectively communicate Shafter's economic development story to stakeholders, businesses, and the broader community.

Together, this team offers Shafter a blend of municipal leadership experience, economic development expertise, and California-specific knowledge—ensuring that the Economic Development Strategic Plan reflects both national best practices and the unique opportunities and challenges facing Shafter.

Full team member biosto follow.

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Our two founding principals, Laura Huffman and Steven Pedigo, bring both deep expertise in city management and a proven track record in strategic planning for government entities. Steven Pedigo, partner at CivicSol, will serve as the dedicated senior principal project manager for this engagement.

STEVEN PEDIGO

CO-FOUNDER, CIVICSOL
“I'm passionate about helping communities with strong identities—like Shafter—leverage their assetsto create lasting economic opportunities."
Steven Pedigo is a trusted advisor and strategist for city leaders, brands, and placemakers worldwide, helping them build better cities and communities. With over two decades of experience, he brings deep expertise in the challenges of fast-growing suburban communities and rural innovation ecosystems, with plans in Terrell, TX; Olathe, KS; Brookings, SD; Gilbert, AZ; Vancouver, WA, Prince George, British Columbia, Deep East Texas, and more.

EDUCATION
BA, The University of
Texas at Austin
MS, Heinz College of
Information Systems
and Public Policy at
Carnegie Mellon
University
MA, University of
Illinois at
Urbana-Champaign

NOTABLE
Assistant Dean for
Faculty of Practice
and Policy at the LBJ
School of Public
Affairs
Professor of Practice
at the LBJ School of
Public Affairs

CERTIFICATES
Human Research

WHAT STEVEN BRINGS TO SHAFTER
Steven is a nationally recognized expert in innovation economies, industry cluster analysis, and workforce strategy, with direct experience helping mid-sized communities leverage industrial assets for inclusive growth. For Shafter, Steven will bring his expertise in identifying high-potential industry clusters—from advanced manufacturing and ag-tech to clean energy and automation—and designing workforce strategies that connect local residents to career pathways. His experience developing over 100 economic development strategies nationwide, combined with his work helping cities position themselves within competitive regional markets, will help Shafter build on its Central Valley advantages while diversifying its economic base and strengthening connections between employers, educators, and job seekers.

RELEVANT EXPERIENCE
→ Steven led the development of more than 100 economic and workforce development strategies, spanning transformative projects from New York City, Miami, and Jerusalem to the Yukon, San Diego, Tulsa, and Austin, Texas. → Steven helped design the Austin Infrastructure Academy, a workforce development initiative supporting $25 billion in regional investment. → He is an expert in anchor institutions and university engagement, crafting strategies for The University of Texas at Arlington, Drexel University, Thomas Jefferson University, Rutgers Newark, UT-Permian Basin, and others. → Steven is the primary author of the Texas Metropolitan Blueprint, a five-year policy framework for the state of Texas.
→ He is a featured expert, quoted, and published in The New York Times, The Wall Street Journal, The Washington Post, The LA Times, NPR, The Houston Chronicle, Dallas Morning News, San Antonio Express-News, and more.

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LAURA HUFFMAN

CEO & CO-FOUNDER, CIVICSOL
“The most effective economic developmentstrategies are those that balance bold vision with operational reality—connecting mission to governance, partnershipsto accountability, and opportunity to every neighborhood." Laura Huffman brings more than 25 years of experience in city leadership, economic strategy, and public-private collaboration, including as Assistant City Manager for the City of Austin and Deputy City Manager for the City of San Marcos—two of the fastest-growing cities in the U.S.—as well as CEO of the Greater Austin Chamber of Commerce. Laura is an expert in municipal budgeting, and governance helping cities manage growth while delivering core services.

EDUCATION
BA, Texas A&M
University
MA, LBJ School of
Public Affairs at The
University of Texas at
Austin

RECOGNITION
Artificial Intelligence,
Cornell University
Shoal Creek
Conservancy Bob
Strong Award for
Lifetime Achievement
in Conservation
City of Austin Office
of Sustainability Net
Zero Hero

WHAT LAURA BRINGS TO SHAFTER
Laura specializes in turning strategy into action, with a focus on economic development, public-private partnerships, and organizational implementation. For Shafter, she will bring her deep understanding of how cities manage rapid growth while maintaining fiscal stability and community character. Laura's expertise in municipal budgeting, infrastructure planning, and cross-sector collaboration will ensure strategy is not only bold and equity-focused, but also grounded in the financial and operational realities needed for successful implementation. Her experience leading fast-growing cities positions her to help Shafter translate industrial strength into inclusive, sustainable prosperity.

RELEVANT EXPERIENCE
→ As Assistant City Manager for the City of Austin, Laura led downtown redevelopment with a focus on local retail, small business growth, live/work housing, cultural districts, and public infrastructure including the Central Library—making downtown Austin the living room of the community. → In her role as Deputy City Manager for the City of San Marcos, Laura championed outlet mall development as major retail and sales tax drivers, forging a path to use economic strategies to stabilize the City’s dependence on sales tax, a notoriously volatile revenue stream.
→ As Texas State Director of The Nature Conservancy, she founded the North American Cities program, positioning TNC to lead the next generation of urban policies and plans that guarantee protection of natural resources. → As President and CEO of the Austin Chamber of Commerce, Laura successfully implemented the organization’s vision, short- and long-range strategic plans, and annual operational plans.

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BILL FULTON, FAICP

PRINCIPAL, WILLIAM FULTON GROUP
“The best economic developmentstrategies don't just attract jobs—they build on a community's authentic strengths and create opportunitiesthat benefit everyone."
Bill Fulton is one of the nation's most prominent thought leaders on land use planning and economic development. He was formerly Director of Planning and Economic Development for the City of San Diego and currently serves as a Professor of Practice in the UC San Diego Department of Urban Studies and Planning. In 2009, Planetizen.com named him one of the 100 leading urban thinkers. He is a former mayor of Ventura, California, and has served as policy director for Smart Growth America and as a principal in the California-based urban planning firm now known as Placeworks.

EDUCATION
BA, St. Bonaventure
University
MA, Urban Planning,
University of
California, Los
Angeles
MA, Mass
Communication, The
American University

NOTABLE
Fellow, American
Institute of Certified
Planners (FAICP)
Authored 8 books,
including The Regional
City: Planning for the
End of Sprawl and
Guide to California
Planning
Named one of the 100
leading urban thinkers
by Planetcitizen.com

WHAT BILL BRINGS BRINGS TO SHAFTER
Bill Fulton specializes in developing comprehensive economic development strategies that align with community values, land use planning, and regional assets. For Shafter, he brings invaluable California expertise—having served as Planning Director for San Diego, and Mayor of Ventura. Bill's deep knowledge of California's policy environment, General Plan integration, and corridor development will be critical as Shafter aligns this strategy with the General Plan update. His ability to navigate complex stakeholder environments, translate economic analysis into actionable strategies that gain political support, and ensure that growth maintains community character will help Shafter build a strategy that is both ambitious and implementable.

RELEVANT EXPERIENCE
→ As Planning Director of San Diego, Bill shepherded the city's first economic development strategy in 15 years through to City Council approval, demonstrating his ability to build consensus and drive strategic initiatives in complex municipal environments.
→ As Mayor of Ventura, he served as the political leader for an economic development strategy centered on a business incubator that hatched The Trade Desk, an ad tech company with a market value of more than $40 billion—proving the long-term impact of strategic economic development investments. → Bill was part of a consulting team that assisted Scottsdale, Arizona, in pivoting redevelopment of the city's old "auto row"from a WalMart to Arizona State University's Skysong research center, showcasing his ability to help communities reimagine their economic future.
→ He has recently led consulting teams preparing economic development strategies for three cities in Southern California and worked with Rally Austin (formerly the Austin Economic Development Corporation) to clarify its role, responsibilities, and revenue streams in the Austin economic development landscape.

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CLARA BELK

ECONOMIC RESEARCH AND STORYTELLING, CIVICSOL
"Data tells us where opportunity exists—but only by listening to the voices of entrepreneurs, workers, and community leaders can we design strategiesthat truly create pathwaysto prosperity." Clara Belk specializes in research and economic storytelling, ensuring strategy is data-driven, compelling, and actionable. With experience in economic and workforce development research, ecological conservation, and public affairs, Clara has worked on projects for Austin, TX, Cedar Valley, IA, Terrell, TX, Prescott, AZ, Greenville, SC, South Burlington, VT, Sachse, TX, helping communities craft clear, strategic narratives around their economic and workforce development goals and helping bring them to life.

EDUCATION
BA, Tufts University
MPA, LBJ School of
Public Affairs at The
University of Texas
at Austin
AWARDS
Presidential
Volunteer Service
Award, Gold Tier

NOTABLE
Team Leader,
AmeriCorps National
Civilian Community
Corps, Southern
Region, Vicksburg,
MS
Clara also speaks
Spanish and Arabic,
in Modern Standard
(FusHa) and
Colloquial Levantine
(3miyya)

WHAT CLARA BRINGS TO SHAFTER
Clara has extensive experience transforming complex economic and workforce data into clear, compelling strategic narratives that drive organizational decision-making and stakeholder alignment. For Shafter, she will conduct rigorous research on industry clusters, labor market trends, and corridor opportunities to identify where the city can have the greatest impact in supporting business growth and creating quality jobs. Her expertise in stakeholder engagement ensures that Shafter's strategy reflects the lived experiences and priorities of the entire community. Clara's ability to translate technical analysis into accessible insights will help build broad ownership of the strategy and create momentum for implementation.

RELEVANT EXPERIENCE
→ Clara has conducted in-depth economic research on workforce trends, industry clusters, and labor market dynamics to support strategic workforce development plans in cities across the US. She has led occupational and workforce assessments, peer benchmarking, and stakeholder engagement process to align workforce strategies with regional economic needs.
→ Clara has worked as a community organizer in Des Moines, IA, Reno, NV, Denver, CO, and Saint Paul, MN, collaborating directly with diverse cultural and community groups, labor representatives, grassroots organizations, educators, and policymakers to boost civic participation and political engagement. → She previously completed a term of national service, where she worked with rural and ex-urban communities throughout the Southeast—including in Southern Mississippi, the Louisiana Bayou, Virginia’s Eastern Shore, and Central Tennessee—to support economic development through infrastructure improvements, ecological conservation projects, and natural disaster recovery efforts.

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MATTHEW WALSH

DIRECTOR OF RESEARCH, LIGHTCAST
"Data without context is just numbers—my role is to turn labor market intelligence into strategic advantage." Matthew Walsh has worked on a variety of inclusive development projects: regional initiatives that connect underemployed local workers to critical and high-paying occupations in strategic industries, investigations into local barriers to employment and the social conditions that disadvantage certain workers, and briefs on public policies and changes in employer behavior that would result in increased mobility out of entry-level jobs. Matthew has also worked with stakeholders in education to improve occupational credentialing and to align curricula with trends in job demand.

Prior to working at Lightcast, Matthew was a Fulbright Scholar in Argentina and a Peace Corps Volunteer in the Dominican Republic.

EDUCATION
BA, University of
Chicago
Postgraduate
Concentration in
Applied Economics,
Fulbright
Scholarship

RECOGNITION
Opportunity Project
Winner, U.S. Census
Bureau
Job Quality
Measurement
Initiative Co-Chair,
Department of
Labor

WHAT MATTHEW BRINGS TO SHAFTER
Matthew brings deep expertise in industry cluster analysis, occupational forecasting, and economic modeling. For Shafter, he will lead the comprehensive ten-year workforce projections, cluster analysis, and economic impact modeling that form the analytical foundation of the strategy. His work will identify which industries offer the greatest growth potential for Shafter, which occupations will be in highest demand, and how workforce development investments can be aligned with employer needs.

Matthew's experience developing workforce strategies for target industry clusters—including logistics, advanced manufacturing, and clean energy—will ensure that Shafter's recommendations are grounded in real-time market data and credible economic intelligence that can guide investment decisions and funding pursuits.

RELEVANT EXPERIENCE
→ In collaboration with the National Fund for Workforce Solutions, PolicyLink, and the JPMorgan Chase Foundation, Matthew led research and reporting for a consortium of 10 cities developing blueprints to advance workforce equity in their regions.
→ Matthew has developed dozens of regional workforce strategies for target industry clusters, including aerospace and defense in El Paso, cybersecurity in Maryland, advanced mobility in Detroit, and semiconductor manufacturing in New England and the Mid Atlantic, and advanced manufacturing in Philadelphia.

This research was foundational for millions of dollars in grant funding at client organizations.
→ Matthew developed a novel, skills-based workforce development strategy for NPower, a nonprofit that provides tech training, by identifying candidates in non-tech roles who had meaningful skill overlap with target tech roles.

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JADE ROHLOFF

RESEARCH ANALYST, LIGHTCAST
"I am passionate about leveraging skills to help organizations make strategic, data-driven decisions that unlock hidden talent and enable them to thrive in the future of work." Jade Rohloff is a professional economic research analyst with an emphasis on economic development and labor analytics. He received his bachelor's degree in Economics and Mathematics from St. Norbert College. Previously, Jade served as a Senior Research Specialist for a national economic development and site selection firm, working with economic development organizations of all types, from rural counties to large regional and statewide organizations, as well as utility companies to help communities prosper.

EDUCATION
BA, St. Norbert
College
AWARDS
St. Norbert College
Presidential
Scholarship for
Academics
Pi Mu Epsilon
member for
excellence in the
study of
mathematics
Dean’s List, St.

Norbert College, De
Pere, WI

TECHNICAL
Excel, Word,
PowerPoint, Sequel,
C++, EViews, SPSS,
Esri ArcGIS,
IMPLAN, Alteryx,
Python

WHAT JADE BRINGS TO SHAFTER
Jade supports comprehensive economic analysis with expertise in data analytics and applied research. For Shafter, he will analyze demographic and economic data to support the cluster analysis and workforce forecasting that help City leaders craft strategies promoting long-term prosperity and competitive positioning within the Central Valley. Jade's experience with workforce demographics, labor market information reporting, and skills demand assessments will provide valuable insights into how Shafter can connect residents to emerging opportunities in logistics, manufacturing, ag-tech, and innovation sectors. His technical skills in data visualization and economic modeling will ensure that complex findings are presented in clear, actionable formats that inform decision-making.

RELEVANT EXPERIENCE
→ Jade has led and supported communities in custom and productized projects, including workforce and skills demand assessments, site selection location data, workforce demographics and labor market information reporting. → At Lightcast, he continuously seeks out new ways to present data visualization and improvements in methodological practices of projects including coding, project management, and data utilization.
→ Jade leads and supports data procurement for consulting projects, including API access via Python and Snowflake for Lightcast data, in-house data access tools, and third-party data from credible sources where necessary. → In his previous role as a Senior Research Specialist at ADY Advantage, Jade sought out and codified methodology of new sources and tools for research and reporting, such as use of Emsi economic data, updates to the Bureau of Labor Statistics’ web data portal, and other third-party data sources to keep the company up to date.

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EMILY SPIVAK

DESIGN AND BRANDING SPECIALIST, CIVICSOL
"Great economic development strategies need great storytelling—my role is to make sure Shafter's vision comes to life in ways that inspire action and build community support." Emily Spivak specializes in transforming complex strategies into clear, compelling visuals. At CivicSol, she designs strategic reports that communicate economic development initiatives in ways that resonate with leaders, businesses, and residents.

She also creates public-facing websites that share these strategies in real time, fostering collaboration and building trust across the community. Through close collaboration with CivicSol’s team, Emily helps transform in-depth strategy into visuals that invite understanding, participation, and trust.

EDUCATION
BA, University of
North Texas (Radio,
Television, and Film)
AAS, Graphic Design,
Austin Community
College

NOTEWORTHY
Squarespace Gold
Circle Member
Experienced in
long-form report
design and
storytelling
Specializes in
brand identity
systems, packaging,
and websites

WHAT EMILY BRINGS TO SHAFTER
Emily will develop the project website and create compelling visual materials that effectively communicate Shafter's economic development story to stakeholders, businesses, and the broader community. Her expertise in digital engagement will be particularly valuable for the community engagement components and public-facing deliverables, ensuring the strategy is communicated clearly and builds broad support for implementation. Emily's experience designing strategic reports and websites for civic and economic development clients will help translate Shafter's technical analysis and strategic recommendations into accessible, engaging formats that resonate with diverse audiences—from City Council and business leaders to residents and workforce partners—building the shared ownership needed for successful implementation.

RELEVANT EXPERIENCE
→ Designed strategic reports and websites for civic, nonprofit, and business clients, aligning messaging and visuals with organizational goals. → Created brand identity systems, logos, and collateral to establish consistent and memorable storytelling across platforms.
→ Supported breweries, vineyards, economic development groups, and small businesses with creative campaigns and digital presence. → Applied lessons from 20 years in retail leadership—including customer experience, brand loyalty, and culture-building—into design strategy and execution.

STATEMENT OF QUALIFICATIONS 31

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06. TIMELINE
PHASE/TASK NOV.
2025
DEC.
2025
JAN.
2026
FEB.
2026
MAR.
2026
APR.
2026
MAY
2026
JUN.
2026

01. LAUNCH AND ALIGN SHAFTER’S

STRATEGY

1.1: Project Kickoff, Work Plan, and
Engagement Plan

1.2: Steering Committee Formation and
Orientation

1.3: Branded Project Website

1.4: Prior Plan and Data Review

1.5: City Visit and Leadership Engagement

1.6: Project Management and Coordination
(Ongoing)

02. ANALYZE AND BENCHMARK SHAFTER’S

ECONOMY

2.1: Economic Baseline and Benchmarking
Report

2.2: Industry Cluster and Supply-Chain Analysis

2.3: Occupational and Career Pathway Forecast

2.4: Asset and Policy Review

2.5: Corridor Deep-Dive Assessment

03. ENGAGE AND CO-CREATE WITH
SHAFTER’S STAKEHOLDERS

3.1: Stakeholder Interview Series

3.2: Sector and Partner Roundtables

3.3: Corridor Enhancement Workshops

3.4: Community and Business Survey
STATEMENT OF QUALIFICATIONS 32
See page 39 for updated timeline

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3.5: Community Open House

3.6: Engagement Summary Report

04. DESIGN AND ACTIVATE SHAFTER’S

ECONOMIC FUTURE

4.1: Integrated Framework for Inclusive Growth

4.2: Collaborative Design Sessions and
Leadership Alignment

4.3: Economic Impact Assessment
4:4: Comprehensive Strategic Plan Report

4.5: Implementation Roadmap and Year-One
Action Plan

4.6: Performance Dashboard and Accountability
Framework

4.7: Final Presentations and Plan Launch
STATEMENT OF QUALIFICATIONS 33

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07. BUDGET AND COST PROPOSAL

PHASE SUB-TOTAL

01. LAUNCH AND ALIGN SHAFTER’S STRATEGY $18,975

1.1: Project Kickoff, Work Plan, and Engagement Plan

1.2: Steering Committee Formation and Orientation

1.3: Branded Project Website

1.4: Prior Plan and Data Review

1.5: City Visit and Leadership Engagement

1.6: Project Management and Coordination (Ongoing)

02. ANALYZE AND BENCHMARK SHAFTER’S ECONOMY $67,100

2.1: Economic Baseline and Benchmarking Report

2.2: Industry Cluster and Supply-Chain Analysis

2.3: Occupational and Career Pathway Forecast

2.4: Asset and Policy Review

2.5: Corridor Deep-Dive Assessment

03. ENGAGE AND CO-CREATE WITH SHAFTER’S STAKEHOLDERS $32,000

3.1: Stakeholder Interview Series

3.2: Sector and Partner Roundtables

3.3: Corridor Enhancement Workshops

3.4: Community and Business Survey

3.5: Community Open House

3.6: Engagement Summary Report

04. DESIGN AND ACTIVATE SHAFTER’S ECONOMIC FUTURE $76,050

4.1: Integrated Framework for Inclusive Growth

4.2: Collaborative Design Sessions and Leadership Alignment STATEMENT OF QUALIFICATIONS 34

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4.3: Economic Impact Assessment
4:4: Comprehensive Strategic Plan Report

4.5: Implementation Roadmap and Year-One Action Plan

4.6: Performance Dashboard and Accountability Framework

4.7: Final Presentations and Plan Launch
Total Professional Fees $194,125
Travel Expenses $15,000
TOTAL NOT-TO-EXCEED COST $209,125
STATEMENT OF QUALIFICATIONS 35

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STATEMENT OF QUALIFICATIONS 36

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CIVICSOL x CITY OF SHAFTER

WORK PLAN AND ENGAGEMENT CALENDAR

TABLE OF CONTENTS

01. Project Management and Communication Approach

02. Gantt Chart

03. Engagement and Milestone Calendar
1

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01. PROJECT MANAGEMENT AND COMMUNICATION APPROACH
CivicSol employs a structured, transparent project management approach designed to keep the City of Shafter informed, engaged, and empowered throughout the strategic planning process.

Our goal is to ensure seamless collaboration, real-time visibility into progress, and efficient decision-making that keeps the project on schedule and aligned with Shafter's priorities.

PROJECT MANAGEMENT TOOL ACTIVATION
CivicSol will activate Monday.com as the central project management platform for this engagement. We use Google Suite products to create a landing spot where the City's Project Management Team can track milestones, review deliverables, monitor upcoming tasks, and access shared files in real time.

The Google Suite will host:
→ Live Work Plan and Engagement Calendar: This document will serve as a dynamic tracker, updated throughout the project to reflect progress on each phase, task completion status, and any timeline adjustments.
→ Milestone Dashboard: Key deliverables, site visit dates, and engagement activities will be clearly marked and trackable.
→ Document Repository: All draft and final deliverables, research materials, and presentation decks will be stored in an organized, accessible structure.

BI-WEEKLY PROJECT MANAGEMENT MEETINGS
CivicSol will convene bi-weekly meetings with the City's Project Management Team to review progress, address emerging questions, align on upcoming deliverables, and ensure the project remains on track. These meetings will provide a consistent rhythm of communication and allow for course corrections as needed. Meetings will be held virtually unless an in-person site visit is scheduled during that period.

CITY OF SHAFTER PROJECT MANAGEMENT TEAM (PMT)
The Project Management Team will serve as the primary day-to-day liaison between CivicSol and the City. The PMT will provide local context, facilitate access to data and stakeholders, review draft deliverables, and guide decision-making throughout the process.

STEERING COMMITTEE
The Steering Committee will provide strategic oversight and ensure the project reflects diverse perspectives from across Shafter's leadership and community. The Committee will meet at key project milestones to review findings, provide feedback, and validate strategic direction. 2

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02. GANTT CHART
Task W1
11/17
W2
11/24
W3
12/01
W4
12/08
W5
12/15
W6
12/22
W7
12/29
W8
01/05
W9
01/12
W10
01/19
W11
01/26
W12
02/02
W13
02/09
W14
02/16
W15
02/23
W16
03/02
W17
03/09
W18
03/16
W19
03/23
W20
03/30
Project Kick-Off Meeting and Planning Alignment
Prior Plan and Data Review
SV #1: SC Launch, Tour, Leadership Interviews
Economic Baseline and Benchmarking Report
Industry Cluster & Supply-Chain Analysis
Asset and Policy Review
Corridor Deep-Dive Assessment
Global Trends Analysis
Virtual Steering Committee Meeting
Branded Project Website and Survey
Stakeholder Interview Series
SV #2: Roundtables, Workshops, Open-House
Engagement Summary Report
Integrated Framework for Inclusive Growth
Site Visit #3: Collaborative Design Sessions
Economic Impact Modeling
Implementation Roadmap & Year 1 Plan
General Plan Crosswalk & CEDS Compliance
Performance Monitoring Dashboard
Final Plan Production and Delivery
Site Visit #4: Final Presentation
3

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03. ENGAGEMENT AND MILESTONE CALENDAR
The following calendar comprises a compressed 4.5-month project schedule designed to deliver a comprehensive, implementation-ready Economic Development Strategic Plan by mid-April 2026.

The timeline reflects an accelerated approach that runs Phase 02 (Economic and Fiscal Analysis) and Phase 03 (Community Engagement) concurrently to meet the City's goal of a rapid, actionable strategy.

PHASE ITEM TIMELINE STATUS
Phase 01 Why This Matters
Economic development strategy that lacks foundational alignment is strategy that fails in implementation. Shafter's plan must reflect not just best practices from other communities, but the specific priorities, values, and operational realities of Shafter's leadership and community. Without early investment in relationships, shared understanding, and process design, even the most sophisticated analysis can produce recommendations that don't fit local context or political realities. This phase ensures that everything we build together is designed for Shafter's specific circumstances and genuine implementation success.

Project Kick-Off Meeting and Planning Alignment
Project Management Team (PMT)
Purpose: Convene a kickoff session with the PMT to review and finalize the work plan, confirm project scope, align on desired outcomes, clarify roles, and establish
communication cadence.

Action Items for PMT:

1. Finalize Steering Committee membership list
(SEDC Board members, city leaders, select
community stakeholders) by Friday, December 5,
2025

2. Develop a list of key stakeholders for Site Visit #1 interviews (property owners, elected officials,
education partners, major employers, community
leaders) by Friday, December 5, 2025

3. Compile lists of business owners, entrepreneurs,
workforce and economic development partners,
and sector stakeholders to participate in Phase 03
activities by Friday, December 5, 2025. PMT will
manage RSVPs and logistics for these discussions.

The Steering Committee will be formally launched during Site Visit #1 in the first week of December 2025.

Tuesday, Nov. 25,
2025
Prior Plan and Data Review
Purpose: Conduct comprehensive review of background
documents including existing economic reports, the General Plan update materials, corridor studies, and other relevant November 17 –
December 12,
2025
4

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materialsto understand existing priorities and frameworks.

Site Visit #1: Steering Committee Launch, City Tour,
and Leadership Interviews
Purpose:
1) Host an in-person Steering Committee Launch
Meeting to review the project work plan, establish
Committee priorities, introduce the CEDS
compliance framework, and gather early insights
into Shafter's challenges and strengthsfrom
Committee members.
2) Conduct a first round of 1:1 interviews with
Steering Committee members, City leaders, and
key stakeholdersto define success, identify initial
opportunities and concerns, and ground the
processin local knowledge.
3) Take a guided tour of Shafter, including key
industrial corridors(Lerdo Highway, 7th Standard
Road), downtown, the Wonderful Logistics Center,
rail infrastructure, and emerging development
areas.

Week of Dec. 15,
2025
Phase 01 Deliverables
Work Plan and Engagement Calendar
Site Visit #1: Steering Committee Launch, City Tour,
and Leadership Interviews
Site Visit #1 Memo: Early Engagement Insights
Phase 02 Why This Matters
Phase 2 establishes the analytical foundation for Shafter's Economic Development Strategic Plan. By assessing the city's economy, workforce, and corridors within a regional and national context, this phase will identify where Shafter competes today, where growth can be accelerated, and how land use, policy, and workforce strategies can be aligned to achieve inclusive prosperity.

CRITICAL NOTE: Phase 02 will run concurrently with Phase 03 to achieve the compressed

4.5-month timeline.

Economic Baseline and Benchmarking Report
Purpose: Develop comprehensive analysis of Shafter's
economic and fiscal base, benchmarking performance
against comparable communities(Tulare, Corcoran,
Delano, Porterville, Wasco, Hanford) to evaluate
productivity, job density, infrastructure readiness, and fiscal sustainability while integrating equity indicators.

December 1 – 19,
2025
5

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Industry Cluster & Supply-Chain Analysis and
Occupational Forecast
Purpose: Identify and evaluate industry clusters where
Shafter holdsregional advantage (advanced manufacturing and logistics, ag-tech and food processing, clean energy and hydrogen, digital infrastructure and automation), mapping ecosystem relationships,suppliers, end markets, and
innovation driversto define where Shafter can lead and
which clusters offer greatest return on investment. In
collaboration with Kern CCD, Bakersfield College, CSU
Bakersfield, and Wonderful Education System, model
ten-year occupational growth and replacement needs
acrossthese key industriesto identify high-demand skills, credentials, and training requirements aligned with local education programs and career pathways.

January 5 – 23,
2026
Asset and Policy Review
Purpose: Review Shafter'sindustrial, infrastructure, and digital assets(Wonderful Industrial Park, Minter Field
Airport, rail, fiber, corridors) and evaluate zoning,
incentives, and entitlement processes. Examine fiscal
position, revenue structure, and capacity to invest in
economic development priorities, identifying potential
fiscal tools and funding mechanisms.

December 1, 2025
– January 26, 2026
Corridor Deep-Dive Assessment
Purpose: Complete detailed market and land-use analysis of Lerdo Highway and 7th Standard Road, assessing parcel configuration, infrastructure capacity, zoning consistency, and market potential to identify catalytic sitesfor
near-term investment and corridor enhancements.

December 1, 2025
– January 26, 2026
Global Trends Analysis and International Best Practices Purpose: Develop a bespoke Shafter-specific framework to identify and define economic opportunities beyond the
regional analysis. This process will unfold in foursteps:

1. Scan global megatrends

2. Map policy and funding flows

3. Analyze capital and innovation activity

4. Apply a Shafter filter
For priority clustersidentified through the cluster analysis, examine how leading international and domestic regions
are building competitive ecosystems.

January 26 –
February 6, 2026
Virtual Steering Committee Meeting: Research
Findings Presentation
Week of February
23, 2026
6

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Purpose: Present Phase 02 findingsto Steering Committee including peer benchmarking, cluster analysis, global
trends, workforce forecast, fiscal assessment, and corridor analysis. Gather feedback and validate strategic direction.

Phase 02 Deliverables
Economic Baseline and Benchmarking Report
Industry Cluster & Supply-Chain Analysis and
Occupational Forecast
Asset and Policy Review
Corridor Deep-Dive Assessment
Global Trends Analysis and International Best Practices Phase 03 Why This Matters
The strength of Shafter's economy lies in its people—the manufacturers, agricultural producers, educators, and entrepreneurs who power it every day. This phase ensures those perspectives shape the plan's priorities through targeted dialogues with employers, educators, civic leaders, and residents.

CRITICAL NOTE: Phase 03 will run concurrently with Phase 02 to achieve the compressed timeline.

Branded Project Website and Community Survey
Purpose: Launch a custom-branded microsite to serve as
the public-facing hub for the Economic Development
Strategic Plan, providing transparency, building community awareness, and facilitating engagement throughout the
process.

Deploy digitalsurvey (mobile-friendly, bilingual
English/Spanish) through project website,social media,
chambers, and community networksto collect input from
residents and businesses on business climate, workforce readiness, infrastructure needs, quality of life, and priorities for Shafter's economic future.

Week of December
15, 2025
Stakeholder Interview Series
Purpose: Conduct 12-15 in-depth interviews with City
Council members, businessleaders, workforce and
education partners, real-estate developers, elected officials, and corridorstakeholdersto validate Phase 2 findings,
surface early implementation ideas, and identify local
champions.

December 8, 2025
– January 9, 2026
Site Visit #2: Sector and Partner Roundtables, Corridor Enhancement Workshops, and Community Open
Week of February
9, 2026
7

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House
Purpose: Conduct comprehensive mid-processsite visit
combining intensive stakeholder engagement with public
transparency to test draft findings and gather feedback on emerging strategic direction.

1. Sector and Partner Roundtables: Facilitate 6-8
focused roundtable discussions organized around
Shafter's key industries and themes
(Manufacturing and Logistics; Ag-Tech and Food
Systems; Clean Energy and Hydrogen;
Entrepreneurship and Small Business; Workforce
Alignment and Education; Housing and
Infrastructure; Corridor Enhancement and
Placemaking), bringing together 10-15
participants persession for focused dialogue on
opportunities, challenges, workforce needs, and
policy prioritiesto co-design pilot programs and
investment priorities.

2. Corridor Enhancement Workshops: Convene
interactive design workshopsto explore land use,
infrastructure, and placemaking opportunitiesfor
Lerdo Highway and 7th Standard Road.

Participants will review visual maps, investment
concepts, and infrastructure prioritiesto identify
catalytic sites and test conceptsforsignage,
connectivity, and public-realm improvements.

3. Community Open House: Host open house to
build transparency and invite public feedback on
draftstrategy through interactive displays,
infographics, and discussion stationsshowcasing
economic insights, corridor concepts, and
emerging themes.

Engagement Summary Report
Purpose: Synthesize all engagement findingsinto a
comprehensive report capturing community priorities,
values, and ideas acrossinterviews, roundtables,
workshops, and surveys, highlighting consistent themes
and "big ideas" to inform Phase 4 strategic framework.

Week of February
16, 2026
Phase 03 Deliverables
Branded Project Website
Community and Business Survey
Engagement Summary Report
8

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Phase 04 Why This Matters
Inclusive growth in Shafter means building an economy that works for everyone. This phase connects all the pieces—industry clusters, workforce pipelines, corridors, and neighborhoods—into one coherent framework for prosperity that positions the city as both a great place to work and a great place to live
Integrated Framework for Inclusive Growth
Purpose: Translate analytical and engagement insightsinto actionable framework built around four pillars:

1. Investment and Industry Development

2. Workforce and Talent Alignment

3. Corridors and Placemaking

4. Policy and Governance Alignment.

Each pillar will include 3-5 strategies, defined partners, and measurable outcomes. Framework willsatisfy CEDS
compliance requirementsincluding economic resiliency and disaster preparedness.

February 16 –
March 6, 2026
Site Visit #3: Collaborative Design Sessions and
Leadership Alignment
Purpose: Facilitate high-impact design sessions uniting technical analysis with local knowledge through
cross-sector workshops with Steering Committee and
partnersto stress-test framework, identify synergies, and prioritize catalytic "Big Bets" projects. Includes Site Visit #3 (Strategic Visioning Workshop and Community Open
House) and Site Visit #4 (executive strategy session with City Council and seniorstaff to refine phasing, assign
implementation leads, and confirm funding pathways).

Week of March 9,
2026
Economic Impact Modeling for Strategic Investments
Purpose: Conduct IMPLAN economic impact modeling for
major investment opportunities(corridor development,
targetsector attraction, workforce infrastructure) to
estimate job creation, revenue generation, fiscal ROI, and economic multiplier effects.

Week of March 16,
2026
Implementation Roadmap, Year 1 Work Plan, and
Responsibility Matrix
Purpose: Develop detailed implementation matrix
assigning each action to specific responsible parties,
supporting partners, timelines, and estimated costs.

Includes comprehensive Year 1 Work Plan, action plansfor small business and entrepreneurship support, workforce
development initiatives, corridor enhancement priorities, fiscal impact analysis, and funding pathwayslinking
March 9 – 27, 2026
9

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strategiesto EDA grants, GO-Biz programs, CalCompetes,
USDA, IIJA funding,state climate programs, and local fiscal tools.

General Plan Crosswalk and CEDS Compliance
Documentation
Purpose: Ensure full integration with General Plan update and CEDS compliance for EDA funding eligibility by
mapping each recommendation to relevant General Plan
elements and developing CEDS documentation including
regional economy summary, SWOT analysis,strategic
direction, economic resiliency component, performance
measures, and stakeholder engagement documentation.

March 9 – 27, 2026
Performance Monitoring Dashboard
Purpose: Design dual-system performance tracking
framework: (1) Public-facing dashboard (Power BI or
Tableau) integrated into City website tracking sector
growth, job creation, business activity, and corridor
investment, and (2) Internal Excel/Google Sheetstracker for staff to update annually and monitor implementation
progress.

March 9 – 27, 2026
Final Plan Production and Delivery
Purpose: Finalize comprehensive Economic Development
Strategic Plan incorporating all feedback and produce
multiple formats: (1) Full Technical Plan forstaff and
decision-makers, (2) Executive Summary Deck for business and education partners, and (3) Public Summary
Brief/Story Map for residentsfeaturing visualstorytelling and infographics.

Week of March 30,
2026
Site Visit #4: Final Strategic Plan Presentation and
Adoption
Purpose: Present Final Economic Development Strategic
Plan to City Council, Shafter EDC Board, and Steering
Committee, articulating economic vision,strategic
priorities, implementation roadmap, Year 1 actions, fiscal feasibility, and funding pathwaysto position plan for
formal adoption and immediate implementation.

Week of March 30,
2026
Phase 04 Deliverables
Integrated Framework for Inclusive Growth
Site Visit #3: Collaborative Design Sessions and
Leadership Alignment
Economic Impact Modeling for Strategic Investments
10

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Implementation Roadmap, Year 1 Work Plan, and
Responsibility Matrix
General Plan Crosswalk and CEDS Compliance
Documentation
Performance Monitoring Dashboard
City of Shafter Comprehensive Economic Development
Strategic Plan
Site Visit #4: Final Strategic Plan Presentation and
Adoption
11

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CONSENT CALENDAR

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: November 18, 2025
DEPARTMENT: Randy Milligan, Police Chief
SUBJECT: POLICE DEPARTMENT ADMINISTRATIVE VEHICLE PURCHASE

RECOMMENDATION
Council find the action is not defined as a "project" per Section 15378(b)(4) of the CEQA Guidelines; approve the purchase of a new Chevrolet Tahoe from Richland Chevrolet in the amount of $75,428.70; emergency outfitting in the amount of $17,341.03; mobile radio in the amount of $4,358.75 for use by the Police Department; and authorize the Chief of Police to sign the purchase agreement of said vehicle on behalf of the City.

BACKGROUND
The Police Department oversees a fleet of vehicles used for both patrol duties and administrative functions. On October 21, 2025, the City Council approved the creation of a new Assistant Chief position. However, the department currently does not have a suitable administrative vehicle for this role.

Typically, the Police Department utilizes outfitted Ford SUVs for administrative purposes. Unfortunately, the ordering window for these vehicles has closed and is not expected to reopen until next year, which means that any new vehicles will not be delivered until the end of 2026.

Richland Chevrolet, a local dealership that has previously supplied vehicles to the City, currently has Chevrolet Tahoes available for retail sale. Unlike patrol vehicles, it is not necessary to special order this vehicle. The Police Department maintains a contract with American Emergency Products (A.E.P.), which has provided emergency equipment and outfitting maintenance for the fleet since 2003. Additionally, mobile radios for police vehicles must be purchased from Motorola, as they are the only provider of public safety radios.

The larger-sized vehicle will also serve as a mobile command center, which the police department currently lacks. These types of vehicles can be rapidly deployed and provide advanced technology for quick and reliable communication, and enhance the efficient deployment of personnel and resources to respond to the needs of the community during large events or emergency operations.

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POLICE DEPARTMENT ADMINISTRATIVE VEHICLE PURCHASE
- 2 -
Richland Chevrolet 2025 Chevrolet Tahoe $75,428.70
A.E.P. Outfitting of Emergency Equipment $17,341.03
Motorola Mobile Radio $4,358.75

FISCAL IMPACT
If approved by the Council, a budget adjustment will be required to allocate $97,128.48 from the General Fund by utilizing the cost savings of open personnel positions.

CEQA ANALYSIS
The action is not defined as a "project" per Section 15378(b)(4) of the CEQA Guidelines because the action is the purchase of a administrative vehicle, outfitting of emergency equipment, mobile radio and therefore, it is governmental fiscal activity that does not involve any commitment to a specific project that can result in a potentially significant impact and not subject to CEQA.

APPROVED BY THE CITY ATTORNEY
Not Applicable

ATTACHMENTS

1. Police Tahoe

2. Police Tahoe Build

3. QTE 42676 from AEP_Shafter PD_Assistant Cheif Tahoe

4. APX4500

Page 230 of 288 ends

Date: 10/31/2025
Salesperson: Noel Barboza
Manager: Cameron Hunter

FOR INTERNAL USE ONLY

BUSINESS
NAME Shafter Police Dept. Home Phone :

CONTACT
Address :
201 Central Valley Hwy
SHAFTER, CA 93263
KERN
Work Phone :

E-Mail : Cell Phone :

VEHICLE
Stock # :PoliceLocate New / Used : New VIN : 1GNS5NKD7TR105021 Mileage: 0 Vehicle : 2026 Chevrolet Tahoe Color : Black
Type : w/Comfort Package
Body Size : Tahoe Style : 2WD LT w/5.3L V8 Gasoline Engine Weight : Unit Class :

Market Value Selling Price 70,204.00
Doc Fee - Retail 85.00
Tax 5,095.95
MVSC - Retail 35.00
Tire Fee - Retail 8.75
Balance 75,428.70

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Oct 29, 2025 1
Oct 29, 2025
Qty.

Ord. Item / Vendor Part Number Description Unit Price Extended Price Reference PO Number Customer No. Salesperson Order Date Ship Via Terms Sold To: Ship To:

Quotation Date Page
Order Number
Assistant Chief Tahoe SHA11001 AS NET30
QTE0042676
AEP - California, LLC
3437 Landco Dr. Suite A
Bakersfield, CA 93308
Remit to: 10729 Wheatlands Ave. Suite C
Santee, CA 92071
Shafter Police Department
201 Central Valley Highway
email invoices to: [email protected]
cc: [email protected] & [email protected]
[email protected]
Shafter, CA 93263
AEP-Bakersfield
3437 Landco Drive
Bakersfield, CA, 93308
Year Color Make Model
2026 Chevrolet Tahoe (Retail) Black
State Contract #
NA
Tax
Agency Contact: Chief Randy Milligan, 661-978-4991
[email protected]
***Siren/ Lightbar Package***

1.00 LBAR04592 nForce Interior Light Bar / 2021+ Tahoe / DS-RW PS-BW
/ ENFWB01EVS 1,094.7000 1,094.70 Y
- SO Quote # QSF110041

1.00 SIRE00634 / ENGSA5200HPP 500 Series Handheld Control System, 200W Dual Tone 842.5500 842.55 Y

1.00 VACC03323 / 7160-0993 Zirkona Controller Mount 72.1100 72.11 Y

1.00 VACC02548 / ENGLMK001 bluePRINT Link Micro Module 2021+ Chevy Tahoe 384.3800 384.38 Y

2.00 SPEA00253 100 Watt Composite Siren Speaker with Universal Bail Bracket
/ ETSS100J5 238.3100 476.62 Y

1.00 SPEA00256 / ETSSVBK07 Speaker Bracket Assy Kit for (2) 100J Speakers 36.3900 36.39 Y ***Front Grill Lighting***
Quotation continued on next page ...

PB#Assign EmailTo, PB#INFO Email

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Oct 29, 2025 2
Oct 29, 2025
Qty.

Ord. Item / Vendor Part Number Description Unit Price Extended Price Reference PO Number Customer No. Salesperson Order Date Ship Via Terms Sold To: Ship To:

3.00 LEDS04175 3-Wire mPower Fascia LED, Stud Mount, 12-LED, Red/White
/ EMPSCG2STS4D 129.1500 387.45 Y

3.00 LEDS03901 3-Wire mPower Fascia LED, Stud Mount, 12-LED, Blue/White
/ EMPSCG2STS4E 129.1500 387.45 Y

1.00 INST05526 / Parts Grille Light Mounting Bracket, 6 Mod, 25-26 Tahoe 58.9400 58.94 Y

6.00 VACC02904 bluePRINT 500 w/3-Wire LED Extension Single (Mirror), Univer
/ FT-UNV-SOB5-3WR-02 30.4000 182.40 Y
***Running Board LEDs***

2.00 LEDS04175 3-Wire mPower Fascia LED, Stud Mount, 12-LED, Red/White
/ EMPSCG2STS4D 129.1500 258.30 Y

2.00 LEDS03901 3-Wire mPower Fascia LED, Stud Mount, 12-LED, Blue/White
/ EMPSCG2STS4E 129.1500 258.30 Y

2.00 BKRT00153 Running Board mPower (Pair) Mounting Bucket, 2021+ Tahoe
/ CTRUNBMPMT 92.0000 184.00 Y
- (2) Driver side Running Board
- (2) Passenger side Running Board

4.00 VACC02904 bluePRINT 500 w/3-Wire LED Extension Single (Mirror), Univer
/ FT-UNV-SOB5-3WR-02 30.4000 121.60 Y
Quotation continued on next page ...

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Oct 29, 2025 3
Oct 29, 2025
Qty.

Ord. Item / Vendor Part Number Description Unit Price Extended Price Reference PO Number Customer No. Salesperson Order Date Ship Via Terms Sold To: Ship To:

1.00 LEDS04175 3-Wire mPower Fascia LED, Stud Mount, 12-LED, Red/White
/ EMPSCG2STS4D 129.1500 129.15 Y

1.00 LEDS03901 3-Wire mPower Fascia LED, Stud Mount, 12-LED, Blue/White
/ EMPSCG2STS4E 129.1500 129.15 Y

2.00 LEDS03567 / PMP2WSSSB 4" mPower 25-90 degree Glass Mount/Shroud, Black 14.3500 28.70 Y Qtr Glass Mount

2.00 VACC02904 bluePRINT 500 w/3-Wire LED Extension Single (Mirror), Univer
/ FT-UNV-SOB5-3WR-02 30.4000 60.80 Y
***Rear Interior Directional Lightbar***

1.00 LBAR04608 nForce Int Rear Lightbar, 2021+ Tahoe, DRV R/A -

PASS B/A
/ ENFWB01EHC 1,094.7000 1,094.70 Y
- SO Quote # QSF110041
***FasTech Harness/ Electrical System***

1.00 PATC00356 / FT-UNV-SOB5-FLEX FasTech Flex Universal Harness, SoundOff 500 2,236.0000 2,236.00 Y Quotation continued on next page ...

PB#Assign EmailTo, PB#INFO Email

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Oct 29, 2025 4
Oct 29, 2025
Qty.

Ord. Item / Vendor Part Number Description Unit Price Extended Price Reference PO Number Customer No. Salesperson Order Date Ship Via Terms Sold To: Ship To:

1.00 VACC02241 RJ45 Splitter, 1-Male to 3-Female, Use for BP

SYNC/LINK/CP
/ B07PPLK8L4 24.7000 24.70 Y

1.00 LIGH00331 6" LED Dome Light, Red/White, 110 Lumens (Above Console)
/ M84434RW-A 65.6000 65.60 Y
***Radio Antenna*** APX 6500 Command Mic

1.00 ANTE00773 / EF-460-3F Glass Mount Antenna, Easy Fit Covert, 450-470MHz 49.3900 49.39 Y

1.00 ANTE00388 / RFE6105 RF Adapter, FME Male to Mini-UHF Male 8.0000 8.00 Y

1.00 CONS01276 / MMBP-25 Magnetic Microphone Mount BP 36.0000 36.00 Y ***TruckVault***

1.00 STOR01058 Truck Vault, 2-Drawer Mag Height, Combo Lock, 2026 Tahoe
/ T-CHTAHM2-21N-TR 3,375.0000 3,375.00 Y
***Installation/ Freight***

36.00 LABO90001 / AEP INSTALL Installation Labor Services 105.0000 3,780.00 Y EVT-Certified Technician Labor

1.00 SHOP90006 / Shop Supplies Installation Materials / Shop Supplies 150.0000 150.00 Y Quotation continued on next page ...

PB#Assign EmailTo, PB#INFO Email

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Oct 29, 2025 5
Oct 29, 2025
Qty.

Ord. Item / Vendor Part Number Description Unit Price Extended Price Reference PO Number Customer No. Salesperson Order Date Ship Via Terms Sold To: Ship To:

Quotation Date Page
Order Number
Assistant Chief Tahoe SHA11001 AS NET30
QTE0042676
AEP - California, LLC
3437 Landco Dr. Suite A
Bakersfield, CA 93308
Remit to: 10729 Wheatlands Ave. Suite C
Santee, CA 92071
Shafter Police Department
201 Central Valley Highway
email invoices to: [email protected]
cc: [email protected] & [email protected]
[email protected]
Shafter, CA 93263
AEP-Bakersfield
3437 Landco Drive
Bakersfield, CA, 93308
Year Color Make Model
2026 Chevrolet Tahoe (Retail) Black
State Contract #
NA
Tax
***Freight/Shipping***
Shipping for Truck Vault 225.00 N
Shipping for Everything Else 50.00 N
***Customer Supplied Equipment***

1.00 INST05685 / CSM Motorola Command Mic Radio 0.0000 0.00 N 17,341.03
16,187.38
1,153.65
Subtotal
Total sales tax
Total order
Order Discount 0.00
Parts
Labor / Services
Thank you for the opportunity to earn your business
Terms & Conditions:

ESTIMATES VALID FOR 30 DAYS
Orders will be invoiced upon notification of completion Returns subject to 25% restocking fee. No returns on special order items.

Credit Card payments accepted for payments of orders/invoicing totaling $10,000 or less only.

SIGNATURE (not required if PO/contract is issued)
PB#Assign EmailTo, PB#INFO Email
Trans / Trip / Fee
12,132.38
3,780.00
Shipping 275.00

0.00

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QUOTE-3370765

SHAFTER POLICE DEPT, CITY OF
APX 4500
11/03/2025
The design, technical, pricing, and other information (“Information”) furnished with this submission is confidential proprietary information of Motorola Solutions, Inc. or the Motorola Solutions entity providing this quote (“Motorola”) and is submitted with the restriction that it is to be used for evaluation purposes only. To the fullest extent allowed by applicable law, the Information is not to be disclosed publicly or in any manner to anyone other than those required to evaluate the Information without the express written permission of Motorola.

MOTOROLA, MOTO, MOTOROLA SOLUTIONS, and the Stylized M Logo are trademarks or registered trademarks of Motorola Trademark Holdings, LLC and are used under license. All other trademarks are the property of their respective owners. © 2020 Motorola Solutions, Inc. All rights reserved.

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11/03/2025

SHAFTER POLICE DEPT, CITY OF
201 CENTRAL VALLEY HWY
SHAFTER, CA 93263
RE: Motorola Quote for APX 4500
Dear Randy Milligan,
Motorola Solutions is pleased to present SHAFTER POLICE DEPT, CITY OF with this quote for quality communications equipment and services. The development of this quote provided us the opportunity to evaluate your requirements and propose a solution to best fulfill your communications needs.

This information is provided to assist you in your evaluation process. Our goal is to provide SHAFTER POLICE DEPT, CITY OF with the best products and services available in the communications industry. Please direct any questions to Daniel Moran at [email protected].

We thank you for the opportunity to provide you with premier communications and look forward to your review and feedback regarding this quote.

Sincerely,
Daniel Moran
QUOTE-3370765

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Billing Address:

SHAFTER POLICE DEPT, CITY OF
201 CENTRAL VALLEY HWY
SHAFTER, CA 93263
US
Quote Date:11/03/2025
Expiration Date:01/02/2026
Quote Created By:

Daniel Moran
Daniel.Moran1@
motorolasolutions.com
End Customer:

SHAFTER POLICE DEPT, CITY OF
Randy Milligan
[email protected]
+1.661.746.8500
Contract: 17724 - HGAC (TX)-RA05-21
Line # Item Number Description Qty List Price Sale Price Ext. Sale Price APX™ 4500 Enhanced
1 M22SSS9PW1BN APX4500 ENHANCED UHF R2
MOBILE
1 $2,356.00 $1,719.88 $1,719.88
1a G24AX ENH: 3 YEAR ESSENTIAL SVC 1 $216.00 $216.00 $216.00 1b G66BF ADD: DASH MOUNT O2 APXM 1 $148.00 $108.04 $108.04 1c QA02812AE ADD: P25 9600 TRUNKING W/

INTEROPERABILITY
1 $2,436.00 $1,778.28 $1,778.28
1d GA01606AA ADD: NO BLUETOOTH/

WIFI/GPS ANTENNA NEEDED
1 $0.00 $0.00 $0.00
1e B18CR ADD: AUXILIARY SPKR 7.5 WATT
APX
1 $71.00 $51.83 $51.83
1f GA00804AA ADD: APX O2 CH (GREY) 1 $579.00 $422.67 $422.67 1g G89AC ADD: NO RF ANTENNA NEEDED 1 $0.00 $0.00 $0.00
1h G444AH ADD: APX CONTROL HEAD

SOFTWARE
1 $0.00 $0.00 $0.00
1i W22BA ADD: STD PALM MICROPHONE
APX
1 $85.00 $62.05 $62.05
1j QA09113AB ADD: BASELINE RELEASE SW 1 $0.00 $0.00 $0.00 1k G193AK ADD: ADP ONLY (NON-P25 CAP

COMPLIANT) (US ONLY)
1 $0.00 $0.00 $0.00
Grand Total $4,358.75(USD)
QUOTE-3370765
APX 4500
Any sales transaction following Motorola's quote is based on and subject to the terms and conditions of the valid and executed written contract between Customer and Motorola (the ""Underlying Agreement"") that authorizes Customer to purchase equipment and/or services or license software (collectively ""Products""). If no Underlying Agreement exists between Motorola and Customer, then Motorola's Standard Terms of Use and Motorola's Standard Terms and Conditions of Sales and Supply shall govern the purchase of the Products.

Motorola Solutions, Inc.: 500 West Monroe, United States - 60661 ~ #: 36-1115800

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Notes:
● Unless otherwise noted, this quote excludes sales tax or other applicable taxes (such as Goods and Services Tax, sales tax, Value Added Tax and other taxes of a similar nature). Any tax the customer is subject to will be added to invoices.

QUOTE-3370765
APX 4500
Any sales transaction following Motorola's quote is based on and subject to the terms and conditions of the valid and executed written contract between Customer and Motorola (the ""Underlying Agreement"") that authorizes Customer to purchase equipment and/or services or license software (collectively ""Products""). If no Underlying Agreement exists between Motorola and Customer, then Motorola's Standard Terms of Use and Motorola's Standard Terms and Conditions of Sales and Supply shall govern the purchase of the Products.

Motorola Solutions, Inc.: 500 West Monroe, United States - 60661 ~ #: 36-1115800

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CONSENT CALENDAR

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: November 18, 2025
DEPARTMENT: Marcos Torres, Deputy Public Works Director SUBJECT: WELL NO. 9 PUMP & MOTOR EMERGENCY REPAIRS

RECOMMENDATION
Council find the action is exempt from the California Environmental Quality Act; ratify the City Manager's declaration of a public emergency and emergency repair work performed by Bakersfield Well & Pump, Lamont Fence and Witcher Electric at the water well site No.9 valued at up to $60,000.

BACKGROUND
Well No.9 is a non-potable irrigation well located near the Shafter High School football field, which is currently used by the school to irrigate recreational and athletic fields.

This well is not connected to the City's potable water system and serves instead as an independent irrigation source.

Last month, Public Works Staff was notified that the well was non-operational. A subsequent inspection confirmed that the well motor had failed, requiring immediate removal and replacement of the pump and motor assembly to resume well operations as quickly as possible. The replacement of the pump and motor was completed, requiring final expenditures of up to $60,000. A total of three City-approved vendors were used to complete the work: Bakersfield Well & Pump, Lamont Fence and Witcher Electric.

Pursuant to Shafter Municipal Code Section 2.68.190, the City Manager may declare a public emergency and contract for immediate repairs necessary to avoid danger to life, health, or property. This section also requires City Council ratification of the declaration by a four-fifths (4/5) vote at the next regular meeting. The purpose of this item is to declare the failure of Well No. 9 to be an emergency that necessitated immediate repairs to avoid service disruptions that would significantly impact public health and safety and to resume normal operations at the facility, At this time, the Council should ratify the necessity for these actions by a four-fifths (4/5) vote. Delays associated with standard bidding and procurement procedures would have forced the high school to rely on potable water from the City system, potentially impacting water availability for nearby residents.

FISCAL IMPACT

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WELL NO. 9 PUMP & MOTOR EMERGENCY REPAIRS
- 2 -
Sufficient funding is available in the Water Capital Improvement Program (CIP No.

WA00001) for major well repairs. No budget amendment is required.

CEQA ANALYSIS
The project is categorically exempt from the California Environmental Quality Act (CEQA) under Section 15302 (Class 2 – Replacement and Reconstruction) of the CEQA Guidelines because it is the replacement of a motor and pump at existing Well No. 9 there the repair occurs on the same site with substantially the same purpose and capacity as the replaced water system components.

APPROVED BY THE CITY ATTORNEY
No

ATTACHMENTS

1. Witcher Electric Invoice

2. Lamont Fence Invoice

3. Bakersfield Well & Pump Invoice

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Invoice
DATE
10/3/2025
INVOICE #
41925AA

BILL TO
City of Shafter
336 Pacific Ave
Shafter, Ca 93263
Witcher Electric, Inc.
3810 Laborde Place Suite A
Bakersfield, Ca. 93308
P.O. NO. TERMS
Net 30
Total

ITEM QUANTITY DESCRIPTION RATE AMOUNT
Well #9
Called out because well was down.

Troubleshot and found that the well motor was
bad. Disconnected well electrical. Tried to
adjust city fill valve.

Technician Daniel Witcher 5 88.70 443.50
Service Truck Truck #2 5 19.57 97.85
Subtotal 541.35
Sales Tax 7.25% 0.00
$541.35

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Bakersfield Well & Pump Co.
7212 Fruitvale Avenue
Bakersfield, CA 93308
To: City of Shafter QUOTE
336 Pacific Avenue 10/9/2025
Shafter, CA 93263 JOB # 25679
Attn: Robert PO #
Ph: 661-910-0379
Job Description: Pull 100 HP Sub Motor Well #9 @ Mannel Ave & E. Tulare Ave (Shafter) Item # Bid Item Description Qty Units Unit Bid Price
Qty
This
Period Period Total
Qty to
Date Total to Date
1 Mobilization / Demobilization 1 LS $ 2,500.00 1 $ 2,500.00 1 $ 2,500.00 2 Remove and Reinstall Fence 1 LS $ 900.00 1 $ 900.00 1 $ 900.00 3 Pull 460' of Pump 460 FT $ 30.00 460 $ 13,800.00 460 $ 13,800.00 4 Inspect Material 1 LS $ 500.00 1 $ 500.00 1 $ 500.00
5 100hp Motor 1 LS $ 19,290.00 1 $ 19,290.00 1 $ 19,290.00 6 6" Taper Column 6 EA $ 813.00 6 $ 4,878.00 6 $ 4,878.00 7 8" x 2' Nipple 1 LS 225.00 1 $ 225.00 1 $ 225.00
8 Reinstall 460' of Pump 460 FT $ 30.00 460 $ 13,800.00 460 $ 13,800.00 9 $ - - $
10 $ - - $
TOTALS $ 55,893.00 55,893.00 $
Ruben Baltierra
John C. Zimmerer
Robert
Amount Earned 55,893.00 $
Amount Retained @ 0% - $
Previous Billing(s)
Total Due $ 55,893.00
Date
Total To Date
QUOTE
Prepared By: ________________________________________________________________ Date
Signed By: __________________________________________________________________ Date
Approved By: _______________________________________________________________ https://bwandpumps.sharepoint.com/sites/Operations/Shared Documents/Jobs/2025/25679 City of Shafter - Pull 100 HP Sub Well #9 @ Corner of Mannel Ave & E. Tulare Ave (Shafter)/Inv 25679 10-06-25Quote

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Page 1 of 1 ends

CONSENT CALENDAR

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: November 18, 2025
DEPARTMENT: Ravi Pudipeddi, City Engineer
SUBJECT: ACCEPTANCE OF DEDICATION OF EASEMENT FOR STREET &

PUBLIC UTILITY PURPOSES FROM STEVE PORTENGA AND

WINDI PORTENGA, HUSBAND AND WIFE AS JOINT TENANTS

RECOMMENDATION
Council find the action is not defined as a “project” per Section 15378(b)(5) of the CEQA Guidelines; accept a dedication of an easement for street and public utility purposes within Assessor Parcel Number 091-280-06 from Steve Portenga and Windi Portenga, husband and wife, as joint tenants, and authorize the City Engineer to execute and record said document.

BACKGROUND
The City Planning Department has received a Conditional Use Permit (CUP) application for improvements within County Assessor Parcel Number 091-280-06, specifically improvements to an existing telecommunications tower site. The subject parcel is at 3751 Santa Fe Way just north of Galpin Street and on the west side of Santa Fe Way. It is owned by Steve Portenga and Windi Portenga, husband and wife, as joint tenants who have leased the tower site to APC Towers IV, LLC, a Delaware Limited Liability Company.

The tower site is located and operating at the back portion of the parcel. The proposed work involves upgrading the tower and other modifications. As part of the CUP process, the City has requested that the owners dedicate an additional 25-foot easement along the parcel frontage for street and utility purposes to support the future widening of Santa Fe Way to its ultimate arterial width.

At no cost to the City, owners have consented to provide an easement for street and public utility purposes. The dedications are shown in Exhibit B of an easement agreement, included with this staff report.

FISCAL IMPACT
The owner has prepared the dedication at no cost to the City. Any recording costs for the document will be very minor. No budget action is required.

CEQA ANALYSIS

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ACCEPTANCE OF DEDICATION OF EASEMENT FOR STREET & PUBLIC UTILITY PURPOSES

FROM STEVE PORTENGA AND WINDI PORTENGA, HUSBAND AND WIFE AS JOINT TENANTS - 2 -
The action is not defined as a “project” per Section 15378(b)(5) of the CEQA Guidelines because the action is the acceptance of dedication of an easement for street and public utilities purposes and therefore, it is an organizational and administrative activity that will not result in direct or indirect physical changes to the environment and not subject to CEQA.

APPROVED BY THE CITY ATTORNEY
Yes

ATTACHMENTS

1. Signed Legal & Plat for Proposed Dedication

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CONSENT CALENDAR

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: November 18, 2025
DEPARTMENT: Alex Gonzalez, Public Works Director
SUBJECT: ENGINEERING DIVISION STAFFING INCREASE

RECOMMENDATION
Council find that the action is not defined as a “project” under Section 15378(b)(5) of the CEQA Guidelines; approve the addition of one full-time Engineer I/II position within the Engineering Division; and authorize a budget amendment of $90,000 for Fiscal Year 2025/26 to cover the estimated cost of the position for the remainder of the fiscal year, funded through proportionally allocated enterprise, capital, general fund, and operating funds.

BACKGROUND
Large-scale developments, such as Gossamer Grove and the Wonderful Industrial Park, as well as prospective Core City developments, have accelerated the need to review, approve, permit, and deliver projects. The Engineering Division of Public Works is central to ensuring that the City’s physical growth is well-managed, efficient, and consistent with long-term planning goals. The department provides technical review for private development, oversees the design and construction of capital improvement projects, and supports interdepartmental needs related to traffic, drainage, and utility infrastructure.

Recent organizational changes, including the promotion of the Public Works Director to Assistant City Manager, have reduced the number of dedicated engineering professionals available to manage the expanding workload. To maintain service standards, reduce processing delays, and ensure the effective delivery of capital projects, staff recommends adding one full-time Engineer I/II position. This role will provide critical support across a range of engineering tasks, including plan checking, permit coordination, construction management, and project design.

FISCAL IMPACT
The estimated annual cost for the proposed Engineer I/II position is approximately $180,000, including salary and benefits. The position will be funded primarily through the General Fund. However, a portion of these costs is expected to be recovered through plan review, inspection, and other engineering-related fees collected from private development projects. These recoverable revenues will help offset the net General Fund impact while maintaining timely and high-quality engineering services in support of development and capital improvement activities.

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ENGINEERING DIVISION STAFFING INCREASE
- 2 -
For the Fiscal Year 2025/26, the estimated cost is approximately $90,000, reflecting a partial-year impact. A budget amendment in the amount of $90,000 is requested to fund the position for the remainder of the fiscal year.

CEQA ANALYSIS
The action is not defined as a “project” per Section 15378(b)(5) of the CEQA Guidelines because the action is the approval of one additional full-time position for the Engineering Division and therefore, it is organizational and administrative activity that will not result in direct or indirect physical changes to the environment and not subject to CEQA.

APPROVED BY THE CITY ATTORNEY
Not Applicable

ATTACHMENTS
None

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PUBLIC HEARINGS

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: November 18, 2025
DEPARTMENT: Alex Gonzalez, Public Works Director
SUBJECT: PUBLIC HEARING ON PROCEEDINGS FOR THE ANNEXATION

OF TERRITORY TO CITY OF SHAFTER COMMUNITY
FACILITIES DISTRICT NO. 0815 (ANNEXATION NO. 1)

RECOMMENDATION
Council find the action is not defined as a “project” per section 15378 of the CEQA Guidelines; open and conduct a public hearing on the annexation of territory to the City of Shafter Community Facilities District No. 0815, County of Kern, State of California (“Annexation No. 1”); take public testimony; close the public hearing; and then complete the following:

1. Adopt Resolution No. 3049, a Resolution of the City Council of the City of Shafter, California, Calling a Special Election and Submitting to the Qualified Electors of Territory Proposed to be Annexed to the City of Shafter Community Facilities District No. 0815, County of Kern, State of California the Question of Levying Special Taxes Within That Territory (Annexation No. 1);

2. Hold a special landowner election;

3. Adopt Resolution No. 3050, a Resolution of the City Council of the City of Shafter, California, Acting in its Capacity as the Legislative Body of the City of Shafter Community Facilities District No. 0815, County of Kern, State of California, Declaring the Results of the Special Election in Such Community Facilities District on the Proposition of the Annual Levy of Special Taxes Within the Territory Proposed to be Annexed to Said Community Facilities District to Pay the Cost of Certain Services to be Provided by the Community Facilities District, Determining that the Territory Proposed to be Annexed (Annexation No. 1) is Added to the Part of Said Community Facilities District with Full Legal Effect; and

4. Conduct a first reading of Ordinance No. 773, an Ordinance of the City Council of the City of Shafter, California, Acting in its Capacity as the Legislative Body of the City of Shafter Community Facilities District No. 0815, County of Kern, State of California, Authorizing the Levy of a Special Tax in Such Community Facilities District, Including Certain Annexation Territory Identified as Annexation No. 1.

BACKGROUND

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PUBLIC HEARING ON PROCEEDINGS FOR THE ANNEXATION OF TERRITORY TO CITY OF SHAFTER COMMUNITY FACILITIES DISTRICT NO. 0815 (ANNEXATION NO. 1) - 2 -
The project is a continuation of development in the community known as Gossamer Grove, located in proposed Tract 7421 owned by Lennar Homes of California, LLC and includes approximately 17.66 gross acres. The proposed development will include 97 single family detached homes. The project was conditioned to create a maintenance district to provide funds to maintain parks, landscaping, parkways, trails, median islands, public lighting and street lights to be included within the tract development and it was determined that annexation to the City’s Community Facilities District No. 0815 (“CFD No. 0815”) maintenance community facilities district would be utilized for this purpose. With the assistance of the City’s special tax consultant, Koppel & Gruber Public Finance, an Amended Rate and Method of Apportionment (“RMA”) was created for the proposed Annexation No. 1 which determined how the properties located within the boundaries of Annexation No. 1 will be charged and the annual special tax charges.

In addition, an analysis of the maintenance costs was completed to determine the special tax rates. This analysis determined annual operation and maintenance costs of $48,794.88 for the proposed improvements. These costs are proposed to be spread amongst the proposed total of 97 residential lots within Annexation No. 1. The special tax charge per lot is effective as of Fiscal Year 2025-2026 at a rate of $503.04 per year.

Similar to the City’s landscape and lighting district the Annexation No. 1 special tax rates will be subject to a consumer price index increases of up to 4.0% if deemed necessary each year starting in Fiscal Year 2026-2027.

On November 18, 2025, this City Council will hold a public hearing regarding the annexation of territory to CFD No. 0815. If a majority of the landowners within the boundaries of territory of Annexation No. 1 do not register written protests, then the City Council may consider adopting the resolutions described above.

The City Clerk and the property owner have consented to hold the election on November 18, 2025. The County of Kern Registrar of Voters has certified that there are no registered voters within the boundaries of the territory of Annexation No.

1. Following the adoption of the Resolution Calling the Special Election, the City Clerk will conduct the election and declare the election results.

Following the election, the City Council may adopt the Resolution Declaring the Election Results which declares the results of the election.

If the results are in favor of the levy of special taxes within Annexation No. 1 of CFD No. 0815, the City Council may waive the full reading of the Ordinance Levying Special Taxes which authorizes the levy of special taxes within Annexation No. 1 in full and call for the first reading of such Ordinance by title only.

FISCAL IMPACT
There is no fiscal impact with this item because the developer provided a cash deposit to cover the annexation proceeding costs. Annexation No. 1 would begin collecting special taxes effective Fiscal Year 2026-27 and the costs of the ongoing administration will be paid for through the levy of the special taxes.

CEQA ANALYSIS

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PUBLIC HEARING ON PROCEEDINGS FOR THE ANNEXATION OF TERRITORY TO CITY OF SHAFTER COMMUNITY FACILITIES DISTRICT NO. 0815 (ANNEXATION NO. 1) - 3 -
This action has been reviewed per the authority and criteria contained in the California Environmental Quality Act (CEQA), the State and local CEQA Guidelines, and the City's environmental regulations. The City, acting as the lead agency, determined that the resolution is not subject to CEQA pursuant to Sections 15060(c)(2), 15060(c)(3), and 15061(b)(3) of the State CEQA Guidelines, because it will not result in a direct or reasonably foreseeable indirect physical change to the environment as there is no possibility that the action would result in a significant environmental impact, and because it does not constitute a “project” as defined in Section 15378 of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3.

APPROVED BY THE CITY ATTORNEY
Yes

ATTACHMENTS

1. Resolution No. 3049 - Resolution Calling Election

2. Resolution No. 3050 - Resolution Declaring Results of Special Election

3. Ordinance No. 773

4. Shafter CFD 0815 Annexation 1 - Notice of Continued Public Hearing 11-18-25

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17236.00203\44313355.1
RESOLUTION NO. 3049

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SHAFTER, CALIFORNIA,

CALLING A SPECIAL ELECTION AND SUBMITTING TO THE QUALIFIED

ELECTORS OF TERRITORY PROPOSED TO BE ANNEXED TO THE CITY OF SHAFTER, COMMUNITY FACILITIES DISTRICT NO. 0815, COUNTY OF KERN,

STATE OF CALIFORNIA THE QUESTION OF LEVYING SPECIAL TAXES WITHIN THAT TERRITORY (ANNEXATION NO. 1)
WHEREAS, the City Council (the “City Council”) of the City of Shafter (the “City”) has heretofore conducted proceedings for the establishment of and has established City of Shafter Community Facilities District No. 0815, County of Kern, State of California (the “Community Facilities District”) for the purpose of levying special taxes on parcels of taxable property therein for the purpose of providing certain services which are necessary to meet increased demands placed upon the City as a result of the development of said real property; and WHEREAS, the City Council is authorized by Article 3.5 (commencing with Section 53339) of Chapter 2.5 of Part 1 of Division 2 of Title 5 of the California Government Code, commonly known as the “Mello-Roos Community Facilities Act of 1982,” (the “Act”) to annex territory to the Community Facilities District by complying with the procedures set forth in said Article 3.5; and
WHEREAS, on October 7, 2025, the City Council adopted Resolution No. 3045, a resolution of intention to annex territory to the Community Facilities District pursuant to Section 53339.2 of the California Government Code, determining that the public convenience and necessity require that certain property, consisting of approximately 17.66 gross acres, be annexed to the Community Facilities District and containing all of the matters prescribed by Section 53339.3 of said Code, and fixing 6:00 p.m. on November 18, 2025, in the City Council Chambers located at 336 Pacific Avenue, Shafter, California 93263 as the time and place for a hearing upon said resolution; and
WHEREAS, pursuant to said resolution, the City Clerk has published and mailed notice of the time and place of said hearing as required by Section 53339.4 of said Code; and WHEREAS, on November 18, 2025, at the time and place of said hearing, the City Council afforded all interested persons for or against the annexation of said property to the Community Facilities District an opportunity to present testimony and to protest against the proposed annexation of said property to the Community Facilities District, and no protests, either oral or in writing, were received; and
WHEREAS, pursuant to Section 53339.7 of said Code, the City Council may now submit the question of levying a special tax within the territory proposed to be annexed to the Community Facilities District to the qualified electors within that territory.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Shafter, California, hereby:

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17236.00203\44313355.1
Shafter City Council Resolution No. 3049
November 18, 2025

Page 2 ends

Section 1. Findings. The City Council finds that: (i) the foregoing recitals are correct and are incorporated herein by this reference; (ii) less than twelve (12) persons have been registered to vote within the territory proposed to be annexed to the Community Facilities District during the ninety (90) days preceding the close of the public hearing on November 18, 2025; (iii) pursuant to Section 53326 of the California Government Code, as a result of the findings set forth in clause (ii) above, the vote in the special election called by this resolution shall be by the landowners of the territory proposed to be annexed to the Community Facilities District whose property would be subject to the special taxes if they were levied at the time of the election, and each landowner shall have one (1) vote for each acre, or portion thereof, which he or she owns within the said territory, which would be subject to the proposed special taxes if they were levied at the time of the election; (iv) pursuant to said Section 53326, the special election must be held at least ninety (90) days, but not more than one hundred eighty (180) days following the date of the adoption of this resolution, unless such time periods are waived with the unanimous waiver of the qualified electors. All of the qualified electors in the territory to be annexed waived the time limits and election formalities of the special election.

Section 2. Call of Election. The City Council hereby calls and schedules a special election for November 18, 2025, on the proposition with respect to the annual levy of special taxes within the territory proposed to be annexed to the Community Facilities District for paying the cost of the services to be provided within and for the benefit of the territory proposed to be annexed to the Community Facilities District.

Section 3. Propositions. The propositions to be submitted to the voters of the Community Facilities District at such special election shall be as follows:

PROPOSITION A
Shall Proposition A authorizing the annual levy of special taxes on taxable property in the territory proposed to be annexed to City of Shafter, Community Facilities District No. 0815, County of Kern, State of California, to pay for costs and services described in Resolution No. 3045 and to pay costs associated with the determination of the amount of and the levy and collection of the special taxes at the special tax rates as set forth in Exhibit “B” to Resolution No. 3045 be approved?
Section 4. Conduct of Election. Except as otherwise provided in Section 5 hereof, said election shall be conducted by the City Clerk of the City pursuant to the California Elections Code governing mail ballot elections of cities, and in particular, the provisions of Division 4 (commencing with Section 4000) of said Code, insofar as they may be applicable.

Section 5. Election Procedures. The procedures to be followed in conducting the special election on the levy of Special Taxes to pay the annual costs of the services to the qualified electors of the territory to be annexed to the Community Facilities District (the “Special Election”) shall be as follows:
(a) Pursuant to said Section 53326 of the California Government Code, ballots for the special election shall be distributed to the qualified electors by the City Clerk by mail with return postage prepaid, or by personal service. (b) Pursuant to applicable sections of the California Elections Code governing the conduct of mail ballot elections of cities, and specifically Division 4 (commencing with

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17236.00203\44313355.1
Shafter City Council Resolution No. 3049
November 18, 2025

Page 3 ends

Section 4000) of the California Elections Code with respect to elections conducted by mail, the City Clerk shall mail or deliver to each qualified elector an official ballot in the form attached hereto as Exhibit “A,” and shall also mail or deliver to all such qualified electors a ballot pamphlet and instructions to voter, including a sample ballot identical in form to the official ballot but identified as a sample ballot, a return identification envelope with prepaid postage thereon addressed to the City Clerk for the return of voted official ballots, and a copy of Resolution No. 3045; provided, however, that such statement, analysis and arguments may be waived with the unanimous consent of all the landowners. (c) The official ballot to be mailed or delivered by the City Clerk to each landowner-voter shall have printed or typed thereon the name of the landowner-voter and the number of votes to be voted by the landowner-voter and shall have appended to it a certification to be signed by the person voting the official ballot which shall certify that the person signing the certification is the person who voted the official ballot, and if the landowner-voter is other than a natural person, that he or she is an officer of or other person affiliated with the landowner-voter entitled to vote such official ballot, that he or she has been authorized to vote such official ballot on behalf of the landowner-voter, that in voting such official ballot it was his or her intent, as well as the intent of the landowner-voter, to vote all votes to which the landowner-voter is entitled based on its land ownership on the proposition set forth in the official ballot as marked thereon in the voting square opposite such proposition, and further certifying as to the acreage of the landowner-voter's land ownership within the territory proposed to be annexed to the Community Facilities District. (d) The return identification envelope mailed or delivered by the City Clerk to each landowner-voter shall have printed or typed thereon the following: (i) the name of the landowner, (ii) the address of the landowner, (iii) a declaration under penalty of perjury stating that the voter is the landowner or the authorized representative of the landowner entitled to vote the enclosed ballot and is the person whose name appears on the identification envelope, (iv) the printed name and signature of the voter, (v) the address of the voter, (vi) the date of signing and place of execution of said declaration, and (vii) a notice that the envelope contains an official ballot and is to be opened only by the City Clerk.
(e) The instruction to voter form to be mailed or delivered by the City Clerk to the landowner-voters shall inform them that the official ballots shall be returned to the City Clerk properly voted as provided thereon and with the certification appended thereto properly completed and signed in the sealed return identification envelope with the certification thereon completed and signed and all other information to be inserted thereon properly inserted by 5:00 p.m. on November 18, 2025.
(f) Upon receipt of the return identification envelopes, which are returned prior to the voting deadline on the date of the election, the City Clerk shall canvass the votes cast in the special election, and shall file a statement with the City Council as to the results of such canvass and the election on each proposition set forth in the official ballot.

The procedures set forth in this section for conducting the Special Election, if they are held, may be modified as the City Council may determine to be necessary or desirable by a resolution subsequently adopted by the City Council.

Section 6. Severability. If any provision, section, paragraph, sentence, or word of this Resolution is rendered or declared invalid by any court of competent jurisdiction, or by reason of preemptive legislation, the remaining provisions, sections, paragraphs, sentences, and words of

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17236.00203\44313355.1
Shafter City Council Resolution No. 3049
November 18, 2025

Page 4 ends

this Resolution shall remain in full force and effect.

Section 7. Effective Date. This Resolution shall become effective immediately upon its adoption.

PASSED, APPROVED AND ADOPTED THIS 18th DAY OF NOVEMBER, 2025. _________________________________________________
Chad Given, Mayor Date
ATTEST:
_________________________________________________
Yazmina Pallares, City Clerk Date
APPROVED AS TO FORM:
_________________________________________________
Marco A. Martinez, City Attorney Date

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17236.00203\44313355.1
A-1
EXHIBIT “A”

OFFICIAL BALLOT

SPECIAL ELECTION
NUMBER OF VOTES ENTITLED TO BE CAST: 18
CITY OF SHAFTER, COMMUNITY FACILITIES DISTRICT NO. 0815, COUNTY OF

KERN, STATE OF CALIFORNIA
(ANNEXATION NO. 1)
November 18, 2025

OFFICIAL BALLOT
To vote on the measure, fill in the voting square before the word “YES” or before the word “NO” following the proposition. If you tear or deface this ballot, call Richard Wall at 951-826-8346 to obtain a replacement ballot.
______________________________________________________________________

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17236.00203\44326420.1
RESOLUTION NO. 3050

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SHAFTER ACTING IN

ITS CAPACITY AS THE LEGISLATIVE BODY OF THE CITY OF SHAFTER COMMUNITY FACILITIES DISTRICT NO. 0815, COUNTY OF KERN, STATE OF

CALIFORNIA, DECLARING THE RESULTS OF THE SPECIAL ELECTION IN SUCH

COMMUNITY FACILITIES DISTRICT ON THE PROPOSITION OF THE ANNUAL

LEVY OF SPECIAL TAXES WITHIN THE TERRITORY PROPOSED TO BE

ANNEXED TO SAID COMMUNITY FACILITIES DISTRICT TO PAY THE COST OF

CERTAIN SERVICES TO BE PROVIDED BY THE COMMUNITY FACILITIES

DISTRICT, DETERMINING THAT THE TERRITORY PROPOSED TO BE ANNEXED (ANNEXATION NO. 1) IS ADDED TO THE PART OF SAID COMMUNITY

FACILITIES DISTRICT WITH FULL LEGAL EFFECT
WHEREAS, the City Council (the “City Council”) of the City of Shafter (the “City”) has heretofore conducted proceedings for the annexation of approximately 17.66 gross acres of land to the City of Shafter Community Facilities District No. 0815, County Kern, State of California (the “Community Facilities District”) including conducting a public hearing pursuant to Section 53339.5 of the Government Code; and
WHEREAS, at the conclusion of said public hearing, the City Council adopted a resolution calling a special election for November 18, 2025, and submitting to the qualified electors of the territory to be annexed to the Community Facilities District the question of levying special taxes within that territory to pay the costs of certain services and the costs associated with the determination of the amount of and levy and collection of special taxes, which will be levied to provide the services and costs otherwise incurred in order to carry out the authorized purposes of the Community Facilities District (the "Election Resolution"); and WHEREAS, the City Council has received a statement from the City Clerk (the “City Clerk”), who pursuant to the Election Resolution was authorized to conduct the special election and act as the election official therefor, with respect to the canvass of the ballots returned and the results of the special election, certifying that more than two-thirds of the votes cast upon the proposition submitted to the voters in the special election were cast in favor such proposition.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Shafter as follows:

Section 1. Findings. The City Council finds that: (i) the foregoing recitals are true and correct and are incorporated herein by this reference; (ii) there are no registered voters residing within the territory proposed to be annexed to the Community Facilities District (the “Territory”) at the time of the close of the public hearing on November 18, 2025 and pursuant to Section 53326 of the Government Code, the vote in said special election was, therefore, to be by the landowners owning land within the Territory, with each landowner having one vote for each acre or portion thereof of land that he or she owned within the Territory; (iii) pursuant to said Section 53326 and the Election Resolution, the City Clerk caused to be delivered an official ballot for the special election to the owner of the land within the Territory, with a prepaid return envelope for delivery; (iv) said special election has been properly conducted in accordance with all statutory requirements and the provisions of the Election Resolution; (v) pursuant to said Section 53326, Lennar Homes of California, LLC, a California limited liability company, the owner of all the land within the

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17236.00203\44326420.1
Shafter City Council Resolution No. 3050
November 18, 2025
Page - 2 -
- 2 -
Territory, was entitled to eighteen (18) votes; (vi) said landowner returned its ballot to the City Clerk prior to the time set by the City Clerk for the close of the election on November 18, 2025; (vii) the ballot returned to the City Clerk by said landowner voted all votes of said landowner in favor of the proposition set forth therein; (viii) at least two-thirds of the votes cast in such special election on said proposition were in favor thereof, and pursuant to Sections 53328 and 53329 of the Government Code, said proposition carried; (ix) pursuant to Section 53339.8 of the Government Code, the City Council is authorized to determine that the Territory to be annexed has been added to and become a part of the Community Facilities District with full legal effect; and (x) the City Council is also authorized, pursuant to said Section 53339.8, to annually levy special taxes within the Territory to pay the costs of the services to be provided by the Community Facilities District.

Section 2. Declaration of Results. All votes voted in the special election on the proposition with respect to the annual levy of special taxes on taxable property within the Territory to pay the costs of the services to be provided by the Community Facilities District were voted in favor thereof, and such proposition carried.

Section 3. Annexation. The Territory is annexed and added to and is a part of the Community Facilities District with full legal effect, and the City Council, as the legislative body of the Community Facilities District, is authorized to annually levy special taxes on taxable property within the Community Facilities District in an amount sufficient to pay the costs of the services to be provided by the Community Facilities District at the special tax rates and pursuant to the methodology for determining and apportioning such special taxes which are set forth in Exhibit “B” to Resolution No. 3045 adopted by the City Council on October 7, 2025, which resolution declared the intention to annex territory to the Community Facilities District.

Section 4. Notice of Special Tax Lien. The City Clerk shall record an amendment to the notice of special tax lien pursuant to Section 53328.3 of the California Government Code and Section 3114.5 of the California Streets and Highways Code.

Section 5. Severability. If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this Resolution are declared to be severable.

Section 6. Entry of the Election Results in the Minutes. The City Clerk is hereby directed, pursuant to the provisions of the Elections Code of the State of California, to enter in the minutes the results of the election as set forth in the Certificate of Election Official, attached hereto as Exhibit “A”.

Section 7. Effective Date. This Resolution shall become effective immediately following its adoption.

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17236.00203\44326420.1
Shafter City Council Resolution No. 3050
November 18, 2025
Page - 3 -
- 3 -
PASSED, APPROVED, AND ADOPTED THIS 18TH DAY OF NOVEMBER, 2025.

Chad Given, Mayor Date
ATTEST:

Yazmina Pallares, City Clerk Date
APPROVED AS TO FORM:
__________________________________________
Marco A. Martinez, City Attorney Date

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17236.00203\44326420.1
EXHIBIT “A”

CERTIFICATE OF ELECTION OFFICIAL

AND STATEMENT OF VOTES CAST
CERTIFICATION OF THE GOVERNING BODY’S ACTION

STATE OF CALIFORNIA )
COUNTY OF KERN ) ss.

CITY OF SHAFTER )
The undersigned, ELECTION OFFICIAL OF THE CITY OF SHAFTER, COUNTY OF KERN, STATE OF CALIFORNIA, DOES HEREBY CERTIFY that pursuant to the provisions of Section 53326 of the Government Code and Division 12, commencing with Section 17000 of the Elections Code of the State of California, I did canvass the returns of the votes cast at the

THE CITY OF SHAFTER
COMMUNITY FACILITIES DISTRICT NO. 0815

COUNTY OF KERN, STATE OF CALIFORNIA

SPECIAL ELECTION
(ANNEXATION NO. 1)
in said City, held November 18, 2025.

I FURTHER CERTIFY that this Statement of Votes Cast shows the whole number of votes cast in the territory to be annexed to the Community Facilities District in the City, and the whole number of votes cast for the Proposition in the territory to be annexed to the Community Facilities District of the City, and the totals of the respective columns and the totals as shown for the Proposition are full, true and correct.

1. VOTES CAST ON PROPOSITION A: YES 18
NO 0
WITNESS my hand this ________ day of __________________, 2025.

CITY CLERK

ELECTION OFFICIAL

CITY OF SHAFTER

STATE OF CALIFORNIA

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17236.00203\44326762.1
ORDINANCE NO. 773

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SHAFTER, CALIFORNIA,

ACTING IN ITS CAPACITY AS THE LEGISLATIVE BODY OF THE CITY OF SHAFTER COMMUNITY FACILITIES DISTRICT NO. 0815, COUNTY OF KERN,

STATE OF CALIFORNIA AUTHORIZING THE LEVY OF SPECIAL TAXES IN SUCH

COMMUNITY FACILITIES DISTRICT, INCLUDING CERTAIN ANNEXATION TERRITORY IDENTIFIED AS ANNEXATION NO. 1
WHEREAS, the City Council (the “City Council”) of the City of Shafter, California (the “City”), acting in its capacity as the legislative body of the City of Shafter Community Facilities District No. 0815, County of Kern, State of California (the “District”) has initiated proceedings, held a public hearing, conduction and election and received a favorable vote from the qualified electors authorizing the levy of special taxes on parcels of taxable property in the territory identified as Annexation No. 1 (“Annexation Territory’) therein for the purpose of providing certain services, which are necessary to meet increased demands placed upon the City as a result of the development of said real property in the Annexation Territory; and WHEREAS, the amended rate and method of apportionment of special tax for the Annexation Territory within the District is set forth in Exhibit “B” to the City Council Resolution No. 3045, which was adopted on October 7, 2025 (the “Resolution”); and WHEREAS, following an election of the qualified electors in the Annexation Territory, the City Council, on November 18, 2025, adopted a resolution which declared the results of the special election and determined that the territory proposed to be annexed is added to and part of the District.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SHAFTER DOES ORDAIN AS FOLLOWS:

Section 1. The foregoing recitals are true and correct and are incorporated herein by this reference.

Section 2. By the passage of this Ordinance, the City Council hereby authorizes and levies the special tax within the Annexation Territory of the District, pursuant to Article 3.5 (commencing with Section 53339) of Chapter 2.5 of Part 1 of Division 2 of Title 5 of the California Government Code, commonly known as the “Mello-Roos Community Facilities Act of 1982,” (the “Act”), at the rate and in accordance with the amended rate and method of apportionment of special tax set forth in the Resolution, which rate and method is by this reference incorporated herein. The special tax is hereby levied commencing in Fiscal Year 2025-26 in the Annexation Territory, and in each fiscal year thereafter to pay for the services to be provided in the Annexation Territory and the costs of administering the Annexation Territory.

A special tax has previously been levied in the original territory of the District beginning in Fiscal Year 2024-25 pursuant to Ordinance No. 761 (the “Original Ordinance”) passed and adopted by the City Council on December 3, 2024. The addition of the Annexation Territory does not affect the special tax rates applicable to the original territory in the District.

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17236.00203\44326762.1
Shafter City Council Ordinance No. 773
April 1, 2025

Page 2 ends

Section 3. The City Manager of the City, or designee, is hereby authorized and directed each fiscal year to determine the specific special tax to be levied for the next ensuing fiscal year for each parcel of real property within the District, including the Annexation Territory, in the manner and as provided in the Resolution or the Original Ordinance, as applicable.

Section 4. Exemptions from the levy of the special tax shall be as provided in the Resolution or the Original Ordinance, as applicable and the applicable provisions of the Act.

In no event shall the special tax be levied on any parcel within the District in excess of the maximum special tax specified in the Resolution or the Original Ordinance, as applicable.

Section 5. All of the collections of the special tax shall be used as provided in the Act and in the Resolution or Original Ordinance, including, but not limited to, the payment of the costs of the services, the payment of the costs of the City in administering the District, and the costs of collecting and administering the applicable special tax.

Section 6. The special tax shall be collected in the same manner and at the same time as ordinary ad valorem taxes are collected and shall have the same lien priority, and be subject to the same penalties and the same procedure and sale in cases of delinquency as provided for ad valorem taxes; provided, however, that the District may collect the special taxes at a different time or in a different manner if necessary to meet its financial obligations. The City Manager of the City, or designee, is hereby authorized and directed to provide all necessary information to the auditor/tax collector of the County of Kern in order to effect proper billing and collection of the special tax, so that the special tax shall be included on the secured property tax roll of the County of Kern for Fiscal Year 2025-26 and for each fiscal year thereafter until no longer required to pay for the services or until otherwise terminated by the City.

Section 7. If for any reason any portion of this Ordinance is found to be invalid, or if the special tax is found inapplicable to any particular parcel within the Annexation Territory, by a court of competent jurisdiction, the balance of this Ordinance and the application of the special tax to the remaining parcels within the Annexation Territory, shall not be affected.

Section 8. This Ordinance shall be effective thirty (30) days after its adoption.

Within fifteen (15) days after its adoption, the City Clerk shall cause this Ordinance, or a summary of it, to be published in a newspaper of general circulation in the City.

The foregoing ordinance was introduced and the title thereof read at the regular meeting of the City Council the 18th day of November, 2025 and by unanimous vote of the City Council members present, further reading was waived.

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17236.00203\44326762.1
Shafter City Council Ordinance No. 773
April 1, 2025

Page 3 ends

PASSED, APPROVED, AND ADOPTED this 2nd day of December, 2025.

Chad Givens, Mayor Date
ATTEST:

Yazmina Pallares, City Clerk Date
APPROVED AS TO FORM:

Marco A. Martinez, City Attorney Date

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17236.00203\44383375.1

NOTICE OF CONTINUED PUBLIC HEARING ON RESOLUTION OF THE

CITY COUNCIL OF THE CITY OF SHAFTER DECLARING INTENTION TO

ANNEX TERRITORY TO CITY OF SHAFTER COMMUNITY FACILITIES DISTRICT NO. 0815 (ANNEXATION NO. 1)
NOTICE IS HEREBY GIVEN that on November 18, 2025, the City Council (the “City Council”) of the City of Shafter (the “City”) opened and did continue the public hearing on Resolution No. 3045 (the “Resolution”), declaring the intention of the City Council to annex territory to the City of Shafter Community Facilities District No. 0815, County of Kern, State of California (the “CFD No. 0815”), to December 2, 2025 in the Council Chambers, 336 Pacific Avenue, Shafter, CA 93263, at which time the City Council will hear the testimony of all interested persons for or against the annexation of said territory to CFD No. 0815 or the levying of special taxes within such territory to pay the costs of providing certain services which are necessary to meet increased demands placed upon the City as a result of the development of said real property.

The Resolution provides in summary as follows:

1. The City Council declared its intention to conduct proceedings for the annexation to CFD No. 0815 of the territory described in Exhibit “A” to the Resolution. The City Council determined that the public convenience and necessity require that such territory be annexed to CFD No. 0815.

2. The territory which is included in CFD No. 0815 is described on the map of the Community Facilities District recorded in Book 0001 of Maps of Assessment and Community Facilities Districts, pages 0192 in the office of the County Recorder for the County of Kern, State of California, Instrument No. 224130816. The territory proposed to be annexed to CFD No. 0815 (“Annexation No. 1”) is described on the map thereof entitled “Annexation Map No. 1 (Tract 7421) of the City of Shafter Community Facilities District No. 0815, County of Kern, State of California,” which is on file with the City Clerk of the City (the “City Clerk”).

3. The types of public services to be provided within CFD No. 0815 are as follows:
(a) maintenance and lighting of parks, parkways, streets, roads and open space; (b) maintenance of recreational facilities, and (c) any other services authorized to be financed pursuant to the Act, (d) costs associated with the determination of the amount of and the levy and collection of special taxes which are levied to provide such services and reasonable costs otherwise incurred in order to carry out the authorized purposes of the annexed territory to CFD No. 0815.

Annexation No. 1 is proposed to provide and finance the same services as defined above. The services described above shall be provided, as needed, throughout CFD No. 0815 and the territory proposed to be annexed thereto for the benefit of all owners of property and residents of CFD No. 0815 and the territory proposed to be annexed thereto. The services to be provided and financed by CFD No. 0815, as previously described, are necessary to meet increased demands placed upon the City as a result of development occurring within CFD No. 0815 and the territory proposed to be annexed thereto.

4. Except where funds are otherwise available, special taxes sufficient to pay the costs of the services provided above and the annual administrative expenses of the City and CFD No. 0815 in determining, apportioning, levying and collecting such special taxes, shall be annually levied within the territory proposed to be annexed to CFD No. 0815. Pursuant to Section 53340 of the California Government Code, the special taxes shall be collected in the same manner as ordinary ad valorem property taxes are collected and shall be subject to the same penalties and the same procedure, sale, and lien priority in case of delinquency as is provided for ad valorem taxes.

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17236.00203\44383375.1
-2 -
However, under no circumstances shall the special tax levied against any parcel subject to the levy of the special tax pursuant to the rates and method of apportionment be increased as a consequence of delinquency or default by the owner of any other parcel or parcels within the proposed annexed territory of CFD No. 0815 by more than ten percent (10%). The amended rate and method of apportionment of said special taxes shall be as set forth in Exhibit “B” of the Resolution, which sets forth in sufficient detail the method of apportionment to allow each landowner or resident within the territory proposed to be annexed to CFD No. 0815 to clearly estimate the maximum amount that such person will have to pay for the authorized services..

5. Notice is given that on December 2, 2025 at 6:00 o’clock p.m., or as soon thereafter as the matter may be heard, the City Council will hold a continued public hearing in the regular meeting place of the City Council being the Council Chambers of the City Council, located at 336 Pacific Ave, Shafter, California 93263 where this City Council will consider the annexation of territory to CFD No. 0815, the proposed method and apportionment of the Special Tax, and all other matters as set forth in the Resolution. That at the above-mentioned time and place for the continued public hearing any persons interested, including taxpayers and property owners, may appear and be heard, and that the testimony of all interested persons for or against the annexation of territory to CFD No. 0815, or the financing of the public services, will be heard and considered.

Any protests may be made orally or in writing. However, any protests pertaining to the regularity or sufficiency of the proceedings shall be in writing and clearly set forth the irregularities and defects to which the objection is made. All written protests shall be filed with the City Clerk of the City Council on or before the time fixed for the continued public hearing. Written protests may be withdrawn in writing at any time before the conclusion of the continued public hearing.

If a written majority protest against the annexation of territory to CFD No. 0815 is filed, the proceedings shall be abandoned. If such majority protest is limited to certain public services or portions of the special tax, those services or that tax shall be eliminated by the City Council.

If, following the continued public hearing, the City Council determines to complete the annexation of territory to CFD No. 0815, the City Council shall then submit the levy of the special taxes to the qualified electors of the territory proposed for annexation to CFD No. 0815. If at least twelve (12) persons, who need not necessarily be the same twelve (12) persons, have been registered to vote within the territory proposed for annexation to CFD No. 0815 for each of the ninety (90) days preceding the close of the public hearing, the vote shall be by registered voters of the territory proposed for annexation to CFD No. 0815, with each voter having one (1) vote.

Otherwise, the vote shall be by the landowners of the territory proposed for annexation to CFD No. 0815 who were the owners of record at the close of the subject hearing, with each such landowner or the authorized representative thereof, having one (1) vote for each acre or portion of an acre of land owned within the territory proposed for annexation to CFD No. 0815.

The Resolution contains other provisions which are not summarized above, including the Rate and Method of Apportionment. A complete copy of the Resolution of Intention may be reviewed or obtained at the office of the City Clerk at 336 Pacific Ave, Shafter, California 93263 during normal business hours.

If you wish to challenge the City’s action on these matters in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the Office of the City Clerk at or prior to the public hearing.

DATED: November 18, 2025

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17236.00203\44383375.1
-3 -
/s/ Yazmina Pallares
Yazmina Pallares, City Clerk
City of Shafter, County of Kern

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PUBLIC HEARINGS

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: November 18, 2025
DEPARTMENT: Ravi Pudipeddi, City Engineer
SUBJECT: VACATION OF WAIVER OF VEHICULAR ACCESS RIGHTS

RECOMMENDATION
Council find the action is not defined as a “project” per Section 15378(b)(5) of the CEQA Guidelines; approve the vacation of waiver of vehicular access rights and authorize the City Engineer to record said document.

BACKGROUND
The recordation of Tract No. 6761 dedicated waiver of access rights from Lot 3 onto 7th Standard Road along the southerly boundary of Lot 3. The subject parcel, which is zoned commercial, is located at the northwest corner of 7th Standard Road and Gossamer Grove Boulevard.

The property owners of the subject parcel, Kern Land Partners, LLC, and Landstone Partners VIII, LLC, approached the City Planning and Public Works Departments to discuss the potential commercial developments within the subject parcel provided access to it from 7th Standard Road is allowed.

The restriction of access to the subject parcel from 7th Standard Road limits the development of the subject parcel because the patrons would have to travel westbound on 7th Standard Road to northbound of Gossamer Grove Boulevard to either a U-turn or a left turn on Gossamer Grove Boulevard to access the subject parcel. The same scenario is true for the northbound traffic along Calloway Drive and eastbound traffic along 7th Standard Road. The City staff, after careful evaluation and analysis, has determined that access in compliance with the Engineering standards and City Ordinances can be allowed along the southerly boundary of Lot 3. The staff further confirms that providing access off of 7th Standard Road and vacating the waiver of vehicular access rights along the southerly boundary of the subject parcel will not compromise the safety and traffic operations in the vicinity of the subject parcel.

FISCAL IMPACT
None. The vacation of waiver of access rights will be provided at no cost to the City.

CEQA ANALYSIS
The action is not defined as a “project” per Section 15378(b)(5) of the CEQA Guidelines because the action is the approval of a vacation of vehicular access rights and therefore, it is organizational and administrative activity that will not result in direct or indirect physical changes to the environment and not subject to CEQA.

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VACATION OF WAIVER OF VEHICULAR ACCESS RIGHTS
- 2 -

APPROVED BY THE CITY ATTORNEY
Not Applicable

ATTACHMENTS

1. Tract 6761

2. Vacation of Direct Access

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MANAGEMENT REPORT

CITY OF SHAFTER

CITY COUNCIL REPORT
MEETING DATE: November 18, 2025
DEPARTMENT: David Franz, Community Services Director
SUBJECT: COUNCIL GUIDANCE ON PROPOSED SOUND GARDEN

PROJECT

RECOMMENDATION
Council find the action is not defined as a “project” per Section 15378(b)(5) of the CEQA Guidelines; provide direction of the proposed Sound Garden Project.

BACKGROUND
Grow Academy students have approached the City with a proposal to create a permanent Sound Garden, a public installation of outdoor musical instruments designed to encourage creativity, interactive play, and community engagement.

Students have researched and identified examples of professionally manufactured outdoor instruments suitable for public use, estimating a cost of approximately $30,000 to $50,000 for instrument acquisition alone. These costs do not include engineering, site design, or installation expenses.

Initial site suggestions from students include Veterans Park, Mannel Park, and the Library & Learning Center campus. These locations are publicly accessible and central, but vary in terms of available footprint, ambient noise considerations, visibility, and proximity to other amenities.

At this time, Staff has not initiated site studies or detailed design development and is seeking Council direction on whether to move forward with further planning and integration of this concept into the City’s formal Capital Improvement Program. Below are the following aspects of the proposed Sound Garden Project that require direction:

A) Should staff take the lead on design, location, and installation of a Sound Garden with input from Grow Academy students and members of the public, and add the project to the Capital Improvement Plan (CIP) for Fiscal Year 2025–2026? B) What are the Council's priorities and concerns regarding the location of the Sound Garden, including footprint, noise levels, visibility, and public access? C) What is the general size and scope of budget Council would support for this type of project?

FISCAL IMPACT

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COUNCIL GUIDANCE ON PROPOSED SOUND GARDEN PROJECT
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This item is for discussion purposes only. No budget appropriation or financial commitment is being requested at this time. If Council directs staff to proceed with design development and inclusion of the Sound Garden, staff will return with a detailed cost estimate and potential funding strategy.

CEQA ANALYSIS
The action is not defined as a “project” per Section 15378(b)(5) of the CEQA Guidelines because the action is the Council providing guidance on direction for a possible sound garden project and therefore, it is organizational and administrative activity that will not result in direct or indirect physical changes to the environment and not subject to CEQA.

APPROVED BY THE CITY ATTORNEY
Not Applicable

ATTACHMENTS
None

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Shafter City CouncilNovember 18, 2025

Shafter City Council
November 18, 2025